1. Presentation to the Portfolio Committee on Defence and Military Veterans DOD Overarching HR Strategy Expansion of MSDS Effectiveness of MEM/EISP
3 November 2010

2. Aim
To brief the Portfolio Committee on Defence and Military Veterans on the DOD Overarching Human Resource Strategy, Expansion of MSDS and Effectiveness of MEM/EISP 2

3. DOD Overarcing HR Strategy3

4. “THE DOD OVERARCHING HR STRATEGY” MISSION SUCCESS FACTORS
HR Strategy Apex Profile
“THE DOD OVERARCHING HR STRATEGY”
AIM
“To ensure an appropriately composed, empowered
and managed Defence HR complement to execute the Department’s
mandate and mission”
VISION
“Mission-Ready Human Resources”
MISSION
“Ensuring well managed mission-ready human resources through the application of sound HR management practices”
MISSION SUCCESS FACTORS
Transformational Leadership
Dedicated ownership of the objectives
Excellent Communication
Regular Performance Management & Corrective Interventions
HR of Appropriate Quality, Quantity, Composition and Cost
Excellent and Accountable
Human Resource
Administration
Commitments
Met in Pursuance of
Government HR Policy & Strategy 4
THEME 1
THEME 2
THEME 3

5. Department of Defence (BSC Holder: Head of Department, Accounting Officer)
Appropriate
Defence
Capabilities
Accountable
Defence
Administration
Commitments
Met in Pursuance of
Government Policy & Strategy
PERSPECTIVES
THEME 1
THEME 2
THEME 3
Output
Deliverables
D1: Execute Successful Operations
D6:Ensure
Defence
Related Social
Responsibilities
D5: Ensure
Consensus
on Defence
D3: Provide Sound Defence Direction and Advice
D2: Ensure the provision of Contingency-Ready Defence Capabilities
D4: Ensure the provision
of Sound Policy
and Administration
Internal
Processes
P1: Direct RSA Defence in Accordance with the MTEF and MTSF
P2: Ensure the Provision, Preparation & Employment of Defence Capabilities
P3: Enable DOD Resources
Resources
Management
R4: Ensure Integrated and
Reliable Defence Information and Intelligence
R1: Ensure professional & Supported DOD Human Resources
R2: Ensure Appropriate
& Sustained Materiél in Support of Def Cap
R5: Ensure sound Financial Management of the DOD
R3: Ensure Adequate DOD Facilities
Building for
the Future
F3: Renew DOD Main Equipment & Doctrine
F4: Ensure Positive
External DOD
Stakeholder Relations
F1: Ensure Appropriate
Reserves
(HR & Strategic)
F2: Ensure appropriate ETD
F5: Undertake Defence R&D
F6: Promote an appropriate Defence Industry 5

6. Human Resources (BSC Holder: Chief Human Resources)
HR of Appropriate Quality, Quantity,
Composition and Cost
THEME 1
Accountable
Human Resource
Administration
Commitments
Met in Pursuance of
Government HR Policy & Strategy
PERSPECTIVES
THEME 2
THEME 3
Output
Deliverables
D1-1: Support Successful Operations
D5-5:Ensure
Defence
Related Social
Responsibilities
D3-3: Provide Sound HR Direction and Advice
D2-2: Ensure the Provision of Mission-Ready Human Resources
D4-4: Ensure the provision
of Sound HR Policy
and Administration
Internal
Processes
P1-1: Direct Defence Human Resources iaw the MTEF & MTSF
P2-2: Ensure the Provision & Management of Defence Human Resources
P3-3: Enable Defence Human Resources
P4: Ensure the Provision of HR Strategy and HR Support Plans
P5: Ensure Proper Control & Reporting on HR
Resources
Management
R4-3: Ensure Integrated and
Reliable HR Management Information
R1-1: Ensure Professional & Supported DOD Human Resources
R5-2: Ensure Sound Financial Management of DOD Human Resources
Building for
the Future
F3-3: Ensure Appropriately Renewed Human Resources
F4-4: Ensure Positive
Image of DOD as
Employer
F1-1: Ensure Appropriate
HR Reserves
F2-2: Ensure Appropriate HR Development
F5:Undertake
HR System Continuous Improvement 6

7. HR of Appropriate Quality, Quantity, Composition and Cost
Theme 1
DOD BSC: APPROPRIATE DEFENCE CAPABILITIES
HR of Appropriate Quality, Quantity, Composition and Cost
THEME 1
STRATEGIC GOAL
“Human Resources of the appropriate quality, quantity, composition and cost, enabling the optimal
execution of the DOD’s mandate and mission”
OBJECTIVE 3
“To ensure the
achievement and
maintenance of the
appropriate HR
COMPOSITION
to enable the optimal
execution of the
DOD’s mandate and
mission” (mission-
readiness & E3;
functional ratios;
diversity)
OBJECTIVE 4
“To ensure
appropriate HR
COST & EXPENDITURE
to enable the optimal
execution of the
DOD’s mandate and
mission”
OBJECTIVE 1
“To ensure the
achievement and
maintenance of the
appropriate QUALITY
human resources to
enable the optimal
execution of the
DOD’s mandate and
mission”
OBJECTIVE 2
“To ensure the
achievement and
maintenance of the
appropriate QUANTITY
human resources to
enable the optimal
execution of the
DOD’s mandate and
mission” 7 22
TASKS + 5
TASKS + 27
TASKS + 5
TASKS
= 59

8. Theme 1 Tasks HR COMPOSITION (27 tasks) HR QUALITY (22 tasks)
Maintain optimal ratio between Regulars & Reserves
Capability requirements must determine above ratio
Continue to implement a flexible service system
Reserves to attain critical mass by 2014
Develop & implement a Reserve service system
Establish competencies for effective ResF administration
Assess possible decentralisation of L1-10 PSAP mngmnt
Annually determine the DOD’s HR requirements
The DOD funding allocation must determine HR strength
Continue to implement the MSDS
Continuously improve SANDF remuneration & benefits
Ensure the socially responsible exit of members
Participate to improve PSAP remuneration & benefits
Implement optimal separation processes
Allow seamless transfer of SANDF members to DefSec
Ensure a scientifcally determined rank/salary level distr
Ensure a sound combat vs support distribution
Ensure proportional Service representation in Divisions
Ensure person profiles match post profiles
Determine optimal turnover rates
Maintain a broadly representative HR composition
Address gaps ongoing
Gender mainstreaming imperatives to be central in all
organisational activities
Create conditions to promote mainstreaming
Streamline females in combat roles
Implement a DOD value system
Attract under-represented demographic groups
HR QUALITY (22 tasks)
Allocate sufficient resources for marketing
Execute Service-specific recruitment
Recruit tertiary qualified personnel
Marketing to address Regulars, Reserves, PSAP & interns
Develop & resource the URTU programme in all Services
Involve all stakeholders to market the DOD
Implement youth exposure programmes in all Services
Ensure remuneration appropriately aligned with the market
Implement focused measures to attract/retain scarce skills
Exploit resources outside the DOD to address scarce skills
Prioritise utilisation of scarce skills Reserves
Implement a comprehensive HRD strategy for all personnel
ETD to benefit all personnel / integrated into career paths
Ensure appropriate visibility into career planning
Ensure appointments ito mustering, post & person profiles
Implement sustained initiatives to maintain health standards
Implement a morale strategy
Promote employee suggestion schemes
Incorporate HR quality maintenance into HR planning
Select and appoint personnel with top quality leadership and
expertise, especially in senior posts (SMS & MMS)
Ensure effective transfer of competencies
Ensure effective archiving and access – institutional memory
HR QUANTITY (5 tasks)
Post establishment must reflect the evolving force structure
Manage the PET centrally (same norms & standards)
Personnel feeder systems to meet replenishment needs
Maintain balance between affordability & force requirements
Ensure optimal resourcesing & utilisation of Reserves
HR COST (5 tasks)
New structures based on sound org design principles
Maintain HR expenditure within 45% of allocation
Exercise stringent governance & risk management
Implement all reasonable means to improve remuneration
Establish a Defence Remuneration Advisory Board 8

9. Accountable Human Resource Administration TRANSVERSAL HR FUNCTIONS
Theme 2
DOD BSC: ACCOUNTABLE DEFENCE ADMINISTRATION
Accountable Human Resource Administration
THEME 2
STRATEGIC GOAL
“A human resource client service to members, employees and the public (where applicable)
that is experienced to be accountable, enabling the optimal
execution of the DOD’s mandate and mission”
OBJECTIVE
“To ensure the rendering of an accountable human resource service to the Department’s members, employees and stakeholders in terms of the effectiveness, efficiency, economy and transparency of human resource service rendered”
GENERIC HR FUNCTIONS
TRANSVERSAL HR FUNCTIONS
HR GRC
(9 TASKS)
HR DEVELOPMENT
(20 TASKS)
IMAGE AS EMPLOYER
(8 TASKS)
HR SERVICE DELIVERY
(7 TASKS) +
= 131
HR FUNCTIONAL POLICY
(4 TASKS)
CAREER MANAGEMENT
(12 TASKS)
HR IT/IS
(8 TASKS)
DISCIPLINE & MORALE
(7 TASKS)
HR PLANNING
(6 TASKS)
LABOUR RELATIONS
(12 TASKS)
HRM COMPETENCIES
(8 TASKS) 9
HR ACQUISITION
(10 TASKS)
MILITARY VETERANS
(7 TASKS)
HR MAINTENANCE
(7 TASKS)
OHS
(6 TASKS)

10. Theme 2 Tasks HR GOVERNANCE, RISK MANAGEMENT &
COMPLIANCE (9 tasks)
Ensure HRM alignment with regulatory framework & national
policy
Pro-actively identify and manage risks
Ensure optimal cost versus value for money iro DOD HRM
Ensure systems, standards & processes to prevent qualified
audit reports
Ensure exposure of personnel to accountable HRM
Ensure quality insurance wrt HR GRC
Ensure comprehensive HR delegations are in place
Ensure appropriate alignment of GRs with regulatory
framework
Ensure a single individual performance management tool &
organisational performance management tool
HR ACQUISITION (10 tasks)
Allocate sufficient resources for sustainable marketing
Ensure marketing efforts iro Regulars, Reserves, PSAP &
interns
Recruit Service-specific and corps/mustering-specific
Reduce turnaround time
Incorporate relevant resources to enhance target recruiting
Implement a campaign to recruit tertiary qualified personnel
Resource the URTU programme in all Services
Incorporate Reserve units in marketing and recruiting
Develop a cadre of professional recruiters
Implement youth exposure programmes in all Services
HR MAINTENANCE (7 tasks)
Ensure prompt and accurate implementation
Prevent qualified audits resulting from transactions
Pursue ways to improve client satisfaction
Empower HR maintenance practitioners
Empower DOD personnel iro duties and responsibilities
Determine personnel expectations and act upon it
Ensure force preparation of HR practitioners for deployment
HR FUNCTIONAL POLICY (4 tasks)
Ensure HR policy that is simple, accessible, user-friendly
Maintain a pro-active approach towards new HR policy
Establish systems and processes to ensure policy execution
Establish and maintain policy writing competencies
OHS (6 tasks)
Ensure a comprehensive OHS advisory service
Ensure promulgation and review of OHS policy
Ensure the conducting of OHS planning
Ensure OHS monitoring, evaluation and control
Ensure the preparation of the HR composition ito OHS
Ensure appropriate OHS reporting
HR PLANNING (6 tasks)
Ensure continuous improvement in HR planning
Ensure issuing of comprehensive HR planning guidelines
Implement appropriate HR planning IT systems
Ensure competent & representative HR planners
Implement learning opportunities & quality control
Ensure accountability in execution of HR plans 10

11. Theme 2 Tasks (cont’d) CAREER MANAGEMENT (12 tasks)
Ensure the implementation of career management policy
Career management practices must contribute to E3,
productive and motivated personnel
Ensure career development plans updated with individuals’
participation
Ensure learning pathways are aligned with career paths
Ensure job profiles and duty assignments for each post
Ensure career plans available 2 years in advance
Ensure corps/mustering, person and post profiles
Ensure commanders and line managers account for
subordinates’ career management
Ensure individuals take co-responsibility for development
Ensure a standard career management process
Ensure excellent communication on career management
Ensure synergy between individual career plans & WSPs
HR DEVELOPMENT (20 tasks)
Implement a comprehensive HRD strategy
Ensure alignment of personnel’s learning and career paths
Ensure DOD ETD is aligned with regulatory framework
Ensure compiling, execution and accounting for WSPs
Measure ETD ROI and integrate with career management
Develop, maintain and renew HRD competencies
Ensure DOD personnel can access learning opportunities
Encourage personnel to improve their competencies
Empower commanders and line managers in HRM
Ensure that HRD practitioners are formally qualified
Ensure all learning programmes are based on unit standards
Ensure portable skills through nationally accredited learning
Ensure ABET is integrally embedded into HRD
Ensure DOD ETD providers are accredited
Ensure compliance with NQF and SETA prescripts
Ensure HR practitioners are skilled ito NQF requirements
Ensure civic education, shared and individual values &
cultural diversity are embedded in learning
Ensure Functional Competency Authorities function E3
Utilise foreign learning opportunities to empower personnel
Ensure an atmosphere conducive to learning
LABOUR & SERVICE RELATIONS (12 tasks)
Ensure alignment with the regulatory framework
Develop strategy to manage relationship with MTUs
Create an environment conducive to successful negotiations
Empower commanders and line managers
Ensure adequate & timeous communication with personnel
Ensure alignment between Public Service & SANDF
negotiation cycles
Ensure the development of labour relations experts
Educate personnel iro labour rights and duties
Facilitate an independent Defence Remuneration Advisory
Board
Streamline processes and apply IT
Implement IT to track cases processing progress
Ensure policy address potential conflict of interest
MILITARY VETERANS AFFAIRS (6 tasks)
Ensure regulatory framework address all categories
Engage partnerships to address empowerment and benefits
Engage nationally to preserve military history of all forces
Establish policy to ensure equity iro graves & acres
Support regulatory framework alignment iro monuments
Maintain robust outreach actions
Facilitate a well functioning Military Veterans’ Agency and
Military Veterans’ Advisory Board 11

12. Theme 2 Tasks (cont’d) HR SERVICE DELIVERY (7 tasks)
Develop standards to measure HR service delivery
Enforce achievement of HR service delivery standards
Simplify and streamline repetitive transactions
Optimise IT to empower personnel in own admin
Enhance customer orientation at all HR help desks
Implement continuous improvement
Compare DOD HR performance with peer organisations,
learn and improve
IMAGE OF THE DOD AS EMPLOYER (8 tasks)
Allocate sufficient resources for sustainable marketing
Partner with external stakeholders to market the DOD
Develop and resource the URTU in all Services
Implement youth exposure programmes in all Services
Publicize accomplishments by DOD personnel
Appoint role models for marketing and recruiting
Utilise all possible events to market the DOD
Optimise the public display of military ceremony
HR IT / IS (8 tasks)
Recognise HR IT/IS as a strategic asset and act accordingly
Ensure accessibility of valid, reliable, integrated HR MI
Empower commanders and managers to utilise HR MI as a
strategic management tool
Ensure the empowerment of HR practitioners in HR IT/IS
Ensure the seamless migration from PERSOL to IFMS
Support all functional HRM processes with IT/IS
Ensure instant and integrated visibility on ETD status
Ensure data integrity
HRM COMPETENCIES (8 tasks)
Ensure regular updating of HR training curricula
Ensure DOD learning opportunities are accredited
Include a compulsory tertiary qualification into SPO & CPC
courses
Implement appropriate handing and taking over
Implement task books as part of portfolio of evidence
Empower commanders and managers in strategic HRM
Utilise interns for specialised HRM appointments
Ensure operational exposure of HRM practitioners
DISCIPLINE AND MORALE (8 tasks)
Prioritise leadership training
Institutionalise a defence and military culture and ethic
Institutionalise civic education throughout the DOD
Institutionalise and enforce a shared value system
Improve command line communication
Measure state of discipline and morale and inform top
leadership
Implement robust corrective interventions
Implement effective family / dependent support programmes 12

13. Commitments Met in Pursuance of Government HR Policy and Strategy
Theme 3
DOD BSC: COMMITMENTS MET IN PURSUANCE OF
GOVERNMENT POLICY AND STRATEGY
Commitments Met in Pursuance of Government HR Policy and Strategy
THEME 3
STRATEGIC GOAL
“Appropriate defence-related social responsibility outputs that are aligned with government’s strategic intent for
national human resource development”
OBJECTIVE
“To ensure the development, empowerment and upliftment of the youth, women and the physically challenged within the context of supporting the execution of the Department’s core business and occurring within the Department’s means ”
13 TASKS 13

14. Theme 3 Tasks within the DOD’s allocation
Ensure defence-related social contributions are quantifiable, accountable and sustainable
within the DOD’s allocation
Gradually increase the size of MSDS intakes within the allocation to meet projected
capability and force structure HR needs, including Reserves capacity building and to grant
development opportunities to the youth
Ensure the socially responsible re-entry of MSDS members into civil society
Provide graduates with practical work experience through internships
Prioritise the national data base of unemployed graduates for recruitment
Execute diverse youth development initiatives in all Services to expose the youth to the
DOD as a potential career choice
Partner with other state departments to build capacity in specific occupational fields
required by the national skills development effort in areas where the DOD has capacity to
contribute in this regard
Empower military veterans through dedicated skills programmes
Gender mainstreaming imperatives to be central in all organisational activities
Create conditions to promote gender mainstreaming in all HR functional domains
Streamline females in combat roles
Rehabilitate, empower and alternatively utilise members and employees becoming
disabled & recruit and employ physically challenged employees in appropriate posts
Ensure that demographic representation ito race, gender and the physically challenged
complies with the regulatory framework 14

15. PERFORMANCE INDICATORS YEAR ON YEAR TARGETS AND IMPLEMENTATION CONTROL
PART 1:
STRATEGIC DIRECTION
HR STRATEGIC
INTENT & RESOLVE
PART 2:
STRATEGIC
IMPLEMENTATION
PLAN
MEDIUM TERM
EXECUTION GUIDELINES,
RESPONSIBILITIES,
PERFORMANCE INDICATORS
PART 3:
DOD HR
SUPPORT PLAN
YEAR ON YEAR TARGETS AND IMPLEMENTATION CONTROL 15

16. Expansion of MSDS 16

17. Aim of the Military Skills Development System
The MSDS was implemented in 2003 as part of the DOD’s HR renewal strategy to provide sufficient young, fit and trained members for force employment, especially during peace missions 17

18. Goals of the MSDS Induct members into the SANDF
Equips members with basic military skills and functional training
Evaluate members development potential and suitability for continued service in the Regulars and Reserves
Test members so that the organisation can choose individuals for a possible future career in the Military
Ensure a sufficient trained pool of young and fit members to fulfil SANDF deployment needs
Feed the Reserves with trained troops and junior leaders 18

19. Overview of the MSDS
The MSDS is one of several Service/Contract Systems in the SANDF
It essentially serves as a probationary period during which the SANDF assesses new recruits for their performance, discipline, conduct and development potential for continued military service
The MSDS is not a separate system or project that stands apart from the mainstream recruitment for the SANDF – it is the mainstream recruitment process and entry service system for the SANDF
The “Skills” part of the term MSDS refers to basic and fundamental MILITARY skills which are imparted to new recruits to lay the foundation for their further advanced training, utilisation and rank progression as career Military Practitioners (soldiers, airmen, sailors, medics) or as Reserves 19

20. Overview of the MSDS (con)
Post MSDS Employment
The envisaged end state for post-MSDS employment entails
“The seamless migration of former MSDS Reserve-stream members to receiving employers (Govt depts and private sector) and the effective, efficient and economical utilisation of such Reserve members ito their contractual obligations” 20

21. National Treasury Allocation
Fin Year
Financial Years
2010/11
2011/12
2012/13
2003 Cycle
Rm 153.1
Rm 160.8
Rm168.8
2006 Cycle
Rm 330.5
Rm 347
Rm 364.4
2007 Cycle
Rm 315
Rm 330.7
Rm 347.3
2008 Cycle
Rm 400
Rm 420
Rm 441
2010 Cycle
Rm 50
Rm 70
Rm 100
Total Rm Rm Rm
Service Allocations
SA Army
Rm 936.6
Rm 999.8
Rm 1,068.4
SA Air Force
Rm 39
Rm 40.9
Rm 42.9
SA Navy
SAMHS
Rm 226
Rm 246.8
Rm 267.1
MPA Div
Rm 8 21

22. MAIN ACHIEVEMENTS
young members join the system since implementation in 2003
SANDF received good publicity with this rejuvenation and youth development initiative
Regular Force mission readiness improved by 45% in terms of rank age compliance of privates
In only 10,8% of Regular Privates were between – 24 years age
Today 55,9% of Regular Privates are between that age
Ex- MSDS members joined the Regulars
1 438 members are in Officers rank with the highest being Captains
8 403 members are in Non-Commissioned ranks with the highest being Staff Sergeant 22

23. Age Distribution of Privates as at 1 November 201023

24. MAIN ACHIEVEMENTS (cont)
The system presented a new avenue of HR Development for the RSA youth
SANDF has succeeded to place more than 2000 former MSDS members into Civilian Labour Market
Currently MSDS members under training (Further rejuvenation potential for Regulars and Reserves)
It is a more affordable feeder system for the Regulars 24

25. MAIN CHALLENGES
SANDF training provide basic and functional skills applicable for specific mustering
Provision of specific portable skills for the general Labour market of the RSA economy in a relatively short space of time remain a challenge
Feeding for reserve System is not sufficient
4 063 out of a potential total of joined the Reserve System
5 Officers and 534 Non- Commissioned Officers
Remains difficult to attract youth from minority population groups and university graduates
Seamless integration of former MSDS members into Civilian employment as Reserve members
Members looking for permanent job opportunity
Limited Civilian job opportunities in Labour market available 25

26. MAIN CHALLENGES (cont)
Employment agreements with major employers in the RSA Labour market not yet successful
Accreditation of all MSDS training remains a challenge
The MSDS as a total system (including the five years reserve part) is not appropriately funded
When called up, the force levels of Reserves can not be guaranteed due to voluntary nature of the Reserve System
MTEF planning provides for MSDS members in the system 26

27. STRATEGY ON THE WAY FORWARD
Separate intake for Regulars and Reserve from January 2012
Regular Intake
Appoint members directly in the Core Service System. First year will be for training and also serve as a probationary period
Size of intake will be driven by Regular Force attrition (current three year average is members per year)
Reserve Intake
Appoint in Reserve for one year full-time training and one year full-time utilization followed by 5 year part-time reserve utilization
The full system of 7 years for the Reserve system must be fully funded to ensure optimal training and utilization of Reserves 27

28. STRATEGY ON THE WAY FORWARD(cont)
Establish partnerships with business and Public sector communities for formal employment of former MSDS members with Reserve commitment when called-up
Establish SLA with Department of Labour for SETA training and involve future employers in this concept
Establish the concept of compulsory service when called-up for Reserve (Defence Amendment Bill currently in the process) 28

29. Effectiveness of MEM/EISP29

30. Exit Mechanisms: MEM Legal basis GEPF Rule 14.8 and 20 amended
Approved by National Treasury
Minister of Defence approved 5 Jul 05 (ito Section 55 of Defence Act [42 of 2002]) (Introduced wef 12 July 2005)
Intent of MEM
Should lead to a tangible rightsizing progress
Execute through realistic succession planning
Guard against the exodus of expertise/scarce skills
Advise members iro career progress as informed by the Transformation and Restructuring imperatives
Choice to accept/reject offer – MEM is voluntary 30

31. Exit Mechanisms: MEM (cont)
Guidelines for Succession Planning iro MEM
Are functional groups/musterings constrained by critical shortages
Status of ETD and learner throughput
Maintenance of expertise
Contribution to rightsizing (MTEF & longer)
Contribution to race-rank distribution correction
“Old” Service System contract expiries and renewal justified
Succession planning:
Role of Services and Divisions 31

32. Exit Mechanisms: EISP
Minister of PSA determination introduced the EISP wef 1 Jan 06
Ito Section 3(3)(c), Public Service Act, 1994
DOD introduced the EISP wef 31 May 06
EISP Benefits Structure
Pension benefits ito the Gov Employees Pension Law, 1996
Departmental benefits ito the Implementation Measures
EISP Application
Employees initiate their separation via the EISP 32

33. MEM as at 1 October 2010 Approved by Minister of Defence
RANK
AFRICAN
AFRICAN Total
COLOURED
COLOURED Total
INDIAN
INDIAN Total
WHITE
WHITE Total
Grand Total M W
LT GEN 1 2
MAJ GEN 13 16
BRIG GEN 7 9 34 3 37 46
COL 15 5
135 19
154
175
LT COL 29 6 35 12
272 66
338
386
MAJ 32 39 10
201 83
284
333
CAPT 22 4 99 62
161
197 LT 11 20 25
2LT
CPLN 8
WO1 31 28
324 77
401
468
WO2 30
182 57
239
318
S SGT 53 50 23 24
225 71
296
426
SGT 86 33
132
267
CPL 85 95 14 17 27
146
L CPL 58 79
PTE
248
249
287
AUX SERV
PSAP 73 43
325
368
530
756 90
846
243 63
306 64 70
1 662
834
2 496
3 718 33

34. EISP as at 1 October 2010 Approved by Minister of Defence
LEVEL
AFRICAN
AFRICAN Total
COLOURED
COLOURED Total
INDIAN
INDIAN Total
WHITE
WHITE Total
Grand Total M W 12 2 4 6 11 1 3 10 19 22 24 09 5 7 13 08 16 31 47 50 07 8 72 80 87 06 15 9
174
183
203 05 20 04 03 41 52 17 29 81 02 21 30
 Grand Total 73 95 37 66 43
325
368
530 34

35. MEM/EISP PER 5 YEAR AGE GROUP AS AT 1 OCTOBER 2010
RANK
18 TO 24 YRS
25 TO 29 YRS
30 TO 34 YRS
35 TO 39 YRS
40 TO 44 YRS
45 TO 49 YRS
50 TO 54 YRS
55 TO 59 YRS
60 TO 64 YRS
Grand Total
LT GEN 2
MAJ GEN 1 4 11 16
BRIG GEN 6 3 37 46
COL 15 52 32 74
175
LT COL 18
100
115 77 34 42
386
MAJ 91
128 50 8 13
333
CAPT 40 87 10
197 LT 7 25
2LT
CPLN 5
WO1 27 75
111 73
179
468
WO2 20 81 79 67 21
318
S SGT
110
120 48 22 28
426
SGT 23
101 70 17 9
267
CPL 12 39 43 29 14
146
L CPL 31
PTE 71 49
287
AUX SERV
PSAP 63
123 97
530
122
592
813
649
535
302
597 99
3718 35

36. Average years in rank and average Age at EXIT
Average of Rank in Years
Average of Age at Exit
LT GEN
9.34
58.07
MAJ GEN
4.55
56.36
BRIG GEN
7.12
57.11
COL
8.68
53.09
LT COL
7.47
45.89
MAJ
7.54
43.27
CAPT
4.38
38.90 LT
4.08
32.82
WO1
7.52
52.30
WO2
6.04
47.12
S SGT
7.30
41.81
SGT
6.50
36.04
CPL
3.50
35.06
L CPL
8.62
30.97
PTE
7.67
34.44
PSAP
18.76
51.87 36

37. MEM/EISP PER SERVICE AND DIVISION AS AT 1 OCTOBER 2010
Service s and Divisions
2005/06
2005/06 Total
2006/07
2006/07 Total
2007/08
2007/08 Total
2008/09
2008/09 Total
2009/10
2009/10 Total
2010/11
2010/11 Total
2011/12
2011/12 Total
Grand Total
2005
2006
2007
2008
2009
2010
2011
SA ARMY 61
153
214
285 70
355
452 90
542
281 45
326
167 52
219 1
1709
SA AIR FORCE 11
101 80 18 98 93 6 99 62 5 67 21 13 34 10
409
SA NAVY 35 88 64 74 24 15 39 4 3 7
254
SAMHS 9 76
106 37
143 48 2
336
DEF LEGAL SERV DIV 12 14 22
DEF CORP COMMS 8
DEF RES
DEF FOR REL DIV
CORP STAFF
MIL, POL STRAT & PLAN DIV
HR DIV 19 23 51 20 71 57 32 25
213
MINISTRY
C SANDF
DEF INSP DIV
CPLN GEN
DEF, POL STRAT & PLAN DIV
FIN MAN DIV 27 78
DEF SEC
LOG DIV 26 49 43 16
176
CMIS DIV
MIL POL DIV 50 30 38
151
DEF INT DIV
109
JNT OPS DIV 40 29
DEF MAT DIV
 Grand Total
115
435
550
788
220
1008
864
146
1010
530
631
283
107
390
123
126
3718 37

38. Conclusion
Steady results are being achieved on stated objectives eg representivity and age profiles with the implementation of the MEM
36.22% of all exits are in the rank group Col, Lt Col, WO1 and WO2
30.44% of all exits are white males in the rank group Col, Lt Col, WO1 and WO2
67.13% of all exits are White
Difficult to forecast the exact rightsizing results as MEM/EISP are voluntary
The tempo of implementation for both the MEM and EISP determines their success in the DOD
Continuous (monthly) monitoring of progress
Continued emphasis on succession planning efforts ito the MEM application 38

39. DISCUSSION/QUESTIONS39