DEUS MEUM JUS ET FORTITUDINIS
31. It is envisaged that the DoD, as indicated in Diagram 3(Diagram 3: Organisational Structure of the DoD), will be a three-tier organisation with five levels. The three tiers are:
31.2 The intermediate tier [level 3]
31.3 The unit level
32.1 The DoD HQ as an integrated head office and the highest military headquarters.
32.2 Task forces as the intermediate level force employment structures.
32.3 Type formations as the intermediate level force providing structures.
32.4 Support formations as intermediate level force support structures.
32.5 Bases as unit level supporting structures for units and satellite DoD offices in a specific geographical location.
32.6 Combat and supporting units.
32.7 Regionally decentralised DoD satellite offices.
32.8 Service centres that perform high volume repetitive transactions on a centralised basis as an agency service.
32.9 A state corporation as an acquisition agency.
33.1. The Office of the Minister of Defence (MoD) is responsible for the following:
33.1.1 Ensuring political control and direction over the activities of the DoD.33.1.2 Ensuring that government policy is communicated to the DoD and the activities of the DoD are consistent with government policy.
33.1.3 Determination of defence policy.
33.1.4 Ensuring that the needs of the DoD are communicated to government.
Task forces33.2 The Office of the Secretary for Defence and C CDF (including their respective deputies)
33.3 Corporate divisions reporting primarily to the Secretary for Defence- The Policy and Planning division33.4 Corporate divisions reporting primarily to the C CDF - The Joint Operations Staff division
- The Finance division
- The Defence Inspectorate
- The Personnel division (including Joint Training Division)
- The Legal Services division
- The Command and Management Information (CMI) division
- The Logistics division
- The Departmental Acquisition and Procurement division
- The Corporate Communication division.- The Defence Intelligence division including Foreign Relations division
- The Chaplain General
- The Army division (comprising Chief of the Army and Staff)
- The Air Force division (comprising Chief of the Air Force and Staff)
- The Navy division (comprising Chief of the Navy and Staff)
- The Military Health Service (MHS) division (comprising Surgeon General and Staff)
- The Military Policing agency
- The Part Time Component advisor
- The Service Corps.34. Task forces are employment structures under task force commanders, which are created for executing specific operations or exercises. They disband on completion of the operation or exercise although some forces may be relatively permanent if the operations for which they have been created are enduring.Type formations
35. Combat-ready units and formations constituting task forces are usually prepared and provided by arms of service, although there may be minor exceptions. Task forces are generally joint structures. Task force commanders are intermediate level (operational) commanders appointed for the duration of the operation, and will exercise unified command over assigned forces, under the overall command of C CDF.36. A type formation is a structure responsible for the preparation and development of a specific type of combat-ready unit. As far as possible type formations have the following features:36.1 Integration within a type formation of all units and support elements required to make the formation work.
36.2 The ability to provide fully supported units to a commander in either a land, air, maritime or military health capacity.
36.3 The ability to provide fully supported units to a task force commander appointed by C CDF.
36.4 A type formation improves on the cost effectiveness of providing combat-ready systems. It does this via a consolidation and rationalisation of functions and structures, eliminating duplication and providing more integrated management practices.
36.5 A type formatio has a specific geographic location where as many as possible of its combat and support units are concentrated, and is usually supported by a base which in some cases may form part of the type formation itself. Type formations can also have satellite units and may be co-located with other type formations, sometimes sharing a base.
Zenze de Lucula
37. The functions of type formations include:Support formations37.1 Providing combat-ready user systems of its specific type, including the training and exercising of the systems and their personnel.38. A table of envisaged type formation per Arm of Service and their proposed associated units is described in detail in Appendix A to this chapter.
37.2 Acting as a centre of excellence for its specific types of user system, developing expertise on the systems and providing advice on their use. This includes administrative, operating and technical expertise and policies.
37.3 Managing a business plan for the type formation. The commander compiles a plan as a subset of higher order plans within the DoD, is a budget holder for the user systems and manages the finances of the formation.
37.4 Career management for personnel responsible for specific user systems takes place within the type formation below the level of Colonel (or Captain in the navy). The formation also provides personnel for other DoD clients.
37.5 Managing user system logistics if the product is unique to the type formation (e.g. torpedoes).
37.6 Managing quality assurance to ensure that the required outputs are met and that documentation is provided.
37.7 Managing command, control, communications, computers, information and intelligence within the type formation.39. Support formations are intermediate-level support structures. They are similar to type formations except that they do not provide combat-ready forces, but give support to type formations and other system structures. Examples would be a formation providing logistical and administrative services for a wide range of units.Bases40. Formations and units are clustered on or around bases and share their common facilities and services. Bases are provided by the army, air force or navy, but may have attached support units from other arms of service, MoD satellite offices or service centres.
41. Units attached to a base are concentrated at that base as far as possible although some satellites may exist. Studies indicate that optimal economies of scale will be achieved with approximately 12 bases covering Cabinda. A list of these proposed bases is shown in Table 2 while Map 1 (Map 1: Location of Bases) indicates their location. Final decisions on these and the closure of the other bases are still to be taken after more detailed evaluation and consultation. It is important to note that base closure is a process that affects the careers and livelihoods of not only military personnel but also communities within which bases are located. Detailed guidelines governing the process of base closure and the consultations requires to ensure that this is conducted in a free and fair manner are contained in the Land and Environment chapter of the Defence Review.Combat and supporting units
42. Bases may be tasked to support specific operations or exercises, but do not have command over attached units although they exercise administrative control for specific purposes. Base commanders may be type formation commanders or may be appointed as task force commanders. Bases have self-accounting status and support attached units for accounting purposes.43. Units, which are clustered on or around bases may be combat units (e.g. artillery regiments, air force squadrons, ships or medical battalion groups) or support units (e.g. depots or schools).MoD satellite offices44. DoD satellite offices are extensions of DoD divisions located outside headquarters to provide services on a geographically dispersed basis. They are located on bases and share common facilities and services with units. The legal services regional offices and defence inspectorate regional audit offices are examples of these.Service centres45. Service centres are unit-level structures that perform high-volume repetitive transactions on a centralised basis as an agency service. They are located on bases and share common facilities.Acquisition agency46. It is foreseen that Cabindan Arms Industry will remain the state corporation responsible for the acquisition of complex defence equipment as long as it remains unfeasible to attract the required engineering specialists within the constraints of public service salary scales.INFORMATION TECHNOLOGY47. One of the cornerstones of DoD transformation is the use of appropriate communication and information technology. This promises significant efficiency improvements and will also give operational and combat advantage to the CDF.
48. The Command and Management Information system takes into account the erosion of the distinctions between strategic, operational and tactical systems and between information and communication systems. Such systems are therefore being integrated into one coherent system which serve the needs of DoD business as a whole.PART-TIME COMPONENT49. The core force approach of the DoD relies extensively on the expansion capability inherent in the part-time component. All structures that may require expansion at a more rapid rate than normal recruiting and career development time scales will allow will have a part-time component. The part-time component will be organised around two concepts: the multi-regiment battalion, and the expandable single permanent structure.
50. The multi-regiment battalion concept is used mainly in the army (both conventional and territorial) and military health service. It calls for the maintenance of virtual units at low levels of readiness across different type formations which maintain the necessary equipment. Permanent training staff in the type formations manage force preparation cycles while personnel are maintained in part-time units.
51. There should be no limit to the number of part-time units provided funds are available in terms of the order of battle of the type formation. To encourage volunteers, the unique cultures, traditions and individual identities of part-time units should be encouraged.
52. Parts of full-time units may also be designated as virtual parts to be staffed by part-time units, for example by maintaining full-time personnel for two squadrons of an armour regiment and filling the third from part-time units.CIVILIANISATION53. In general civilians are considerably less expensive than uniformed personnel in the same post due to the higher cost of military service conditions. Civilians should therefore be used where uniformed posts are not justified. Considerable improvements indepartmental education and training opportunities for civilians will need to be made.CORE BUSINESS FOCUS AND OUTSOURCING
54. An holistic systems view will however be maintained: availability of rotation posts for operational personnel, feasibility of career patters and availability of a ready internal reserve are essential factors to consider in the civilianisation process.55. A policy of focusing on core business and outsourcing of non-core functions will be followed in line with international practices in improving efficiency in armed forces and the significant achievements in public and private enterprises. Areas within which outsourcing can be done include the logistics arena (vehicle maintenance, catering etc) and aspects of administrative and financial services for example.
56. It is foreseen that the volume and scope of services brought in from outside the DoD will expand considerably, with commensurate savings.
57. A section will be set up in the Acquisition Division to manage the administrative complexities and to support and promote outsourcing.IMPLEMENTATION58. Implementation of structural transformation is integrated into the mainstream strategic management process of the DoD. Divisional chiefs have been appointed project officers for implementation and this task has been incorporated into their work plans.
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