Report of the Portfolio
Committee on Defence on the study tour to
The Portfolio Committee on Defence, having undertaken a study tour to
Table
of Contents
1. Introduction
2. Interaction between the South African Delegates and their
counter parts in the Canadian parliament.
3. Interaction between the South African Delegation
[Representatives of the Portfolio Committee on Defence] and the Department of
Foreign Affairs [
4. Interaction between the South African
Delegation [Representatives of the Portfolio Committee on Defence] and the
Canadian Ombudsman as well as Integration of females in the military.
5. Integration of females in the military.
6. Integration between the South
African Delegation [Representatives of the Portfolio
Committee on Defence] and the
7. Appendix 1 (Committee Delegation)
8. Appendix 2 (Presentation by Foreign Affairs and International Trade:
9. Appendix 3 (Presentation by Director of Peacekeeping Policy)
10. Appendix 4 (Presentation by Canadian Military Ombudsman)
11. Appendix 5 (Presentation on Integration of Woman into the Canadian Forces)
12. Appendix 6 (Presentation on the
13. Appendix 7 (Presentation on the
1. Introduction
Peacekeeping is a relatively new phenomena facing the
modern world and
In 2005 the Portfolio Committee on Defence had began the process of drafting
policy around the question of the Military Ombudsperson. At present there is no
dedicated appointed Ombudsperson in the South African Defence
Force. It would be of great value to the South African Defence Force
if such a person exist.
The Constitution of the Republic establishes the ‘Defence civil Secretariat,’
which must entrance civil oversight over the Military. This therefore means
that it is imperative for the rank and file of the military to be aware of
international conventions governing the behaviour of armed forces. Given the
extensive involvement of RSA in peacekeeping initiatives in
2.Interaction between the South African Delegates and their counter parts in the
Canadian parliament.
The South African delegation, comprising of: Hon. T V
Tobias, MP (Chairperson); Hon. V B Ndlovu, MP; Hon. B
Ntuli, MP and Hon. O Monareng,
MP met with the Canadian Standing Committee on National Defence to learn from
the Canadian experiences in peacekeeping. Moreover, the South African
delegation was much interested in learning and understanding the relationship
between the Standing Committee on National Defence and the National Department
of Defence.
The meeting was held at the Canadian Parliament,
Hon. R Casson MP, the Chairman of the host Committee,
officially opened the meeting at
Due to the historical background between the two nations certain similarities
stand out. For instance:
· House of Commons & Senate comprises of elected representatives;
·
· The backbone of their system is constituencies;
However, there are differences of note regarding
the power of recommendation, force employment and oversight. For instance in
the Canadian situation it was highlighted that:
· The Standing Committee on National Defence is at liberty to interrogate
the strategic business plan of the Department of National Defence but however
the budget allocation was within the domain of the National Government.
· The Minister of Defence presents the estimates.
· The Minister of Defence was responsible for the deployment of the armed
forces.
· Regarding deployment of troops in peace support operations, it was the
view of the Standing Committee on National Defence that combat ready troops
were critical in such deployment.
· The Minister of National Defence was directly accountable to the
Standing Committee on National Defence.
· There is a secondment of high ranking government official to caucuses of
various political parties, which have representation in the House of Commons.
· Ombudsperson does not have the authority of Command and Control over the
uniformed personnel.
· In
3. Interaction
between the South African Delegation [Representatives of the Portfolio
Committee on Defence] and the Department of Foreign Affairs [
Meeting with the Department of Foreign Affairs and International Trade:
The South African delegation, comprising of: Hon. T V Tobias, MP (Chairperson);
Hon. V B Ndlovu, MP; Hon. B Ntuli,
MP and Hon. O Monareng, MP accompanied by Dr A Nkomo, South African High Commissioner to Canada, met and
received a briefing from the Canadian Department of Foreign Affairs.
The Chairperson to the Portfolio Committee on Defence Hon. TV Tobias, MP stated
in her opening remarks that the South African Delegation wanted to learn the
Canadian processes in terms of Peace Keeping Missions from conception to
implementation.
The first presentation received was by a representative from the Policy and
Planning division. It was titled
Regarding the volatile situation in
Meeting with the Department of National Defence at Defence Headquarters:
The objective of the meeting was to ascertain
The challenge with regard to Peace Keeping is the different interpretations of
the notion. For instance
It was highlighted that the maintenance capability of the Canadian Forces is
outsourced when equipment requires being overhauled. Furthermore the military
health capability is also outsourced, however,
essential medical services required in theatres of operation are retained.
The Canadian module of involvement in Peace Keeping Operations is as follows:
UN → Department of Foreign Affairs and International Trade →
Assistant Minister of Defence: Policy → Department of National Defence.
Procedure in terms of receiving donations is that donor funding is paid into
the State coffers managed by Treasury.
In terms of budgeting the Department of National
Defence / Canadian Forces plans for its primary function. Should there be
unforeseen deployments the Department of National Defence can request for
additional funding from Treasury.
At present the budget of the Department of National Defence / Canadian Forces
is at 14 billion C$ (2%). The total strength of the Canadian Forces is at an
estimated 61 944 regular force members and 24 000 reserve force members. It was
highlighted that the Department of National Defence has been underspending in terms of its budget allocation. The
Reserve Forces is at 24 000.
4.Interaction between the South African Delegation [Representatives of the Portfolio Committee
on Defence] and the Canadian Ombudsman.
Introduction:
The meeting was held at the Canadian National Defence Headquarters,
Mr Y Cote, Canadian Ombudsman, highlighted that the office of the ombudsman is
free from Command and Control of the Canadian Forces.
The Ombudsman has total staff of approximately 50 staff with a budget of 6
million C$. The Staff compliment is a considerable number of retired military
personnel; people with academic qualifications in conflict resolutions and
former police officers.
The Ombudsman has three distinct levels of operation:
· Intake / Recruitment office i.e., This relates
to the analyses information and education to the Public on the exciting
mechanisms.
· The Ombudsman has authority to conduct general investigations pertaining
to individual complaints i.e., verify facts.
· Ombudsman has authority to conduct systematic investigations i.e., (Self
initiate investigations) should there be evidence of systematic complaints.
Not all complaints and or enquiries warrant an
investigation. Most cases are tabled due to a lack of information and
understanding so therefore, most cases are resolved at
the intake / recruitment level.
The Ombudsman is appointed by Cabinet and reports to the Minister of Defence.
The Ombudsman is authorized to have access to the Department of National
Defence and the Canadian Forces employees.
The mandate of the Canadian Ombudsman is not catered for by the Act of
Parliament.
The Ombudsman does not particularly focus on rank related complaints; rather
the office focuses on the relationship between the two conflicting parties.
That is to say the main objective of the office is the focus on procedural
matters.
The Ombudsman does not get involved in matters of the military justice system.
Despite the Ombudsman having to report to the Minister of National Defence, the
Minister has minimal influence over the recommendations contained in the report
of the Ombudsman. Once a decision was reached on a particular matter the Ombudsman
has the responsibility to publish the report within 28 days after provision to
the Minister of National Defence.
According to the Ombudsman the only time the Minister can interfere with the
investigation is by submitting a formal request to the Ombudsman outlining
reasons for the abandonment of the investigation, this letter will then be made
available to the public.
5.Integration of females in the military.
It was reported that all musterings was open to women
as of 1989, submarine duty was opened in 2001.
There has been a significant increase of women representation in the Canadian
Forces, for instance, in 1989 the figures stood at 2% and in 2006 the figures
are at 19.8%.
Due to the Canadian system which is a Social system, which is family orientated
women in the armed forces can take up to 52 weeks of maternity leave; men can
take up to 55 weeks of paternity leave.
When women go on maternity leave they receive almost 90% of total packages.
The retirement age of both men and women in the Canadian Forces is 55 years of
age with the option of extending to 60 years.
Women dominate the Air Defence and Land Defence. They are still in fewer
numbers in the Navy.
6. Integration between the South African Delegation [Representatives of the Portfolio Committee on
Defence] and the
Introduction:
The meeting was held at the
The Canadian Armed Forces has three environments (Arms of Service):
· Land Defence
· Air Defence
· Sea Defence
The Academy does not recruit directly into the
armed services, rather the recruitment agency within the Department of National
Defence seconds personnel to the college.
The college focuses on professional development i.e., training, which is
preparation for a known activity. Secondly, the college focuses on education
i.e., an unknown activity. For instance, the Canadians have a concept known as
“Strategic Corporal.” This notion advocates for an informed military personnel
in the Canadian forces. Thirdly the college focuses on self development and
lastly experience.
The desired end state of the professional development of the Canadian Forces is
to have agile and flexible personnel which is able to
find solutions to immediate challenges in the theatre of operation without
waiting for instruction from headquarters in terms of how to proceed.
There are five professional development faces, which overlap. [refer to Appendix 6 Page 10].
There is a recruitment strategy that allows cadets to participate, free of
obligation, for a full academic year. However, should they go beyond the first
day of the second year (Academic) then they are bound to remain at the
institution for the full range of the degree. Once the degree is completed
(junior degree is 4 years) they are committed to stay in the military for a
period of no less than 5 years.
Since
With regards to the military vis-à-vis academic training at the college it was
stressed that the relationship between the two disciplines is interlinked to
such an extent that no one discipline is given
preferential treatment over the other.