TRANSFORMING DEFENCE FOR THE 21st CENTURY
1. INTRODUCTION
1) It is now almost three years since the national elections and the accession to office of the new government.
2) The primary objective of the government is the transformation of the state to meet the requirements of our new democratic society.
3) I can say with confidence that, in Defence, the result thus far has been encouraging.
4) Bearing in mind that in Defence - arguably more than in any other state institution - the conflicting pressures of stability and transformation need to be sensitively managed, without losing sight of our primary objective of effecting democratic transformation.
5) My Ministry is therefore committed to accelerating the transformation programme to strengthen and modernise Defence for the 21st Century.
6) The yardstick by which we should be judged are our achievements to date and our priorities.
7) The last two-and-a-half years have involved us in preparing the groundwork.
8) I am now ready to speed up the process to achieve sweeping change where necessary.
2. CONSOLIDATING CIVIL CONTROL
1) The first priority of our new government was to ensure civilian control over Defence.
2) This has been achieved by our Constitution, our Defence White Paper, the role of Parliament, and the Joint Standing Committee on Defence - which has been particularly energetic in its oversight role - and in the establishment of a Defence Secretariat to assist the Ministry in policy formulation and implementation.
3) This week I implemented further far-reaching changes.
4) As significant as these changes are, they must be seen as part and parcel of the changes that began in May 1994.
5) As I announced two days ago, the role of Head of Department and of Accounting Officer, has been transferred to the civilian Secretary for Defence, in order to consolidate civil control.
6) This means that the Secretary for Defence and Chief of the National Defence Force will operate at the same hierarchical level under the Minister but with separate responsibilities.
7) The Chief of SANDF, therefore, serves as departmental military advisor and commander of the force, and Secretary for Defence serves as departmental policy advisor.
8) But, significantly, financial responsibility for the department will reside with the civilian Head of the Department.
9) This further strengthens civil control over the military, as is the case in most democracies.
3. TRANSFORMATION AND REORGANISATION
1) In addition, and as part of the whole scale transformation of Defence, the Minister announced a major reorganisation of the top level administrative structures.
2) A new integrated head office has been created - to be known as the new "Ministry of Defence", the new MoD - with major cost saving and efficiency implications.
3) In terms of administration, it means that where previously functions were duplicated at Defence Headquarters and in the four Services - Army, Air Force, Navy and SAMS - these separate administrations are now amalgamated into a single top level structure.
4) Hence, whereas, to date, each of the four Services and the SANDF corporate headquarters, had similar administrative structures - five directorates each for Operations, Intelligence, Personnel, Logistics and Finance - leading to a fivefold duplication.
5) These have now all been integrated into a single structure at the Ministry.
6) There will now be 18 reorganised divisions or sections - some primarily the responsibility of the Secretary for Defence and others of the Chief of the SANDF.
7) Certain divisions such as Intelligence and Joint Training will be a shared responsibility.
8) Multiple positions will now be rationalised, and the Ministry is committed to ensuring a fair deal for those retrenched.
9) New appointments to these reorganised structures will create opportunities for an infusion of new blood into the top levels of the organisation, and for fresh talent to reach the top.
10) In this respect, a candidate's commitment to transformation will be an important consideration - I wish to emphasise this point
11) These changes will produce a more effective, focused and streamlined management system and, by ending the multiplication of expense, will save approximately R300 million in the first year.
12) This marks the first step in fundamental, top-down, structural reorganisation of Defence.
13) Work is proceeding apace to introduce new more efficient management processes and structures.
14) In this regard, particular attention will be directed to the integration, restructuring and streamlining of territorial headquarters at provincial level, and below them group headquarters, and of the Part Time Force system.
4. THE DEFENCE REVIEW
1) This ongoing process is determined by the objectives stated in the White Paper and Defence Review.
2) The 1996 White Paper, creates me policy framework for Defence and provides the basis for our country's first ever National Defence Review - in progress now for over a year.
3) This Review is determining the "Three M's of Defence" - money, machines and military personnel - at a time of socio-economic priorities and swinging Defence cuts (over 50% since 1989, with defence spending now at under 2% of GDP).
4) We have conducted the Defence Review in virtually all the provinces, and held two extremely successful National Consultative Conferences last year.
5) The Review will provide options for a new force design, force levels, structures and equipment.
6) It is now entering its final phase with the Parliamentary Joint Standing Committee on Defence having dealt with the first four of nine intended chapters.
7) The objective is for the Defence Review to be completed for presentation to Parliament by May of this year, with an attendant national conference due to take place.
8) The Review is the most logical guide for Government, Treasury and Parliament to weigh up Defence needs and to decide what is the most appropriate and affordable budget.
9) Its successful completion is perhaps my Ministry's most important Undertaking this year.
5. INTEGRATION
1) Another key priority - Integration - represented the first phase of transforming the defence force itself, and involved the amalgamation of 7 former antagonistic forces into a unified South African National Defence Force - the SANDF.
2) Of the approximately 28 000 originally registered MK and 6000 APLA members, 16 000 reported for integration, and of these, almost 4000 chose to demobilise.
3) Of those that integrated, however, almost 1700 were appointed as officers - a remarkably high percentage - of which 150 are women.
4) In addition, there are 500 Black officer from the former TBVC.
5) This represents 16% of Regular Force SANDF officers.
6) There are 11 generals, including the country's first Black woman general General Jackie Sedibe.
7) This group provides us with the strategic base from which to develop greater representivity of Black officers at all ranks and levels of command over the next three years.
8) At present, 4 of the 9 provincial territorial commands in our country, are commanded by Black generals, and 4 of the remaining 5 have Black chiefs of staff.
9) It is noteworthy that of the total South African Defence Force, 63% are Black, Indian and Coloured.
10) In the natural course of things, the SANDF will come to represent the population demography of our country within the next 10 to 15 years.
11) But we cannot wait that long, and the Affirmative Action and Equal Opportunity Programme must accelerate that process.
12) In any endeavour on such a large scale, tensions are only to be expected, and although we have overcome many of the initial problems, we are not saying that problems no longer exist.
13) There have been lapses of discipline, and accusations of racism and unfair treatment have often surfaced - but I must place them in perspective and would like to refer to some statistics. (A table is attached to this document)
14) Of the approximately 9 300 SANDF members who have left the force for various reasons in 1996:
15) Of those who have resigned, there were:
16) Concerning discharge for disciplinary reasons, of a total of 590:
17) It is clear that of all those who have left the SANDF, including resignations, by far the majority are from the former SADF - leaving, in general, for retirement or jobs in the private sector.
18) Regarding those from the former Non-Statutory Forces, we need also to bear in mind that although factors such as racism might well be involved in creating the frustrations that cause them to leave, there are also other factors, such as personal problems, weariness with military life and discipline - and, in fact, more lucrative offers from the private and public sector, including government.
19) It is important to note here that the difficulty we face in cases of racism is that of proving it with sufficient evidence in each case.
20) We have outlawed the practice of racism in the military, but as with any prejudice, it takes a conscious mind shift to change ingrained attitudes and individual racists will, no doubt, remain.
21) But, I wish to emphasise that I have repeatedly made it clear that I will not tolerate any manifestation of racism within our national Defence Force.
22) It is therefore imperative both to expose and pursue the culprits under the law, where evidence is forthcoming, and to consolidate the positive effect of Equal Opportunity and Civic Education programmes - which I shall refer to again later in this briefing.
6. RATIONALISATION AND DOWNSISING
1) The regular component of the SANDF - that is, its full-time personnel - is presently over 98 000 strong.
2) With rationalisation and downsising, it is estimated that there will be a reduction of approximately 20% of members.
3) This is being facilitated by the severance packages which are being taken, and an envisaged retrenchment programme arising from the structural reorganisation already referred to.
4) It is expected, however, that natural attrition and normal retirement will account for a large proportion of those voluntarily leaving.
5) Our final reduced target will depend on the Defence Review and the eventual design of the force.
6) Already, of well over 4 000 who have taken severance, over 2700 are from the former SADF and 1300 from the former TBVC.
7) Downsising and rationalisation will produce considerable savings as we achieve a leaner and more streamlined defence force.
7. NEW ATTITUDES AND VALUES
1) Another significant priority is the creation of appropriate attitudes and values within the military, in line with the requirements of our democracy.
2) Whilst the White Paper provides the policy framework for this, the implementation mechanisms are vital, and in this respect, a civic education work group has been established including members of civil society, academics, Parliamentarians, and the military.
3) The key function of civic education is to instil in the military a new ethos of service to democracy.
4) The modules for our new curricula have been completed after many months of concerted effort by our civic education team.
5) Training programmes are expected to begin in June, and will be carried out at all ranks.
6) To promote the gender sensitivity of its personnel, the MoD will be hosting a gender conference in March of this year to formulate a new policy on gender issues, and to assist in the drawing up of a plan to ensure gender equity within the MoD.
7) In this regard, the Minister fully supports the right of women to serve in the combat arms of service.
8. AFFIRMATIVE ACTION AND EQUAL OPPORTUNlTIES
1) In line with new social priorities and the necessity of representivity, Affirmative Action, Equal Opportunity and Gender Sensitive programmes have been drawn up, to focus on the potential leadership base of black officers I have referred to, and will fast-track for promotion those with the greatest capability.
2) We will launch a recruitment drive to encourage young Black graduates from tertiary education to join the defence force.
3) We particularly need those with a mathematics and science base if we are to recruit young pilots into our air force and officers into our navy.
9. THE PART TIME FORCE
1) Important changes have also been made in the Part Time Forces - the PTF formerly the all-White Citizen Force and commandos.
2) One of our first actions after coming to power was to end the infamous apartheid conscription system.
3) This act has greatly reduced the strength of the PTF - from over half a million Whites, down to an estimated 20 000 who remain active and prepared to respond to call-ups.
4) If we are to succeed in making the PTF representative, it is important that former members of the Liberation Forces, including Parliamentarians and those who have opted for the private sector, must show the way and enlist.
5) A positive development in this respect, is that PTF National Council has been created, of which half its executive members are former MK personnel.
6) We are in the process of establishing new structures to ensure greater accountability and control over all units.
7) The Ministry intends to introduce an active recruitment campaign amongst the Black population to strengthen their representation in the PTF and to fill its ranks.
8) Already, in parts of the country, new units have been created of young men and women from the townships and rural villages - and over 3000 have been trained in the former Ciskei and Transkei alone.
10 VETERANS
1) In order to assist veterans, we are establishing a directorate of Veterans' Affairs, within the new MoD, and formulating a bill to cater for veterans' needs.
2) The launch of the MK Veterans Association - the MKVA - in December 1996, will give a further impetus to this process and we are encouraging APLA to establish their own association.
3) In order to assist veterans and those who have recently demobilised to reintegrate into society, a Service Corps has been created to provide them with the necessary skills.
4) We are reviewing the grants for disabled military veterans in conjunction with the Ministry of Social Welfare, so as to provide equity to those who are, at present, assisted according to their educational-qualifications, which we regard as discriminatory.
11 ARMS CONTROL
1) Turning to arms control, we have initiated a National Conventional Arms Control Committee - the NCACC - to ensure strict regulation of our arms industry.
2) A great deal has been achieved in this regard: As early as October 1994, we stopped exporting land mines, and support the UN move towards a world-wide ban on anti-personnel mines.
3) The Ministry of Defence, in conjunction with Foreign Affairs, will be making an important announcement in this respect in due course.
4) Armscor is being restructured to ensure accountability and promote representivity with new appointments of several Black members to the board.
12. SUPPORT FOR THE POLICE
1) Whilst most priorities relate to transformation, there is the immediate requirement of assisting the police to combat crime and politically inspired violence.
2) The National Defence Force was widely deployed during the national and regional elections, with extremely positive results.
3) The defence force deploys up to 8 000 soldiers per month in combating crime, civil unrest, and providing border protection.
4)The SANDF organises between 300 to 500 road blocks per month, and countless foot and vehicle patrols, together with other activities, in support of the SAPS. (See Activities/Operations Table)
5) We are looking at ways to increase and optimise our support for the police this year, and to raise our profile in the National Crime Prevention Strategy.
6) I have given specific instructions to the Chief of the SANDF in this regard.
13. OTHER SUPPORT
1) Assistance is rendered to other state departments, in all provinces, such as:
14. OUR REGIONAL ROLE
1) Events in the world and the region are bearing out our view that we have an important role to play in the building of peace and security.
2) Our growing need to meet our regional and continental responsibilities will have a profound impact on Defence.
3) Already, the hosting of regional military personnel at our training colleges and exchange visits with our neighbours, are laying me foundation for mutual security.
4) In addition, regional neighbours have requested our assistance in protecting their unguarded marine resources which are being plundered at an alarming rate.
5) We cannot ignore these pleas for assistance from our neighbours.
6) To do so, might compel them to seek assistance from outside forces, whose presence is already being felt.
7) A restoration of our naval capability will allow us to render this much needed assistance, and to secure our region from unwanted external interest.
8) The Ministry is also considering the need to engage the SANDF in peace support operations, including peacekeeping - a crucial role in fulfilling our international obligations.
9) A policy on peacekeeping is currently being drawn up for submission to Cabinet and Parliament for approval.
15. REPLACING OBSOLETE EQUIPMENT
1) Having outlined these many priorities, I must refer to equipment.
2) As much as we need the right personnel, structures and values for the 21st century, so too do we need the right equipment, for all those tasks I have referred to.
3) This is why I have prioritised ships for our navy and modern equipment for our army and air force.
4) I must stress this as a budgetary priority, because we are in danger of all our main equipment becoming obsolete by 2005.
5) I am looking to the Defence Review to assist Government in taking decisions with regard to our equipment priorities.
6) The more we put the purchases off, the more costly they become.
7) The Ministry of Defence is greatly encouraged by the President's opening address to Parliament, wherein he stated:
"Debate will continue this year on the White Paper and the Defence Review, but what is critical is to move towards practical implementation.
One of the issues in this regard is the defence force's requirements for equipment.
The question here is not whether, but how to meet these requirements and how much the country can afford.
As Commander-in-Chief, I wish to emphasise that we shall not shirk our responsibility to the defence force."
16. CONCLUSION
1) The way ahead is not going to be smooth and without problems, but transformation is on track.
2) Our transformation programme is modernising and transforming our defence force for the 21st Century - making it representative of our people and reflective of the character of our state.
Issued by the Ministry of Defence, 14 February 1997