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D E P A R T M E N T O F D E F E N C EPART 3: ORGANISATIONAL STRUCTUREAND HUMAN RESOURCESChapter 12O r g a n i s a t i o n a lS t r u c t u r e a n d H u m a nR e s o u r c e sO v e r v i e wIn pursuance of the new growth path which places people'semployment at the centre of Governments' economic policy,the Department of Defence (DOD) continued during theFY2010/11 with the implementation of its OverarchingHuman Resource Strategy. The strategy aims to ensure anappropriately composed, empowered and managed defencehuman resource complement to execute the DOD's mandateand mission. The emphasis of implementation remained theongoing rejuvenation of the South African National DefenceForce's (SANDF) human resources, the ongoing configurationof the DOD's human resource composition to meet operationalrequirements and the development of the DOD'shuman capital, including youth development initiativesembedded in the Military Skills Development System(MSDS) and National Youth Service (NYS).A total of 4 296 young members were appointed in theMSDS. The sustained implementation of the MSDS has ledto 57% of Privates and equivalent ranks in the Regulars havingcomplied with the ideal rank-age norm of between 18 and24 years, at the end of FY2010/11.As part of the DOD's continued efforts to rejuvenate, 145Uniformed Personnel and 43 Public Service Act Personnelexited voluntarily by means of the Mobility Exit Mechanismand Employee-Initiated Severance Package, respectively.Besides facilitating the DOD's rejuvenation efforts, these voluntaryexits also gave further impetus to improve the demographicrepresentation within the DOD. At the end ofFY2010/11, the full-time human resource composition of theDepartment comprised 71% Africans, 13% Coloureds, 1%Indians and 15% Whites. The total gender composition was27% women and 73% men.During FY2010/11, the acquisition and retention of scarcecombat, technical and professional skills and experience continuedto be a challenge. The DOD continued, however, topursue new retention incentives for the above scarce skillscategories, including the implementation of a new TechnicalAllowance.Besides the intakes for the MSDS, the DOD executed the firstintake for the new NYS. The seven week foundation phasepilot project provided for 500 young people who receivedtraining in amongst others, personal discipline, civic education,patriotism and voluntarism. Together with the MSDS,the NYS remained core Departmental initiatives to preparethe youth for careers either within or outside the DOD.In order to give further impetus to human capital development,the DOD's Human Resource Development Strategywas finalized and is in the final stages of approval.Concomitant with the development of the DOD's WorksCapability to maintain its own facilities, a reskilling programmehas also been embarked on to build capacity withinthe SANDF for the development of qualified professionalsand artisans who will form the core of the future DefenceWorks Capability. At the end of FY2010/11, there were 673members under training with subsequent intakes having beenplanned for the coming financial years.In summary, during FY2010/11 the DOD continued to pursuea human resource composition of appropriate quality, quantity,composition and cost, accountable human resource administrationand meeting its commitments in pursuance ofGovernment's human resource policy and strategy.Note: In cases where the added total differs from theindicated total in the table, it will be due to the roundingoff of figures.The current DOD Organisational Design is presented inFigure 4.1 below.ANNUAL REPORT FY 2010/2011 95