PRESENTATION TO THEPARLIAMENTARY

PORTFOLIO COMMITTEE ON DEFENCE ON

INTEGRATION AND TRANSFORMATION IN

THE SAMHS

AIM

The aim of this presentation is to brief the members present on Integration and

transformation in the SAMHS in terms of the White Paper on Transformation of the

Public Service

SCOPE

The Health ContextRestructuring the SAMHS

Representivity and Affirmative ActionIntegration in the SAMHS

Human Resource DevelopmentThe SAMHS Reserve

Promotion of a professional EthosConclusion

The Health Context

National Health(Public Health Care)National Legislation,Policy and Regulations

National InfrastructureLevel 1,2,3 and 4 Hospitals

NH ClinicsProvides health care to National Population

Private Health Care Private practicesPrivate Hospitals

Health Care GroupsMedical Schemes

General and Specialised HospitalsPrivate Clinics

Provides health care to private funded patients

SA Military Health Service

Internationally it is a standard principle that members of a defence

force who risk physical, psychological and social exposure, injuries,

disablement or death in serviceof their country, can depend on a dedicated health service that is

guaranteed, comprehensive, available anywhere at all times, and thus

supportive.This international norm places a normal obligation on a country

to guarantee provision in its defence force for a military health service that renders continuous operational health

support. Thus the SANDF needs a health capability that is trained in and

interlinked with the doctrine of combatant forces.

InfrastructureStatic and Mobile

(RSA Health Reserve Capacity)

Unique Capabilities and Experience

Part of National Health System

SAMHS Represented on:

Health Professions Council

Health MinMec

PHRC

close co-operation in:

combating of disease outbreaks

immunisation campaigns

support to summits

support during disasters

support during labour unrest

Restructuring the SAMHS

Transformation Context

Strategic Objectives

Structural Concept

Involvement and Buy in

System and Responsibility Descriptions

Operationalisation of Scenarios

The Structures enabling Military Health Care Service

TRANSFORMATION CONTEXT

As a result of political and societal changes the DOD had to undergo similar fundamental transformation.

Transformation covers all aspects required to normalised the DOD’ to society’s new requirements. A key aspect

enabling the DOD to achieve transformation is re-engineering. The specific aim of the re-engineering effort

is to improve DOD process efficiency in order to sustainable and effectively deliver required outputs within

available budget and other policy constraints.

STRATEGI C OBJ ECTI VES

Provision of military health support to theSANDF

Regional and global military health co-operationand assistance

Provision of combat ready military health f orces Preservation of lif e, health and property Disaster relief operations Assistance in maintaining essential health services Support to other State departments and

institutions with regard to unique capabilities Formulation of expert inputs with reference to

policy and planning Health support to approved clientele Diplomatic assistance operations Maintenance of chemical and biological defence

capability* Military health research and development

STRUCTURAL CONCEPT

The MoD is an integrated organisation comprising all the elements that together form the departmental head office and highest military headquarters.

Task Forces are force employment structures under task force commanders (TFC’s) as intermediate level commanders.

A Type Formation is a structure composed such that it can execute an approved business plan to ensure the development of, and preparation of a specific “Type” grouping of combat ready user systems. As such a type formation includes, as far as is practicable, all units and support elements relating to a specific user system type. (The adopted principle includes a dedicated school and depot to each TF).

Support Formations are intermediate level force support structures under (support) formation commanders, but similar to type and all other system structures.

Units are combat units (such as artillery regiments, squadrons, ship or medical battalion groups) or support units (such as depots and schools)

The SAMHS -

Fully participated in the re-engineering of the process and

Contributed to the Design Workshop Report to couple structures to processes

SG and STAFF

Main Responsibilities

The Surgeon General and staff ensure the provision of combat ready medical forces and operationally ready infrastructure, as well as the provision of health maintenance services for the DOD. It does this through developing a sound business plan and monitoring the performance of type formations.

It furthermore develops and updates health policy for the DOD and participates in developing the overall DOD policy.

Participate in formulation of national health policy as DOD representative on various statutory and national bodies.

It ensures adherence to material and professional statutory health regulations on behalf of the DOD

The Surgeon General is also the government’s specialist advisor wrt international conventions

SG and STAFF

System Description

The SG and staff system makes available the medical service’s business plan to the policy and planning and finance divisions. The business plan is approved and an appropriate budget allocation is made.

Guides all subordinate elements in developing and preparing Military Health Service, combat ready user systems and combat ready higher order user systems.

As budgeting authority SG and staff distribute the allocated budget to the medical spending agencies on a basis of business plans provided by them.

SG and staff then monitor the output of its spending agencies according to approved business plans and report to the accounting officer and the Chief of Policy and Planning on a regular basis on the performance of spending agencies according to plan. They also report to statutory bodies on adherence to statutory regulations.

SG and STAFF

System Description

Surgeon General also has the responsibility to report to Cabinet on the health status of the President.

TERTIARY HEALTH TYPE FORMATION

Responsibilities

Responsible for the development and maintenance of specialised medical and related services and professional staff. These services are provided to the DOD as a whole, as tertiary medical consultation services.

During wartime Tertiary Health Type Formation Institutions could be turned into operational support centres (4th line). This formation provides hospitalisation services and offers all medical and related specialities in consultation.

Deploy specialist services and advisory teams in combat through the specialist units.

It carries a further responsibility of collateral application of facilities and services to approved beneficiaries in support of National or DOD strategy

AREA MILITARY HEALTH SERVICES TYPE FORMATION

Responsibilities

The co-ordination of the delivery of health services in specific regions of the country. It ensures the availability of quality medical support to area defence formations, common support bases and all other formations in peacetime mode.

This formation is only responsible for the professional aspects of health services provision. It thus ensures service provision through centralisation / decentralisation decisions, manages linkages between service delivery points and between those points and tertiary health formations.

AREA MILITARY HEALTH SERVICES TYPE FORMATION

Responsibilities

It will furthermore manage the availability of professional personnel and specific medical / health facilities in support of the common support base.

On request of J Ops

Provide elements to support forces deployed in borderline protection and assistance to SAPS

Provide operationally ready infrastructure user systems

MOBILE MEDICAL TYPE FORMATION

Responsibilities

The mobile type formation prepares and provides combat applicable medical forces for use in defence operations.

It draws up business plans and determines readiness levels according to the force design and Government objectives.

It reports to SG on readiness levels of medical forces

It groups together statutory disciplines in medical battalion groups

It evaluates operational doctrine and advises on required adaptations.

It plans and provides for operational exercises

It develops user systems by integrating personnel with mobile medical facilities

It ensures, develops and sustains chemical warfare countermeasures

The DOD should contribute to internal security, peace, stability and development. This should happen inter-actively with other state departments.

Health support to internal peace and stability operations

Active participation during natural disasters (Floods)

Active participation during disease outbreaks (Cholera)

Support to National Hospitals during upgrading (Theatres to Chris Hani Baragwanath)

OPERATIONALISATION OF SCENARIOS

Support to SAPS - internal deployments

Health care President, Deputy President, former President

Foreign Dignitaries, Officials of State (as required)

i.e. Late Min Steve Tshwete

AU and WSSD - Trauma centers

Medical posts at hotels and airports

OPERATIONALISATION OF SCENARIOS

International and global opportunities must be utilised by the DOD to improve relations with other states

All Africa Conference.

ISDSC Military Health Services Workgroup.

ICMM.

RSA/USA Defcom:

Medflag hosted in 2004Exercise with 3rd Air ForceFunding Masibambisane.Telemedicine equipment.Disaster Management.Weatherhaven

BATLS and BARTS - UK and Netherlands.*Invited to co-operation, exchanges and conferences to the extent that is impossible to credit all

OPERATIONALISATION OF SCENARIOS

The DOD should play a participative leadership role, supporting the establishment of political democracy through peace support operations and missions. The DOD must support Foreign Affairs in their initiatives through participation in the ISDC by contributing to combined military capability development. The DOD must also participate in confidence building and security measures

DRC.Burundi Mil Base Hospital and deployed supportDr Halle (senior medical advisor Dept Peace Keeping

Operations) visited SA Military Health Service.Two UN Staff Officers MONUC HQ.1 X UN Staff Officer at DPKO New York.SAMHS to train SADC Staff.1 Mil Level 4 Medical Facility for MONUC

AMED - Airfield crash and rescue

Phase III support own Bn and Eng Coy

support UN deployment Level 2 Medical facility

Disaster Relief

Ferry disaster in Tanzania

Bombs at US Embassies

Flood Mozambique

Flood Limpopo flood plain

Cholera outbreak KZN

Foot and Mouth disease outbreak

OPERATIONALISATION OF SCENARIOS

Other reasons for the contribution in the Southern African region is to interact in and with the region to be able to promote the African Renaissance [Nepad] and to generate stability through the DOD being part of a larger Southern African capability.

Involvement in the Health Workgroup of ISDSC

Establishment of a Regional Health Training Center

Medical co-operation and hospitalisation of all ISDSC Defence Forces

OPERATIONAL SCENARIOS

The DOD should contribute to internal security, peace, stability and development. This should happen inter-actively with other state departments.

International and global opportunities must be utilised by the DOD to improve relations with other states

The DOD should play a participative leadership role, supporting the establishment of political democracy through peace support operations and missions. The DOD must support Foreign Affairs in their initiatives through participation in the ISDC by contributing to combined military capability development. The DOD must also participate in confidence building and security measures

Other reasons for the contribution in the Southern African region is to interact in and with the region to be able to promote the African Renaissance [Nepad] and to generate stability through the DOD being part of a larger Southern African capability.

Planned UN Field Hospital stationed in RSA to train SADC countries members through SAMHS

Special Forces members from Botswana assessed at IAM

Surgeon General

C MHSPlan

IGSAMHS

CBDAdvisor

MedicalLegal

ReserveForce

Advisor

D Med D Nurse D OralHealth

D Psych D SocialWork

D AnimalHealth

D Pharm D EnvrnHealth

D AncilliaryHealth

SSO Med Supp Ops

SSO PastoralService

D MHHR C MHSLog

BudgetManagement

SSO Corp

Comm

CIHealthInt

PatientAdmin

HISForeignRelations

WOof SAMHS

Permanent ForceMedical Continuation Fund

D OHS

CD MH Force Preparation CD MH Force Support

STRUCTURE SA MILITARY HEALTH SERVICE

STRUCTURE SA MILITARY HEALTH SERVICE

NOTEIAM - Institute for Aviation MedicineIMM - Institute for Maritime MedicineMPI - Military Psychological InstituteArea MH U - Area Military Health Unit

MCP ABS - Medical Command Combat Training CenterMVI - Military Veterinary Institute

SG and Staff

Mobile MH Fmn Tertiary MH Fmn Area MH Fmn

Area MH U WCArea MH U ECArea MH U NCArea MH U NWArea MH U FS

Area MH U KZNArea MH U GTArea MH U MPArea MH U NP

Regional OHS Centres

MH Trg Fmn MH Supp Fmn Thaba TshwaneGeneral Support Base

1 Med Bn Gp3 Med Bn Gp6 Med Bn Gp7 Med Bn Gp8 Med Bn Gp

1 Mil Hosp2 Mil Hosp3 Mil Hosp

IAMIMMMPIMVI

S MH TrgS Mil Trg

SAMHS Nurs ColSAMHS Band

MCP CTCJ PTSR Trg Cen

MHBDMH Proc Unit

Integration in the SAMHS

Commenced on 27 April 1994

Amalgamation of health elements of

Non Statutory Forces

SADF

TBVC

Part of forming SANDF

Integration is:

The forming of a new union SAMHS replaced the SAMS

Organisational renewal - structural and human resources

Integration is not:

Mentorship, Fast Tracking, Affirmative Action, Equal Opportunities, Racism or Reverse Racism

Former SAMS

Former MK

Former APLA

Former Transkei

Former Bophutatswana

Former Venda

Former Ciskei

JMCC SAMHS

New Recruits

SANDF

842

4109

521

66

86

61

411614

No former force described 57

Figures reflect current employment background Total 7397 on 21 Nov 2002

JMCC AGREED CRITERIA

Selection Process

Medical evaluation

Psychological evaluation

Required qualifications

Applicable experience

Current Professional Registration

Personnel Maintenance

Phase 1 Post and Personnel Audit

Phase 2 Placement of Personnel in approved posts

Phase 3 Maintenance

JMCC AGREED CRITERIA

Training Principles

Induction

Orientation Training

Bridging Training

Supplementary Training

Adult Education

Evaluation

Academic Support

Emergency Care Training Standards

INTEGRATION PROCESS

TBVC MK

APLA SAMS

300

40

2000

7000

Phase 1

Force Composition Dictates Capabilities of Medical Services

INTEGRATION PROCESS

Phase 2Pre Integration

Evaluation Process

All members will be evaluated according to the relevant process

Of the approximately 83 occupational groups in the Defence community the Military Health manages 52 per individual Pers

Admin Standard

Occupational standards determined as by occupational councils - basis for evaluation

and mediation

Phase Integration

Placement Interview

Placement of personnel

Rank determination

Letter indicating placement and rank and bridging training requirements

Accept / Reject

Appeal Board

Final offer with BMATT input / arbitration

SAMHS UNIFORM MEMBERS PER RANK, GENDER AND

RACEM F TOT % M F TOT % M F TOT % M F TOT % M F TOT

LT GEN 0 0 0 0.00 0 0 0 0.00 0 0 0 0.00 1 0 1 100.00 1 0 1MAJ GEN 0 0 0 0.00 1 0 1 0.50 0 0 0 0.00 1 0 1 50.00 2 0 2BRIG GEN 1 0 1 5.26 3 2 5 0.26 0 0 0 0.00 11 2 13 68.42 15 4 19COL 1 1 2 2.20 10 7 17 0.19 1 0 1 0.01 48 23 71 78.02 60 31 91LT COL 2 4 6 2.37 41 33 74 0.29 10 0 10 0.04 95 68 163 64.43 148 105 253MAJ 2 11 13 2.71 70 87 157 0.33 12 11 23 0.05 114 173 287 59.79 198 282 480CAPT 0 5 5 0.66 94 215 309 0.41 10 48 58 0.08 119 263 382 50.66 223 531 754LT 1 3 4 1.43 42 83 125 0.45 4 30 34 0.12 27 89 116 41.58 74 205 2792LT 3 6 9 6.92 28 19 47 0.36 4 11 15 0.12 22 37 59 45.38 57 73 130CPLN 0 0 0 0.00 6 5 11 0.79 0 1 1 0.07 1 1 2 14.29 7 7 14WO1 0 0 0 0.00 16 3 19 0.22 7 0 7 0.08 36 23 59 69.41 59 26 85WO2 3 1 4 2.37 56 18 74 0.44 16 5 21 0.12 37 33 70 41.42 112 57 169S SGT 6 0 6 0.87 206 184 390 0.57 45 25 70 0.10 119 102 221 32.17 376 311 687SGT 2 2 4 0.30 564 378 942 0.72 104 69 173 0.13 104 92 196 14.90 774 541 1315CPL 0 3 3 0.60 281 120 401 0.80 24 22 46 0.09 29 24 53 10.54 334 169 503L CPL 0 3 3 2.59 58 27 85 0.73 7 8 15 0.13 2 11 13 11.21 67 49 116PTE 0 7 7 2.24 81 100 181 0.58 13 32 45 0.14 2 78 80 25.56 96 217 313AUX SERV 0 0 0 0.00 3 0 3 0.25 0 0 0 0.00 9 0 9 75.00 12 0 12TOTAL 21 46 67 30.52 1560 1281 2841 54.39 257 262 519 9.94 777 1019 1796 34.39 2615 2608 5223

WHITES TOTALRANK

ASIANS AFRICANS COLOUREDS

SAMHS UNIFORM MEMBERS PER GENDER

GENDER

M50%

F50%

M

F

TOTAL SAMHS UNIFORM MEMBERS PER EX FORCE

FORMER FORCE

SADF44%

TDF1%

VDF1%

APLA8% BDF

2%CDF1%MK15%

SANDF28%

APLA

BDF

CDF

MK

SANDF

SADF

TDF

VDF

UNIFORM MEMBERS STAFFED PER RANK & MUSTERING

POST MUSTERING Total LT GEN MAJ GEN BRIG GEN COL LT COL MAJ CAPT LT 2 LT CO WO1 WO2 S SGT SGT CPL L CPL PNR PTE CPLNANC HEALTH 158 2 8 32 56 51 8 1C INT 9 3 2 1 2 1CORP COMM 26 1 4 10 2 1 3 3 2COMMON 586 2 21 47 92 72 19 59 1 6 13 48 73 93 10 9 21CPLN 12 1 11DENTAL 158 1 3 11 24 21 11 18 35 15 13 6ENV HEALTH 88 1 9 14 10 16 4 13 20 1INTELLIGENCE 33 3 2 4 2 1 1 5 7 7 1LANGUAGE 2 2LOGISTICS 792 2 5 12 16 29 7 1 27 49 128 233 219 28 2 34MED OFF 183 1 1 4 14 26 45 74 9 9MSO 972 4 8 21 33 28 6 34 32 105 326 337 29 9MUSICIAN 33 1 1 3 5 14 9NURSING 1133 1 4 15 50 342 154 55 44 142 162 9 155PERSONNEL 441 1 1 8 7 21 23 5 3 9 24 96 131 102 8 2PHARMACY 47 1 5 11 19 10 1PSYCHOLOGY 66 1 4 4 24 29 4SOCIAL WORK 123 1 2 5 29 43 43SPORT 19 1 5 3 8 1 1VETERINARY SERV 37 2 4 1 2 2 6 5 15TOTAL 4918 1 2 19 81 192 421 755 333 132 6 76 122 464 985 981 97 11 229 11

UNIFORM MEMBERS STAFFED

GENDER

F49%

M51%

F

M

RACE

AS1%

AF53%

C10%

W36%

AS

AF

C

W

FORMER FORCE

SANDF22%

VDF1%

CDF1%

BDF2%

APLA9%

MK15%

SADF49%

TDF1%

APLA

BDF

CDF

MK

SADF

SANDF

TDF

VDF

UNSTAFFED UNIFORM MEMBERS

RANK TOTAL A C I W F M APLA BDF CDF MK SADF SANDF TDF VDFLT COL 2 1 1 2 1 1MAJ 5 4 1 1 4 3 1 1CAPT 10 8 2 4 6 3 5 2LT 2 2 1 1 1 12 LT 1 1 1 1WO1 5 3 2 3 2 2 2 1WO2 10 7 3 3 7 3 3 4S SGT 15 11 1 3 10 5 7 1 2 5SGT 29 16 1 4 18 11 9 10 5CPL 41 48 1 20 21 9 1 1 22 2 2L CPL 1 1 1 1 2 9PTE 3 2 1 1 2 1PIONEER 7 2 5 7 7TOTAL 131 106 3 0 22 62 69 36 2 1 48 30 2 3 9

GENDER EX FORCERACE

UNSTAFFED UNIFORM MEMBERS

RACE

83%

2%

15%

A

C

W

FORMER FORCE

MK38%

SANDF1%

SADF21%

VDF7%

TDF2%

APLA26%

BDF3%

CDF2%

APLA

BDF

CDF

MK

SADF

SANDF

TDF

VDF

GENDER

51%49%F

M

PSAP STAFFING/PLACEMENT SITUATION AS ON 20 FEBRUARY

2003

• TOTAL PSAP: 1707• TOTAL STAFFED AS ON 20/02/2003:

1037• STAFFING IN PROCESS: 437• TOTAL NOT STAFFED/PLACED: 233

SAMHS PROMOTIONS PER RACE 01 JANUARY 2002 - 07 MARCH

2003

F MAS 55 25 80AF 835 926 1761C 209 172 381W 509 370 879TOTAL 1608 1493 3101

RACEGENDER

TOTAL

SAMHS PROMOTIONS PER RANK 01 JANUARY 2002 - 07 MARCH

2003F M

COL 8 9 17LT COL 47 56 103MAJ 150 83 233CAPT 189 87 276LT 83 33 1162 LT 45 32 77WO1 11 14 25WO2 36 80 116S SGT 190 196 386SGT 330 543 873CPL 38 71 109L CPL 40 22 62PTE 276 155 431CPLN 2 2 4CIVILIAN 163 110 273TOTAL 1608 1493 3101

TOTALRANKGENDER

BRIDGING TRAINING

• FUNCTIONAL TRG: 69 OUTSTANDING• DEVELOPMENT TRG: 26 OUTSTANDING• BASIC TRG: 16 OUTSTANDING• TOTAL OUTSTANDING: 112

CIVIC EDUCATION

• PRESENTED AS PART OF ALL MILITARY DEVELOPMENTAL COURSES

• CHAPTERS 1 - 4 & 6 PRESENTED BY SAMHS INSTRUCTORS

• CHAPTER 5 (CULTURAL DIVERSITY) PRESENTED BY TRAINED FACILITATORS FROM J TRG DIV

• NEW INSTRUCTORS IN PROCESS OF BEING TRAINED

STUDIES AT STATE EXPENCE

• SAMHS OFFER THE FOLLOWING STUDY OPPORTUNITIES:– FULL-TIME STUDIES– PART-TIME STUDIES– BURSARIES FOR FULL-TIME STUDENTS

FULL-TIME STUDIES

• MEDICAL AT UNIVERSITY OF PRETORIA AND MEDUNSA– TOTAL STUDENTS:– MALE - 27, FEMALE - 28– AF - 13 , C - 2, AS - 2, W - 38

• DENTAL - 5 WHITE MALES AT STELLENBOSCH AND PRETORIA – FINAL YEAR STUDENTS SCHEME NOT UTILISED SINCE

1995

• TECHNICON:– MALE - 6, FEMALE - 21– AF - 5, C - 0, AS - 1, W - 21

BURSARIES

• BURSARIES ARE ALLOCATED TO MEDICAL & DENTAL STUDENTSWHO HAS SUCCESSFULLY COMPLETED THEIR THIRD ACADEMIC YEAR

• ON COMPLETION OF THEIR STUDIES THEY SERVE ONE YEAR FOR EVERY YEAR THEY RECEIVED A BURSARY– MALE - 33, FEMALE - 29– AF - 34, C - 2, AS - 2, W - 24

• BURSARY HOLDERS PRESENTLY SERVING AS INTERNS AND COMMUNITY SERVICE:– MALE - 23, FEMALE - 19– AF - 11, C - 5, AS - 3, W - 23

PART-TIME STUDIES• MEMBERS & EMPLOYEES ARE ENCOURAGED TO FURTHER

THEIR QUALIFICATION & FUNDS ARE MADE AVAILABLE FOR PART-TIME STUDIES

• R 750 000 FOR THE CURRENT FIN YEAR, AND • R 675 000 FOR THE PREVIOUS FIN YEAR• PREFERENCE IS GIVEN TO MEMBERS/EMPLOYEES TO GAIN AN

INITIALQUALIFICATION EG GRADE 12 BEFORE POST-GRADUATE STUDIES

• POST-GRADUATE STUDIES IN THE HEALTH ENVIRONMENT IS HOWEVER ENCOURAGED

• NUMBER OF MEMBERS PARTICIPATING IN PART-TIME STUDIES:– MALE - 43, FEMALE - 100– AF - 84, C - 7, AS - 3, W - 59

TRANSFORMATION HISTORY

0

1000

2000

3000

4000

5000

1997 1998 1999 2000 2003

AS

AF

C

W

TRANSFORMATION HISTORY

GENDER

0

1000

2000

3000

4000

5000

1997 1998 1999 2000 2003

M

F

TRANSFORMATION HISTORY

ASIAN

68 7895 97

144

0

50

100

150

200

1997 1998 1999 2000 2003

AS

AFRICAN

35063660 3651

3573

4019

3200

3400

3600

3800

4000

4200

1997 1998 1999 2000 2003

AF

COLOURED

735 718688

652

759

550

600

650

700

750

800

1997 1998 1999 2000 2003

C

W

44543925

34063039 2912

0

1000

2000

3000

4000

5000

1997 1998 1999 2000 2003

W

HR PLAN

• HR staffed and resourced• Effective, Efficient, Economical

establishment• Succession Plans for Middle Management• Filling of critical posts• Visible individual career paths• Skills Development Plan – Skills

Development Act

HR PLAN (CONT)

• Representative of RSA demographic composition (EAP)

• PSAP to participate in ETD• Acquire and retain highly qualified

and experienced personnel• Exit management mechanism• Voluntary demilitarisation to Sec

Def

CONCLUSION

THE SAMHS IS COMMITED TO SERVICE DELIVERY.HOWEVER THIS SHOULD NOT COMPROMISE THE

TRANSFORMATION IMPERATIVES, SUCH AS REPRESENTIVITY WHICH CAN BE ACHIEVED THROUGH SKILLS DEV, FAST TRACKING AND

SUCCESSION PLANNING AND OTHER INTERVENTIONS

SAMHS RESF: TRANSFORMATION

B - M B - F B - Total W - M W - F W - Total C - M C - F C - Total A - M A - F A - Total Total - M Total - F Total %

MajGen

2 2 2 2 0,16%

BrigGen

7 7 7 7 0,59%

Col 2 2 6 2 8 8 2 10 0,85%

Lt Col 4 4 14 14 1 1 19 19 1,60%

Maj 2 2 21 11 32 1 1 1 1 25 11 36 3,04%

Capt 1 1 41 11 52 1 1 1 1 43 12 55 4,65%

Lt 2 2 21 4 25 1 1 22 7 29 2,45%

2Lt 10 10 10 10 0,84%

WO1 18 2 20 2 2 20 2 22 1,86%

WO2 7 4 11 6 6 13 4 17 1,43%

S Sgt 1 10 3 13 5 5 15 4 19 1,60%

Sgt 3 1 4 25 13 38 7 4 11 5 5 40 18 58 4,91%

Cpl 10 10 40 8 48 16 2 18 2 1 3 68 11 79 6,68%

L Cpl 34 16 50 31 2 33 19 5 24 1 1 85 23 108 9,14%

Pte 317 138 455 151 25 176 58 16 74 1 1 2 527 180 707 59,86%

Cpln 3 3 3 3 0,25%

Total 372 159 531 407 85 492 115 28 143 12 2 14 907 274 1181

31,49% 13,46% 44,96% 34,46% 7,19% 41,65% 9,73% 2,37% 12,10% 1,01% 0,16% 1,185% 76,79% 23,20% 100%

ResF Composition

PERSONNEL NUMBERS

ResF Volunteers

January 1998 : 1058 -July 1999 : 399 -659October 2001 : 799 +400May 2002 : 1181 +382

Loss: “Dead Wood” cut in 1998

Growth:Recruitment drivesPatient Administration

Active members : 688 (58,3 %)Inactive members : 493 (41,7 %)

DEMOGRAPHIC REPRESENTATION

TOTALS 2002:

MALE : 76,7 %FEMALE : 23,3 %

ASIAN : 1,6 %BLACK : 44,9 % }58,3 %COLOURED : 12,2 %WHITE : 41,6 %

0

50

100

150

200

250

300

350

400

2001 2002

MALES

Asian

Black

Coloured

White

0

20

40

60

80

100

120

2001 2002

FEMALES

AsianBlack

ColouredWhite

SAMHS RESF DIRECTORATE

S S O P rom o tio nsC o l K .O .P . M a tse ke

S S O C o n tro lC o l R .A . M o go tla ne

S S O T ra in ingC o l G .R . H id e

S S O P o licyC o l J .H . L o u re n s (R F)

D M H R e sFB rig G e n P .H .K . C illie rs

Promotion of a professional Ethos

? Batho Pele

? Masibambisane

MILITARY SOCIAL RESPONSIBILITY

CRITICAL OUTCOMES:Operational support.Productive organisation.Content Military Families.Cohesive work force.

STRATEGIC ISSUES:Social health promotion.Operational support.Promotion of cultural competencies.Family preservation.Financial empowerment.Prevention of violence in the family and workplace.

OPERATIONAL SUPPORT

Social Health assessments.Deployment resilience workshops with members and partners.Mission readiness training.Deployment checklist.Social support to families.Reintegration into the family and work place.Deployed social work officers in the DRC and Burundi.Continuous research on deployment resilience.

PRODUCTIVE ORGANISATION

Department of Defence Employee and Workplace wellbeing policy.HIV/AIDS Awareness and training programmes.Life skills programmes - development courses.Healthy lifestyle programmes.Gender equality and empowerment programmes.Supervisory training programme.Sexual harassment educational programmes.

CONTENT MILITARY FAMILIES

Draft DODI on the Prevention and Eradication of Gender-based violence.Deployment resilience programmes.Family support during deployment.Women empowerment and gender equality.

Men as Partners.Women's reproductive health.

Family enrichment programmes.Financial empowerment and management programmes.Day care centres.Education on the Domestic Violence Act.Research on Violence against Women and Children in the DOD.

COHESIVE WORK FORCE

• Interventions at military courses to promote intercultural relations.

• Cultural competency programmes.• Change management interventions in units.• Anti-crime educational programme.

PROJECT RESILIENCE

This DOD work group, chaired by Dir Social Work ensures that all pertinent issues affecting soldiers during deployments are tabled on the DOD agenda.Examples

LeaveAllowancesLogistical supportFood and shelterHealth support

CONCLUSION

The SAMHS has through its commitment to the new democracy managed to integrate and transform the SAMHS to a situation more

reflective of the national demography, ready to serve the nation in various missions, both military and humanitarian, internally and external to the

RSA