Chapter 2 - P rogramme 1 - Department of Defence

| Chapter 2 - Programme 1: Administration |
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difficulty has been experienced in motivating
these members to join the Reserves as they are
seeking full-time employment; and
Infrastructure for the Reserves, such as at Fort
iKapa in Cape Town, Lord’s Ground in Durban
and Kensington Garrison in Johannesburg is
improving.
In addition, the SA Air Force, SA Navy and SA
Military Health Service have also increased their
focus on Reserves. The SAAF Reserve Squadrons
now provide 148 aircraft for use by the SANDF.
At any one time, 10% to 15% of the SA Navy
Reserves are under call-up. The SA Navy has
opened placement agencies that identify civilian
job opportunities for Reserves. The SA Military
Health Service has continued with the development
of the University Reserve Training Unit (URTU).
Furthermore, Reserves were used in the Divisions,
including Defence Legal Services, Religious Services
and the Military Police Division.
The Defence Reserves Division was actively involved
in the review process of the Human Resource
Strategy 2010, which will ensure the sustainable
incorporation of the Reserve component in the
transformation and rejuvenation processes. Progress
has been made in appointing more Reserves
members in the available posts at all levels.
Significant progress has been made in promoting
the Reserve service to target audiences through
various mediums: the website www.rfdiv.mil.za,
advertisements, magazine articles, the publication
twice per year of the Reserve Force Volunteer, briefing
sessions as well as shows, exhibitions and open
days.
Within the Division the re-staffing of the regional
offices is progressing well. Improvements were
made in the demographic composition, as seen by
the staffing of three African members at the regional
offices. This area remains a challenge in terms of
reaching the set transformation figures, since new
applicants are normally area-bound.
Annual Report FY 2007 - 2008
| Department of Defence |
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The Division’s challenge is to manage strategic
planning based on the projected increased MSDS
intake in 2009, which is one of the 24 Presidential
APEX priorities and which will subsequently
augment the Reserves from 2011. The lack of budget
for continuation training, which serves to retain
trained Reserve members and maintain competency
and readiness states in the Reserves, remains a
challenge. Furthermore, there is also a risk that
prior to 2011, the Reserve units in the non-infantry
formations in the SA Army, which have been given
limited budgets, will fall below critical mass.
In conclusion, the progress in the past year has
been good. The mission of the Defence Reserves,
“To direct the development and maintenance of
the Reserve System, to provide specialist advice on
Reserve matters and to promote/market the Reserves
and the volunteer Reserve System”, is being achieved
with the active support of the Ministry of Defence,
Secretary for Defence, Chief of the SANDF, Chief
of Corporate Staff as well as Service and Division
chiefs. However, Reserve budgets will have to be
increased and ring-fenced if a fully transformed and
employable Reserve is to be created. Nevertheless, it
is clear that the SANDF and the Defence Reserves
have made steady progress towards rejuvenating the
Reserves and building the “One Force” concept, as
evidenced by the pivotal role played in deployments
during the past year.
Measurable Objective
The Defence Reserve Direction Subprogramme
directs the development and maintenance of the
Reserve system to provide specialist advice on
Reserve matters and promote/market the Reserves
and the Volunteer System.
Outputs
Details of outputs of the Defence Reserve Direction
Subprogramme are shown in Table 2.31.
Table 2.31 Defence Reserve Direction Subprogramme Outputs for FY 2007/08
Output Performance Measure Target Actual Achievement
Strategic direction to the
development and maintenance
of the Reserve system
by providing specialist
advice, policy, strategy,
plans and doctrine, as well
as promotional/marketing
products and services
Implementation of Reserve
Strategy
Advice on Reserve
Strategy (50% based
on weighted scale)
implementation
Partially achieved. Implementation
of the Reserve Strategy was
monitored through the Defence
Reserve Board. Guidelines
based on the Reserve Force
Strategy were included in the
DOD Planning and Budgeting
Guidelines for the MTEF.