Chapter 2 - P rogramme 1 - Department of Defence

Activities
Planned Management
Intervention
Improve the DOD
website
| Department of Defence |
Table 2.30 Performance and Service Delivery Improvement (continued)
Access to DOD
information
SUBPROGRAMME DEFENCE RESERVE
DIRECTION
Overview
The Defence Reserves has had a successful year in
terms of the attainment of its objectives. Many
of these have contributed to, and will continue to
contribute to, the establishment of a viable system
and climate within which the Reserve Force may
operate. The development of the Reserve Force into
a transformed, viable and combat-ready component
of the SANDF rests with the Services and Divisions,
which command the Reserve elements of the force
design and structure. However, the Defence Reserves
is charged with coordinating and monitoring the
execution of the Reserve Force Strategy and Project
PHOENIX (renewal and transformation of the
Reserves in the Services and Divisions) through the
Defence Reserve Board.
The role of the Reserves was confirmed in the
Defence Review/Defence Update. This clarity of
role, as listed below, together with the finalisation of
the Reserve Force Design, has enhanced planning
and implementation of the “One Force” concept.
•
•
•
•
Providing the majority of the Landward
Conventional Capability of the SANDF;
Supplementing peace support operations;
Providing support to the people; and
Maintaining a pool of specialist skills as required
by the SANDF.
The rejuvenation process has maintained its
momentum and the Reserves has continued the
Anticipated Benefit Status Actual Achievement
Improved access to
DOD information on the
Internet
Ongoing ii. Support to the
marketing of the DOD:
DOD advertisements
(i.e. the “Employer
of Choice” series of
advertisements) designed
for national television
broadcasting and
other communication/
marketing products are
being published on the
DOD website. This
effort contributes to the
profiling of the DOD/
SANDF to internal and
external stakeholders/
public.
process of becoming a viable and employable
component of the conventional capability of the
SANDF. This is confirmed by the fact that Reserve
infantry companies and two engineer troops were
successfully deployed to the DRC and Burundi in the
past year. It is foreseen that further elements will be
deployed in Sudan on peace missions in the coming
year. Reserves were also successfully deployed in
Operation BATA during the public service strike.
Furthermore, significant progress was made in
strengthening the Reserves within the Services. The
total strength of the Reserve is currently 17 749 out
of a force design of 70 052. The largest component
of Reserves, almost 90%, is within the SA Army.
The SA Army Reserve strength currently stands at
12 264 (out of a force design requirement of 57 385),
of which approximately 70% (an increase of 75%
in four years) are from previously disadvantaged
backgrounds. Similarly, the budget for 2007/08 was
some Rm158, up from Rm22 in 2003. Of note are
the following achievements:
•
•
•
•
To date, 14 Reserve infantry companies and two
engineer troops have been deployed in internal
and external deployments;
Some 7 900 Reserves were utilised during the
past year;
A total of 500 former Army Territorial Reserve
members transferred to the Army Conventional
Reserve and were retrained;
The first meaningful exit from MSDS to the
Reserves became available in December 2007
and some success was achieved in identifying
civilian employment opportunities for MSDS
members joining the Reserves. However,
81 Annual Report FY 2007 - 2008
| Chapter 2 - Programme 1: Administration |