Internal security and crime prevention are primarily the responsibility of the South African Police Service (SAPS), while the South African National Defence Force (SANDF) is responsible for defending South Africa against external military threats.
In accordance with the South African Constitution, 1996 (Act 108 of 1996), the Minister of Safety and Security is responsible for policing in general and is required to account to the Cabinet and Parliament on all matters relating to policing. Important features of the Minister's responsibility are the determination of national policing policy and the provision of civilian oversight. The following three structures fall under the Minister of Safety and Security.
The Department of Defence strives towards representivity at all levels in terms of gender and race. By March 2003, 15% of the Force was female.
enhance the safety and security of South Africans ensure proper investigation of criminal cases and the provision of sound crime intelligence protect prominent people manage the SAPS, including its resources, development and operations more efficiently.
These objectives have been aligned with the goals of the Integrated Justice System and the Justice, Crime Prevention and Security (JCPS) Cabinet Cluster, which co-ordinates joint crime-prevention initiatives.
A review of strategic priorities in 2000 resulted in a medium-term plan, the Strategic Focus, 2000 - 2005.
The Department of Safety and Security has set four key strategic priorities for this period.
The first priority is to combat organised crime, focusing on crimes relating to drugs, trafficking in firearms, vehicle theft and hijacking, corrupt police officials, and organised commercial crime.
The second priority is concerned with the levels of serious and violent crime. In this regard, the Department has developed strategies to counter the proliferation of firearms, which fuels high levels of violent crime; improve safety and security in highcrime areas; combat specific crimes - such as taxi and gang violence, and faction fighting; and maintain security at major public events.
The third priority focuses on developing strategies to reduce the incidence of crimes against women and children, while also improving the investigation and prosecution of these crimes.
The fourth priority is to improve service delivery at police stations.
The Department has also identified human resource and budget management as key organisational priorities. These priorities were implemented by means of the National Crime-Combating Strategy (NCCS).
The NCCS involves the establishment of crime-combating task groups targeting serious and violent crime in designated high-crime zones. Operational interventions are intelligence-driven and based on the specific crime patterns of each zone.
The SAPS also collaborated with other departments in the JCPS Cluster to focus resources on addressing the incidence of crime and public disorder. The JCPS Cluster concentrates on programmes like the development and transformation of Cluster departments; crime prevention; and crime combating, which includes combating organised crime, crimes against women and children, corruption, improved intelligence, border control, regional and international co-operation, security, prosecution and the judiciary, detention (e.g. addressing the overcrowding of prisons), and the reduction of illegal firearms.
Minister, and evaluate the performance of the SAPS. During 2003, the Secretariat emphasised the importance of moral regeneration in efforts to combat crime, in the belief that a major problem affecting criminality is moral degeneration. The Moral Regeneration Movement (MRM) calls on all cardinal role-players - the family, church, school system, government departments, various constitutional commissions such as the National Youth Commission (NYC), the Commission on Gender Equality, and business - to come on board.
The ICD was established in terms of the Interim Constitution of South Africa, 1993 (Act 200 of 1993), to investigate complaints of alleged criminality and misconduct against members of the SAPS.
The primary role of the ICD is to ensure that complaints about offences and misconduct committed in the SAPS are investigated in an effective manner. It is governed by Chapter 10 of the SAPS Act, 1995.
The ICD has additional mandates in respect of monitoring the implementation of the Domestic Violence Act, 1998 (Act 116 of 1998), by the SAPS, and in respect of civilian oversight over municipal policing services.
The ICD is mandated to investigate all deaths in police custody or as a result of police action. An investigation is conducted to determine whether there are any indications of criminal conduct by the police. Where there are no indications of criminal conduct, the matter is left to the police themselves to investigate, while the ICD monitors/supervises the investigation. If information is subsequently received indicating that there was criminal conduct on the part of the police, the ICD will take control and conduct a full investigation.
Upon completion of an investigation, the ICD may make recommendations to the Director of Public Prosecutions about the prosecution of any SAPS member(s) implicated. It may also make recommendations to the SAPS management with regard to the departmental prosecution of a police member.
The ICD is compelled by law to investigate complaints or reports of deaths in police custody, or as a result of police action.
The ICD reports to Parliament through the Minister of Safety and Security. However, it is operationally independent from the SAPS.
The number of complaints handled by the ICD in 2002/03 amounted to 4 443, representing an increase of 31,9% compared with 2001/02.
The number of deaths in custody or as a result of police action during 2002/03 was 528, representing a decrease of 9,7% compared with 2001/02 when 585 deaths were recorded.
Persistent interventions by the ICD and SAPS management have led to the decrease in the number of deaths in custody or as a result of police action. The decrease also confirms a growing human-rights ethic within the SAPS.
The key aims and programmes of the SAPS are based on the objectives provided for in Section 205 of the Constitution.
prevent, combat and investigate crime maintain public order protect and secure South Africans and their property uphold and enforce the law.
The vision of the SAPS is to create a safe and secure environment for all South Africans.
protect everyone's rights and be impartial, respectful, open and accountable to the community use its powers in a responsible way provide a responsible, effective and highquality service with honesty and integrity evaluate its service continuously and make every effort to improve it use its resources in the best way possible develop the skills of all its members through equal opportunities co-operate with the community, all levels of government and other role-players. The SAPS came into being in 1994 after the amalgamation of the 11 independent policing agencies that existed before the nation's transition to democracy.
The Service-Delivery Improvement Programme (SDIP) of the SAPS seeks to improve service delivery to communities at local level in line with the principles of batho pele (meaning putting people first), and equipping police-station managers with the necessary practical tools. The objectives of the SDIP are to inculcate a culture of participative management in the organisation and to encourage the community's involvement in safety issues.
Administration provides for the formulation of policy and the management of the SAPS, and includes provision for capital works and the medical benefits of SAPS employees.
Crime Prevention provides for the functions of police stations nationally, and for specific functional services such as the Dog, Equestrian, Radio Control and Diving Units.
Operational Response Services provides for the policing of South Africa's national borders, and for specialised policing services associated with maintaining public order, crowd management and the high-risk functions performed by the Special Task Force.
Detective Service and Crime Intelligence provide the infrastructure required for investigative and intelligence work and the examination of forensic evidence. They provide training to investigators and manage the Criminal Record Centre (CRC).
Protection Services provides for the protection of foreign and local dignitaries.
Given the integrated nature of policing, identified policing priorities are not contained individually or collectively in any single programme. Rather, they underpin the operational activities undertaken at all levels and across all divisions of the SAPS within the context of the entire financial programme structure.
This division is responsible for supporting management in the assessment of servicedelivery standards and performance related to service delivery.
The SAPS fulfils its responsibility to protect both local and foreign prominent persons, using resources allocated to Protection Services. The Presidential Protection Unit provides protection to the President, Deputy President and former Presidents and their spouses.
This division is responsible for rendering a financial and administrative support function to the management of the SAPS.
This division is responsible for fleet and facility management and all other logistical support.
The function of this division is to render a people-centred human resource service to all personnel and to ensure their optimal utilisation.
Legal Services renders a legal support function to management. The division is responsible for national standards and policy relating to crime operations, property and assets, legislation, contracts and agreements, policy standards and litigation.
Personnel Services is responsible for managing personnel-related matters in support of the operational priorities of the SAPS.
By April 2003, the SAPS had a staff complement of 132 121 employees. In compliance with the human resource plan, the personnel strength at station level was expected to increase by approximately 11 300 employees to 67% of the total staff complement during 2003/04.
The ratios for race and gender were 74% blacks and 26% whites and 74% males and 26% females.
The SAPS planned to enlist 9 550 entry-level constables and 4 010 civilians during the 2003/04 financial year.
The division presents functional training that consists of basic training (entry-level) and training in protection services, dog handling, public order, border policing, functional skills, human rights and community policing. Recruits undergo a 12-week basic training course, followed by a fourweek tactical firearms-training course and a three-week field-training mentorship course.
Support training consists of financial, logistical, career, management, adult basic education and basic diversity training.
Crime Prevention is regarded as a line-function division of the SAPS, specifically responsible for the prevention of crime, by addressing the root causes of crime, e.g. socio-economic factors, and by uplifting the community through rural-development and urban-renewal projects.
Crime Prevention aims to reduce opportunities to commit crime by optimising visible policing. Furthermore, the division is responsible for developing, maintaining and monitoring policy standards and directives regarding crime prevention and uniformed services in general. Police Emergency Services and Social Crime Prevention resort under this division.
Police Emergency Services focuses on enhancing the skills and knowledge of all personnel performing rapid-response services (10111 Centres and Flying Squad), hostage negotiators, police divers and members of the Dog and Equestrian Units.
Advanced technological equipment has been installed at various 10111 Centres to enhance service delivery to the community. A capacitybuilding programme has been developed and implemented to recruit, select and train rapidresponse personnel.
Hostage negotiators respond to hostage and suicide incidents. The SAPS presented various courses in hostage and suicide negotiation during 2002, equipping members with skills to deal with hostage- and suiciderelated incidents. An introduction to the management of hostage incidents was addressed in the Southern African Regional Police Chiefs Co-operation Organisation's (SARPCCO) Middle Management Programme.
Police divers participated in a number of operations, most of which entail the recovery of drowned people. The recovery of evidence disposed of in water is an important activity of police divers.
Police divers and vessel handlers also assist in crime prevention and water-safety activities. Members from the various provinces have been trained as police divers, diver supervisors and vessel handlers in swift water-rescue techniques.
The SAPS is not only responsible for the training of dogs and dog handlers to perform specialised policing functions, but also breeds these specialised dogs and provides veterinarian services to the dogs and horses. Continuous training of dogs, horses, dog handlers and horse riders is done.
This component manages projects/programmes that address situational, communitybased and social factors that contribute or precipitate crime, by integrating services and knowledge.
improve victim support and assistance services, particularly for victims of domestic violence and rape build capacity for local crime-preventionstrategy development, particularly within the framework of rural development and urban renewal build skills for resilience and resistance to crime among young people develop and implement strategies to deal with factors contributing to crime.
Operational Response Services is responsible for maintaining public order, conducting highrisk operations, combating rural and urban terror, executing search-and-rescue flights, stabilising volatile situations and preventing cross-border crime.
Public Order Policing Units include the Special Task Force, Intervention Units, Border Police and the Air Wing.
The effective policing of the country's borders, and the prevention and detection of transnational crime, are priorities. Border policing covers 53 land-border posts, 10 airborder posts and nine sea-border posts.
Excellent and structured co-operation with related role-players such as the Department of Home Affairs and the Customs Offices of the South African Revenue Service.
Support from Business Against Crime (BAC).
The development of a well-defined strategy of border-line control for SAPS entry over a six-year period, as the SANDF withdraws over the same period.
The upgrading of the SAPS capacity at land ports of entry to detect crime, i.e. stolen vehicles. This includes new technology and project-driven training.
The envisaged upgrading of service delivery at identified air and seaports of entry on a project-driven basis. This includes technology, procedures, infrastructure and training.
The Operational Co-ordination Component also falls under this division.
Operational Planning and Monitoring ensures the implementation of all national joint operations, be they interdepartmental or the various branches of the SAPS working together in joint operations. The component and its operational co-ordinators have no (vertical) line functions in terms of policing, such as crime prevention, but do have a lateral or horizontal responsibility across all line functions to ensure effective co-ordinated execution of operations as directed by the National Crime Combating Forum.
to a host of meetings both at interdepartmental and departmental levels.
Operational Research aims to ensure the development of operational doctrines and concepts, especially with regard to joint operations.
This subsection is required to do operational research to enable the development of critical areas identified and new areas that will be identified continuously.
This is carried out in co-operation with any other research capacity in the SAPS and the SANDF, but also involves external expertise. It also aims to improve the understanding of the problems confronting the SAPS and the security forces in general, to enable more effective planning and operations.
The Detective Service is responsible for maintaining an effective crime-investigation service. The division's main functions involve investigations into serious, violent, commercial and organised crime.
Forensic Science Laboratory.
Laboratory Information Management System.
Family Violence, Child Protection and Sexual Offences Units (FCS). By mid-2003, there were 32 Child Protection Units and 13 Family Violence and Sexual Offence Units in the main centres and 156 other towns across the country. The 839 members of the FCS received 40 604 cases (7 894 enquiries and 32 710 case dockets) for investigation in 2002.
National Bureau for Missing Persons. As a community-orientated service, its main purpose is to render support to investigating officers. This entails the running of a database where all the particulars of a missing person such as tattoos, scars, hair and eye colour, etc. are stored. This database is situated on a mainframe and is accessible to every police official in the country. The Bureau has state-of-the-art computer equipment, which enables it to, for example, obtain a photo of a missing child suspected of being kidnapped and broadcast it on national television within a short period of time.
In June 2001, the SAPS became the first police service in Africa to launch a missing children website (za.missingkids.com). It became the 11th country in the world to harness computer technology in the search for missing children.
Illicit drugs play a major part in the commission of violent crime. An interdepartmental task team co-ordinated the implementation of a multidimensional anti-drug strategy. This strategy forms part of the Drug Master Plan which is being co-ordinated by the Central Drug Authority (CDA).
Under the auspices of the CDA, the United Nations (UN) Office on Drugs and Crime, the Secretariat for Safety and Security, other relevant government departments and the NYC piloted an anti-drug campaign in Mamelodi, east of Pretoria, in 2002. On 26 June 2003, the same campaign was launched in Cape Town.
The SAPS has focused its attention on the 'supply' part of the 'demand and supply' dimensions of the drug phenomenon. The 'demand' dimension is also being addressed by the MRM.
The South African Police Service deployed a team of experts in Nairobi, Kenya to assist Kenyan police and private security officials during an International Cricket Council World Cup Cricket match in February 2003.
The 43-member team comprised the Special Task Force, a bomb disposal unit, detectives and the Intervention Unit, as well as experts in crowd control. Apart from cross-border operations in the past, this was the first large-scale international operation of its kind.
Examples of successes achieved by the SAPS include the launch of disruptive operations in targeted drug hot spots throughout South Africa. Clandestine laboratories are continuously being identified and neutralised. The focus has moved to manufacturers, suppliers and pushers as opposed to addicts and users.
During 2002, about 6 758 individuals involved in drug-related offences were arrested, and illicit substances to the value of R330 million seized.
By September 2003, police had made major inroads in the fight against drug peddling by confiscating drugs worth more than R500 million.
The ISM of the SAPS conducts various projects to support and enhance the administration, analysis and management of crime and criminal information in support of crime investigation and prevention.
the Analysts Notebook application at the Crime Intelligence and Organised Crime Units the Loss Management System for Financial Services replacement of equipment for the production of SAPS identity cards a workshop system at SAPS garages.
The AFIS became operational in 35 decentralised Local Criminal Record Centres in September 2002.
The automation of the process has contributed towards an increase in accuracy, productivity and service delivery. Faster response times lead to more previous-conviction reports being produced. For a period of 35 days in 2001, it was only possible to produce 163 369 previous-conviction reports. However, since the introduction of the AFIS, it has become possible to produce 293 386 previous-conviction reports for the same period.
The CRC has also experienced an increase in the identification of scene-of-crime fingerprints. A total of 3 481 more identifications of scene-of-crime fingerprints were made in 2002 than in 2001.
One of the greatest technological advances that the SAPS intends recording in its crimecombating strategy relates to the fact that the expanded AFIS will include palm-print identification. Concomitant with this will be a new programme of live-scanning facilities that will enable the electronic scanning of fingerprints. A pilot project utilising hand-held scanners has been completed.
The implementation of the Crime Prevention Development Programme continued during 2002/03. The Programme facilitates the development and implementation of community-based crime-prevention strategies. The Programme has made a significant contribution towards intersectoral co-operation, and serves as a tool for local service-providers such as local government to integrate communitybased crime-prevention strategies in their core business. Communities have been able to participate through applying indigenous knowledge during the conceptual phase of projects.
The Programme was successfully completed in the urban-renewal nodes of KwaMashu and Inanda in KwaZulu-Natal.
SAPS, municipalities, private security firms, business and local communities.
The SAPS has developed a strong focus on partnership policing. This involves mobilising the community to become involved in various projects to counteract crime. Community Policing Forums are featuring more prominently and playing a major role in safeguarding the country. The year 2002 was proclaimed the Year of the Volunteer and some 70 000 members of the community volunteered their services at police stations across the country.
Demonstration projects initiated during 2002, aimed at reducing social-fabric crimes, were continued in the areas of Driefontein (Mpumalanga) and Bolobedu (Limpopo). Multidisciplinary committees to manage the project were established, research to establish the local causes of crime in the relevant areas undertaken, and the respective project plans approved by the responsible structures. These multisectoral committees, through strong partnerships with all stakeholders, led to intervention strategies that focus on the key causes of crime in the areas. A similar project in Nongoma (KwaZulu-Natal) is in its inception phase.
Sector policing provides an ideal opportunity for community involvement in local safety and security needs, in the form of participation in the Sector Crime Forums and policecommunity projects at sector level. Policing areas become smaller, manageable geographic areas under the supervision of a sector commander.
Sector policing will be phased in at some 1 139 police stations in South Africa. According to the SAPS Strategic Plan, it will be implemented at 145 priority police stations by the end of the 2004/05 financial year.
Intervention training workshops for sector commanders from the 14 Presidential and 50 priority stations commenced during 2002/03 and by mid-2003, some 300 members had been introduced to the concept. Further training for another 300 sector commanders/ deputies, including reservists, was planned for 2003/04. By August 2003, a formal training curriculum for sector policing was being developed and the National Instruction on Sector Policing was nearing completion.
Co-operation between the sector commanders and their sector communities through consultants and joint projects has enhanced healthy police-community relations. The involvement of reservists and community volunteers in sector policing, as well as the platform created through the Sector Crime Forums, has strengthened this partnership.
The policy on the South African Reserve Police Service has opened more doors for community involvement by specifically creating a category for community members wanting to be involved in sector policing.
The SAPS is dedicated to the upliftment of previously disadvantaged communities. The building of Community Safety Centres has consequently been introduced as an enabling mechanism. The focus of the Centres is on delivering basic and easily accessible services to communities, especially in deep rural and informal settlement areas.
In the execution of their duties, many South African Police Service (SAPS) members distinguish themselves by performing deeds of bravery in dangerous circumstances, and in so doing save the lives of others while endangering their own.
Between January 2002 and April 2003, 18 police members were honoured for their acts of outstanding and exceptional bravery and awarded the SAPS Cross for Bravery in the different categories (Cross for Bravery [Gold] - one recipient, Cross for Bravery [Silver] - six and Cross for Bravery [Bronze] - 11.).
The innovative concept of Community Safety Centres brings all relevant departments under one roof and involves the SAPS, the Departments of Justice and Constitutional Development, Correctional Services, Health, and Social Development. Community Safety Centres have been completed and are fully operational in Thembalethu in the Western Cape, Ntsimbini in KwaZulu-Natal, Leboeng in Limpopo, and Khutsong in Gauteng. By mid-2003, Community Safety Centres were under construction in Galeshewe in the Northern Cape, Thabong in the Free State and Tshidilamlomo in the North West.
The Centres are a result of the National Crime Prevention Strategy (NCPS) and the Reconstruction and Development Programme. The idea behind the Centres is the creation of a safe and stable environment which is conducive to socio-economic development.
The Minister of Public Works, Ms Stella Sigcau, and the Minister of Safety and Security, Mr Charles Nqakula, handed over a Community Safety Centre to the community of Centane in the Eastern Cape in July 2003.
The Centane Community Safety Centre boasts a police-services point, logistics and finance office, crime-investigation services, two Magistrate's Courts, Correctional Services parole officers and cells, a Victim Support Centre, and other auxiliary services such as a clinic with a delivery room, a four-bed ward, a one-bed ward, five consulting rooms, a daycare centre for children and housing for staff.
Government recognises the importance of addressing the needs of victims of crime and violence in South Africa. To meet these needs, a national VEP was launched. It aims to make the country's criminal justice system more understandable and accessible to victims.
The VEP further aims to address the negative aspects of crime and violence through the provision of counselling and other support services. The SAPS, as the first and often the only criminal justice agency to come into contact with victims, has a vital role to play in the empowerment of victims.
The White Paper on Safety and Security: 1999 - 2004 also emphasises the need for improved services to victims. The Department of Safety and Security views victimisation as a violation of human rights.
It subscribes to the UN Declaration of Basic Principles of Justice for Victims of Crime and Abuse of Power, which clearly states that victims have the right to be treated with respect and dignity; the right to offer and receive information; the right to legal advice; and the right to protection, compensation or restitution.
Victim empowerment has also been included as a national priority in the annual priorities and objectives of the SAPS and forms an integral part of community policing.
Early in the 2002/03 financial year, an audit was conducted to determine provincial needs for victim-friendly facilities. A three-year implementation plan was then developed for the incremental provision of such facilities, prioritising those stations responsible for 50% of reported incidence of gender-based violence such as rape and domestic violence.
These facilities are of particular benefit to victims, as they enable statements of victims to be taken in a private and victim-friendly environment.
The Movement Control System, which was introduced in 1998, is now fully computerised and installed at all South Africa's border posts and airports.
The computerised System enhances policing to be more effective in tracing unwanted persons, goods and stolen vehicles, and monitors the movements of suspect persons or vehicles at border posts and other ports of entry. The principal shareholder of the System is the Department of Home Affairs.
facilties had been established at 130 stations throughout the country.
In 2002, preventative activities were undertaken at the 20 stations with the highest reported incidence of rape and domestic violence.
These include encouraging members of the public to report domestic violence and rape cases.
The concern over the incidence of attacks on farms has led to the establishment of a Rural Safety Committee.
The banking sector is working with the SAPS to curb bank robberies and cash-in-transit heists. The SAPS reached an agreement with the banking sector to develop a formal mechanism for combating banking-related crimes and cash-in-transit robberies.
The SAPS is an important partner in the project that will allow a full-scale telephone interpreting service to be established in the country. TISSA is a government-approved project aimed at giving effect to the linguistic human rights enshrined in the Constitution.
TISSA makes it possible for all South Africans to have immediate access to information and government services in an official language of their choice. TISSA has been implemented at many police stations around the country. By making use of this interpreting service, information-gathering by the SAPS will become increasingly accurate, and collaboration between the SAPS and the community in fighting crime will be enhanced.
To acquaint children with the SAPS, it launched, among others, the Captain Crime Stop Project. The friendly Captain Crime Stop pays regular visits to schools countrywide. The aim of the Project is to educate children about crimes and to provide them with tips for personal safety, while showing them that the SAPS is an organisation that serves and protects the community.
A national Crime Stop number (08600 10111) and the national emergency number (10111) are available to report information on criminals and their activities.
Children and youths are affected by crime both as perpetrators and as victims. Reported criminal victimisation of children by other children is also of concern. Recognising the importance of early intervention in changing criminal behaviour, the SAPS supports the Department of Education's Safe Schools Programme.
reducing firearm violence in schools assisting young people to become resilient to crime and violence through SAPS presentations.
The Youth Violence-Prevention Programme has joined hands with various national departments and bodies such as the NYC and the National Consultative Forum to develop and implement a holistic and integrated Youth Crime-Prevention Programme.
By the end of December 2002, applications had been received from 21 schools to be declared as firearm-free zones. These applications were submitted to Legal Services for promulgation in the Government Gazette.
According to a report released in November 2003, South Africa is the world leader in solving serial murders. In other countries it takes an average of two years to arrest a serial killer. In South Africa, there have been numerous cases where a killer was arrested within six weeks of the crime. Since 1936, police have chased 60 serial murderers. They were unsuccessful in only 16 cases. Everyone who was arrested was convicted.
Sethunya. Its main focus is to combat the illegal possession, trafficking and use of firearms by individuals in organised crime.
In the first two months of the Operation, the SAPS confiscated 7 975 firearms and 1,5 million rounds of ammunition, while some 1 026 persons were arrested countrywide for the illegal possession of firearms and ammunition. During 2002/03, some 38 426 State-owned firearms and 20 191 confiscated firearms were destroyed.
The Department of Safety and Security has an obligation to ensure peace and stability in South Africa, on the continent and internationally. These obligations are achieved through international conventions and forging partnerships with security establishments.
The skills of the SAPS in certain specialised fields have already been recognised by various countries in the world, e.g. by being asked to provide an advanced training course in highrisk operations to police members from the United Arab Emirates and Oman.
The Department also continues to forge and strengthen partnerships with police institutions on the African continent in order to advance the objectives of the New Partnership for Africa's Development (NEPAD) and the African Union (AU). To this end, the Department is actively involved in peace initiatives in the Democratic Republic of the Congo (DRC) and Burundi, and has received requests for training support from various African countries, including Mozambique, Kenya and Nigeria.
Joint operations between the police services in southern Africa, co-ordinated by SARPCCO, have had a major impact on crossborder crime. These efforts will be enhanced by the completion of an integrated organised crime-threat analysis among the SARPCCO police services, and the implementation of joint projects and operations based on the analysis.
The SAPS has co-operation agreements with France, Argentina, Chile, Brazil, the Russian Federation, Hungary, Egypt, China, Nigeria, Mozambique, Portugal, Swaziland and the People's Republic of China.
Negotiations are ongoing to include more countries on its list of international partners against organised crime.
SARPCCO is a police co-operation agreement involving 12 southern African countries, which is an important instrument in the fight against organised crime.
South Africa is among 179 countries whose police structures are affiliated with Interpol. It has 12 liaison officers based at South African Missions abroad, to interact on a continuous basis with its counterparts in the detection of international crime. International Liaison serves as a 24-hour nodal point in respect of all crimes committed against and by the diplomatic corps, requests for protection duties throughout the country, visits by foreign delegates to the SAPS and general enquiries in by foreign Missions and diplomatic-accredited international organisations.
The UN Crime Prevention and Criminal Justice Programme. The National Commissioner of the SAPS, Mr Jackie Selebi, is the Government rapporteur to the UN Commission on Crime Prevention and Criminal Justice.
On 22 September 2003, the Minister of Safety and Security, Mr Charles Nqakula, tabled the South African Police Service's Annual Report and Crime Statistics for the 2002/03 financial year.
aggravated robberies, including street, business and house robberies, increased by 11,6%.
The negotiations of the UN Single Convention Against Terrorism.
The implementation of UN Security Council Resolution 1373, in particular the work of the Counter Terrorist Committee in New York.
South Africa has signed and ratified the Southern African Development Community (SADC) Protocol on Drug Trafficking. It has also signed the SADC Protocol on the Control of Firearms, Light Weapons and Other Related Materials.
The SAPS has agreements with six international donor countries to the value of approximately R500 million. The aims of the projects range from operational initiatives to human resource capacity-building (training, skills development, etc.), technical assistance and physical resources.
The Constitution, the Defence Act, 2002 (Act 42 of 2002), the White Paper on Defence and the Defence Review mandate the Department of Defence. These laws and policies direct and guide the functions of the Department of Defence and the SANDF.
The mission of the Department of Defence is to defend and protect South Africa, its territorial integrity and its people in accordance with the Constitution and the principles of international law regulating the use of force.
To achieve its mission, it is essential that the Department of Defence is managed strategically. As part of this process, certain factors have been identified that are fundamental to achieving success.
national consensus on defence excellent strategic direction excellent resource management effective combat and support forces professionalism in the conduct of operations successful implementation of the transformation process.
Ongoing transformation has drastically changed the functions of the Department from offensive to defensive. It has gradually withdrawn from its involvement in support of the police and other protection agencies.
As a key player in regional peace efforts, the Department, under the auspices of NEPAD, plays an important part, participating in a variety of initiatives aimed at securing peace and stability on the continent.
The SANDF's budget was increased by more than R1 billion to R20,05 billion in the 2003/04 financial year. The Medium Term Expenditure Framework estimate puts the allocation for 2005/06 at R22,5 million.
In 2003/04, the South African Army was allocated R3,1 billlion, the South African Air Force (SAAF) R2,1 billion, the South African Military Health Service (SAMHS) R1,2 billion, and the South African Navy R1,05 billion. Defence Intelligence received R153 million.
Parliamentary committees overseeing the Department of Defence the Minister of Defence over the Department of Defence providing the SANDF with comprehensive instructions regarding the exercise of powers monitoring compliance with policies and directions issued by the Minister of Defence to the SANDF, and reporting thereon to the Minister ensuring discipline of, administrative control over, and management of employees, including effective utilisation and training instituting departmental investigations as may be provided for by law.
The Bill aims to regulate the defence function. Discussions on this Bill by the Portfolio Committee on Defence continued in 2002/03.
This Bill is intended to establish the NCACC as a legal body. The Committee controls the services and brokering of conventional arms.
This Bill will replace the Armaments Development and Production Act, 1968 (Act 57 of 1968). It will be aligned with current national and defence policy, which pronounces the role, function, accountability, management and operations of Armscor.
The Bill consolidates various separate legislative instruments such as the Military Discipline Supplementary Measures Act, 1999 (Act 16 of 1999), Chapter XI, and the First Schedule of the Defence Act, 1957 (Act 44 of 1957). The Bill is intended to obviate future constitutional challenges by eliminating those provisions of current legislation not in line with the Constitution.
The Bill aims to give effect to the International Mines Ban Treaty to which South Africa is a party. It is intended to provide for appropriate legal and administrative measures to suppress any activity that may be in contravention of provisions of the Treaty. The Bill also prescribes penal sanctions against those who contravene the Treaty or engage in prohibited activities.
In 1996, South Africa prohibited the export of all types of landmines and, in 1997, it prohibited the use, development, production and stockpiling of anti-personnel landmines. By 1998, some 312 000 anti-personnel landmines held by the Department of Defence had been destroyed.
South Africa plays a leading role in demining, training de-miners and improving the cost-efficiency of operations.
The Government formed a partnership with Business Against Crime (BAC) in 1996.
The partnership covers a broad spectrum and includes the Integrated Justice System, the Criminal Justice Strengthening Programme, the Service-Delivery Improvement Programme of the South African Police Service (SAPS), the installation of surveillance systems, dealing with organised crime, co-operation in respect of white-collar crime and corruption, and the Tisa Thuto Project which teaches school learners non-violent methods of conflict resolution and positive morality, including life skills and personal values.
The BAC has supported government as consultant and facilitator by, among other things, influencing strategy, policing and priorities; supporting a mutually agreed-upon vision, transferring business skills; developing working solutions that deliver results; and developing public-private partnerships.
Successes of the partnership include the installation of surveillance systems in urban areas, which has resulted in an 80% decrease in street crime in these areas, while also improving the SAPS' response time to one minute. Video footage obtained from these surveillance systems is admissible evidence in a court of law.
the provision or maintenance of essential services the upholding of law and order in the country in co-operation with the SAPS, under circumstances set out in legislation, where the SAPS is unable to maintain law and order on its own the support of any State department for the purpose of socio-economic upliftment.
defend against aggression promote security support the people of South Africa. At operational level, forces have to be structured and prepared to deal with specific tasks. Each of these places demands on the capabilities of the Department of Defence.
providing a communication-security service for other State departments.
The Department of Defence's Corporate Strategy is based on the National Security Strategy.
The Corporate Strategy consists of the Business Strategy and the Military Strategy. The Business Strategy informs the way in which the Department conducts its business as a State department, while the Military Strategy indicates the way in which the SANDF prepares for and executes its missions. The Military Strategy has a number of strategies emanating from it, namely the Force Employment Strategy, Provide Force Strategy and its supporting strategies.
that the military forces are fully supported, equipped, maintained and administered while in barracks and when deployed on missions of any nature alignment with the policies and priorities of government in respect of governance and administration the effective, economic and efficient utilisation of resources to improve accountability the continuous improvement of the quality of departmental service delivery, personnel, equipment and facilities.
The Business Strategy enables the execution of the Military Strategy and its substrategies, the Force Employment and Force Preparation strategies.
The Military Strategy of South Africa is derived from the Constitution, the Defence Review, White Paper on Defence and the National Security Strategy.
The National Security Strategy is derived from implied national interests, the Department of Foreign Affairs and JCPS Cluster objectives.
The SANDF uses a mission-based approach to achieve the military strategic objectives of the Department of Defence. This approach uses wartime and peacetime missions to direct the peacetime strategy for force preparation, and to guide joint and combined force preparation and force employment for incidences of conflict.
Provision of mission-essential training: The SANDF is to educate, train and develop its soldiers in the essential skills required to execute the tasks necessary to accomplish its missions. It focuses on force training/ preparation and is aligned with the allocated budget.
Capability of establishing a mission-trained force: The SANDF is to have the capability to establish a mission-trained force that can engage in specific missions. The force must be relatively small, but must ultimately be prepared according to the missions and capabilities required.
Selective engagement where possible: The SANDF will execute all the missions as ordered, but will be selective in the courses of action it will follow, the force levels it will field, as well as the capabilities and resources it will provide and maintain. It focuses on the conscious taking of calculated strategic and operational risks.
Strategic positioning: This entails the establishment of early-warning mechanisms, such as the placement of military attachés and involvement in subregional institutions to enhance peace and security in the region. This supports development initiatives such as NEPAD.
command and control, communications, computers, information, intelligence, infrastructure, reconnaissance and surveillance light mobile conventional warfare support.
The Department of Defence adheres to the principles of civil control and oversight through the Minister of Defence, Mr Mosiuoa Lekota, the Joint Standing Committee on Defence (JSCD) and the Defence Secretariat.
While the Minister is responsible for providing political direction to the Department, the JSCD ensures that the Executive Authority (Minister of Defence) remains accountable to Parliament. However, for day-to-day administration and co-ordination of strategic processes, the Minister of Defence relies on the Defence Secretariat, which is the civilian leg of the Department. The Defence Secretariat is headed by the Secretary for Defence.
serving as the principal advisor to the Minister and President on military, operational and administrative matters within his/her competence.
The Inspector-General provides management information to the Secretary for Defence. This is derived from performance and regulatory internal audits that are based on the risks derived from the Department of Defence Risk Register and results depicted from survey analyses.
On 25 April 2003, the old South African National Defence Force (SANDF) emblem was phased out. On 29 April 2003, the Chief of the SANDF, General Siphiwe Nyanda, presented the new SANDF flags and emblem to the senior echelons of the SANDF.
The new emblem incorporates a nine-pointed star, representing the warm sun of Africa and the nine provinces. The star is also used in divisional emblems and flags to reflect a common corporate identity.
The emblem reinforces the idea of military identity, authority and dignity.
The four Services of the SANDF - Army, Military Health Service, Navy and Air Force - are represented in their respective traditional colours.
The Directorate: Anti-Fraud (DAF) was established to conduct forensic investigations, detect and implement prevention measures within the Department of Defence to eliminate fraud and corruption.
Since its establishment in January 2003, the DAF has achieved positive results in assisting the Military Police Agency and the Chief: Military Legal Services to deal with cases of fraud and corruption within the Department. In July 2003, 16 fraud cases of subsistence and travel, home-owners' allowance, forgery of leave, irregular medical aid, medical prescriptions and cheque fraud, as well as several corruption cases were finalised.
During the same period, the DAF completed 10 detection reviews and two investigations with the assistance of whistle-blowers.
SANDF members have been encouraged to blow the whistle on fraud and corruption by contacting the DAF on the toll-free number 0800 767 323 (0800 SOS DAF).
A deliberate effort has been launched to enhance the quality of the Internal Audit function in pursuit of both superior performance delivery and good governance. To this effect, an International Standards Organisation Certification (9001:2000) was attained towards the end of 2002. This historic achievement has brought the Defence Inspectorate on par internationally with regard to production delivery.
One of the subprogrammes of the Defence Administration Programme is the Division: Policy and Planning. The Division comprises three subprogrammes, namely Defence Policy, Human Resource Policy and Strategic Management.
responsibility for the strategic management, planning and strategic control processes of the Department managing the policy-formulation process of the Department drawing up, promulgating and presenting the departmental plan to Parliament the integration and performance analysis of management systems in the Department interpreting input and influences that could effect the overall national defence strategy regulating conventional arms transfers in accordance with government policy co-ordinating the drawing-up of national contingency plans for a state of national defence (war).
SAMHS operations: during conventional operations, the SAMHS deploys its mobile formation in direct support of land, air and maritime operations.
support to the SAPS in the maintenance of law and order will be provided by general support tasks and focused rapid-reaction operations directed at priority crime and the conduct of special operations border control will be exercised on land, sea and air by high-technology surveillance supported by rapid-reaction forces general area protection will be provided by a combination of high-density and rapid-reaction operations.
The achievement of international and regional defence co-operation aims.
The execution of limited peace operations.
Effective land, sea and air border control.
The maintenance of law and order in support of the SAPS, with special attention to the combating of taxi violence, robberies and heists.
Control of the South African maritime areas of responsibility, including the Exclusive Economic Zone (EEZ).
the preservation of life, health and property the maintenance of essential services the provision of medical and health services search-and-rescue operations missions to the Antarctic and the southern oceans diplomatic initiatives.
Air-transport missions, including VIP flights and departmental scheduled flights.
Area-defence operation missions.
Multinational and joint-force preparation missions.
Special forces missions.
Borderline control - the SANDF deploys forces in support of the SAPS along South Africa's international borders. This is in line with a Cabinet decision and a subsequent agreement between the Department of Defence and the SAPS. The defence legislation has not yet been completed and therefore the SANDF must still deploy in terms of the SAPS powers. Once the defence legislation has been completed, clarity in terms of the role of the SANDF along the borderline will be achieved. SANDF deployment consists of an average of nine infantry companies patrolling selected stretches of the borderline as the situation demands, supported by elements of the SAMHS and the SAAF. The SAAF contributes aircraft to deploy land forces along the land borders where necessary and carries out reconnaissance flights along the land and sea borders where they assist the South African Navy patrolling the EEZ. The Navy patrols the coastline, assisting the Department of Environmental Affairs and Tourism with the prosecution of illegal fishermen, while also maintaining a presence at sea and thereby deterring other criminal activities such as drug smuggling. The SAAF further assists the Civil Aviation Authority and the SAPS border component in reducing the incidence of illegal aircraft flights into the country which, in most cases, are involved with smuggling of some kind.
provide healthcare for the President and Deputy President.
Since 1996, the Department of Defence has been undergoing a formal transformation process through which the Transformation Project was registered.
maximise defence capabilities through an affordable and sustainable force design and structure minimise defence costs by business process, i.e. engineering and restructuring of especially the support structures institutionalise appropriate leadership, command and management practices, philosophy and principles align defence policies, plans and management with the overall government transformation and administrative-reform initiatives ensure compliance with the Public Finance Management Act (PFMA), 1999 (Act 1 of 1999) as amended by Act 29 of 1999 and National Treasury regulations.
After comprehensive research, a set of seven shared values for the Department was approved.
military professionalism human dignity integrity leadership accountability loyalty patriotism.
In accordance with the Force Employment Strategy approved in 2002, the force employment structures are being revisited to make provision for rationalised level-3 operational structures to enhance command and control, cost-efficiency and functional differentiation at levels 2, 3 and 4 of the Joint Operations Division. This will ensure that the core strategic objectives of the Department are effectively addressed. It is foreseen that the five permanent Regional Joint Task Force Headquarters will be replaced by nine smaller Level-4 Regional Joint Task Force Tactical Headquarters, one in each province.
If required, temporary Joint Task Force Headquarters may be created for specific operations. Combat-ready units are prepared, provided and supported, as required.
Bases are lower-level structures provided by all the Services. Units are generally clustered in or around bases and share common facilities and services.
Bases exercise administrative control, but not command over attached units. In some cases, base commanders may also be type-formation commanders or task-force commanders for specific local operations or exercises.
The 'one force' concept comprises the Regular and Reserve Force components of the SANDF.
The Regular Force consists of highly trained soldiers to operate and maintain a core capability, sophisticated equipment and defence systems.
The Reserve Force is the former part-time component of the SANDF. They are trained to bolster the core defence commitment. Other components are the Army Conventional Reserve, the Army Territorial Reserve, which includes the commandos, the SAAF, the Naval Reserve and the SAMHS Reserve. The Army Territorial Reserve operates mainly in cooperation with other government departments, especially the SAPS. Approval has been granted for the expansion of the Defence Reserve Force divisions to include offices in 10 regions. These offices will carry out the mandate of Chief of Defence Reserve at regional level.
This is aimed at involving Reserve Force members in the command, management and decision-making processes, and providing them with enhanced career-development opportunities.
The Chiefs of the Services (Army, SAAF, Navy and SAMHS) are responsible for the 'provide forces' processes of their respective Services. Formations are basic building-blocks in this process.
Each formation has its own commander. A formation includes, where practical, all units and support elements relating to a specific user-system type. It is capable of providing a fully supported user system to a commander responsible for the exercising and combatreadiness of land, air, maritime and militaryhealth capabilities, such as a brigade or division commander.
A formation can provide the same service to a task-force commander appointed by the Chief of Joint Operations.
This is a considerable improvement in costeffectiveness, while it also provides the best way of retaining core defence capabilities, especially expertise in critical mass function.
SAMHS - military-health formations. A formation's specific geographical location depends on where its combat and support units are concentrated.
Support formations are intermediate structures with their own formation commanders. Their task is to provide combat support to type formations and other system structures. Their nature and functions are generally similar to those of type formations, except that they do not provide combat-ready forces.
The termination of the Integration Intake Bill together with a constitutional amendment and an amendment to the Demobilisation Act, 1996 (Act 99 of 1996), aims to formally and legally bring the integration and demobilisation process to an end.
Provision is made, however, for members whose names are on the Certified Personnel Register and are granted amnesty to be considered for integration.
Subject to the promulgation of the draft legislation, a final intake of former nonstatutory force members will be undertaken.
A Code of Conduct, which will be signed by all top management members, has been formulated.
The Code is intended to capture the core values of the SANDF and is a vision of military professionalism in South Africa. It provides a normative basis for unity, morale and discipline.
The Military Veterans Affairs Act, 1999 (Act 17 of 1999), came into effect on 1 February 2001, and the regulations in terms of the Act have been approved by the Minister of Defence for promulgation.
The South African National Defence Force Commando system will be replaced by a revised South African Police Service (SAPS) Reservist System based on the amended National Instruction for Reservists.
This System is linked to various initiatives which form part of the National Crime-Combating Strategy normalisation phase, such as the drastic increase in the SAPS personnel figures over the next three years from 2003, the restructuring of specialised investigation units, the implementation of sector policing, and the establishment of crime-combating units for each police area.
The Minister has appointed the Chairperson and members of the Advisory Board on Military Veterans' Affairs from nominations received from the recognised military veterans' organisations. The President is designated the Patron-in-Chief of all military veterans in terms of the Act.
The Board was involved in preparations for the launch of the new Military Veterans' Federation and hosting the World Veterans' Federation Congress in December 2003. Military veterans and the Department of Defence are involved in the Freedom Park Project at Salvokop in Pretoria, which will commemorate and celebrate the history of South Africa's struggle for freedom. (See Chapter 5: Arts and culture.
As in the past, the SANDF participated in various disaster and human-relief operations throughout South Africa and the region in 2002/03.
The SANDF, through the SAMHS, assisted in stabilising a severe cholera outbreak in KwaZulu-Natal. The organisation also became involved in the management, containment and combat of a major foot-and-mouth disease outbreak.
The transformation of the Department's human resources entails two macroprocesses, namely a reduction in the number of personnel (downsizing) and the attainment of the desired composition and ratios (rightsizing).
The Defence Review guidelines, financial limitations and Parliamentary approval will determine the final force design and shape of the Department, as well as the size and composition of its human resources.
The Department strives towards representivity at all levels in terms of gender and race. The Department's baseline target for race is 65% African, 10% coloured, 0,75% Indian and 24% white.
Since 1994, unions have emerged among certain government departments initially referred to as essential services. These unions exist through provisions of the Labour Relations Act, 1995 (Act 66 of 1995), and exclude the military personnel in the Department of Defence.
The battle to legalise unions in the South African National Defence Force (SANDF) was precipitated by the leadership of the South African National Defence Union (SANDU) at the Constitutional Court (CC) as a result of the refusal of the SANDF to recognise trade unions.
The CC found it unconstitutional to deprive uniformed members the right to join trade unions or any organisations looking after their interests. At the end of May 1999, the Court ordered the Minister of Defence to promulgate regulations concerning the relationship between the members of the SANDF and the Department of Defence as the employer.
Consequently, the regulations granting labour rights to members of the SANDF were promulgated and published in the Government Gazette on 20 August 1999 as Chapter 20 of the General Regulations for the SANDF and Reserve. These Regulations provide for the formation of military trade unions (MTUs) and apply to members of the Permanent Force and the Auxiliary Service. Various MTUs were formed and registered with the right to recruit members within the SANDF to meet the threshold required for formal registration as an MTU by the Registrar of MTUs. Individual members are required to accept the rights and limitations in respect of their labour rights as specified in the Regulations. Subject to the provisions of these Regulations, a member is entitled to exercise his or her labour rights as contemplated in Section 23 of the Constitution, on an individual basis or collectively through an MTU. No member may join or belong to any trade union other than an MTU.
The limitations are that members may not participate in a strike or secondary strike or incite other members to strike or to participate in a secondary strike. Members are prohibited from participating in peaceful and unarmed assemblies, demonstrations, pickets and petitions in support of a strike or secondary strike relating to any defence matter.
The Regulations also provide for organisational and bargaining rights with regard to MTUs.
Subject to the provisions of the Regulations, the following MTUs are permitted to recruit members in the SANDF: SANDU, the Armed Force Union of South Africa, the South African National Defence Forum and the Military Trade Union of South Africa. A number of other groupings are organising and are expected to be recognised shortly. The first MTU was registered in July 2000.
African, 12% coloured, 1% Asian and 25% white, while 85% of the Force was male and 15% female.
The baseline target for the employment of people with disabilities is 2% but owing to rightsizing this is not viable. By September 2003, the Department of Defence was employing 446 persons with disabilities. To achieve the target, the Department would have to employ 1 400 persons with disabilities.
For political, strategic and economic reasons, the SANDF is an all-volunteer force consisting of a Regular Force core and a sufficiently large Reserve Force. This Force can be further augmented by a controlled reserve consisting of trained personnel who have done military service and are no longer active in the SANDF, but who can be utilised for 'hostilities only' on a voluntary basis.
The basic structure of the system is highly cost-effective and allows for flexibility in force levels according to the operational requirement. The system is non-discriminatory and females have an equal opportunity to serve in combat mustering.
The size and structure of the Reserve Force is derived from the force design and structure of each of the Services and makes provision for combat, combat support and support-force structure elements as well as staff officers at all levels. Approximately 85% of the Reserve Force component of the SANDF is in the South African Army and consists of two main elements, namely conventional and territorial units.
As an integral and essential part of the SANDF, the Reserve Force component will, during mobilisation or in times of war, provide a substantial expansion capability to the personnel component of the SANDF.
As the intended prime source from which the Reserve Force is to be staffed in future, a Military Skills Development (MSD) Programme has been introduced in the SANDF. The MSD Programme is similar to voluntary national service. Members are selected to undergo training and serve in the armed forces for a period of two years, after which those who are not selected for extension of full-time service have an obligation to serve in the Reserve Force for a period of five years.
The Reserve Force of the SANDF is organised in the classic military array of regiments, battalions and maintenance units, while the establishment of the Reserve Force Formation in the SAMHS facilitates the detachment of elements as required.
As an integral part of the SANDF, the Reserve Force is under the command of the Chiefs of the respective services. Units function from independently managed headquarters under the command of a Reserve Force unit commander. At corporate level, a dedicated staff division renders a Reserve Force Marketing and Policy Advice Service to the Department of Defence.
The Reserve Force of the SANDF are trained to the same level of competency as their Regular Force counterparts and have the opportunity to advance through the ranks in their respective units by attending the appropriate courses for functional development and promotion.
Members of the Reserve Force may volunteer for service outside the borders of South Africa, e.g. to be deployed for peace-support operations.
Reserve Force members are paid for services rendered whether it be training or operations. Members may be called upon to serve for a specific period (continuous service) or for short periods which may vary from a few hours, to a day or a few days at a time (noncontinuous service).
The Directorate: Personnel Separation has executed programmes at various levels in terms of the Department's Human Resource Strategy 2010. The Directorate is serving as a nodal point for redeployment and resettlement.
The Department of Defence has established a Personnel Rationalisation Advisory and Co-ordinating Committee for the management of this process, in order to ensure efficient and cost-effective support programmes for both the resettlement and redeployment of the Department's members and employees affected by separation.
The Directorate has established and implemented a Social Plan, which addresses the reskilling and psychosocial needs of the Department's members and employees.
Professional multidisciplinary teams execute this support programme.
The Department of Defence has set in place the Human Resource Planning Instruction that guides the process of interdepartmental transfers of redeployable members and employees.
According to the White Paper on South African Participation in International Peace Missions, the SANDF continues to prepare for support in peace missions. Since 1999, the SANDF has established a reserve of military observers for deployment. These members are available as UN military observers, military liaison officers (MLOs) and staff officers in Mission Headquarters. Trained personnel can be deployed to any AU or SADC mission for the same purposes.
Since September 1999, one MLO has been deployed in Kampala, Uganda, as part of the UN Mission for the DRC (MONUC I). Members rotate every six months.
Since March 2001, members of the SANDF have been deployed to the AU Mission for Ethiopia and Eritrea (OLMEE), and the UN Mission in those countries. By mid-2003, five SANDF members were deployed in OLMEE, including a senior military representative and MLOs.
The SANDF also contributes to the second phase of the UN Mission for the DRC (MONUC II) in terms of specialised elements.
Some 160 members of the SANDF are deployed all over the DRC and these specialised elements include cargo-handling teams, emergency operational care orderlies, fire-fighting teams, military police and staff officers in the MONUC headquarters.
Since May 2003, some 1 300 members of the SANDF have been deployed for MONUCs Phase III in the eastern DRC.
SANDF members are also occupying posts as staff officers in the MONUC Headquarters in Kinshasa.
Since October 2001, some 700 South African soldiers have been deployed in Burundi to provide protection to the politicians who returned from exile to join the transitional institutions that were put in place on 1 November 2001. These South African soldiers became part of the AU Mission in Burundi on 1 May 2003.
The contingent will eventually comprise about 1 600 South African soldiers as part of the 3 200-strong AU Mission in Burundi, consisting of soldiers from South Africa, Mozambique and Ethiopia.
The Department of Defence has completely revised and consolidated its policies for the acquisition of weapon systems. Whereas the old approach placed emphasis squarely on the local satisfaction of systems and technological needs, the new direction takes into account the fact that South Africa is part of the global environment within which opportunities should be exploited to the benefit of the Department of Defence.
The Ground-Based Defence System (Phase 1) was contracted for delivery from 2004 to 2006.
The rapid-deployment logistical vehicles for paraforces and special forces were delivered at the end of 2002.
By November 2003, the first three South African Navy valour-class patrol corvettes had been officially named and launched.
The SAS Amatola was launched and christened by Ms Zanele Mbeki, the First Lady, on 2 June 2002. The vessel was transferred to South Africa in November 2003 for the fitment of her weapons and combat suites.
The SAS Isandlwana was launched and christened by Ms Nozizwe Madlala-Routledge, the Deputy Minister of Defence, on 5 December 2002. The vessel will be handed over to the Navy, after fitment of her weapons and combat suites, in August 2005.
The SAS Spioenkop was launched and christened by Ms Thandi Modise, Chairperson of the Parliamentary Standing Committee on Defence, on 4 June 2003. The vessel will be handed over to the South African Navy in December 2005.
The fourth corvette, SAS Mendi, was expected to be launched and christened in December 2003 for final handover to the Navy in February 2006.
These ships are the first new warships for South Africa in 16 years and are specifically designed for South African conditions.
South Africa is acquiring three types of 209 submarines from Germany. The first boat is due for commissioning and trials in July 2005, with delivery to South Africa expected by the end of 2005.
The submarines will be delivered at approximately 12-month intervals, with the final delivery expected by December 2008.
Inkwazi, which means 'fish eagle', is the name given to the Boeing Business Jet which the SAAF accepted into service in January 2003. Inkwazi provides the South African Government with a VIP intercontinental airtransport capability.
The first four of nine C130 Hercules mid-life aircraft have been delivered to the SAAF after a life-extension programme. The final delivery is expected by October 2004.
Ministerial approval has been received for the procurement of four maritime helicopters for the SAAF for operational deployment on the South African Navy corvettes.
new tactical radios new power-supply equipment new telecommunications infrastructure human centrifuge. Provision was made by the Government in 2003/04 for the procurement of Westland Super Lynx multirole naval helicopters to be carried on board the patrol corvettes.
Facilities, Land and Environmental Management in the Department of Defence strives for the efficient management of these entities.
The Department has adopted the process of base conversion. The focus is on the role and responsibilities of the military process of conversion aimed at assisting role-players in closing down and re-using military bases in a sustainable manner. The Military Integrated Training Range Guidebook provides military environmental managers with a process that will ensure long-term continuation of environmentally sound management practices, while simultaneously enhancing the ability of the defence sector to sustain long-term and costeffective range operations.
The Department continues to demonstrate its responsibility as custodian of land entrusted to it through active co-operation in the land redistribution and restitution policies of government. It co-operated in a pilot study regarding the closing down and re-use of redundant military bases for the purposes of alternative economic land-use initiatives. These are aimed at achieving co-operative environmental governance as advocated in national environmental policies.
Over the past decade, the Department has been rationalising its land portfolio and has made one-third (close to a quarter million hectares) of its original estate available for non-military use.
The primary function of Armscor is to acquire defence products, mainly for the SANDF, and to co-manage, with the SANDF, the development of technologies for future weapon systems and products. It also manages the disposal of excess, forfeited, redundant or surplus defence material for the SANDF and subsidiary companies, which directly support defence technology and acquisition strategies.
Armscor's other functions include providing tender-board functions; acting as procurement secretariat; providing financial, quality and asset-management services; as well as legal services, project security and arms-control compliance assurance.
The net value of the Armscor Group's assets of R381,3 million on 31 March 2003 was slightly higher than the previous year's R356,1 million. Investments and cash form a substantial part of the assets and are reserved to finance specific future obligations, such as the replacement of capital equipment and promotion activities.
The Institute for Maritime Technology (Pty) Ltd, which aims to satisfy strategic needs for technomilitary support, products and services, and to establish applicable technology and systems to further the interests of the SANDF.
Gerotek Test Facilities (Pty) Ltd, which is a global leader in vehicle-testing and related services, such as product-testing, consultancy and armour development.
Alkantpan (Pty) Ltd, which offers an all-purpose weapon and ammunition test range, compiles specifications and analyses test data.
Protechnik Laboratories (Pty) Ltd, which conducts research and development in the field of chemical defence, such as the protection of personnel working in chemically hazardous environments.
The South African Defence Export Support Organisation, which promotes export opportunities for the defence-related industry in order to retain strategic technologies and expertise for the SANDF and sustain the South African incorporated export drive.
Hazmat Protective Systems (Pty) Ltd, which manufactures and markets protective equipment for use in chemical or biological warfare, as well as industrial respirators and breathing equipment.
AB Logistics, which provides services such as freight clearing and forwarding, chartering of aircraft/vessels, travel arrangements and other related services.
The Defence Institute, which assists the defence community in developing informed solutions in decision-making problems over the full life cycle of defence capabilities. It provides decision-support services at a strategic, operational and technical level and renders engineering and management services.
The activities of Armscor are financed mainly by an annual transfer payment from the Department of Defence, interest received on investments, the hiring of some of their buildings, commission from stock sales, and income from subsidiaries.
Acquisition of arms is totally transparent. Armscor publishes the monthly Contracts Bulletin, which contains all requests for proposals and tenders awarded. An electronic bulletin, updated daily, is available to industry via a computer network.
During March 2003, the Defence Council of the SANDF approved the running and management of the transformation process of the Simon's Town Naval Dockyard by Armscor. The decision was necessitated by the need to provide effective and professional logistical support to the Navy, and to utilise and manage the Dockyard's capacity on a sound economic and commercial basis.
The transformation process will be jointly managed by Armscor, the Secretary of Defence and the South African Navy.
Established in 1992 and registered under the South African Companies Act, 1973 (Act 61 of 1973), Denel (Pty) Ltd operates as a profitdriven company.
The State is currently the sole shareholder, although the Government's restructuring programme of State-owned enterprises is under way. This has already resulted in a majority stake (51%) in Denel's Airmotive division being sold to the French company Turbomeca, part of the SNECMA group. Denel currently retains 49% in the new company called Turbomeca Africa.
The group employs approximately 10 500 people in several predominantly defence-related divisions. Recognised as a world leader in artillery systems, Denel's defence capabilities were established over 50 years ago when some of its oldest manufacturing divisions were formed.
aviation and guided weapons ordnance commercial and information technologies. With a broad range of products and systems exported and supported worldwide, Denel also has alliances and joint ventures with major international aerospace and defence companies.
The modernisation of the SANDF's major defence systems afforded Denel an opportunity to secure some offset contracts.
In terms of the Defence Industrial Participation and non-defence-related National Industrial Participation activities, Denel supplies aerostructures for Gripen and Hawk aircraft to BAE Systems and Saab. It has started licence manufacturing of the Agusta A119 Koala helicopters for AgustaWestland and is providing aircraft parts to the Boeing Company for Boeing 747 and B767 commercial airliners.
Denel's Eloptro division manufactures periscopes for Zeiss Optronik in Germany, destined for Greece and South Korea's navy submarines.
Like many other South African companies, Denel is also benefiting from new technology transfers, as well as training and skillsdevelopment programmes provided by international suppliers. Some of its staff, mainly from previously disadvantaged communities, receive aviation technical training in Sweden, Italy and the United Kingdom.
Export sales now account for more than 50% of Denel's turnover, exceeding 80% in certain manufacturing divisions. Its order cover in 2002 amounted to some R9 billion.
Denel's leading ordnance technologies, including projectiles and the M90 bimodular charge system for 155-mm artillery guns, find ready export markets in the North Atlantic Treaty Organisation (NATO) and elsewhere.
Some of its subsystems such as the Arachnida weapon-management system, laser rangefinders and thermal-imaging equipment now operate within the NATO environment. Finland's Navy selected the sophisticated Umkhonto naval missile, developed by Denel's Kentron division.
Denel's Mechem division is successfully executing humanitarian landmine clearance, notably in the DRC, northern Iraq and Afghanistan, often in terms of UN contracts.
unmanned aerial vehicles and target drones airborne observation and electro-optical systems innovative landmine-clearing technologies small- to medium-calibre ammunition infantry weapons world-leading integrated artillery systems. From Denel's proven capabilities in defence technology development and manufacturing, it has also emerged as a leader in commercial fields such as property development, innovative food technology, industrial manufacturing and information technology.
In June 2003, Denel was contracted on behalf of Boeing by the Satellite Application Centre of the Council for Scientific and Industrial Research (CSIR) to provide critical mission assistance during the launch of the Mars Exploration Rover (MER).
By deploying one of its mobile telemetry systems to Oshakati in Namibia, Denel's OTB advanced test range near Bredasdorp in the Western Cape was able to monitor and relay data of the Delta 11 launcher's second and third-stage separation shortly after lift-off. The MER was launched, after two delays, on 10 June 2003, on its seven-month journey to Mars.
On 24 September 2003, Denel announced a R75-million contract to sell a high-tech helmet-tracking system to Europe's BAE Systems and Saab.
The contract forms part of South Africa's Gripen and Hawk procurement deals. South Africa is in the process of buying 28 Gripen fighter jets from Saab as part of the arms procurement deal.
The two export contracts involve the sale of the advanced helmet-tracking system for NATO's latest jet fighters, the Eurofighter-Typhoon, and for components of the Gripen helmet-display system.
Denel and BAE were expected to supply 620 Typhoons with 800 advanced helmet systems and 200 Gripen fighters with 250 components of the helmet-display system.
Through special sensors, the system allows a pilot to control weapons and take readings of targets' location and distance by simply looking at the instrument panels.
Once the pilot has spotted the target, the weapons-guided system picks up on the target and directs the missile or canon by itself. The system, which can also be operated at night with an infrared display, also provides pilots with information on way-points, height, speed and warnings.
The NCACC consists of Ministers and Deputy Ministers, and oversees policy and sets control mechanisms for the South African arms trade. It ensures that arms-trade policies conform to internationally accepted practices.
Companies interested in exporting arms have to apply for export permits, after which the Ministry of Defence processes the application.
Each application is also sent for scrutiny to the relevant government departments, such as Foreign Affairs or Trade and Industry. The application is then referred to the various Directors-General to make their recommendations, whereafter the NCACC makes the final decision.
An independent inspectorate ensures that all levels of the process are subject to independent scrutiny and supervision, and conducted in accordance with the policies and guidelines of the NCACC. The inspectorate submits periodic reports to the Standing Parliamentary Committee on Defence.
Between 25 June and 1 August 2003, military units of the South African Defence Force and the United States of America (USA) conducted a routine bilateral training exercise, dubbed Exercise Flintlock.
The aim of the Exercise was to conduct a multinational airborne-focused field-training exercise in South Africa as an element of peacesupport operations.
The Exercise included a broad spectrum of military activities, such as combat life-saving procedures, live firing of weapons, day and nighttime low-level flying, and airdrops of personnel and equipment.
The Exercise provided the US forces with a new diverse environment in which to train, while the South African forces had the training opportunity to enhance their peace-support and humanitarian operation capabilities.
There are two civilian intelligence structures, namely the National Intelligence Agency (NIA) and the South African Secret Service (SASS).
The NIA's mission is to proactively, professionally and impartially manage and provide the Government with domestic intelligence and counter-intelligence to enhance national security and defend the Constitution, the interests of the State and the well-being of the people of South Africa.
monitoring South Africa's compliance with international terrorism treaties monitoring local support of international terrorist groups monitoring international terrorism and related trends with a view to ascertaining their impact on South Africa.
urban terrorism extremism cyber terrorism. The SASS is South Africa's foreign-intelligence capacity. It is concerned with providing clients with accurate, policy-relevant and timeous foreign intelligence collected abroad with the intention to inform, forecast and advise on real and potential threats and opportunities to the country. The purpose of the intelligence process is to promote, enhance and protect the national and security interests of the country and its people.
Executive control is exercised by a civilian Ministry and a Cabinet committee.
The civilian intelligence services are accountable to the Minister of Intelligence, who reports to the Cabinet through the Cabinet Committee on Security and Intelligence Affairs.
Parliament has also appointed a mechanism, the Joint Standing Committee on Intelligence, legislated in the Intelligence Services Control Act, 1994 (Act 40 of 1994), which is able to order investigations into the intelligence community's activities.
In addition, the Constitution provides for protection against State abuse through the Public Protector and the Human Rights Commission. (See Chapter 15: Justice and correctional services.
safeguarding the Constitution promoting the interrelated elements of security, stability, co-operation and development, both within South Africa and in relation to southern Africa upholding the individual rights enunciated in the chapter on Fundamental Rights (the Bill of Rights) contained in the Constitution intensifying collection efforts on crime in support of the SAPS' crime intelligence task promoting South Africa's ability to face foreign threats and to enhance its competitiveness in a dynamic world achieving national prosperity while making an active contribution to global peace and other globally defined priorities for the wellbeing of humankind.
The National Strategic Intelligence Amendment Act, 1998 (Act 37 of 1998), allows South Africa to conduct a counter-intelligence service overseas, under the SASS.
The Act also gives the Minister of Intelligence a seat on the National Intelligence Co-ordinating Committee and more clearly defines his/her powers and functions.
The Minister is also accountable to the Cabinet for co-ordinating intelligence by the national intelligence structures.
The South African Academy of Intelligence (SANAI), situated at the Mzwandile Piliso Campus in Mafikeng, North West, opened its doors on 28 February 2003.
The SANAI is responsible for providing training to members of the intelligence community and other related departments.
The Academy is involved with the management and running of a cadet programme which seeks to attract the best of the youth. The cadet programme will be driven by a systemic process of talent-spotting, headhunting, and focused and dedicated training of the youth, to bring much-needed skills into the intelligence community.
During 2002/03, the Electronic Communications Security Company was established to develop cutting-edge electronic communications technology and secure South Africa's communications sector.
One of the Company's first tasks is to conduct security audits of prioritised government departments at provincial and local level. This is a strategic intervention aimed at ensuring that e-commerce in South Africa can thrive without difficulty in reaction to threats posed by intrusion, cyber crime or cyber sabotage.
In an effort to unmask cyber criminals' plans, the Office of Interception Centres will be established.
These Centres will target those who seek to undermine South Africa's national security, commit crimes, and steal and sell strategic information belonging to the country.
The Centres will interface with telecommunications operators to provide law-enforcement agencies with judiciary-approved intercepting products and services, as approved by Parliament through the Regulation of Interception of Communication and Provision of Communication-Related Information Act, 2002 (Act 70 of 2002).
The Interception Act, 2002 prohibits the manufacturing, possession, selling and use of interception devices. The only structures that may manufacture, possess or sell these devices are law-enforcement agencies and those private security companies registered in terms of the Private Security Industry Regulation Act, 2001 (Act 56 of 2001). These authorised groups can intercept communications for the sole purpose of combating crime and providing emergency services.
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