The Portfolio Committee on Defence, having undertaken an oversight visit to Thaba Tshwane on 18 and 19 Aug 2005, reports as follows.

A. EXECUTIVE SUMMARY

The Portfolio Committee on Defence visited different military units in the Thaba Tshwane area from 18 to 19 August 2005 to ascertain the state of the facilities and the maintenance thereof. The delegation was accompanied by military officers and officials of the Department of Defence (DoD) and Department of Public Works (DPW).

The military units visited were:

1. The South African Military Health Services’ Training Formation.
2. 1 Military Hospital
3. Special Forces School
4. Joint Support Base Garrison (A Mess)
5. Defence Intelligence Headquarters
6. South African National Defence College
7. South African National War College
8. South African Air Force College
9. South African Air Force Gymnasium

The buildings and land that the units occupy are managed and maintained by the DPW, which is the custodian of state land and facilities and therefore responsible for the maintenance and repair of these facilities. The DPW is responsible for the maintenance and repair of DoD facilities when the costs are above the R5000 threshold, whilst the DoD is responsible for maintenance and repair below the R5000 threshold, i.e. day-to-day maintenance and repair. The DPW provides 80% of the total funding for maintenance and repair and the DoD the remaining 20%.

The approval of the DPW is however also necessary for cases that would cost below R5000, because the DPW has the technical know-how to advise the user, i.e. the DoD on the best course of action. Each military unit has a budget for day-to-day maintenance, but it is insufficient and only used for emergency cases. In most cases it is insufficient to deal with emergencies, which often cannot be covered due to the fast deterioration of state of facilities, coupled with the maintenance backlogs. Spending is prioritised on the core business of the units, which includes training, accommodation and service delivery so that the output is maximized.

The situation with regard to the Defence Intelligence Headquarters and the South African National War College are different, because they are renting their accommodation from private institutions. The maintenance and repair routine is determined by the owner, who is mindful of over-investment in old buildings. The owner addresses the maintenance requirements of these two units, but very gradually. The only units that do not have critical maintenance problems are the South African National Defence College, except for the living quarters of the learners, as well as the Special Forces School, which uses its own capabilities (labour and materials) to improve and maintain its facilities.

The maintenance challenges of the different units are of a generic nature. These challenges includes the continual structural repairs, paint work and piping (water and sewer) maintenance tasks to address the occupational health and safety risks, which are impediments to training, accommodation and the provisioning of proper medical care to patients in the case of 1 Military Hospital. During the tour of the facilities it was found that the facilities were in a general state of disrepair.

B. TERMS OF REFERENCE

The Portfolio Committee on Defence was inundated with reports from the public and the Department of Defence (DoD) that defence facilities were in a bad state. These military facilities included hospitals, buildings used for education and training, living quarters and office buildings. The DoD has been downscaling its day-to-day maintenance and repair programme, due to budgetary constraints and the prioritisation of other defence commitments. This is complicated by the fact that the Department of Defence used the facilities, but major maintenance and repair projects are performed by the Department of Public Works, which is the custodian of state property.

C. MAIN FINDINGS

The main findings by the Portfolio Committee include the following:

1. The accommodation of nurses at the Military health Training formation is appalling and needs urgent attention.
2. 1 Military Hospital shows signs of structural and mechanical neglect and needs an urgent revamp.
3. The decision on the Military Intelligence headquarters location has not been finalised.
4. Thaba Tshwane was built on dolomite land and with virtually no upgrade or renovations during the last two to three decades, poses serious structural and maintenance problems for the DoD and DPW.
5. There is a communication gap between the DPW and the DoD. At one of the units the DPW stated that the R5000 maintenance threshold was raised to R20 000 per case, but the DoD was not aware of it.
6. The units use non-public (or private) funds to a large extend to improve their living and working conditions. They also do weekly inspections and let the vandals pay for damages.
7. The Special Forces School is an example of what can be done with own initiative and budget constraints.
8. Foreign learners are accommodated in private guesthouses due to the bad state of living quarters and to save the image of the SANDF.
9. The living conditions of the learners in some units are not fit for human occupation and severely impede the education and training of learners.
10. Some of the facilities have to be upgraded to allow usage by the physically disabled, as well as for women, especially the facilities that catered for operational troops.

D. SA MILITARY HEALTH TRAINING FORMATION

This training formation provides training to members of the South African Military Health Service (SAMHS). This training is realised as:

1. Medical support during military operations and exercises
2. Support to other departments (esp. disasters)
3. Physical, mental and social welfare of the SANDF

The Formation has the following facilities:

1. 34 residential buildings
2. 20 special buildings (library, lecture halls, training centres, etc)
3. 7 recreational buildings
4. 34 office buildings
5. 3 workshop and storage buildings

The unit has a two-pronged approach to maintenance and repair. Firstly, the lecture rooms and accommodation receive priority, because training is the core business of the formation. Secondly, the unit commander and personnel do daily and weekly inspections to identify maintenance and repair needs, because the emphasis is on preventative maintenance.

Approximately R1 million is spent per year on day-to-day maintenance. The most expensive and continual maintenance tasks are structural, paint work and piping (water and sewer). This excludes maintenance of roads, fences, ceilings, floors and walls. During the tour of the accommodation facilities for nurses, it was found that the ceilings and window panes were missing, bathrooms had missing tiles and taps and the sleeping quarters did not have curtains, cupboards, chairs or tables. There was also no warm water, no curtains, no storage space and the bathrooms were in general disrepair.

The poor state of the accommodation facilities presents an occupational health and safety risk, which is not conducive to training. This is a big concern for students and their parents. It impacts negatively on morale and therefore performance and the level of patient care. Sometimes international students and facilitators are housed in guesthouses due to the poor facilities.

E. 1 MILITARY HOSPITAL

The hospital provides a comprehensive and self-supporting multi-disciplinary tertiary military health service to:

• SANDF members (employed & retired) and their families.
• Members of other defence forces
• The President and Deputy President of the Republic, former Presidents, former Deputy Presidents and foreign dignitaries.

The following services are rendered:

• Medical and Specialist service
• Nursing care service
• Ancilliary health service
• Psychological service
• Social work service
• Pharmaceutical service
• Support service

The hospital’s service delivery is stretched as it has been identified as a Presidential health support unit and a frail care centre or ‘hospice’. It is also identified as a United Nations (UN) static level 4 hospital, which means that UN personnel (e.g. peacekeepers) are treated at this hospital.

The hospital complex consists of several buildings: the main building, which houses the patients has eleven floors, other buildings provide accommodation for single nurses, single doctors and married personnel. There are also 4 hangers (for storage), ten operating theatres, two casualty theatres, an intensive care unit, a dialysis unit, a paediatric intensive care unit, a 24-hour laboratory service, a rehabilitation wing, a 24-hour information system network, wards, clinics, offices and stores.

1. Maintenance of infrastructure
1. Structural deficiencies
1. The general maintenance and repair is insufficient, which is evident from the cracks in the walls and floors, loose or missing ceiling panels.
2. There is a lack of plumbing maintenance in the hospital and accommodation blocks, with the result that burst water pipes cause damage to ceilings and equipment. The cisterns are also outdated.
3. There are no shower facilities in the Biokinetic department.
4. There is no access for the disabled to the toilets on the 2^nd floor.
5. Emergency escape doors are damaged, due to the structural deficiencies of the building.
2. Non-compliance to Legal imperatives
1. The pharmacy needs sufficient floor space, plumbing & private booths so that patients could receive private counseling. The renovation will cost R237 617, which excluded the structural changes.
2. There is a lack of designated smoking areas.
3. The orthopaedic laboratory needs a new floor and air flow.
3. Technical
1. There is a conflict between the use of advanced technology and the old design of the building.
2. The power supply system needs continuous attention to minimise interruption so that the life support systems can be supported.
4. Mechanical
1. The air conditioning needs attention, because the unstable temperatures are uncomfortable for surgical teams and patients, even dangerous for operating patients.
2. The medical air supply also needs attention, because a malfunction led to supply interruption to the high care and intensive care unit.
3. The central vacuum system needs an upgrade, because a malfunction caused non-release of scavenging air.
4. The central heating system was shut down after the warm water pipes burst to prevent occupational safety and health risks. This resulted in extreme cold temperatures and general discomfort.
5. The waste collection area is insufficient, because of the increase in waste.
6. The storage space is also insufficient, with the current area being geologically unstable and earmarked for closure.
7. The roads and fences are in a poor state.
2. Fire safety regulations
1. Additional fire escape routes are needed in certain areas. It was indicated that the DPW started a project to address this shortcoming.
2. Work started in the paediatric ward to address the shortcomings, but patients were moved to other hospitals, at additional cost to the hospital.
3. Well-being in the workplace
1. There are insufficient rest and dining facilities, as well as office space.
2. There are also insufficient changing rooms for health and cleaning personnel.
4. Vandalism

Vandalism occurs, because fences are damaged and drains are

purposefully blocked.

 

 

Achievements

The hospital achieved the following:

1. The compressors were repaired.
2. The medical air system was serviced and replaced.
3. Pipes were replaced to activate the temperature control.
4. All lifts are in the process of being replaced.
5. Power saving lighting was installed, which will bring about a saving of

R400 000/year.

6. All emergency escape routes in paediatric unit are functioning.
7. New gates were installed at the personnel parking.
8. Two smoking room were completed.
9. Most of the heavy theatre doors were replaced with aluminium doors.
10. Plans for a Presidential medical suite was submitted to Chief-SANDF at a cost of R11 million.
11. It is estimated that the hospital saves the state R20 million per year, because it provides cheaper treatment, taking into account that R4 million was spent on referring patients to other hospitals due to malfunctions in air-conditioning and heating systems.

F. DEFENCE INTELLIGENCE HEADQUARTERS

The Defence Intelligence Division has three buildings, namely the headquarters and two colleges, in Radcliff and Fontana. The Defence Intelligence headquarters is located in the Pretoria central business district (CBD), which raises certain challenges.

The physical location represents a security risk, because:

1. It makes the building vulnerable to reconnaissance and bomb threats.
2. It complicates the access control.
3. It limits the control over public road users.
4. It compromises the safety of military personnel and their property due to the high crime levels.
5. It necessitates additional facilities to conduct sensitive operations, because it is located in a depression, which affects communications adversely.

The physical features of the building limit the installation of special equipment, relevant to military intelligence work. There is also no boardroom and parking facilities for personnel.

The physical location of the building also represents an occupational health and safety risk and the Department of Labour considered the closing of the building on two occasions. The risks for the division include the following:

1. A limited fire hazard, because the water pressure is sometimes not sufficient.
2. The lifts and escalators are old and sometimes out of order.
3. Difficult access for the physically disabled.
4. High levels of traffic noise, exhaust fumes and dust from the streets.
5. High temperature, especially during the summer and regular fumigation impacts negatively on productivity.

It is located on the periphery of town at Fort Klapperkop, at a high altitude, because it was an observatory. Its location is conducive to effective communication and sensitive operations and with its good road and air access; it is excellent for an intelligence headquarters. It also has additional adjacent land to meet the needs of the military intelligence division. However, it currently has mostly pre-fabricated structures for classrooms and the instructors’ offices, resulting in high maintenance costs.

The college provides intelligence to the SANDF and the region to create a fusion of defence intelligence in the region. It is situated 35 km to the north of the Pretoria CBD. The college has a good location for training in general, however it has makeshift facilities for training purposes.

The DoD has to decide on the future of the Defence Intelligence headquarters: whether to continue renting, to erect its own building or to use current military facilities. The division is of the opinion that the headquarters could relocate to Radcliff, which has excellent facilities and the geographical location that will enhance military intelligence work.

G. SPECIAL FORCES SCHOOL

Function and facilities

The School conducts all basic and specialised common training within Special Forces formation in order to ensure a sound feeding source of qualified Special Forces operators.

The School spent R700 000 in 2001 to improve the facilities, before it moving into its current location in 2002. It included the sickbay, mess, duty and guard rooms, toilets (headquarters) and training facilities.

After occupation the unit made the following improvements: upgrade of the sickbay (R20 683), civilian workers’ recreation and ablution facilities (R94 896), training control centre (R36 212), training headquarters (R314 455), briefing room (R43 420), computer training centre (R9 695), vehicle parking area (R33 004), quartermaster stores (R30 188), HQ paving & toilets (R48 349), auditorium (R26 730), kitchen (R67 354) married quarters (R240 947), bridge (R12 357), quartermaster fridges (R200 000), swimming pool (R870 000), which is used for water training of operators.

The expenditure on maintenance and repair from unit’s budget from 2002 to 2005/06 was R3 462 088, i.e. an average of R865 521 per year. The Department of Public Works, however, spent R193 000 over the same four year period.

In addition, the unit spend the following amounts on general repair and maintenance: electrical (R46 597), plumbing (R69 555), sewerage (R48 140) and miscellaneous (R62 284). The unit has two projects in progress, i.e. an outdoor exit trainer (R200 000) and a specialist training unit (R200 000).

The unit requested seven major capital work programmes from the Department of Public Works. The urban training facility was approved for the 2006/07 and 2007/08 financial years, while feedback is outstanding on (1) a new sewerage system, (2) a new mess building, (3) a training centre, (4) upgrade of the access road, (5) upgrade of the training blocks at the Specialist Training Unit and (6) upgrade of the electrical reticulation system. The unit wants to use their own funds for the security fence around the perimeter, but they await feedback from the Department of Public Works, which has to advise on the tendering process and registered contractors.

The unit experiences the following Occupational, Health and Safety (OHS) problems:

exposed electrical wiring, no fire extinguishers, a broken bridge, missing drain covers and blocked or broken sewerage pipes.

The unit used the case study of the swimming training pool to illustrate the modus operandi of the Department of Public Works to maintain the facilities.

The swimming training pool project started in 2003, with a budget of R670 000. The funding was forfeited due to the long bureaucratic process. In 2004 the Department of Public Works allocated R870 000 for the construction of the swimming pool. The funding was however forfeited again, due to poor delivery by the preferred contractor. The contractor had no construction experience, did not have a mentor and did not comply with the time schedules. R820 000 was needed in the current budget to fund the project, but a snag list was still unresolved, two months after completion of the project. The snag list included amongst other things: the removal of building rubble and soil, unfinished paving, incomplete water connections, incomplete fencing and the incomplete installation of the sub-soil drain. This procurement process, which resulted in an incompetent contractor being chosen for the project, leaves much to be desired and requires attention from the Department of Public Works.

H. JOINT SUPPORT BASE GARRISON (A MESS)

General Support Bases (GSB) are responsible for maintenance and logistical support to military bases in their sphere of responsibility. However, in most cases the maintenance needs exceed the capabilities of the general support base. The Joint Support Base Garrison provides town management services for infrastructure maintenance, offices and the living quarters.

The Department of Public Works and not the local municipality is responsible for maintenance in Thaba Tshwane, which is an open military area. The Support Base is then responsible for first line emergency maintenance, i.e. under R5000, while the Department of Public Works is responsible for larger projects. The DPW stated that the R5000 maintenance threshold was increased to R20 000, but the DoD was not aware of it.

The sewerage and reticulation were partially upgraded in 2005, but certain areas still need urgent attention. Thaba Tshwane has major challenges, including the following needs:

• The roads need urgent attention, because the roads’ surfaces and drainage system are

damaged, while sagging is evident in certain areas. The roads carry a larger

volume of civilian traffic through the area in all directions.

• Street lighting is unreliable, because of the outdated lighting system, theft of electrical wiring and breakages, resulting in poor visibility.
• The security fence is not secure anymore due to pedestrians and criminals using the facility as a short cut or target for criminal activities, such as theft. Security patrols and repairs are not successful to address the matter.

The unit was not complying with the road safety standards due to the prevalence of potholes. The result was that two claims were recently registered against the Department of Defence. Criminals used the nearby township as a safe haven, from which criminal activities are directed at the base, because the fence is in disrepair.

Most of the offices were erected in the 1950/60s and the increased power usage led to overloads and power failures due to outdated electrical systems. The increase in personnel places pressure on the sewerage system, so that stoppages and overflows are the norm. In addition, many roofs are leaking. This has a negative effect on service delivery, because water damage to office equipment leads to interruptions in production. No major upgrading for offices was done for the last twenty years in the area.

The Department of Public Works did not implement major upgrades or maintenance for the last 20 years in the married and single quarters. It resulted in:

1. Outdated electrical, water and sewerage systems. Water seeps into the walls and floors, because the old plumbing is leaking and old geysers are bursting.
2. Leaking roofs, which damage the wooden beams and therefore the structure of the building. It also causes electrical damage and potential fires.
3. Blocked drains due to the limited number of toilets leads to hygiene problems.

The living quarters are in need of upgrading. Firstly, it was built for men, but more women are now in the SANDF, due to the changed gender profile. Whilst up to 30 men shared a common living area, the women preferred to stay alone or with a roommate. Secondly, it was built for operational troops, i.e. it did not cater for handicapped individuals.

Thaba Tshwane is no longer a restricted military area, because the main road is used by the public, as such it is impossible to keep non-military individuals out of the base.

The Support Base receives R3,4 million per year for day-to-day maintenance, but it is mostly spent on emergency tasks, like blocked drains, electrical faults and minor works of under R5 000 per case.

The Support Base endeavours to have sound living conditions in the A Mess by:

1. Allocating maintenance responsibilities per unit.
2. Conducting weekly inspections.
3. Holding guilty members responsible for damages.

The Officer Commanding of the Support Base stated that funding was not sufficient for day-to-day maintenance, with the result that patchwork instead of substantial maintenance and repair was done. No major renovation plan is evident in Thaba Tshwane, besides the Repair and Maintenance Project (RAMP). Buildings and infrastructure are deteriorating rapidly. Hygiene and fire hazards are also serious problems. The hope of the base is on the RAMP project, which is planned by the Department of Public Works.

I. SA NATIONAL DEFENCE COLLEGE

The Defence College prepares selected military officers and civilian officials for top-level appointments in the Department of Defence and other state departments. They deliver two training programmes per year (36 members per programme). The duration of courses is 19-20 weeks and there is a diverse profile of students. They also offer seminars.

The facilities are in good condition, except the living quarters of the students. The entertainment area is housed in a grass roofed building, which was build by DoD personnel. The DPW refused to take ownership of the building, because it is difficult to maintain, in addition to being fire hazard.

J. SA AIR FORCE COLLEGE

The South African Air Force College is the only provider of developmental training for all junior and senior officers, warrant officers and non-commissioned officers (NCOs) of the South African Air Force (SAAF). Members of other arms-of-service of the SANDF and foreign students also attend courses at the college. The college is also used to host high profile VIP conferences, meetings and functions.

The college has 201 staff members and 654 learners per year, of which 20 stay in the mess. The NCOs are accommodated in 72 rooms, while the officers are accommodated in 65 chalets. Some of the chalets are however in a state of disrepair. The damaged facilities include:

1. Damaged ceilings and defective ceiling lights due to leaking roofs.
2. Unsafe paved walkways and erosion of the parade grounds.
3. Damaged lapa and chalet roofs.
4. Damaged perimeter fence.
5. Peeling paint from ceilings and walls.
6. Damaged ventilation system and air conditioning units due to water leakages.
7. Damaged storm water drain and open sewerage manholes.
8. Water leaks due to burst water pipes.
9. Cracks in building walls and tennis court surface
10. Non-secure and unsafe vehicle parking areas.

The unit spent R200 000 over the last 18 months on day-to-day maintenance. However, it addressed less than 10% of the unit’s requirements. The lack of maintenance and repair has a negative effect on the learning and working environment, as well as the morale and productivity of the staff and learners. The poor state of the facilities also hampers the attainment of South African Qualifications Authority (SAQA) accreditation with the result that the courses of the college will not be included in the National Qualifications Framework (NQF) database.

Unhygienic conditions can lead to the outbreak of illnesses, while in some cases the damage to the buildings’ structure is life threatening. The learners had to travel to other units, because of the lack of a mess facility for learners, which affected the available time for classes negatively.

K. SA AIR FORCE GYMNASIUM

The South African Air Force Gymnasium provides basic military training to members of the Air Force and local and foreign interested groups. It currently has six Pakistani learners on a ‘very important person (VIP) protection’ course. The Gymnasium also supports the training of the Protection Services, Fire Department and the School of Cookery.

Maintenance by the Unit

The unit is doing limited maintenance from its own budget. It includes:

• The upgrading of the VIP lecture rooms.
• The purchase of plants to improve the learning environment from ‘learner improvement funds’.
• The painting of parking lanes, as well as the interior of learners’ bungalows.
• The building of a fence from scrap metal.
• The upgrade of the warrant officer’s mess and the living in quarters of learners and staff.
• The upgrade of the learners’ mess with air conditioning and paving.

The kitchen equipment exceeds the life expectancy of the manufacturer and has to be replaced to enhance safety. The lack of protective clothing is also a health and safety risk for personnel. The swimming pool is out of order and no funding has been allocated for sport equipment and facilities. The hygiene at the mess is a health risk to learners.

If the lack of maintenance is not addressed urgently, then the facilities will become irreparable and the gymnasium will not be able to perform its core function, i.e. training. As such the required output as determined by the Department of Education will not be achieved. The poor state of the facilities do not provide an enabling environment for training, the accommodation is not suitable for learners and staff, while the messes do not provide a professional service to staff and learners. It was stated that the Thaba Tshwane area is dolomite area, which negates a long term maintenance programme for the military facilities in the area. There are a number of sinkholes, which cause structural damage to the buildings and facilities in general.

L. SA WAR COLLEGE

The War College provides defence related education, training and development services as required by the SANDF. These services include war simulation, peacekeeping training, research and development.

The college is housed in the Boulevard building, which was a hotel previously, in the Pretoria CBD. The building was configured to the tune of R9,4 million, by the landlord, to the requirements of the college. The information and technology requirements of R5 million were met by the state. The current lease, which is renewed annually, will expire in March 2006, but the Military Council approved occupation until December 2006. Different options are explored with regard to the future of the college at the Boulevard, with permanent occupation of the Boulevard to be decided upon. There are advantages and disadvantages by using the Boulevard building.

The advantages are:

• The good education, training and development facilities, as well as the information and technology infrastructure.
• The college has its own mess and good learner accommodation.

The disadvantages include:

• The high monthly costs of leasing, i.e. R254 000
• The personnel structure is approved, but there are many unstaffed posts.
• The space is limited, with no sporting facilities and some sections, like the War

• The location in the CBD is not conducive to learning, because of the traffic noise

and pollution.

• The Boulevard is not registered as a pay point with the result that members do

M. RECOMMENDATIONS

1. Communications between the DPW and the DOD should improve dramatically with regard to the state of facilities in the DOD and the maintenance and repair of such facilities.
2. The DPW and the DOD should jointly agree to move away from reactive maintenance approach towards DOD facilities, to a "preventative maintenance programme", as well as an agreed upon action plan to move facilities from a state of "very poor" to "acceptable".
3. Many of the facilities in the DOD no longer conform to the minimum requirements of the Occupational, Health and Safety Act and urgent attention should be given to co-ordinate efforts between responsible departments, including the Department of Labour, DPW and the DOD, to improve this situation.
4. The maintenance threshold of R5000 per case should be increased and the DoD should be informed officially.
5. The DoD should make an assessment of its required facilities, so that redundant facilities could be done away with and alleviate budgetary constraints.
6. Units, like 1 Military Hospital, that provide services beyond the SANDF, should receive the necessary maintenance and repair budget to maintain its image and output as an international service provider.
7. The accommodation of nurses the Military Health Training Formation should receive priority attention.
8. The defence intelligence headquarters should relocate to Radcliff, for geographical, technical and financial reasons.
9. The dolomite problem in Thaba Tshwane should be discussed wit the relevant stakeholder departments, so that a plan of action can be developed as a matter of urgency.
10. The procurement and tender process of the DPW should ensure that contractors are competent to execute the requested work.

Report to be considered.

APPENDIX A – DELEGATION

1. Mr SB Ntuli - ANC Delegation leaders
2. Dr GW Koornhof - ANC
3. Mr MS Booi - ANC
4. Mr GP Mngomezulu - ANC
5. Mr S Dodovu - ANC
6. Ms XC Makasi - ANC
7. Mr MR Shah - DA
8. Mr VB Ndlovu - IFP
9. Mr G Campher - Committee Secretary
10. Ms M van Niekerk - Researcher

APPENDIX B – ABBREVIATIONS

ANC - African National Congress

CBD - central business district

DA - Democratic Alliance

DLA - Department of Land Affairs

DoD - Department of Defence

DPW - Department of Public Works

GSB - General Support Base

IFP - Inkatha Freedom Party

NCO - non-commissioned officer

NQF - National Qualifications Framework

SAAF - South African Air Force

SANDF - South African National Defence Force

SAQA - South African Qualifications Authority

UN - United Nations

VIP - very important person