Defence Policy, Strategy  & Planning Division
 
     
aim
objectives
strategy
core objectives
strategy objectives
cluster objectives

AIM

1.      The aim of the Defence Policy & Planning Division is to provide defence policy, strategy, plans and instructions for the DOD that are fully aligned with government policy and defence needs of South Africa. This is achieved by means of a fully representative team of appropriately skilled people and technology

OBJECTIVES

2.      The main objectives of the Defence Policy & Planning Division are as follows:

  1. Divisional Direction. To provide strategic direction to the Defence Policy and Planning Division.
  2. Strategic Management. To provide strategic management services to the Head of Department (HOD) through professional staff work in order to enhance the effectiveness, efficiency, economy and image of the DOD.
  3. Defence Policy. To formulate and manage defence policy in alignment with government policy.
  4. Conventional Arms Control. To administer the regulation and control over the manufacture and transfer of conventional armaments in accordance with the provisions of the Conventional Arms Control Act as determined by the National Conventional Arms Control Committee.
  5. Legal Advice and Support. To provide efficient, professional legal advice and support to the Ministry and DOD.
  6. Support Section. To provide administrative, personnel management and logistical support to Defence Policy and Planning Division.

STRATEGY

3.     As a sub-programme of Defence Administration Programme, Defence Policy and Planning Division strives to achieve the highest standards of professionalism by adhering to scientific principles in formulating policy and policy advice.  This is based on the premise that the Divisionís capacity is at its maximal point. To this end its approach is rooted in dynamic and consultative decision-making processes. 

4.      The Divisionís strategy is rooted in the following key tenets:

  1. Client Focus.  As a ďserviceĒ division, it is crucial that Defence Policy and Planning Division has to expand and cement its close relations with clients with a view to ensuring continued quality service.  In this respect it will consult during all policy formulation and strategic planning processes in order to ensure the requirements of client Divisions and Services are incorporated.
  2. Service Orientation.  The Division acts as a conduit between the Government, Executive Authority, Accounting Officer, the Services and other Divisions.  This requires that all members act professionally and are responsive to the needs of higher authority, whilst at all times ensuring that staff work is done meticulously and timelessly.
  3. Skills Development.  The Division subscribes to the imperatives of human resource development as required by national legislation and departmental policy.  There is a constant need for the divisional staff to acquire formal and informal training, and to be given as much exposure as possible to other divisions and to best practice in other Defence Establishments and other structures performing similar duties.  Short and focused competency-enhancement courses presented by academic and statutory institutions will be optimally utilised.
  4. Capacity Improvement.  There is a serious gap between the approved structure and the minimum acceptable number of posts filled.  Since this gap impacts negatively on the quality of service provided by the Division, a concerted effort will be made to prioritise posts. The lack of funds for the Defence Policy and Planning Divisionís unfilled critical posts hampers the efforts of capacity improvement. However, the DPBEC process will also be used to provide guidelines on this matter.
  5. Expansion of the ĎKnowledgeí Base.  The knowledge required for developing, managing, monitoring and assessing policies and strategies in order to direct the activities of the DOD, and to provide meaningful advice to Government, is derived from a variety of sources.  It is therefore essential that members of the Division continuously strive to develop and broaden their knowledge base through, inter alia, networking in the fields in which they are required to develop policies for the DOD.  Continuous liaison with and exposure to the foreign defence establishments and defence-related NGOs is therefore crucial.
  6. Optimal Use of Technology.  Information technology will be used as an enabler to manage the development, configuration and distribution of DOD policies.  In order to ensure that DOD policies have the intended impact, policies must be user-friendly, current and accessible to the lowest levels.  This implies a major short-term investment in people, technology and its licenses so as to ensure that substantial medium- and long-term savings can be achieved in accordance with the principles formulated during the transformation process.
  7. Promotion of and Linkage with the Military Strategic Objectives.  In its interaction with internal and particularly external clients, the Division shall strive to ensure that it contributes directly towards the achievement of the military strategic objectives as captured in the Military Strategy.  Thus, in respect of military strategic objectives, the following will be done:
  1. To enhance and maintain comprehensive defence capabilities.  Policies and policy advice related to ensuring that the territorial integrity and the sovereignty of the country are not violated, will be refined to ensure that the Military Strategy is successfully implemented. 
  2. To promote peace, security and stability in the region and the continent.  Processes for ensuring speedy and sustainable deployment of the SANDF in peace missions shall be expedited.  All MOUs shall demonstrate direct benefit for the SANDF and the DOD at large.  Strategic participation in regional organisations such as the African Union (AU) and the Southern African Development Community (SADC) structures including the Inter-State Defence and Security Council shall be ensured.  Promotion and continued participation in programmes related to the New Partnership for Africaís Development Programme (NEPAD) shall enhanced.
  3. Supporting the people of South Africa. Despite the fact that the SANDF will be withdrawing gradually  from routine support of the South African Police Service (SAPS) by March 2009, the Division will continue to interact with related external clients, especially the parliamentary committees on defence, in order to ensure that this does not result in policy and security vacuum and loss of strategic support from the populace.  In future (effective April 2009), SANDF support to the SAPS will be intelligence-driven.  Similarly, processes for ensuring speedy and sustainable deployment of the SANDF in support of SAPS, when required, will also be refined.

CORE OBJECTIVES

5.     The Divisionís Core Objective is to provide defence policy, strategy, plans and instructions for the DOD that are fully aligned with government policy and defence needs of South Africa. This is achieved by means of a fully representative team of appropriately skilled people and technology.

Table 1.  Defence Policy and Planning Division: Core Objectives: FY2006/07 to FY 2008/09.

 

a

b

1

Divisional Direction. To provide strategic direction to the Defence Policy and Planning Division.

Policy advice to the Minister of Defence, Secretary for Defence.

 

 

Allocation and management of appropriate resources (finances, human resources, information system and logistics) for the Division.

To have developed human resources capacity through formal and informal  training.

To have a Risk Management Strategy developed and in place for the Policy and Planning Division

 

2

 

 

Strategic Management. To provide strategic management services to the Head of Department (HOD) through professional staff work in order to enhance the effectiveness, efficiency, economy and image of the DOD.

 

 

Planning and Programming

An approved and tabled DOD Strategic Business Plan.

 An effective system of Quarterly (QR) and Annual Reporting (AR)

Aligned processes and DODIís pertaining to the planning processes of DOD and that of Government and National Treasury

Analysed strategic issues as a result of environmental analysis.

Compilation of departmental instructions and directives for and/or on behalf of the Minister of Defence, Secretary for Defence and Chief of the SANDF in respect of strategic direction of the department.

Planning, co-ordination of and participation in the departmental and Defence Secretariat strategic planning worksessions

Information Management Systems

Establishment and maintenance of the DODís Business Process Architecture through the application of sound organisation and work-study practices

Establish and maintain an effective, efficient and economical DOD Business Architecture Baseline

Departmental Policy Support

Establish and maintain an effective, efficient and economical departmental policy publication system to deal with the formulation, approval, promulgation and maintenance processes of departmental policy governance.

Configured and  promulgated  departmental policies.

Accessible database on specific government legislation related to defence.

 

3

 

Defence Policy. To formulate and manage defence policy in alignment with government policy

Revised White Paper on Defence (WPD) and Defence Review and the management the implementation of DOD Strategic Planning Worksession Resolutions (Parys) of March 2004

 Defence Material Resource

Provide Policy advice wrt Defence Material Resource compliance and assessment to Minister of Defence, Secretary for Defence and Chief of the SANDF.

Compile Defence Material Resources related policies.

  Intelligence policy

Compile departmental policies on intelligence and counter-intelligence that are in line with government policies.

Provide policy advice to Minister of Defence, Secretary for Defence and Chief of the SANDF.

Monitoring of changes in the external and internal environments that may have an effect on Defence Intelligence and counter Intelligence Policy.

 Foreign Policy

Compiled DOD Foreign Relations policies that are in line with government policy.

Provide policy advice to Minister of Defence, Secretary for Defence and Chief of the SANDF; and CPPís engagement on multilateral issues.

Monitoring of Defence Foreign Relations Policy

 Operations Policy

Compiled departmental policies on operations that are in line with government policies.

Provide Policy advice to Minister of Defence, Secretary for Defence and Chief of the SANDF.

Monitoring of Defence Operations Policy.

4 HR Policy and Plan. To provide an accountable, effective, efficient and economical DOD Human Resource Policy and Planning service to meet organisational and individual needs.

 

The DODís Human Resource Strategy is directed in the most effective, efficient and economical way

The maintenance and promotion of fair and harmonious labour and service relations iro Defence Act Personnel (DAP) and Public Service Act Personnel (PSAP)

Ensure the alignment of the DODís Human Resource-related policies with National Policies and Legislation

The drafting and formulation of submissions for promulgations and monitor the implementation of Military Reserve and Veteransí policies

Development and maintenance of General Regulations for the SANDF pertaining to human resource-related matters

DODís Human Resource Plans and Budgets are directed in the most effective, efficient and economical way

The establishment of a single human resource responsibility in the DOD 

Development of service systems for DAP (and where applicable PSAP) complete with remuneration policies and pay incentive systems

 

5

Conventional Arms Control. To administer the regulation and control over the manufacture and transfer of conventional armaments in accordance with the provisions of the Conventional Arms Control Act as determined by the National Conventional Arms Control Committee.

 

Compliance with law and regulations concerning the Conventional Arms Control

6

Divisional Administrative Support.  To provide administrative , personnel management and logistical support to Policy and Planning Division.

A well functioning Divisional administrative, logistical  and personnel support section.

STRATEGIC OBJECTIVES

6.      The DOD identified the following departmental strategic objectives during the transformation process:

  1. The execution of the Defence commitments as ordered.
  2. The provision of contingency-ready and cost-effective defence.
  3. The administration of the DOD within the prescripts of the law and government policy.
  4. The assurance of sustainability, continuous improvement of output quality and the reduction of the cost of DOD processes as well as the accounting thereof.
  5. The assurance of the continuous quality improvement of people in the DOD.
  6. The assurance of quality command and management information in the DOD.
  7. The assurance of continuous quality improvement of SANDF equipment and facilities.

7.      These strategic objectives are embedded in the Performance Agreements of all senior managers within the Division.  Regular reporting on the progress is done as part of quarterly and annual reporting.  The specific expected outputs for some strategic objectives within the Division are reflected in the Table below.

Table 2. Defence Policy and Planning Division: Contribution to the Attainment of DOD Strategic Objectives for the Year Ending 31 March 2007.

Serial No

 

Key Objective/ Change Objective

Output

a           

b           

1

Execution of Defence Commitments as ordered.

Approved related deployments papers including Cabinet Memoranda, instructions and guidelines.

2

The administration of the DOD within the prescripts of the law and government policy.

Policies appropriate for sound corporate governance.

 Balanced and integrated MTSF and MTEF.

 

3

Assurance of sustainability,  continuous improvement of output quality and reduction of cost of DOD processes as well as the accounting thereof.

Balanced and integrated MTSF and MTEF.

 Strategic Business Plans and Strategic Control Processes.

 

4.

The assurance of the continuous quality improvement of people in the DOD.

Implementation of the Education, Training and Development Plan of the Division.

 Compliance with the Skills Development Act.

 Implementation of the policy on Mentorship.


CLUSTER OBJECTIVES

8.      The Defence Policy and Planning Division drives and co-ordinates the management of resolutions of the cluster meetings that involve the DOD.  The resolutions that bind the DOD are considered a strategic issues that should be implemented by DOD. These resolutions are translated into DODís objectives.  The example of these is the MOUís entered into by South Africa and other countries on defence related matters.  The processing of these MOUís becomes the responsibility of the DOD under the guardianship of CDPP through the services of the Chief Director Defence Policy. The main cluster objectives are included in table 3 below:

 Table 3. Policy and Planning Division: Cluster Objectives for the Year Ending 31 March 2007.

Serial No.

Cluster Objectives

Outputs per Objective

 

a

b

1

International cooperation and implementation of NEPAD

Bilateral and multilateral agreements

 Memoranda of understanding.

 Prioritised country and organisation lists.

 

Participation in programmes and structures associated with NEPAD.

2

Support the AU Peace and Security Council (PSC) in its efforts to contribute to conflict prevention, conflict resolution and peace keeping in Africa.

DOD inputs to Common African Defence and Security Policy

 Placement of competent incumbents in strategic and designated posts in the AU structures.

 DODís contribution to the promotion of regional and continental security structures.

3

Work  towards 2002 Cabinet Lekgotla decision to have SA representation in all African countries in five years.

Bilateral and multilateral agreements

 

Prioritised country and organisation lists

4

Capacity assessment of major programmes of government that are developmental and integrated.

Compile a DOD position paper wrt capacity assessment of major programmes of government that are developmental and integrated.

5

Strengthen linkages between HR and HRD

Update HR & HRD policies accordingly.

6

Batho Pele: Revitalise and implement Batho Pele requirements in performance agreements of Public Servants.

Update performance agreements of all members to reflect Batho Pele principles.