Administration 2 860.8 2 815.2 23.8 21.8 3 142.1 3 505.
Landward Defence 8 749.3 6 344.0 2 367.7 37.6 9 502.6 9 988.
Air Defence 10 272.0 3 350.6 6 900.5 20.9 8 885.1 9 402.
Maritime Defence 1 968.3 1 533.2 395.9 39.1 2 102.2 2 145.
Military Health Support 2 440.6 2 374.9 9.2 56.5 2 605.9 2 791.
Defence Intelligence 589.8 195.4 393.7 0.6 612.9 646.
General Support 3 341.9 2 059.4 853.1 429.3 3 676.4 3 960.
Force Employment 1 801.8 1 576.3 170.6 54.8 1 862.0 1 978.
Total expenditure estimates 32 024.4 20 249.2 11 114.5 660.7 32 389.3 34 418.
Website address www.dod.mil.
The aim of the Department of Defence is the defence and protection of the Republic of South Africa, its territorial integrity and its people, in accordance with the Constitution and the principles of international law regulating the use of force.
Purpose: Develop policy, and manage and administer the department.
Purpose: Provide prepared and supported landward defence capabilities for the defence and protection of South Africa.
Purpose: Provide prepared and supported air defence capabilities for the defence and protection of South Africa.
Purpose: Provide prepared and supported maritime defence capabilities for the defence and protection of South Africa.
Purpose: Provide prepared and supported health capabilities and services for the defence and protection of South Africa.
Purpose: Provide a defence intelligence and counter intelligence capability.
Purpose: Provide general support capabilities and services to the department.
Purpose: Provide and employ defence capabilities, including an operational capability to successfully conduct all operations and joint and multinational military exercises.
The main objective 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. The department also continues to provide support to United Nations (UN) and African Union (AU) initiatives aimed at promoting peace, stability and security in Africa and the Southern African Development Community (SADC).
The core growth one force concept of ensuring that regular and reserve forces constitute an integrated defence force aims to ensure that the South African National Defence Force is designed to provide a core nucleus of capabilities that can be expanded and developed when required by government. To ensure a defence force that is capable of defending South Africa at any time, 77 400 reserve members will be called up over the MTEF period. Through the two-year military skills development system, the department aims to equip 24 565 young South Africans with basic military skills.
The South African National Defence Force, which includes land, air, maritime defence and military health support, is currently deployed in UN and AU peace support operations, mainly in the Democratic Republic of the Congo, Burundi and Sudan. Security, peace and stability in the region and the continent are promoted not only through peace support operations, but also through humanitarian assistance and disaster relief, support for government initiatives, and post-conflict reconstruction and training. The South African National Defence Force prepares capabilities annually to support these operations, by ensuring the deployment and support of an average of 3 024 members per day over the MTEF period.
For internal deployment, the South African National Defence Force is prepared to support other government departments in five operations over the MTEF period, in terms of border security, safety and security, disaster aid and relief, search and rescue, and the 2010 FIFA World Cup.
Twenty-four joint, interdepartmental and multinational military exercises are planned to take place over the MTEF period. These exercises are critical for force readiness.
The growing threat of global terrorism has necessitated a review of the Regulation of Foreign Military Assistance Act (1998). Amendments to the Prohibition of Mercenary Activities and Regulation of Certain Activities in a Country of Armed Conflict Act (2006) will regulate how private security and military entities of South African origin operate in these countries experiencing armed conflict.
The key defence policy in the short term (1 year) is to prepare, maintain and employ current defence capabilities. In the medium term (3 years), policy development is aimed at creating an affordable and sustainable force structure and rightsizing and rejuvenating its human resources. In the long term (10 years), the focus is on attaining the optimal level of competencies, technology and force structure to defend and protect South Africa and its territorial integrity.
Number of health interventions or actions per 100 000 members each year Military Health Support 13.7 13.6 13.
Number of members professionally developed at senior departmental training institutions each year Administration 167 185 184 189 189 189 189 1.
Force Employment is responsible for planning joint, interdepartmental and multinational exercises. Landward Defence, Air Defence, Maritime Defence and Military Health Support are primarily responsible for the budgeting.
R million 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 1. Administration 1 869.5 2 012.3 2 153.9 2 515.0 2 515.0 2 860.8 3 142.1 3 505.2 2. Landward Defence 5 603.8 6 422.4 7 128.0 7 859.0 7 839.0 8 749.3 9 502.6 9 988.8 3. Air Defence 7 924.7 7 261.7 7 314.8 8 041.4 8 041.4 10 272.0 8 885.1 9 402.4 4. Maritime Defence 3 019.8 2 643.1 2 396.7 1 890.4 1 890.4 1 968.3 2 102.2 2 145.1 5. Military Health Support 1 557.2 1 705.2 1 877.7 2 148.2 2 128.2 2 440.6 2 605.9 2 791.8 6. Defence Intelligence 219.5 353.6 461.1 518.4 518.4 589.8 612.9 646.8 7. General Support 1 710.5 1 911.4 2 266.8 3 118.6 3 018.6 3 341.9 3 676.4 3 960.1 8. Force Employment 1 605.4 1 508.0 1 581.2 1 808.0 1 798.0 1 801.8 1 862.0 1 978.
Total 23 510.5 23 817.6 25 180.1 27 899.0 27 749.0 32 024.4 32 389.3 34 418.
Change to 2008 Budget estimate (334.1) (484.1) 2 163.8 188.8 187.
Current payments Compensation of employees 13 382.1 14 500.5 15 755.5 18 495.3 18 375.3 20 249.2 21 772.5 23 979.6 8 196.4 9 037.6 9 735.9 10 908.1 10 908.1 11 751.9 12 309.4 13 145.
Goods and services of which: 5 085.6 5 444.9 5 987.4 7 587.2 7 467.2 8 497.4 9 463.2 10 833.
Communication 50.8 54.4 59.8 72.9 72.9 88.0 90.0 93.
Computer services 470.0 537.4 610.7 843.8 843.8 948.2 989.4 1 026.
Consultants and professional services: Business and advisory services 106.4 115.4 128.8 170.6 170.6 189.3 187.4 212.
Consultants and professional services: Infrastructure and planning 12.1 13.0 14.1 17.3 17.3 21.5 23.9 26.
Consultants and professional services: Laboratory service 10.1 11.7 13.2 14.7 14.7 18.7 21.6 21.
Consultants and professional services: Legal costs 3.2 3.8 4.5 6.8 6.8 7.6 7.9 8.
Contractors 1 960.7 2 090.2 2 295.2 2 862.1 2 742.1 3 185.9 3 762.1 4 007.
Inventory: Fuel, oil and gas 350.1 364.3 398.8 610.9 610.9 548.7 643.2 1 498.
Inventory: Learner and teacher support material 8.5 8.8 9.7 11.6 11.6 14.0 14.0 14.
Inventory: Materials and supplies 126.3 134.4 147.6 178.9 178.9 221.0 223.2 233.
Inventory: Medical supplies 143.9 166.4 187.6 204.7 204.7 263.5 273.6 248.
Inventory: Military stores 21.8 22.8 24.7 58.6 58.6 34.0 54.3 42.
Financial transactions in assets and liabilities Transfers and subsidies Provinces and municipalities 100.1 18.0 32.
Departmental agencies and accounts 9 265.9 8 288.5 8 243.4 8 096.6 8 096.6 10 364.4 9 273.5 8 907.
Public corporations and private enterprises 359.5 396.3 473.8 565.8 565.8 583.8 616.4 646.
Biological and cultivated assets - - - 0.1 0.
Software and other intangible assets 2.6 1.3 8.4 1.4 1.4 0.3 0.3 0.
Specialised military assets - - - - - 27.6 28.3 29.
Between 2005/06 and 2008/09, expenditure increased from R23.5 billion to R27.9 billion at an average annual rate of 5.9 per cent. Over the medium term, expenditure is estimated to increase to R34.4 billion in 2011/12, at an average annual rate of 7.3 per cent. These increases are due to the inflation related adjustments on operating expenditure, the annual salary increases of government employees, and the procurement of the Gripen advanced light fighter aircraft and the A400M strategic airlift capability.
The Air Defence programme dominates expenditure over the MTEF period, consuming 32.1 per cent of the department's total budget in 2009/10, because of the procurement of the Gripen aircraft and the A400M strategic airlift capability. In 2009/10, the Landward Defence programme takes up 27.
10.4 per cent and 7.6 per cent.
31.2 per cent for Landward Defence, 29.4 per cent for Air Defence, 12.
8.7 per cent for Military Health Support. The change over the medium term is due to: the initiation of some Landward Defence equipment renewal projects; increases in the provision for the military skills development system; increases for the repair and maintenance of defence infrastructure and facilities, including the runways and hardstands at Air Force Base Waterkloof; and increases in the provision for ongoing training of reserves.
Expenditure in the Administration programme, which is dominated by the departmental property management portfolio, grew at an average annual rate of 10.4 per cent between 2005/06 and 2008/09 and is expected to grow at an average annual rate of 11.7 per cent over the medium term due to increased accommodation charges.
Compensation of employees is the largest expenditure item in the budget, amounting to R11.
36.7 per cent of the total budget in 2009/10. Transfers and subsidies amounts to R11.1 billion, or 34.7 per cent of total expenditure in 2009/10. Goods and services amounts to R8.5 billion, or 26.5 per cent of total expenditure in 2009/10. Over the medium term, compensation of employees increases to 38.2 per cent, goods and services to 31.5 per cent, and transfers and subsidies to 28.3 per cent. The projected 3.3 per cent decrease in transfers and subsidies is the strategic defence procurement programme which will be completed in 2011/12, and the strategic airlift capability, which will be gradually completed over the medium term.
In 2008/09, the department funded 78 capital works building projects. The bulk of the funds were spent on upgrading military health facilities, installing fire detection and protection systems, making structural changes to buildings to accommodate disabled members, upgrading kitchens, building an urban training facility, and improving security at cash offices. In consultation with the Department of Public Works, the department continued with the repair and maintenance programme at the military hospitals in Pretoria and Cape Town, the Air Force Base Waterkloof in Pretoria, 4 SA Infantry Battalion in Middelburg, and 35 Engineer Squadron in Dunnottar. Over the medium term, the programme will be extended to include other defence facilities.
Over the MTEF period, savings of R372.2 million, R427.2 million and R470.1 million have been identified in goods and services, transfers to public entities, and capital investment. The largest reduction is in goods and services: R293 million (2009/10), R326.3 million (2010/11) and R373.6 million (2011/12). Capital investment is reduced by R75.1 million (2009/10), R94.6 million (2010/11) and R89.9 million (2011/12). The balance is made up of smaller transfers to the Armaments Corporation of South Africa and the Safety and Security Sector and Education Training Authority.
Departmental receipts are mainly from the sale of redundant or obsolete equipment and defence matériel, the rental of accommodation to personnel, and board and lodging. In 2005/06, the reimbursements from the UN were reclassified from sales of goods and services to financial transactions in assets and liabilities. In 2006/07, they were classified back to sales of goods and services, which explains the decrease and increase under the relevant receipt types. The reason for the fluctuations in real departmental receipts, specifically financial transactions in assets and liabilities, is that reimbursement for peace support operations are unpredictable.
Minister1 0.8 0.9 0.9 1.6 1.7 1.8 1.
Ministerial Direction 12.9 15.0 15.7 18.0 16.1 18.2 21.
Departmental Direction 10.4 13.9 16.4 20.3 24.4 25.5 27.
Policy and Planning 107.5 114.7 100.7 131.0 76.7 82.3 86.
Financial Services 155.8 165.9 179.6 208.8 221.7 229.4 243.
Human Resources Support Services 476.1 482.2 414.6 467.7 491.7 509.0 547.
Legal Services 73.8 81.5 86.2 107.3 134.3 139.7 150.
Inspection Services 36.9 35.9 38.4 48.4 51.1 53.2 56.
Acquisition Services 39.5 41.1 50.7 60.1 67.8 70.3 73.
Communication Services 17.9 19.4 21.9 24.1 25.2 26.2 29.
South African National Defence Force Command and Control 6.1 7.1 29.1 63.3 70.9 73.1 75.
Religious Services 4.5 5.4 5.5 5.2 5.8 5.7 6.
Defence Reserve Direction 11.4 9.9 7.8 11.6 13.2 13.1 13.
Defence Foreign Relations 69.4 77.4 103.0 109.2 122.5 130.9 142.
Property Management 845.7 941.3 1 082.7 1 237.1 1 536.2 1 762.3 2 026. Administrative and other subprogramme expenditure may in addition include payments for capital as well as transfers and subsidies.
Current payments 1 831.0 1 960.7 2 085.9 2 478.3 2 815.2 3 096.1 3 459.
Compensation of employees 648.9 703.9 773.7 902.1 945.1 995.8 1 056.
Contractors 586.5 626.5 656.8 803.3 946.8 1 112.2 1 277.
Agency and support / outsourced services 8.0 8.5 8.9 10.9 12.0 11.5 10.
Non-profit institutions 2.5 2.5 - 3.9 4.0 4.2 4.
Departmental agencies and accounts Departmental agencies (non-business entities) Current Safety and Security Sector Education and Training Authority Non-profit institutions Current Reserve Force Council Households Social benefits Current Severance packages 7.1 7.7 7.7 8.8 8.9 9.2 9.7 7.1 7.7 7.7 8.8 8.9 9.2 9.7 2.5 2.5 - 3.9 4.0 4.2 4.4 2.5 2.5 - 3.9 4.0 4.2 4.4 9.9 22.3 29.5 10.8 10.9 11.9 11.4 9.9 22.3 29.5 10.8 10.9 11.9 11.
Expenditure in the Administration programme increased at an average annual rate of 10.4 per cent between 2005/06 and 2008/09, from R1.9 billion to R2.5 billion.
11.7 per cent over the MTEF period to reach R3.5 billion in 2011/12.
The largest subprogramme is Property Management, with expenditure increasing from R845.7 million in 2005/06 to R2 billion in 2011/12, at an average annual rate of 15.7 per cent, due to additional allocations for accommodation charges. This also explains the average annual increase of 12.8 per cent in goods and services over the seven-year period.
Other subprogrammes that show relatively large average annual increases over the medium term are Legal Services (12.1 per cent) and Defence Foreign Relations (9.3 per cent), due to the implementation of an occupation specific dispensation for legal practitioners, a new foreign service dispensation, and the expansion of foreign defence representation by establishing more military attaché offices.
The 310.7 per cent increase in the SANDF Command and Control subprogramme in 2007/08 was due to the transfer of the defence headquarters unit from the General Support programme to this subprogramme.
Strategic Direction directs, orchestrates and controls the South African Army in achieving its mission to provide prepared and supported landward capabilities for the defence and protection of South Africa. Funding is based on the cost of operating the landward defence headquarters and managing centralised funds for scarce commodities and specialist services.
Infantry Capability provides combat ready infantry capabilities through training, preparing, exercising and supporting mechanised, motorised and airborne infantry units. Funding is distributed according to the number and size of units, systems and equipment operating and maintenance requirements, and the number of force preparation exercises and training courses.
Armour Capability provides combat ready armour capabilities through training, preparing, exercising and supporting tank and armoured car units. Funding is distributed according to the number and size of units, systems and equipment operating and maintaining requirements, and the number of force preparation exercises and training courses.
Artillery Capability provides combat ready artillery capabilities through training, preparing, exercising and supporting composite and light artillery units. Funding is distributed according to the number and size of units, systems and equipment operating and maintenance requirements, and the number of force preparation exercises and training courses.
Air Defence Artillery Capability provides combat ready air defence artillery capabilities through training, preparing, exercising and supporting air defence artillery units. Funding is distributed according to the number and size of units, systems and equipment operating and maintenance requirements, and the number of force preparation exercises and training courses.
Engineering Capability provides combat ready engineering capabilities to ensure mobility and establish infrastructure during exercises and deployments, through training, preparing, exercising and supporting field and construction engineer units. Funding is distributed according to the number and size of units, systems and equipment operating and maintenance requirements, and the number of force preparation exercises and training courses.
Operational Intelligence provides combat ready operational intelligence capabilities to enable successful planning and execution of operations, through training, preparing, exercising and supporting intelligence units. Funding is distributed according to the number and size of units, systems and equipment operating and maintenance requirements, and the number of force preparation exercises and training courses.
Command and Control Capability provides combat ready tactical command and control capabilities for integrated forces during force preparation and force employment. Funding is distributed according to the number and size of units, systems and equipment operating and maintenance requirements, and the number of force preparation exercises and training courses.
Support Capability provides first and second line support capabilities to units and bases and ensures support to deployed combat units through training, preparing, exercising and supporting first and second line maintenance units and workshops. Funding is distributed according to the number and size of units, systems and equipment operating and maintenance requirements, the number of force preparation exercises and training courses, and product systems requirements.
General Training Capability provides general training capabilities through basic military training, junior leader training, common landward training and command and management training at the training depot (and decentralised units), the South African Army gymnasium, the combat training centre and the South African Army College. Funding is distributed according to the number and size of units, equipment operating and maintenance requirements, and the number of exercises and training courses.
Signal Capability provides combat ready signal capabilities to ensure command, control and communications during exercises and deployments, through training, preparing, exercising and supporting signal units. Funding is distributed according to the number and size of units, systems and equipment operations and maintenance requirements, and the number of force preparation exercises and training courses.
providing 3 infantry battalions a year for external deployment, 1 air landed battalion and 2 multi-role battalions in reserve, and 4 battalions involved in exercises exercising 1 tank regiment and 1 armoured car regiment a year exercising 1 composite artillery regiment and 1 light (parachute) artillery battery, and having 1 light artillery battery in reserve a year exercising 1 air defence artillery regiment and 1 light (parachute) air defence artillery battery, and having 1 light air defence artillery battery in reserve a year providing 3 engineer squadrons for external deployment, 1 composite engineer squadron for internal deployment and 1 composite engineer squadron for internal reserve, and exercising 1 light (parachute) engineer squadron a year providing 2 signal regiments a year for external deployment, internal reserve and involvement in exercises.
In 2007/08, the South African Army provided approximately 4 200 members for 9 external operations in Burundi, the Democratic Republic of the Congo, Sudan, Eritrea, Uganda and Mozambique. Training assistance was provided to Democratic Republic of the Congo and Central African Republic forces and 4 exercises in support of foreign force training were conducted. Approximately 3 000 members (24 regular and 6 reserve companies) were deployed in 3 internal operations focusing on rural safeguarding and borderline control. 62 regular and reserve platoons (1 909 members) provided support to the Department of Health during the public service strikes. To modernise landward equipment, 12 MK2 main battle tanks and 13 ZT3 missile systems were commissioned. Basic military training was provided to 2 120 military skills development system members as part of force preparation.
In the first half of 2008/09, forces and individual specialists were provided for 6 external and 2 internal operations. Instructors were provided for training missions in the Democratic Republic of the Congo and the Central African Republic. In service to bilateral commitments, the South African Army provided training to members from the Rwanda, Kenya, Swaziland and Zimbabwe defence forces, among others. Basic military training was provided to 1 627 military skills development system members, which culminated in the joint force preparation exercise in October and November 2008. South African Army training institutions trained 5 213 members, and 200 members began works regiment training in July 2008.
Over the MTEF period, Landward Defence spending will provide for forces for internal and external deployments according to government requirements, as confirmed by the department's strategic guidelines. The South African Army will continue to prepare its forces to comply with military strategic objectives, and facilitate individual formal training to ensure career progress. Assets will be maintained and managed within budget to support deployments and force preparation. The South African Army will renew its capabilities according to government imperatives and national strategic objectives.
Strategic Direction 131.5 122.0 178.8 242.1 819.3 892.1 1 003.
Infantry Capability 1 713.9 2 066.1 2 230.1 2 415.5 2 807.1 2 785.4 3 131.
Armour Capability 344.4 371.6 348.1 216.2 235.2 222.6 239.
Artillery Capability 293.3 528.3 485.6 309.0 302.6 369.8 314.
Air Defence Artillery Capability 404.7 219.1 262.4 303.1 380.1 461.4 279.
Engineering Capability 180.5 211.9 243.7 243.0 318.3 330.5 329.
Operational Intelligence 78.3 79.7 133.5 199.4 277.6 143.5 154.
Command and Control Capability 59.7 75.6 78.1 78.7 94.9 99.9 104.
Support Capability 1 808.8 2 120.1 2 492.3 3 139.5 2 732.5 3 395.6 3 607.
General Training Capability 137.3 154.0 177.8 189.9 256.7 258.4 272.
Signal Capability 451.4 474.0 497.7 522.6 524.9 543.4 552.
Total 5 603.8 6 422.4 7 128.0 7 859.0 8 749.3 9 502.6 9 988.
Change to 2008 Budget estimate 1 066.8 1 019.8 999.4 937.
Current payments Compensation of employees 4 011.9 4 668.6 4 955.3 5 773.8 6 344.0 6 706.0 7 374.2 3 303.6 3 898.3 4 113.0 4 648.4 4 958.9 5 141.2 5 341.
Goods and services of which: 688.1 766.1 838.8 1 125.4 1 385.1 1 564.8 2 033.
Inventory: Military stores 2.2 2.4 2.6 3.4 4.5 19.0 5.
Financial transactions in assets and liabilities Transfers and subsidies Provinces and municipalities Departmental agencies and accounts Households 20.2 4.2 3.
Payments for capital assets 24.3 64.5 47.4 44.1 37.6 34.5 39.
Departmental agencies and accounts Departmental agencies (non-business entities) Current Special defence account: Procurement services Special defence account: Operating Households Social benefits Current Severance packages 1 538.6 1 643.7 2 065.9 2 018.3 2 281.8 2 672.8 2 485.3 1 073.5 465.1 1 208.9 434.8 1 249.5 816.4 1 203.0 815.3 1 365.4 916.5 1 296.9 1 375.9 1 004.0 1 481.3 23.2 44.0 47.8 22.8 85.8 89.3 89.5 23.2 44.0 47.8 22.8 85.8 89.3 89.
The Landward Defence programme accounts for an average of 27.7 per cent of the department's total expenditure, which increases from R5.6 billion in 2005/06 to R10 billion in 2011/12 at an average annual rate of 10.1 per cent. This is mainly due to additional funding for: increasing the number of military skills development system members; financing the increased maintenance requirements of the South African Army's ageing operational vehicle fleet; initiating landward defence equipment renewal projects; procuring critical ammunition; and establishing a works regiment.
The projected 31 per cent increase in the Engineering Capability subprogramme in 2009/10 is due to the delivery milestones of the recovery vehicle and minefield breeching programmes. The 22.2 per cent increase in the Artillery Capability subprogramme in 2010/11 is due to the delivery milestones of the G6 mobile cannon upgrade programme and the light artillery capability programme. The projected increase of 24.3 per cent in the Support Capability subprogramme in 2010/11 is due to the migration of the signal formation and the Wonderboom and Garrison support bases from the command and management information systems and logistics divisions back to the South African Army.
The decreases of 37.9 per cent and 36.4 per cent in the Armour Capability and Artillery Capability subprogrammes in 2008/09 are because the main battle tank upgrade programme and the artillery target location and fire control systems were finalised in 2007/08. The projected 39.4 per cent decrease in the Air Defence Artillery Capability subprogramme is due to the finalisation of the new generation, man portable, ground to air missile programme in 2010/11.
The Operational Intelligence subprogramme peaks over 2008/09 and 2009/10 due to the acquisition of a mobile intelligence processing system. The projected 24.3 per cent increase in the Support Capability subprogramme in 2010/11 is due to the development and acquisition of a mass field feeding system and an operational supply product support system.
The increases of 15.4 per cent in 2007/08 and 35.2 per cent in 2009/10 in the General Training Capability subprogramme are due to increased provisions for the military skills development system and the establishment of a works regiment. The substantial increase of 238.4 per cent in the Strategic Direction subprogramme in 2009/10 is for two annual military exercises, Seboka (military skills development system integration) and Young Eagle (military skills development system airborne).
The average annual increase of 8.6 per cent in payments for capital assets between 2005/06 and 2011/12 is due to the replacement of obsolete vehicles, diesel engines, hand tool sets, parachutes and small craft, as well as the South African Army's efforts to improve its technical service capability.
Strategic Direction provides strategic direction to the Air Defence programme by formulating and controlling strategies, policies and plans via the air force office to prepare and provide the capabilities required by Chief of the South African National Defence Force. Funding is based on the cost of operating the air defence headquarters.
Operational Direction provides operational direction to the Air Defence programme by means of an air command. Funding is based on the cost of operating the air command.
Helicopter Capability provides and sustains operationally ready light utility helicopters, medium transport helicopters and combat support helicopters, crewed by appropriately qualified personnel. Funding is distributed according to the number and size of units, systems and equipment operating and maintenance requirements, and the number of force preparation exercises and training courses.
Transport and Maritime Capability provides and sustains operationally ready transport and maritime aircraft, crewed by appropriately qualified personnel. Funding is distributed according to the number and size of units, systems and equipment operating and maintenance requirements, and the number of preparation exercises and training courses.
Air Combat Capability provides and sustains operationally ready advanced light fighter aircraft, crewed by appropriately qualified personnel. Funding is distributed according to the number and size of units, systems and equipment operating and maintenance requirements, and the number of force preparation exercises and training courses.
Operational Support and Intelligence Capability prepares, develops, provides and supports protection support, intelligence systems and counter intelligence support to the South African Air Force through protection squadrons, intelligence subsystems and specialised intelligence training. Funding is distributed according to the number and size of squadrons, systems and equipment operating and maintenance requirements, and the number of training courses.
Command and Control Capability supplies and maintains operationally ready command and control elements in support of air battle space operations. Funding is distributed according to the number and size of units, systems and equipment operating and maintenance requirements, and the number of force preparation exercises and training courses.
Base Support Capability provides air base infrastructure facilities to squadrons and resident units on bases, including the maintenance of all relevant systems and personnel, to support flying operations. Funding is distributed according to the number and size of air force bases and units, systems and equipment operating and maintenance requirements, and the number of training courses.
Command Post renders command and control over all missions flown. Funding is distributed according to the number and size of command posts and deployments, and readiness and aircraft chartering requirements.
Training Capability provides for the general education, training and development of South African Air Force personnel. Funding is distributed according to the number and size of units, systems and equipment operations and maintenance requirements, and the number of force preparation exercises and training courses.
Technical Support Services establishes, maintains and prepares optimised technical and tactical logistic support capabilities to provide support to system groups and manage air service units. Funding is distributed according to the number and size of units, systems and equipment operating and maintenance requirements, and contracted human resources and product system requirements.
1 air combat squadron a year a 24-hour air command and control capability.
In 2007/08, 36 716 flying hours were recorded, of which 12 271 were force employment hours in support of joint operations. The South African Air Force flew 2 280 hours in support of deployments in Mozambique (assistance during floods and munitions clearing up), Comoros (election support and support to deployed South African Police Service members) and the Central African Republic (military assistance and training). The Air Force reserves generated 8.5 per cent of the force employment flying hours, in support of the department's one force core growth strategy. South African Air Force support for government initiatives also included local and international exercises with the South African army, navy and police, the United States navy and the German air force. The integration and operationalisation of the strategic defence package aircraft continued.
In the first half of 2008/09, the South African Air Force rescued 9 people from a burning complex in Pretoria and supported fire fighting operations in Eastern Cape, Limpopo, North West and Free State. The Africa Aerospace and Defence Exhibition 2008 was hosted by the South African Air Force. The Gripen aircraft was officially accepted at this event.
Over the MTEF period, Air Defence spending will focus on creating and restoring capacity and capabilities to supply prepared forces and support these forces once deployed. To create air systems capacity, the spending focus is on integrating new systems to ensure sustainability. To ensure the sustainability of human resources, the spending focus is on developing and maintaining skills and retaining scarce skills.
Strategic Direction 12.2 12.5 11.7 12.1 14.9 16.6 19.
Operational Direction 157.1 139.7 169.5 85.2 69.7 91.6 88.
Helicopter Capability 1 358.0 1 490.7 1 232.1 1 194.0 823.5 1 042.1 844.
Transport and Maritime Capability 236.5 715.8 851.7 1 636.2 2 662.4 3 059.5 3 210.
Air Combat Capability 4 502.0 3 085.4 3 133.7 2 990.4 4 299.9 2 040.0 1 945.
Operational Support and Intelligence Capability 143.0 121.6 143.4 162.8 209.0 255.9 569.
Command and Control Capability 180.0 191.6 200.1 223.1 208.2 256.7 282.
Base Support Capability 710.9 779.8 783.2 923.1 1 074.3 1 073.1 1 193.
Command Post 40.5 65.4 32.1 26.7 30.2 30.8 32.
Training Capability 190.6 200.3 237.7 287.6 385.6 500.7 666.
Technical Support Services 394.1 458.9 519.7 500.0 494.4 518.2 549.
Total 7 924.7 7 261.7 7 314.8 8 041.4 10 272.0 8 885.1 9 402.
Change to 2008 Budget estimate (965.1) 1 922.9 (27.6) (92.
Transfers and subsidies 5 439.1 4 767.2 4 567.9 4 942.5 6 900.5 5 267.6 5 186.
Provinces and municipalities 2.3 0.6 6.
Departmental agencies and accounts 5 427.9 4 729.6 4 537.9 4 924.0 6 886.4 5 252.9 5 172.
Specialised military assets - - - - 5.2 5.5 5.
Departmental agencies and accounts Departmental agencies (non-business entities) Current Special defence account: Operating services Special defence account: Equipment procurement Special defence account: Strategic defence programme Households Social benefits Current Severance packages 5 427.9 4 729.6 4 537.9 4 924.0 6 886.4 5 252.9 5 172.2 20.1 632.5 4 775.3 30.3 1 361.2 3 338.1 28.4 1 648.1 2 861.4 5.7 2 260.0 2 658.4 49.3 3 158.0 3 679.1 7.7 3 574.2 1 670.9 14.2 3 854.3 1 303.7 8.9 37.0 23.8 18.5 14.1 14.7 14.2 8.9 37.0 23.8 18.5 14.1 14.7 14.
The Air Defence programme accounts for an average 29.7 per cent of the department's total expenditure, and increases from R7.9 billion in 2005/06 to R9.4 billion in 2011/12 at an average annual rate of 2.9 per cent. The projected decrease of 13.5 per cent in total spending in 2010/11 is due to production and delivery milestones in the strategic airlift capability and light fighter aircraft procurement project, which peaks in 2009/10. This also explains the sharp decrease of 52.6 per cent in the Air Combat Capability subprogramme in 2010/11.
The Helicopter Capability subprogramme declined at an average annual rate of 4.2 per cent between 2005/06, from R1.4 billion to R1.2 billion. It is expected to decline further at an average annual rate of 10.9 per cent over the medium term to reach R844.3 million in 2011/12. These decreases are due to the finalisation of the maritime helicopter and light utility helicopter projects in 2009/10 and 2010/11.
The average annual increases over the medium term of 32.
8.1 per cent in the Command and Control Capability subprogramme, and 51.8 per cent in the Operational Support and Intelligence Capability subprogramme are due to the upgrade of the Pilatus PC7 Mk11 Astra trainer aircraft and radar and ground navigation systems, and the replacement of fire fighting vehicles.
Maritime Direction provides strategic direction to the Maritime Defence programme by formulating and controlling strategies, policies, plans and advice to prepare and provide the maritime capabilities required for the defence and protection of South Africa. Funding is based on the cost of operating the naval headquarters.
Maritime Combat Capability provides mission ready and supported maritime combat capabilities in accordance with the approved force design of the Department of Defence. Funding is distributed according to the number and size of units, systems and equipment operating and maintenance requirements, and the number of force preparation exercises and training courses.
Maritime Logistic Support Capability sustains the availability of the force structure elements in the naval force design to ensure compliance with ordered operational commitments. Funding is distributed according to the number and size of units, systems and equipment operating and maintenance requirements, and the number of force preparation exercises and training courses.
Maritime Training Capability ensures that maritime combat capability requirements are met in terms of qualified personnel, for regular and reserve members. Funding is distributed according to the number and size of units, systems and equipments operations and maintenance requirements, and the number of force preparation exercises and training courses.
Base Support Capability provides a general base support capability to ships and submarines, shore units and other identified clients to ensure that the fleet complies with specified operational readiness levels. Funding is distributed according to the size of the naval base, systems and equipment operating and maintenance requirements, and the number of training courses.
2 mine countermeasures systems in each annual operational cycle to ensure safe access to South African harbours, and where mine clearance may be required an ongoing hydrographic survey capability to ensure safe navigation in charting areas and to meet an international obligation.
In 2007/08, the South African Navy provided forces in support of peace initiatives in Sudan and to the UN missions in the Democratic Republic of the Congo and Burundi. Training assistance was provided as part of the initiative to the Central African Republic. Preparatory exercises in support of the 2010 FIFA World Cup, including joint exercises to monitor the movement of air traffic, were conducted. Naval deployments in cooperation with the South African Police Service helped to enforce state authority and protect marine resources in the western and southern Cape. Exercises were conducted with the navies of Brazil, France, Germany, Ghana, Kenya, the Netherlands, Tanzania and the United States of America to improve interoperability with modern and well established navies. Exercise Amazolo established the credible performance of the South African Navy with the North Atlantic Treaty Organisation task group. Exercise Good Hope III enabled the South African Navy to test its frigate doctrine, tactics and interoperability with the German navy and air force.
In the first half of 2008/09, the South African Navy took command of its third and last Type 209 submarine, the SAS QUEEN MODJAJI I. 2 multinational naval exercises were conducted: one with the Indian and Brazilian navies, and one with the Uruguayan, Brazilian and Argentinean navies. 12 South African Navy vessels participated in the presidential fleet review in September 2008.
Over the MTEF period, Maritime Defence spending will focus on the preparation and maintenance of the approved force structure elements (deployable assets) and the associated force structure (supporting elements), including the associated human resources at the required readiness levels, to meet maritime defence commitments in a sustained manner. It will also focus on finalising all activities for the full acceptance and integration of the strategic defence package frigates, helicopters and submarines. The South African Navy will continue to develop naval capabilities for government peace support operations and engagements in Africa.
Maritime Direction 289.0 276.0 273.9 362.2 365.5 404.0 492.
Maritime Combat Capability 2 127.3 1 705.2 1 160.7 476.6 529.1 568.0 485.
Maritime Logistic Support Capability 175.0 190.7 409.5 489.8 436.9 450.8 475.
Maritime Training Capability 108.4 134.8 144.3 168.5 219.9 207.5 192.
Base Support Capability 320.1 336.4 408.4 393.3 416.9 471.9 499.
Total 3 019.8 2 643.1 2 396.7 1 890.4 1 968.3 2 102.2 2 145.
Change to 2008 Budget estimate 80.8 (40.8) 97.1 34.
Current payments 1 171.7 1 268.4 1 328.4 1 467.7 1 533.2 1 626.5 1 739.
Compensation of employees 805.7 880.8 916.4 969.3 999.7 1 057.1 1 158.
Goods and services 365.6 387.2 411.0 498.5 533.6 569.4 581.
Transfers and subsidies 1 814.0 1 339.0 1 034.4 403.3 395.9 403.1 328.
Provinces and municipalities 1.1 0.3 11.
Departmental agencies and accounts 1 804.8 1 316.9 948.2 255.5 272.1 268.3 188.
Public corporations and private enterprises - - 58.5 117.7 101.1 111.4 117.
Households 8.1 21.7 16.0 30.1 22.7 23.4 23.
Payments for capital assets 34.1 35.8 33.8 19.4 39.1 72.6 76.
Buildings and other fixed structures - - 13.7 - 22.3 54.4 57.
Machinery and equipment 33.5 35.1 20.0 19.1 13.0 14.8 15.
Software and other intangible assets 0.7 0.7 0.1 0.3 0.2 0.3 0.
Specialised military assets - - - - 3.6 3.2 3.
Departmental agencies and accounts Departmental agencies (non-business entities) Current Special defence account: Operating services Special defence account: Equipment procurement Special defence account: Strategic defence programme Public corporations and private enterprises Public corporations Other transfers Current Armaments Corporation of South Africa: Dockyard Households Social benefits Current Severance packages 1 804.8 1 316.9 948.2 255.5 272.1 268.3 188.5 50.3 100.3 1 654.1 30.9 87.9 1 198.1 53.6 141.8 752.8 46.3 101.0 108.2 69.1 134.1 68.9 56.1 160.6 51.6 39.0 125.8 23.
The Maritime Defence programme accounts for an average 8.1 per cent of the department's total expenditure. Programme expenditure decreases from R3 billion in 2005/06 to R2.1 billion in 2011/12, at an average annual rate of 5.5 per cent, mainly due to the commissioning of the frigates and submarines in the first half of the seven-year period. This also explains the decreases of 19.8 per cent in 2006/07, 31.
58.9 per cent in 2008/09 in the Maritime Combat Capability subprogramme.
The increase of 114.7 per cent in the Maritime Logistics Support Capability subprogramme between 2006/07 and 2007/08 was because items with a logistical function under the Maritime Combat Capability subprogramme were shifted to the Maritime Logistics Support Capability subprogramme. The projected 22 per cent increase in the Maritime Direction subprogramme in 2011/12 is based on the South African Navy's staffing targets over the MTEF period to recruit Public Service Act (1994) personnel for combat, technical, diving and submarines functions.
Transfers and subsidies took up an average of 51.3 per cent of programme expenditure between 2005/06 and 2008/09 due to the procurement of the frigates and submarines as part of the strategic defence procurement programme. The projected average annual increase of 57.8 per cent in payments for capital assets over the medium term makes provision for investment in the sea mine detection capability for use during the 2010 FIFA World Cup and the upgrade of existing training facilities at SAS SALDANHA to cater for the increased military skills development system intake.
Strategic Direction formulates strategy, policies and plans, and gives advice from the surgeon-general's office to prepare and provide the capabilities required by the Chief of the South African National Defence Force. Funding is based on the cost of operating the military health headquarters.
Mobile Military Health Support provides health support elements for deployed and contingency forces. Funding is distributed according to the number and size of units, systems and equipment operating and maintenance requirements, and the number of force preparation activities.
Area Military Health Service provides a comprehensive, self supporting, multidisciplinary geographic military health service through a formation headquarters, commanding and controlling nine area military health units to ensure a healthy military community. Funding is distributed according to the number and size of units and health care facilities, systems and equipment operating and maintenance requirements, the number and type of patient health services, and the number of force preparation exercises.
Specialist/Tertiary Health Service provides a specialist health service to develop and maintain tertiary military health capabilities within the parameters of the relevant legislation, as contained in the South African Military Health Service strategy. Funding is distributed according to the number and size of military hospitals and specialist units, systems and equipment operating and maintenance requirements, the number and type of patient health services, and the number of force preparation exercises.
Military Health Product Support Capability provides for: warehousing pharmaceuticals, sundries, military health mobilisation equipment and unique stock; procuring unique military health products, materials and services; and an asset management service, military health product systems and cooperative common military health logistics. Funding is distributed according to the number and size of units, the use of military health products, equipment and consumables, and the requirements for maintaining strategic military health reserves.
Base Support Capability provides general base support services to identified South African Medical Health units to sustain and maintain the approved force design and structure. Funding is distributed according to the number and size of units, systems and equipment operating and maintenance requirements.
Military Health Training Capability provides a military health training service to develop and maintain military health training capabilities within the parameters of the relevant legislation and policies. Funding is distributed according to the training inputs of the sub-units, equipment operating and maintenance requirements, the number of force preparation exercises and training courses, and the number of training courses presented to SADC countries.
a health support capability of 5 medical battalion groups per year, including 1 specialist medical battalion group, for deployed and contingency forces a military health service which provides a comprehensive multidisciplinary health service to a projected patient population of 230 000 members per year.
In 2007/08, the South African Military Health Service provided support to the Department of Health during the public service strike. Training capabilities were increased and facilities such as the military hospitals upgraded, resulting in less inpatients being referred or admitted to non-military facilities. The renewal of the ambulance fleet over three years began, as well as the renewal of all main medical equipment in the 3 military hospitals. 254 336 patients were seen in 725 343 consultations in the nine provinces, and 24 383 inpatients were seen in 313 061 consultations in the military hospitals and specialist facilities. South African Military Health Service health care professionals were deployed in all South African National Defence Force external and internal military operations. 1 Military Hospital provided a level 4 facility as required by the United Nations.
In the first half of 2008/09, various initiatives were implemented to train and retain health professionals. By the end of September 2008, 11 523 inpatients had been treated. The increased demands for health care, assessments and medical support in the provinces were met, with a total of 335 755 patients treated by the end of September 2008. A successful joint chemical, biological and radiation defence exercise was conducted in preparation for the 2010 FIFA World Cup. A memorandum of collaboration between the departments of defence and health aims to improve the availability and accessibility of health services for approved patients of the department, augment scarce health professionals, and allow for controlled referrals of patients from both departments. The court order stemming from the court case on HIV management in the Department of Defence has necessitated policy changes. An international workshop in Mexico in September 2008, with identified SADC and other countries, academic experts and leading stakeholders, provided input for a revised HIV and AIDS policy.
Over the MTEF period, Military Health Support spending will focus on contributing to force preparation to improve the readiness of the South African National Defence Force. Health is an imperative for government, and the South African Military Health Service is mandated to act as the health service provider for soldiers and their dependants, as well as approved clientele such as principals, VIPs and other dignitaries, and vulnerable groups such as military veterans. Over the MTEF period, the health service will direct spending towards improving health care services. Projects will focus on improving operational support capabilities, and tertiary, specialist and geographic or base orientated capabilities. The training capability will be improved to ensure competency in health care human resources. The service will develop its disaster management capability and its capability to assist in a national crisis.
Strategic Direction 81.3 88.4 119.0 154.3 191.3 186.7 190.
Mobile Military Health Support 56.9 64.7 77.8 73.6 79.7 117.0 146.
Area Military Health Service 585.1 632.9 678.6 699.3 779.4 822.8 859.
Specialist/Tertiary Health Service 561.9 585.7 649.1 769.3 820.9 866.6 888.
Military Health Product Support Capability 91.6 109.3 103.6 152.0 219.1 226.2 238.
Base Support Capability 85.7 120.8 114.5 132.8 132.7 138.4 212.
Military Health Training Capability 94.9 103.5 135.2 167.0 217.5 248.3 255.
Compensation of employees 1 032.9 1 063.0 1 194.1 1 389.7 1 560.4 1 647.2 1 806.
Consultants and professional services: Laboratory service 10.1 11.7 13.2 14.7 18.7 21.6 21.
Departmental agencies and accounts - 0.9 1.1 1.5 1.8 24.5 46.
Buildings and other fixed structures - - 0.8 0.1 0.1 0.1 0.
Machinery and equipment 57.5 87.6 68.5 81.8 56.4 60.1 63.
Biological and cultivated assets - - - 0.
Software and other intangible assets - 0.1 - 0.3 0.0 0.0 0.
Departmental agencies and accounts Departmental agencies (non-business entities) Current Special defence account: Equipment procurement Households Social benefits Current Severance packages - 0.9 1.1 1.5 0.8 23.5 45.
The Military Health Support programme accounts for an average 7.6 per cent of the department's total budget. Spending increases from R1.6 billion in 2005/06 to R2.
10.2 per cent. This is mainly due to the higher than average increase in the remuneration of health professionals, the rollout of antiretrovirals, and increased military skills development system intakes.
The projected average annual increase of 25.8 per cent in the Mobile Military Health Support subprogramme and 16.1 per cent in the Military Health Product Support Capability subprogramme over the MTEF period is due to the start of the defence against chemical and biological warfare project, the planned building of a new military health depot, and the improvement and maintenance of the health informatics system.
The increase of 30.2 per cent in the Military Health Training Capability subprogramme between 2008/09 and 2009/10 is due to the provision of additional funding for the military skills development system. The projected increase of 53.3 per cent in the Base Support Capability subprogramme in 2011/12 is for the planned reactivation of military health technical support capabilities through regular and reserve members.
The provision for the defence against chemical and biological warfare project is included in the projected average annual increase of 56 per cent in transfers and subsidies over the medium term. The average annual increases of 9.1 per cent and 9.4 per cent in compensation of employees and goods and services over the medium term are due to additional allocations for the military skills development system and the procurement of medical consumables.
Strategic Direction provides defence intelligence policy, doctrine and intelligence advice to support the department's decision making and policy formulating processes. Funding is based on the cost of operating the defence intelligence headquarters.
Operations provides timely defence prediction, intelligence and counterintelligence capabilities and services. Funding is distributed according to the number and size of intelligence offices, systems and equipment operating and maintenance requirements, and the number of intelligence products produced.
Defence Intelligence Support Services provides human resource, logistics, planning, security, labour relations, and training and information support services to the defence intelligence community. Funding is distributed according to the number and size of units and offices, equipment operations and maintenance requirements, and the number of force preparation exercises and training courses.
The detail of the output of Defence Intelligence is classified and not available to the public.
In 2007/08, critical advice and support were provided during the peace processes in the Democratic Republic of the Congo, Burundi, Côte d'Ivoire, and Sudan. The department assisted with training Democratic Republic of the Congo armed forces in military intelligence. The department worked closely with the joint operations division to plan operations in support of other government departments, especially for borderline security and major events, as well as to update the African battle space analysis. Intelligence training opportunities were provided for participants from Africa. In September 2007, a foreign intelligence course was presented at the South African Defence Intelligence College, attended by 24 participants from 17 countries. Support was provided to the SADC intelligence course conducted in Tanzania.
In the first half of 2008/09, integrated intelligence in the national intelligence coordinating committee environment was promoted by the participation of department members in 10 integrated departmental task teams. The department continued its involvement in post-conflict reconstruction and training projects with its training of the Democratic Republic of the Congo intelligence service and peacekeeping operations and initiatives in the Democratic Republic of the Congo and Burundi. Members of the department contributed to the Zimbabwean and Angolan elections processes as observers.
Over the MTEF period, Defence Intelligence spending will focus on the provision of strategic and operation intelligence and counterintelligence to support ministry and department activities, and government.
Strategic Direction 0.1 1.2 1.3 1.3 1.5 1.5 1.
Operations 47.0 206.9 301.4 336.2 393.0 411.6 431.
Defence Intelligence Support Services 172.4 145.4 158.4 180.9 195.2 199.8 213.
Total 219.5 353.6 461.1 518.4 589.8 612.9 646.
Current payments Compensation of employees Goods and services of which: Assets less than R5 000 Communication Contractors Inventory: Food and food supplies Inventory: Fuel, oil and gas Inventory: Learner and teacher support material Inventory: Materials and supplies Inventory: Other consumables Inventory: Stationery and printing Lease payments Travel and subsistence Training and development Operating expenditure Venues and facilities Financial transactions in assets and liabilities Transfers and subsidies Provinces and municipalities Departmental agencies and accounts Households Payments for capital assets Machinery and equipment 141.7 147.4 158.0 182.7 195.4 202.2 216.1 131.4 10.3 0.5 0.8 1.4 0.9 0.8 0.4 0.4 0.5 0.5 0.4 2.5 0.7 0.2 0.2 0.0 138.0 9.4 0.4 0.7 1.3 0.9 0.7 0.4 0.3 0.5 0.5 0.3 2.3 0.7 0.2 0.2 0.0 147.0 11.0 0.5 0.8 1.5 1.0 0.8 0.5 0.4 0.5 0.6 0.42.6 0.8 0.2 0.2 - 164.2 18.5 0.8 1.3 2.41.6 2.0 0.8 0.6 0.90.9 0.7 4.3 1.3 0.4 0.4 - 170.7 24.7 1.2 1.9 3.5 1.5 1.9 1.1 0.9 1.2 1.3 0.9 6.2 1.8 0.5 0.5 - 177.6 24.6 0.7 1.9 2.6 2.4 1.8 1.1 0.9 1.31.3 1.4 6.2 1.9 0.2 0.5 - 188.7 27.5 0.7 1.9 2.7 2.4 4.4 1.1 0.9 1.3 1.4 1.5 6.3 1.9 0.2 0.
Departmental agencies and accounts Departmental agencies (non-business entities) Current Special defence account Special defence account: Intelligence related Special defence account: Operating Households Social benefits Current Severance packages 70.3 201.0 296.2 332.4 391.5 410.1 429.9 30.7 39.6 - - 201.0 - - 74.8 221.4 - 76.9 255.5 - 391.5 - - 410.1 - - 429.
The Defence Intelligence programme increases from R219.5 million in 2005/06 to an expected R646.8 million in 2011/12, at an average annual rate of 19.7 per cent. The high average increase is due to the planned investment in and development of a strategic information collection capability in the Operations subprogramme.
Joint Logistic Services provides logistic services to the department. Funding is distributed according to the number and size of units, use and warehousing requirements for ammunition, main equipment and stores, the defence facility repair and maintenance programme, and the number of training courses.
Command and Management Information Services provides command and management information and related services to the department. Funding is distributed according to the number and size of mainframe systems, the communication infrastructure operated by the department, and maintenance and upgrading requirements.
Military Police provides a military policing capability to the department. Funding is distributed according to the number and size of units, systems and equipment operating and maintenance requirements, and the number of force preparation exercises and training courses.
Technology Development provides for establishing and sustaining selected science and technology capabilities in the defence industry. Funding is distributed according to the requirements for strategically essential research about sensors, signal processing, protection, chemical biological defence and information warfare and security.
Departmental Support provides for the payment of corporate departmental obligations such as transfer payments to public entities, legal fees, external audits, public private partnership transaction advisors, and bank charges. Funding is distributed according to the service level agreement with the public entity, expected interaction with the auditor-general and state attorney, historical banking costs and public private partnership expectations.
British Peace Support and Training Team provides for the personnel from the United Kingdom Department of Defence who provide services to the SANDF. Funding is distributed based on the memorandum of understanding with the United Kingdom.
ensuring 90 per cent serviceability of deployed equipment by providing a joint logistic operational support group repairing and maintaining the department's infrastructure at 33 bases over the next 3 years (12 in 2009/10, 9 in 2010/11 and 12 in 2011/12).
ensuring that the mainframe service is available 98 per cent of the time and the wide area network 95 per cent of the time providing information and communication systems solutions in accordance with the defence enterprise information systems master plan, as per the programme and project milestones and associated deliverables.
Reduce the number of new criminal cases under investigation by the military police by 5 per cent a year by sustaining 1 provost company for deployment, 22 area offices and 22 detachments for investigations and crime prevention, and 2 military correctional facilities.
In 2007/08, a logistics intervention and repositioning programme was established to address critical logistical issues in the South African National Defence Force. Good progress was made with repairs at 3 Military Hospital, 4 SA Infantry Battalion, Air Force Base Waterkloof and 35 Engineer Support Regiment. These multiyear projects will continue into the next financial year as scheduled. The upgrading of the runway at Waterkloof was a major project in 2007/08. The department successfully supported 11 peace support operations and 10 joint and multinational exercises. A simulation exercise tested the disaster recovery plan for the corporate information and communication systems. 1 454 learners received training at the School of Signals. 136 military skills development system members entered the division during the year and an increased number of reserve members were used as part of building the one force concept. 86 military police members were deployed in external operations. 3 548 criminal and disciplinary cases involving Department of Defence personnel or equipment were successfully finalised. 2 815 new cases were reported. The number of outstanding cases at the end of 2007/08 was reduced by 733, from 7 521 to 6 788. 668 crime prevention operations were conducted throughout the country. A safeguarding board and the nodal point on anti-criminality were established. Service and division nodal points were subsequently established to provide monthly crime management information and reports to the safeguarding board.
In the first half of 2008/09, portfolio management software was implemented during the rollout of the defence enterprise information systems master plan. The department's wide area network capacity was increased by more than 200 per cent. The number of military police members deployed externally increased to 127. 629 deliberate crime prevention operations were conducted throughout the country. 135 military skills development system members from the January 2008 intake are busy with functional training at the military police school and will have been accommodated in the military police division by the end of 2008. Thus far, 1 632 cases have been investigated by the military police and 1 364 new cases reported. By the end of September 2008, the backlog was reduced by 268 cases.
Over the MTEF period, General Support spending will focus on: facilities management (primarily repair and maintenance and capital works and property management) and managing and maintaining logistic information systems; maintaining and supporting existing information and communication systems (ordered commitments), renewing the department's information communication systems, and sustaining the division's core capability, including human resources; providing specialist advice to the department on anti-criminality matters and the protection and security of departmental assets, preparing and providing military police members for operations, and providing military police functions to the department; and providing for the personnel from the United Kingdom Department of Defence who provide services to the South African National Defence Force.
Joint Logistic Services 378.1 458.9 651.2 1 190.9 1 353.7 1 449.8 1 709.
Command and Management Information Services 484.5 574.1 641.6 829.0 824.5 929.5 951.
Military Police 217.8 230.7 248.8 287.8 303.0 315.2 332.
Technology Development 225.1 184.9 235.7 259.3 258.2 350.1 334.
Departmental Support 395.5 457.1 489.5 544.4 594.9 623.9 624.
British Peace Support and Training Team 9.6 5.6 - 7.1 7.6 7.9 8.
Total 1 710.5 1 911.4 2 266.8 3 118.6 3 341.9 3 676.4 3 960.
Change to 2008 Budget estimate (815.2) (895.4) (1 010.6) (835.
Current payments 944.6 1 129.6 1 338.4 1 875.9 2 059.4 2 377.4 2 548.
Compensation of employees 285.4 344.7 400.2 444.3 610.7 650.3 738.
Goods and services 659.1 784.8 919.3 1 431.6 1 448.8 1 727.1 1 810.
Administrative fees 1.5 1.8 2.2 3.3 3.6 3.8 4.
Assets less than R5 000 4.1 4.9 5.8 8.7 9.8 10.2 10.
Audit costs: External 19.7 23.4 27.4 41.3 46.3 48.6 51.
Consultants and professional services: Legal costs 3.2 3.8 4.5 6.8 7.6 7.9 8.
Transfers and subsidies 636.5 677.6 718.8 864.1 853.1 1 007.7 968.
Provinces and municipalities 2.1 0.5 0.
Departmental agencies and accounts 267.0 249.2 274.6 404.0 365.1 496.2 433.
Public corporations and private enterprises 359.5 396.3 415.3 448.1 482.8 505.0 529.
Non-profit institutions - - 2.
Software and other intangible assets 0.1 0.0 7.
Specialised military assets - - - - 17.5 18.4 19.
Departmental agencies and accounts Departmental agencies (non-business entities) Current Special defence account: Operating services Special defence account: Intelligence related Special defence account: Equipment procurement Public corporations and private enterprises Public corporations Other transfers Current Armaments Corporation of South Africa Households Social benefits Current Severance packages 267.0 249.2 274.6 404.0 365.1 496.2 433.3 34.4 0.1 232.5 59.4 0.1 189.6 33.8 0.1 240.7 45.1 0.5 358.3 46.8 0.5 317.8 38.80.5 456.8 34.5 0.6 398.2 359.5 396.3 415.3 448.1 482.8 505.0 529.1 359.5 396.3 415.3 448.1 482.8 505.0 529.1 7.9 31.6 25.4 12.0 5.3 6.6 6.4 7.9 31.6 25.4 12.0 5.3 6.6 6.
The General Support programme comprises an average 10 per cent of the department's total expenditure. Spending increases from R1.7 billion in 2005/06 to R4 billion in 2011/12, at an average annual rate of 15 per cent.
The Joint Logistics Services subprogramme, responsible for the largest portion of expenditure in this programme, is expected to increase at an average annual rate of 12.8 per cent over the MTEF period, mainly due to additional allocations for the repair and maintenance of defence infrastructure and facilities, as well as the upgrading of runways and hardstands at the Air Force Base Waterkloof.
18.3 per cent and 22.8 per cent over the seven-year period.
The increase of 9.3 per cent in the Departmental Support subprogramme in 2009/10 is due to additional provisions for public private partnership transactional advisors and for chartering aircraft. The projected increase of 35.6 per cent in the Technology Development subprogramme in 2010/11 is due to investment in the test and evaluation capability, and electronic and missile technology research and development.
Strategic Direction formulates and controls strategies, policies and plans for the employment of forces. Funding is based on the cost of operating the joint operations headquarters.
Operational Direction provides operational direction to joint, interdepartmental and multinational task forces and joint tactical headquarters through the operational level headquarters. Funding is distributed according to the number and size of tactical headquarters and the number of joint, interdepartmental and multinational military exercises.
Special Operations provides and employs a special operations capability within the approved special forces mandate for the South African National Defence Force. Funding is distributed according to the number and size of units, systems and equipment operating and maintenance requirements, and the number of special forces operations, force preparation exercises and training courses.
Regional Security provides for the deployment of forces in support of South Africa's commitment to regional, continental and global security. Funding is distributed according to the number, size and duration of deployments, and systems and equipment operating and maintenance requirements.
Support to the People provides for the internal deployment of forces in support of the South African Police Service and other government departments. Funding is distributed according to the number, size and duration of deployments, and systems and equipment operating and maintenance requirements.
Defence Capability Management provides for the planning and control of joint, interdepartmental and multinational military force preparation exercises. Funding is distributed according to the needs of exercise control equipment for joint, interdepartmental and multinational military exercises and contractual obligations for the development of joint force employment command and control plans, as well as capability development.
undertaking missions in support of other government departments, and complying with international obligations.
In 2007/08, the South African National Defence Force successfully employed mission trained forces in terms of South Africa's safety and security policies and international obligations. Approximately 3 000 members, including reserves, were employed in 6 peace support and 6 general military assistance operations in the Democratic Republic of the Congo, Sudan, Burundi, Ethiopia and Eritrea, Uganda, the Central African Republic, Comoros and Mozambique. For the first time, the South African National Defence Force deployed personnel outside Africa, when 5 military observers supported the United Nations Mission in Nepal. The South African National Defence Force continued supporting the Democratic Republic of the Congo armed forces with the integration process, and by the end of March 2008, 164 729 Congolese combatants had completed the identification and registration process. The South African National Defence Force deployed personnel to the Democratic Republic of the Congo to assist with training and post-conflict reconstruction. Central African Republic soldiers also received training in South Africa. Humanitarian assistance was provided to Mozambique during the floods, and technical assistance following their ammunition depot disaster. The Ugandan government was assisted with the disposal of 280 tons of munitions.
Internally, 3 missions in support of other government departments were conducted. 5 094 South African National Defence Force members were deployed to support the Department of Health at 89 installations across the country. In support of the police, the emphasis was on borderline control and rural safeguarding operations. The phased handover from the South African National Defence Force to the South African Police Service of borderline control and rural safeguarding continued, with the international borders with Mozambique and Swaziland handed over, resulting in a reduction of internally deployed South African Defence Force levels. The department adopted a holistic, joint, interdepartmental and multinational force preparation approach. 1 interdepartmental and 9 multinational exercises took place.
In the first half of 2008/09, an average of 2 729 members per day were deployed in 9 peace support operations in Burundi, the Central African Republic, the Democratic Republic of the Congo, Ethiopia and Eritrea, Nepal, Sudan and Uganda. 368 tons of unserviceable and redundant ammunition and ordnance were destroyed in Uganda. On average, 575 members were deployed per day in internal operations in support of the South African Police Service and other government departments. All requests in terms of borderline protection were complied with. South African Air Force fire fighting operations took place in Eastern Cape, Limpopo, North West and Free Sate. The South African Military Health Service continued with the deployment of 6 operational emergency care practitioners to 2 Mpumalanga provincial hospitals. 9 joint, interdepartmental and multinational exercises took place.
Over the MTEF period, Force Employment spending will focus on strategic and operational direction for the force employment programme. This includes planning and control of joint, interdepartmental and multinational exercises, relating to peace support operations and general military assistance and support to other government departments, as well as the provision of a special forces capability.
Strategic Direction 90.3 101.1 50.8 65.7 68.2 72.9 80.
Operational Direction 87.3 99.1 160.2 159.2 182.1 192.9 211.
Special Operations 314.5 321.2 343.5 382.0 404.3 408.9 460.
Regional Security - 135.4 29.1 134.5 110.4 187.2 180.
UN Peace Mission in the DRC 366.3 273.5 325.3 440.7 552.9 544.8 593.
Protection Support Detachment in Burundi 330.3 202.7 223.3 207.
Special Advice Team to the FARDC - - - - 12.9 13.
Military Observers 0.7 1.1 1.6 197.
African Union/United Nations Mission in Sudan 54.4 195.2 143.3 59.0 292.8 264.8 283.
Support to the People 355.0 163.4 293.2 147.3 157.7 155.9 145.
Defence Capability Management 6.6 15.5 10.8 14.8 20.4 21.1 22.
Compensation of employees 626.1 632.8 689.1 746.7 733.4 783.3 900.
Specialised military assets - - - - 0.3 0.3 0.
Departmental agencies and accounts Departmental agencies (non-business entities) Current Special defence account: Intelligence related Special defence account: Operating services Special Defence Account: Equipment procurement Households Social benefits Current Severance packages 150.3 139.4 111.8 152.1 156.8 139.7 141.9 4.9 29.4116.0 5.8 34.7 98.9 6.6 67.6 37.5 6.6 81.7 63.8 7.7 119.9 29.2 7.7 125.9 6.0 7.9 133.6 0.4 3.8 9.4 7.5 11.8 13.8 13.3 14.2 3.8 9.4 7.5 11.8 13.8 13.3 14.
Expenditure in the Force Employment programme increases at an average annual rate of 3.5 per cent, rising from R1.6 billion in 2005/06 to an expected R2 billion in 2011/12. The Regional Security subprogramme remains the dominant subprogramme, consuming an average 52.4 per cent of the programme budget. It increases from R751.8 million in 2005/06 to R1.1 billion in 2011/12, mainly due to increased peace support missions in Africa.
6.4 per cent in the Special Operations subprogramme over the MTEF period are due to staffing operational structures, developing and procuring highly specialised equipment and ammunition, providing for fuel, and implementing an incentive scheme to attract and retain special forces operators.
Spending in the Support to the People subprogramme decreased at an average annual rate of 25.4 per cent between 2005/06 and 2008/09, and is expected to decrease by a further average annual rate of 0.4 per cent over the medium term due to the planned reduction in support to the South African Police Service.
The average annual increase of 5 per cent in goods and services over the seven-year period is due to the relatively high cost of fuel and rations.
The Armaments Corporation of South Africa derives its mandate from the Armscor Act (2003), which states that the objectives of the corporation are to meet the defence matériel requirements of the Department of Defence effectively, efficiently and economically. Other responsibilities include carrying out research related to defence technology, development and analysis, and test and evaluation activities. As the procurement agency for the Department of Defence, the corporation maintains a tender and contracting process, and provides related quality, legal, financial and security management services, as well as arms control compliance administration and related IT capacity.
The Armaments Corporation of South Africa disposes of matériel in accordance with the regulatory framework, and supports and maintains the facilities that are identified as strategic by the Department of Defence. The corporation also undertakes acquisitions for the South African Police Service and other government departments with security mandates, with the approval of the Minister of Defence.
optimally meeting the requirements of the Department of Defence for defence materiel and services managing defence industrial participation obligations emanating from acquisitions abroad managing the Department of Defence's technology, research, test and evaluation requirements.
The strategic defence procurement programme was concluded in December 1999. Significant progress on each of the procurement projects was made in 2007/08.
Carrying value of assets 194.7 198.1 203.5 211.0 217.9 220.6 225.0 of which: Acquisition of assets 14.8 20.7 28.0 27.8 29.8 27.0 27.
Total equity and liabilities 613.9 663.2 706.4 676.1 620.2 567.5 510.
The Armaments Corporation of South Africa's operating funds are largely funded by a transfer payment from the Department of Defence. Together with interest earned on the payment, these funds are used to finance operating expenditure. The fixed capital requirements of subsidiaries are financed from own income generated and additional funding from the department, if required. All reserves are considered to be non-distributable. The full share capital and reserves are required for the total net capital requirements of the group. Cash is therefore retained to meet future commitments and is therefore not available for the distribution of dividends.
R million 2007/08 2007/08 2008/09 2008/09 1. Administration 2 143.3 2 046.2 2 153.9 2 482.7 32.3 2 515.0 2 515.0 2. Landward Defence 6 221.3 6 435.8 7 128.0 7 588.6 270.4 7 859.0 7 839.0 3. Air Defence 7 964.9 8 000.9 7 314.8 9 026.6 (985.2) 8 041.4 8 041.4 4. Maritime Defence 2 336.5 2 352.0 2 396.7 1 825.4 65.0 1 890.4 1 890.4 5. Military Health Support 1 832.8 1 845.8 1 877.7 2 119.1 29.0 2 148.2 2 128.2 6. Defence Intelligence 458.3 402.2 461.1 515.4 3.0 518.4 518.4 7. General Support 3 382.1 3 573.5 2 266.8 3 015.4 103.2 3 118.6 3 018.6 8. Force Employment 1 582.9 1 635.4 1 581.2 1 659.9 148.1 1 808.0 1 798.
Total 25 922.3 26 291.8 25 180.1 28 233.2 (334.1) 27 899.0 27 749.
Current payments Compensation of employees Goods and services Financial transactions in assets and liabilities Transfers and subsidies Provinces and municipalities 15 930.3 16 102.9 15 755.5 18 050.9 444.4 18 495.3 18 375.3 9 474.2 6 456.1 - 9 726.7 6 376.2 - 9 735.9 5 987.4 32.2 10 687.3 7 363.6 - 220.8 223.6 - 10 908.1 7 587.2 - 10 908.1 7 467.
Departmental agencies and accounts 9 019.9 9 087.7 8 243.4 9 105.0 (1 008.4) 8 096.6 8 096.
Public corporations and private enterprises 488.3 467.4 473.8 530.6 35.1 565.8 565.
Non-profit institutions 3.4 3.4 2.9 4.0 0.5 4.5 4.
Households Payments for capital assets Buildings and other fixed structures 95.5 95.5 170.0 121.0 - 121.0 121.0 384.8 534.9 497.7 421.7 194.2 615.9 585.9 78.1 218.1 93.4 112.1 174.6 286.7 286.
Machinery and equipment 305.8 308.7 395.9 308.1 19.6 327.7 297.
Cultivated assets - - - 0.1 - 0.1 0.
Software and intangible assets 0.9 8.1 8.4 1.4 - 1.4 1.
Table 19.B Summary of personnel numbers and compensation of employees Table 19.
Compensation (R million) 8 068.7 8 868.0 9 531.6 10 733.1 11 518.6 12 098.6 12 890.
Unit cost (R million) 0.1 0.1 0.1 0.1 0.1 0.2 0.
Compensation (R million) 127.6 169.6 204.3 175.1 233.2 210.8 255.
Compensation (R million) 8 196.4 9 037.6 9 735.9 10 908.1 11 751.9 12 309.4 13 145.
Unit cost (R million) 0.1 0.1 0.1 0.1 0.2 0.2 0.
Compensation of employees (R million) Training expenditure (R million) Training as percentage of compensation 8 196.4 71.10.9% 9 037.6 85.60.9% 9 735.9 87.4 0.9% 10 908.1117.71.1% 11 751.9 113.6 1.0% 12 309.4 122.71.0% 13 145.9 127.9 1.
Table 19.D Summary of donor fundingTable 19.D Summary of donor funding (continued)Table 19.
Repair and maintenanceof infrastructure Military basesand hospitals Defence of the country Construction 673.7 - - - 70.0 207.7 249.7 64.
Repair and maintenanceof infrastructure Military bases Defence of the country Planning 439.9 - - - - 218.9 214.4 89.
Repair and maintenanceof infrastructure Military bases Defence of the country Identification 1 088.5 - - - - - 172.4 515.
Repair and maintenanceof infrastructure Runway Defence of the country Construction 1 126.0 117.7 50.0 330.0 486.3 412.0 328.
Construction/Upgrading of Medical Health Facilities Hospitals andsickbays Functional medical facilities Construction 246.0 - - - - 34.0 23.9 30.
Construction/Upgrading of Office Accommodation Officebuildings Administrative support tomembers of the Department ofDefence Construction 9.6 73.9 47.8 76.6 81.8 1.2 3.9 3.
Upgrading of Kitchens Kitchens Food preparation Construction 11.5 - - - - 1.
Construction of BoatFacilities Workshop andstorage facility Efficient operations Construction 106.5 - - - - 27.3 42.7 21.
Installation of BurglarBars and Security Gates Security Safety and security Construction 3.5 - - - - 0.6 0.8 0.
Construction ofAmmunition StorageFacility Store Storage of ordnance Planning 16.5 - - - - 8.3 3.6 1.
Construction of TrainingFacilities Training Efficient operations Construction 72.3 - - - - 12.4 4.3 5.
Construction of LivingAccommodation Living Administrative support to members of the Department ofDefence Identification 62.0 - - - - 0.7 10.8 32.
Construction of Roads, Security Fences andWater Supply Roads andwater supply Administrative support tomembers of the Department ofDefence Construction 52.4 - - - - 0.
Total 3 908.2 191.5 97.8 406.6 638.1 924.4 1 054.5 764.