ATC170523: Report of the Portfolio Committee on Defence and Military Veterans on Budget Vote 19: Defence and Military Veterans: Department of Defence, dated 23 May 2017

Defence and Military Veterans

REPORT OF THE PORTFOLIO COMMITTEE ON DEFENCE AND MILITARY VETERANS ON BUDGET VOTE 19: DEFENCE AND MILITARY VETERANS: DEPARTMENT OF DEFENCE, DATED 23 MAY 2017

The Portfolio Committee on Defence and Military Veterans, having considered Budget Vote 19: Defence and Military Veterans, reports as follows on the Department of Defence:

 

1.         DESCRIPTION OF CORE FUNCTIONS OF THE DEPARTMENT OF DEFENCE

 

The aim of the Department of Defence (DOD) is to defend and protect the country, its territorial integrity and its people, in accordance with the Constitution and the principles of international law. This correlates strongly with the mission of the DOD which is to provide, manage, prepare and employ Defence capabilities commensurate with the needs of South Africa as regulated by the Constitution, national legislation, parliamentary and executive direction. The above is provided through the proper management, provision, preparedness and employment of defence capabilities, which are in line with the domestic and global needs of South Africa.

 

2.         Overview of the key relevant policy focus areas

 

2.1        State of the Nation Addresses

President Jacob Zuma delivered his State of the Nation Address (SONA) on 9 February 2017. The challenge of slow economic growth and the alleviation of poverty, inequality and unemployment dominated the SONA. With these focal points, little emphasis was placed on matters pertaining to the Department of Defence. The major addition to this year’s defence focus was the focus on Operation Phakisa and the role of the SA Navy and Armscor in this regard. The seamless transition of control of the Naval Dockyard in Simon’s Town and maximising the economic potential thereof will be essential to its contribution to Operation Phakisa. Furthermore, the President reiterated the SANDF’s role in continental peacekeeping efforts. It can therefore be expected that the SANDF’s peacekeeping role in Africa will continue over the medium to long term. The SANDF currently only contributes forces to the UN peacekeeping missions in the eastern Democratic Republic of the Congo (DRC). The SA Navy also takes part in external operations in the Mozambican channel to deter piracy and improve general maritime safeguarding.

 

2.2        The National Development Plan (NDP)

The NDP and its related policies provide a national framework that will inform the contribution by national departments. The DOD contributions to the NDP include the following focus areas:

• The reduction in Youth unemployment.
• The provision of assistance in disaster aid and disaster relief.
• Combatting piracy along the east coast of Africa.
• Strengthening the research and development capacity in South Africa.
• Building safer communities.
• Building a capable and developmental state.
• Reduce prevalent corruption and fraud.

The focus areas for defence within the NDP flows over into the Medium Term Strategic Framework (MTSF) for 2014 to 2019.

 

2.3        The Medium Term Strategic Framework (2014 - 2019)

The MTSF Outcomes to which DOD will contribute include the following:

• Outcome 3 (Sub-outcome 3 - All people in South Africa are and feel safe): Defence will contribute to this outcome through its participation in border safeguarding. During 2017/18, a total of 15 sub-units will be deployed for the purpose of border safeguarding.

 

• Outcome 3 (Sub-outcome 4 – Secure cyber-space): The DOD will contribute to this outcome through the development of a National Cyber Warfare Strategy and Implementation Plan. During 2017/18, the DOD will continue with the implementation of this plan and, if resource allocations permit, contribute to the capacitation of a cyber-security institution through the establishment of a Cyber Command Centre Headquarters.

 

• Outcome 3 (Sub-outcome 7 – Corruption in the private and public sectors reduced): The DOD will continue to implement measures to reduce corruption and fraud.

 

• Outcome 11 (Sub-outcome 3 – Political cohesion in Southern Africa to ensure a peaceful, secure and stable region): The DOD will contribute to conflict prevention, peacekeeping and post-conflict reconstruction and development as ordered by Government.

In addition to the MTSF focus areas noted above, the DOD will also contribute indirectly to the following MTSF outcomes:

• Outcome 2 (A long and healthy life for all South Africans): The DOD has a duty to ensure a healthy military community.
• Outcome 5 (A skilled and capable workforce).
• Outcome 12 (An efficient, effective and development-oriented public service and empowered, fair and inclusive citizenship).

 

2.4        Ministerial and other priorities: Strategic and operational goals

Strategic and operational goals for 2017/18 were set through the priorities of the Minister of Defence, the secretary for Defence and the Chief of the South African National Defence Force (SANDF). There is significant correlation between the set priorities, notably that of the Minister and the Chief of the SANDF. Five specific correlated priorities, inter alia, can be identified.

First, the Minister of Defence identified the Defence Strategic Direction as a priority. This includes strategic direction for the implementation of the Defence Review (with targets and timelines). At operational level, this priority is reflected as Military Strategic Direction which refers to implementing guidelines on the Defence Review; border safeguarding strategy, joint force employment strategy, and a defence diplomacy strategy.

Second, the Minister of Defence identified the Strategic Resourcing Direction as a priority. This refers to the development of a Defence Funding Model. At operational level, this will impact on the restructuring of the SANDF. The Chief of the SANDF will compile a restructuring plan to be rolled out over the MTEF period.

Third, the Minister of Defence identified organisational renewal as a priority. This includes the restructuring of the DOD/SANDF. Three operational priorities flow from this. First. The implementation of a Human Resources Strategy based on the “cradle-to-grave” concept and focus on the right-sizing of the SANDF. The Defence Academy will also be established. Second, the enforcement of Military Discipline. A discipline plan will be promulgated based on the military culture defined in the Military Strategy. Third, the Revitalisation and utilisation of Reserves, which requires improved feeder systems for the Reserves.

Fourth, the Minister of Defence identified human resources renewal as a priority. This will aim to ensure that the personnel profile will meet current and future SANDF needs. Four operational priorities flow from this. First, the Renovation of DOD Facilities. This includes devolving the responsibility for Defence Endowment property from the DPW to the DOD and utilising the Defence Works Formation for maintenance. Second, Development and maintenance of Strategic Reserves. The Chief of the SANDF will provide a policy on strategic reserves determining required reserve stock levels for emergencies. Third, the Development of SANDF capabilities. This includes the physical development of appropriate capabilities through acquisition plans and investigations into the establishment of a Coast Guard. Fourth, the Renewal of Landward Defence Capability. This includes the development of a multipurpose support vehicle of which a prototype is to be developed in 2017/18.

Fifth, the Minister of Defence identified capability sustainment as a priority. This relates to the aligning of defence acquisition to the Defence Review. Notable focus on the DOD Works Capability, cyber Warfare Capability and Defence Industry Policy and Strategy. At operational level, this priority relates to force protection which hinges on improved Intelligence Capabilities on all levels and improved preparation and force employment stock levels. It further relates to the systematic increase of the SANDF’s footprint on the borders.

Finally, an additional overarching strategic priority was noted by the Minister of Defence which relates to the need to sustain ordered defence commitments.

 

3.         Committee 2015/16 Budget Report

The Committee made the following recommendations in terms of the 2015/16 Annual Performance Plan of the Department of Defence:

 

• The Department must ensure the resolution of the weaknesses relating to the payment of invoices within the prescribed 30-day period. It should set a target closer to 100 per cent compliance, and ensure that such target is achieved.
• The Committee urges the finalisation of a military exit mechanism that will ensure force rejuvenation and the maintenance of skills. It further urges the development of other means such as reskilling to achieve the set target.
• Scant details about the planned restructuring of the Department of Defence was forthcoming during the Committee’s interaction with the Department. The Committee will request a briefing from the Defence Review Implementation Team on how the restructuring is set to take place.
• The Committee urges the urgent finalisation of the appointment of military judges. The Military Discipline Bill should also be prioritised and brought before Parliament before the end of the 2016/17 financial year. The finalisation of the Discipline Plan should be accelerated and the Department should report to the Committee on progress.
• Additional funds, prioritised for the implementation of the Defence Review’s Milestone 1 will ensure that critical capacity in the SANDF is not lost over the medium-term. The Committee therefore recommends that the Department speed up its efforts to source alternative avenues to prevent such losses.
• The Committee recommends that the Department ensures that skills are transferred by members of the Cuban Armed Forces who are assisting the Department to members of SANDF to capacitate them to do maintenance and repairs of defence equipment, in especially deployed areas.
• The Committee recommends that the Department request additional funding or shift/reprioritise funds to ensure that additional flying hours are allocated to ensure, firstly, that pilots remain current in terms of flying hour requirements and, secondly, to ensure sufficient air support to SANDF operations.
• The Committee expresses concern regarding the reduction in funds allocated to the maritime and transport sub-programme of the Air Defence Programme. It therefore urges the Department to prioritise the funding in this regard as well as for a strategic airlift capability in the SA Air Force.
• The Committee expressed concern about R350 million reduction in funding to the Special Defence Account. It therefore recommends that this reduction should in particular not further delay the acquisition of offshore patrol vessels under Project BIRO, as these vessels are essential to ensure maritime territorial safeguarding.
• While the current Defence budget is inadequate to meet the needs of the SANDF, the Committee will monitor improved alignment of the limited defence budget to strategic priorities.

 

5.         DOD BUDGET AND PERFORMANCE INDICATORS

 

5.1        Overview of the DOD 2017/18 Budget

The Department of Defence and Military Veterans received a total allocation of R48.619 billion for the 2017/18 financial year, increasing from R47.237 billion in 2016/17. It should be noted that this includes an allocation of R622.1 million towards the Military Veterans Department which forms part of the Vote. The DOD received approximately 27 per cent of the funds allocated to the Justice, Crime Prevention and Security (JCPS) Cluster.

Although the Department’s allocation increased by 2.93 per cent in nominal terms, it equates to a decrease of 3.17 per cent in real terms as adjusted for inflation (See Table 1). This real percentage decrease should be viewed in the context of a 1.86 per cent real decrease in 2016/17 as well. As such, the DOD continues to face real percentage decreases in its allocation, complicating the potential for the implementation of the 2015 Defence Review.

In real terms, the largest decreases were for the Air Defence, which sees its allocation decrease by 10.56 per cent. The Air Defence Programme also saw its budget decrease in real terms in 2016/17. Maritime Defence received a small real percentage increase and its allocation will increase by 2.25 per cent.  The Administration programme receives a real percentage reduction in its allocation of 5.54 per cent while Defence Intelligence and General support received real percentage reductions of 1.14 and 4.18 per cent respectively. The allocation for Landward Defence remained stable in real terms.

 

 

 

 

Table 1: Increase/decrease per programme from 2016/17 to 2017/18

Programme	Budget		Nominal Increase / Decrease in 2017/18	Real Increase / Decrease in 2017/18	Nominal Percent change in 2017/18	Real Percent change in 2017/18
R million	2016/17	2017/18
Programme 1: Administration	5 358,6	5 380,8	22,2	-  296,7	0,41 per cent	-5,54 per cent
Programme 2: Force employment	3 601,2	3 688,6	87,4	-  131,2	2,43 per cent	-3,64 per cent
Programme 3: Landward Defence	15 557,5	16 550,2	992,7	11,8	6,38 per cent	0,08 per cent
Programme 4: Air Defence	6 971,4	6 628,0	-  343,4	-  736,2	-4,93 per cent	-10,56 per cent
Programme 5: Maritime Defence	4 407,1	4 790,0	382,9	99,0	8,69 per cent	2,25 per cent
Programme 5: Military Health Support	4 474,1	4 586,7	112,6	-  159,2	2,52 per cent	-3,56 per cent
Programme 7: Defence Intelligence	900,2	917,3	17,1	-  37,3	1,90 per cent	-4,14 per cent
Programme 8: General Support	5 966,4	6 077,2	110,8	-  249,4	1,86 per cent	-4,18 per cent
TOTAL	47 236,5	48 618,8	1 382,3	- 1 499,2	2,93 per cent	-3,17 per cent

 

Major observations over the DOD’s eight programmes include the following:

Programme 1 (Administration): In line with the overall real percentage reduction of the programme, the majority of subprogrammes received a real percentage reduction. The largest reductions are for the Financial Services (25.82 per cent), Religious Services (16.64 per cent), and Human Resources Support Services (9.7 per cent). Further real percentage reductions to be noted relate to the subprogrammes for the Ministry (8.52 per cent), Legal services (8.46 per cent) and the Defence Reserves Direction (8.5 per cent). Only one real percentage increase is noteworthy, which relates to Departmental Direction, which received an 8.95 per cent real increase. This is likely related to efforts at implementing the Defence Review. The allocation for Consultants increase from R49.9 million in 2016/17 to R62.4 million in 2017/18.

Programme 2 (Force employment): Although the allocations for the Force Employment programme for 2017/18 remained fairly stable compared to 2016/17, significant shifts in the allocations to subprogrammes can be noted. There is a 21.53 per cent reduction in real terms for the allocation for Strategic Direction. Similarly, the Support to the People subprogramme (which includes border safeguarding) received a 17.89 per cent real reduction in its allocation. The only major increase in terms of allocation relates to a 12.69 per cent real increase for the regional security subprogramme. This is of interest given that the SANDF currently has less regional deployments following its withdrawal from the UN/AU Mission to SUDAN (UNAMID). There is also a major increase in the allocation for machinery and equipment from R92.1 million in 2016/17 to R181.9 million in 2017/18.

Programme 3 (Landward defence): Landward Defence is the largest of all the Defence programmes, mostly due to its dependence on a large personnel configuration. The allocation for this programme remained stable in real terms and saw a substantive nominal increase. This may relate to the strategic priority of replacing the infantry combat vehicles, developing a modern command-and-control system, a mobile water-provisioning system and a new geographic system. Real percentage increases that should be noted include Air Defence Artillery (8.9 per cent) and the Infantry Capability (6.96 per cent). Noteworthy real percentage decreases include the General Training Capability (23.86 per cent); Strategic Direction (15.42 per cent); Operational Intelligence (11.81 per cent); and, the Signal Capability (7.18 per cent). Furthermore, there is a major reduction is visible in terms of the allocation for Compensation of Employees. However, it remains unlikely that this reduction will be achieved in the 2017/18 financial year and over-expenditure is expected. Furthermore, the Department should be lauded for its reduction on the allocation to Contractors. This allocation is reduced from R335.5 million in 2016/17 to R218.2 million in 2017/18. The Fuel, Oil and Gas allocation also decreased from R231 million in 2016/17 to R198.6 million in 2017/18. A major increase can be observed for Departmental Agencies and Accounts from R2 048.9 million in 2016/17 to R3 619.7 million in 2017/18. The allocation for Travel and Subsistence also increases from R218.1 million in 2016/17 to R327.9 million in 2017/18.

Programme 4 (Air Defence): The Air Defence Programme received a real reduction in its allocation of 10.56 per cent for 2017/18. The allocation for this programme will, however, increase significantly towards 2019/20 with an additional R1.4 billion allocated for the procurement of new medium and light transport aircraft and a new generation mobile communications capability. In terms of the subprogramme allocation for 2017/18, no real percentage increases were made as all subprogrammes received a real percentage reduction in allocation. The largest reductions in allocation (in real terms) was for the Air Combat Capability (23.16 per cent); Operational Direction (23.28 per cent); Strategic Direction (18.68 per cent); and, Operational Support and intelligence (16.23 per cent). The allocation for contractors from R1 206.1 million in 2016/17 to R1 314.7 million in 2017/18. There is also a significant reduction in the allocation for Travel and Subsistence from R581 million in 2016/17 to R83.5 million in 2017/18.

Programme 5 (Maritime Defence): The Maritime Defence programme allocation will include a focus on the long-term acquisition goals of the Department, including the replacement of the SA Navy’s Hydrographic vessel in 2017/18 and offshore patrol vessels from 2018/19 onwards. Although the Programme received a slight real percentage increase, this can be attributed to the 13.41 per cent real increase in the allocation to the Maritime Combat Capability subprogramme when comparing 2016/17 and 2017/18. All other subprogrammes received a real percentage decrease. The largest decrease was for the Base Support subprogramme (9.87 per cent) and the Maritime Direction subprogramme (7.72 per cent). Oil, Fuel and Gas which increases from R19.1 million in 2016/17 to R73.1 million in 2017/18.

Programme 6 (Military health Support): In line with the Programme’s 3.56 per cent real decrease, most subprogrammes received a real percentage decrease when comparing 2016/17 to 2017/18. The only marginal real percentage increase was for the Specialist Health Services subprogramme (3.36 per cent). The most significant real percentage decreases were for the Military Health Training Capability (23.98 per cent) and Strategic Direction (20.2 per cent). In terms of economic classifications, three major concerns exist. First, the amount allocated for outsourced services increases from R283.6 million in 2016/17 to R433.5 million in 2017/18. Second, the amount allocated for contractors increases from R59.4 million in 2016/17 to R81.6 million in 2017/18. Third, the amount allocated for medicine decreases from R235.1 million in 2016/17 to R155.1 million in 2017/18.

Programme 7 (Defence Intelligence): While in 2016/17 the Defence Intelligence (DI) Programme received a real percentage increase in its allocation, this was largely related to initial funding for the development of cyber monitoring capability. For 2017/18, the DI Programme received a real reduction of 4.14 per cent. This is largely related to a 7.34 per cent real reduction in the allocation for the Operations subprogramme.

Programmme 8 (General Support): The General Support Programme received a real percentage decrease of 4.18 per cent for 2017/18 compared to the previous financial year. As such, all subprogrammes received a real percentage decrease, except for a 14.04 per cent real increase in the allocation for Departmental Support. The largest real percentage decrease was for Technology development (19.58 per cent). The allocation for contractors increased from R123.4 million in 2016/17 to R159.1 million in 2017/18. The allocation for training and development also increases from R42.9 million to R80.5 million over the same period.

 

5.2        Selected Performance Indicators

Table 2 below reflects a number of selected performance indicators across the eight programmes of the DOD.

Table 2: Selected performance targets for the DOD

Programme	Performance Indicator	Audited Outcome	Estimated Performance	Estimated Performance
		2015/16	2016/17	2017/18
1	Defence Review implementation status	DRIP in progress	Monitor implementation of approved DRIP	Monitor implementation of approved DRIP
1	Establish DOD Strategic Research Capability	Policy Research Unit Concept Document compiled	Policy Research Unit Concept Document approved	Policy Research Unit Concept Document approved
1	Compliance to the DOD Corporate governance ICT Policy status	New indicator	New indicator	Development and submission for approval of the DOD Corporate ICT Policy
1	Military Strategy Status	New indicator	New indicator	Military Strategy approved and promulgated
1	Percentage compliance with the establishment of the Military Strategic Direction Register	New indicator	48%	49%
1	Percentage payment of legitimate invoices within 30 days	80.09%	75%	75%
1	Human Resources Strategy Status	New indicator	New indicator	Human Resource strategy developed
1	Number of Reserve Force man days	2 768 982	2 701 681	1 817 104
1	Percentage military court cases finalised (in-year)	3%	40%	40%
1	Status of public opinion on the DOD	72%	77%	75%
1	Number of Defence attaché offices	44	46	44
3	Percentage compliance with training targets	84% (3 315)	80% (2 214)	80% (2 302)
4	Number of Force Employment hours flown	5 000	5 000	5 000
5	Number of hours at sea	10 710	12 000	12 000
6	Number of health activities per year	2 257 785	2 140 550	2 140 550
6	Percentage compliance with DOD training targets	829 (102%)	648 (80 %)	648 (80 %)
6	Percentage availability of medical stock	45 %	Information classified	Information classified
8	DOD Procurement policy status	New indicator	Submission of Procurement Policy for approval	Implementation of DOD Procurement Policy
8	Percentage procurement requests fully completed within 90 days from registration	94%	95%	95%
8	Percentage of cases of corruption and fraud investigated	66%	100% (not audited yet)	100%
8	Number of crime prevention operations	282	124	124
8	Percentage criminal cases investigated (backlog)	New target	40%	40%

 

It is noted that several targets are not made publicly available due to security concerns. Some of these are of concern as it can impact on oversight, including the following:

• Programme 2: Percentage reimbursement by the UN/AU (previously released target was 78 per cent in 2014/15).

• Programme 2: Percentage compliance with force levels for external operations (previously released target was 98 per cent in 2014/15).
• Programme 6: Percentage availability of medical stock.

 

6.         Organisational structure and personnel

Personnel figures presented in the Estimates of National Expenditure (ENE) should be seen in the context of the Defence Review Requirements. One of the primary aims of the Defence Review is to restore the balance between Capital, Personnel and Operational expenditure within the DOD over the next ten years. The aim would be to realign spending with the objectives of the 1998 Defence Review which pegged the Personnel spending at 40 per cent, Operating costs at 30 per cent, and Capital costs at 30 per cent of the total budget (a 40:30:30 balance). This ratio is also in line with international benchmarking. In order to achieve the balance noted in Section 1, significant alterations to personnel figures and required funding are proposed. The Defence Review proposes an initial decrease in personnel numbers while keeping Defence spending stable (during Milestone 1). Milestone 1 requires a decrease to 72 000 members.

According to the 2017 ENE, personnel figures are set to decrease significantly from 78 345 in 2016/17 to 69 609 in 2017/18. The total cost associated with employees is therefore reduced from R27.362 billion in 2016/17 to R26.448 billion in 2017/18. National Treasury did indicate, in 2016 already, that the DOD will finalise, develop and implement a plan to manage its personnel cost within a reduced expenditure ceiling over the 2017/18 and 2018/19 financial years. However, the DOD has indicated in the 2017/18 APP that it is currently not in a position to reduce personnel numbers due to the lack of an effective exit mechanism. It was further noted during presentations that an effective exit mechanism is still being developed at national government level. As such, personnel levels are expected to remain stable, only affected by natural attrition and a smaller Military Skills Development system (MSDS) intake.

 

 

7.         Committee Observations

During deliberations with the DOD on 17 May 2017, Members of the PCODMV made several observations related to the budgetary allocation and the targets set in the APP. The following should be noted:

1. The Committee expressed concern regarding the potential over-expenditure over the MTEF and noted that this should be addressed and plans to mitigate this be presented.

 

1. The payment of suppliers within 30 days remain a concern and improvement in this regard is required as it impacts negatively on Small, Medium and Micro-Sized Enterprises (SMME).

 

1. Local procurement of goods and services required by the Defence Force, should prioritise local communities and should be done in such a way that it addresses injustices of the past.

 

1. The delays in the development and implementation of the Cyber Security Strategy was noted as a major concern. Members noted the need for cooperation with other state departments.

 

1. Members expressed concern regarding the presentation that indicated a requirement for
   R36 billion in funding to adequately fund DOD requirements. This was in contrast to a presentation on funding requirements for the implementation of Milestone 1 of the Defence Review, which indicated a requirement of R15 billion.

 

1. The major reduction in the allocation to Programme 4 (Air Defence) was noted as a concern as it may impact on the achievement of the target for 5 000 flying hours. It further has the potential to undermine the ability of the SA Air Force to retain pilots and other skilled personnel.

 

1. Base security was raised as a major concern, as observed through the recent theft of equipment, ammunition and arms from Simonstown Naval Base, Silvermine Naval Base and 9 South African Infantry Battalion.

 

1. While the DOD indicated risks for the Department related to the implementation of the National Health Insurance (NHI) initiative, Members noted that this is a government policy and that means to mitigate these risks should be found.

 

1. Members noted the important role that the SANDF plays in border safeguarding.

 

1. Member showed appreciation for the MPAT score of the DOD, but requested further engagement on this matter.

 

1. Members expressed concern regarding the classification of certain targets, notably the target on the availability of Medical Stock (Programme 6).

 

• The reduction in the allocation for Military Police was of concern as this may impact on the ability of the Military Police to deter crime and assist in the prevention and investigation of corruption and fraud.

 

1. Members raised questions regarding the implementation of a Mobility Exit Mechanism (MEM) and noted that this is essential in any effort to responsibly reduce the personnel component of the SANDF.

 

• The reduction in the number of Reserve Force days was noted as a concern as this will put additional pressure on the Permanent Force in terms of deployments.

 

• The increase in the allocation to contractors from R1 206.1 million in 2016/17 to R1 314.7 million in 2017/18 in Programme 4 (Air Defence) was raised as a concern.

 

1. The significant increase in the need for the outsourcing of patients under Programme 6 (Military Health Support) was highlighted as a concern and a potential area for cost-saving.

 

9.         Recommendations

The PCODMV identified the following areas which will be subject to monitoring by the Committee throughout the 2017/18 financial year:

1. Urgent engagement with National Treasury is required in an effort to find means of addressing the projected over-expenditure on compensation of employees in 2017/18 and beyond. Progress in this regard should be presented to the PCODMV on an ongoing basis.

 

1. An urgent trilateral engagement between Parliament’s Defence Committees, the DOD and National Treasury is required regarding the funding of the implementation of Milestone 1 of the Defence Review.

 

1. The Cyber Security Strategy should be finalised as a matter of urgency and regular updates on its implementation be provided to the PCODMV.

 

1. Flying hours in the SA Air Force remain a major concern. The Committee recommends that the DOD reports, on a quarterly basis, progress in the attainment of the 5 000 Force Employment hours to be flown. A further breakdown of the total number of flying hours (training, operational, force employment, etc) will further assist the PCODMV in its oversight.

 

1. The Committee further recommends that the Department reports to it on the cost of leasing aircraft to transport personnel and cargo in order to determine whether a better option would be to purchase such aircraft. 

 

1. Similar to the above, the PCODMV recommends that the DOD reports, on a quarterly basis, on the progress being made to attain the 12 000 planned sea hours for the SA Navy.

 

1. The Committee urges closer cooperation between the DOD and the Department of Public Works (DPW) regarding the upgrading of security at military bases. Where possible, the Defence Works Formation should be included in efforts to enhance base security. Closer cooperation with the DPW should also be extended to the realm of border safeguarding and repairs to border fences.

 

1. The Committee further recommends that security-evaluations should be done at military bases especially at those bases in located CBD’s to assist in the determination of which bases should either be moved or rationalised.

 

1. The target related to the availability of medical stock in Medical Stock (Programme 6) should be declassified and reported to the Committee on a quarterly basis.

 

1. Progress with regards to the finalisation of a Mobility Exit Mechanism (MEM) and the potential implementation thereof should be presented to the Committee on a quarterly basis.

 

1. The DOD is implored to ensure that operational fatigue does affect the Permanent Force amid the reduction of the utilisation of the Reserves. The Committee should be briefed on this.

 

• Given the tight financial position of the DOD, areas for further cost-cutting should be identified. The Committee recommends that the Department should report on the allocation to contractors and consultants and the related expenditure on this line item to allow the Committee to monitor this aspect throughout the year.

 

1. The PCODMV also notes the continued rise in outsourcing of patients by the DOD at a very high cost to the Department. The Committee will monitor expenses in this regard.

 

• The DOD should also provide quarterly feedback on (1) progress with regards to the finalisation of 1 Military Hospital’s refurbishment, (2) constraints to hiring of medical personnel, notably at 2 Military Hospital, and (3) means to ensure that services which are being outsourced can be offered in-house.

 

• The DOD should provide quarterly updates on the re-capacitation of the Landward Defence Capability.

 

1. The Department must ensure the resolution of the weaknesses relating to the payment of invoices within the prescribed 30-day period. It should set a target closer to 100 per cent compliance, and ensure that such target is achieved.

 

 

Report to be considered