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Profile of the CDS

As define in the RSLAF Act 1961 as amended the Chief of the Defense Staff (CDS) has direct responsibility for the command, control and administration of the RSLAF, and is appointed by the President, on the advice of the Defense Council, The CDS is tasked with the command, direction and general superintendence of the Armed Forces.

The CDS also has a special relationship with the President who exercises virtually all of the powers of that office under the Constitution and hence services as Commander-in-Chief of the RSLAF. Formally speaking, though not in practice, there is a direct line of command from the Head of state to the Minister of Defense, through the CDS to all the officers who hold the presidential commission, and thus through them, to all members of the RSLAF.

The CDS is accountable to the minister of Defense for the conduct of all RSLAF activities, as well as for the readiness and the ability to fulfill military commitments and obligations undertaken by the government. The CDS implement decisions that involve the RSLAF by issuing orders and instructions.

Whenever required, the CDS also advises the president and cabinet directly on major military developments and issues. Above all, the CDS is the senior serving military adviser to the Government.

Profile of the ACDS-OPS & PLANS

The ACDS Operations and Plans is currently responsible for manning the Operational capability of the force, supervises and plans all operations (Land, Sea and Air) of the force and provides communications and intelligence support to the MOD/RSLAF. The ACDS Ops and Plans is responsible to the CDS for the following;

  • To formulate and develop strategic policy, operational directive and plan for the Republic of Sierra Leone Armed Forces.
  • Ensure high state of readiness for all operational development.
  • Formulation of long term plans for intelligence and security of the RSLAF.
  • Develop contingency plans for emergencies resulting from natural or man- made disasters
  • Evaluate operational plans and carrying out periodic reviews as necessary
  • Responsible for policy direction on MACA, including Peace Keeping and planning requirement

  • He also coordinates the activities of the following directorate.
  • Directorate of Military Operations
  • Directorate of Intelligence and Security
  • Directorate of Communication Information System
  • Directorate of Peace Keeping Operations
  • Directorate of Public Relations and Information

    Profile of the ACDS-TRG & DOC


    Profile of the Director of Military Operations

    The department of military operations was established in early 2001 when the Ministry of Defence was restructured as a result of the security sector reform process in 2000. The department is the main arm of the strategic operations and planning programme area within is in the Ministry of Defence. The department is designed in such a way that it encompasses the strategic operational planning, resource requirement prioritization, operational policy formulation and direction wings within the Ministry of Defence (MoD). The department has key staff officers responsible for the day to day strategic level operational planning, policy formulation and direction for the development of the RSLAF in order to carry out its Defence Missions and Tasks.

    The DMO has as its objectives the following: a) Strategic level operational planning for the development of the RSLAF
    b) Strategic level policy formulation for implementation by the RSLAF
    c) Strategic level policy direction for efficient and prudent RSLAF Consumption and operational/tactical implementation
    d) Strategic level prioritization of RSLAF operational requirements in line with Defence Planning Assumptions (DPA)

    Vision 2020
    The current document, called “VISION 2020’’ has at its parent source document, the DPA and the Defence White Paper of 2008/2009. The maiden meeting was however, held on Tuesday 05 October 2010. In brief, the Vision 2020 document outlined a list of activities that were prioritized and the approved list of activities formed the revised matrix for Vision 2020. The Vision 2020 document focused on the years 2011, 2012 and 2013 under the short term. The medium term plans for the RSLAF indicated the years 2014, 2015 and 2016. The long term plans were projected to the years 2017, 2018, 2019 and beyond. Each of the calendar years was further divided into a quarter s, that is, three months per quarter. This means four quarters per year. The committee set up to prepare this all important document was is headed by no lesser a person than the Deputy Chief of Defence Staff (DCDS). The desired objective or goal of the “Vision 2020” document was to objectively and reasonably plan or fashion within the short, medium and long term the RSLAF that is professional, accountable, well equipped, affordable and operationally capable, willing and ready to contribute to regional and global peace and security.


    Profile of the Director Intelligence and Security

    The Director of Intelligence and Security links up with the intelligence community at national level and directs all RSLAF MI assets in consultation with Joint Force Command in accordance with CDS’S direction in order to deliver a credible intelligence organization in support of DCS and his commanders.

  • The Director is responsible to provide the following
  • Maintain intelligence standards
  • Guidance for intelligence training and development directives
  • Ensure intelligence equipment and IT is in keeping with CDS’s intelligence Requirements
  • Ensure health and safety at work is maintained within intelligence units
  • As necessary, provide budgetary advice to ACDS Ops/Plans ensure delivery of Military Intelligence to a credible degree


    Profile of the Director of Communication Information System

    The directorate of communication Information System is one of the (5) Directorates under the ACDS Ops/Plans. It is responsible to plan, develop and deliver communications support at strategic, operational and tactical levels with the MOD/RSLAF. The directorate is also responsible to supervise the Joint Communications Unit (JCU) to perform its primary role of providing communications for the RSLAF whenever they are deployed be it local or international (PSO). They are responsible to install, operate, maintain communications equipment and provide trained manpower to meet the MOD/JCU establishment.


    Profile of the Director of Peace Keeping

    The Directorate of Peace Keeping is a very key component under the Acting Chief of Defence Staff Operations and Plans at the Ministry Of Defence. The Directorate is responsible for selection, processing facilitating and administration of all RSLAF personnel for external deployments on peace support operations.

    These deployments include United Nation Peacekeeping missions, Economic Community of West Africa States(ECOWAS) Africa Union (AU) missions and other secondments appointments to sister countries and the region as a whole to promote a wider national interest.

    Since the establishment of the directorate in2008, the RSLAF had been able to rotate MILOBS in five UN Peacekeeping missions viz, (East Timor, Lebanon, Darfur and Sudan). It has also been able to alternate formed troops (Sector Recce Company). With one officer to be in UN in New York the Directorate has now move ahead to achieve its goal in deploying a Battalion to UN Peace Keeping Mission in Somalia


    Profile of the Director of Public Relations and Information

    The Directorate of Public Relations and Information’s has now become an integral embodiment of any institution whose spheres of work borders on a large body of men and women internal and external, regardless of whether it is public Limited Liability, individual, profit and non-profit making.

    The directorate serves as a membrane through which the institution interacts with its internal community and external public. It serves both the interest of the organization and its public, whether in profit making or image projection.

    Public Relations in the Ministry of Defence (MOD) is like any other PR Department in any institution. This department promote widespread understanding and military support military operations, maintaining operational security in order to communicate timely, accurate and effective information to audiences, through the medium of national and international media, in support of the MOD and RSLAF.

    Profile of the ACDS - PERS/M S


    To have a professional head of service for policy direction and budgetary management on all personnel matter, chaplaincy and band services, individual training, education and recruiting in order to provide the RSLAF, in peace and war, with coherent and progressive personnel chaplaincy, band, training, education and recruiting services:

    To provide leadership at all times so as to develop a professional, highly motivated and developed RSLAF for the highest quality services both for future operations and in peacetime.

    Duties and responsibilities
    The main duties of the ACDS Pers & Trg are to provide the essential training and defence personnel functions, within an allocated tightly managed budget, to achieve the assessed training and personnel requirement in order to meet the Defense Mission. The key tasks required to buttress the ACDS Pers & Trg’s main effort, are as follows:
  • Ensure the effective and efficient career management of Other Ranks and Offices
  • Ensure the effective and efficient delivery of Other Ranks and Officers mandatory training and educational programs
  • Ensure the effective and efficient delivery of a national recruiting campaign. Develop, deliver and sustain enhanced Adult Education and Basic Skills provision for Other Ranks
  • Develop and deliver pilot key stage professional developmental education provision for Other Ranks
  • Review the Statement of Training Requirement (SOTR) for all training courses (overseas and in country) and the liability on ACDS Pers & Trg financial allocation and resources
  • Ensure that there is effective and efficient budgetary process and oversight of the Personnel and training program
  • Review and as necessary reconfigure Study Leave provisions to better meet the needs of the RSLAF
  • Develop the professional competencies and raise the overall effectiveness and efficiency of all Other Ranks and Officers under command. This includes compliance with CDS’ Individual Training Directives
  • Develop and implement all personnel manning policies for RSLAF
  • Develop and manage career structures for infantry and specialists
  • Develop and implement a Defense Policy Committee endorsed Terms and Conditions of Service that will be affordable, practicable and acceptable to the GoSL
  • Develop a non-financial package for Honors and Awards
  • Lead all issues relating to promotions, appointment, postings and releases
  • Co-ordinate all career management boards (TSB, ASB, PSB)
  • Maintain liaison with external agencies in matter relating to personnel eg NASSI
  • Review Defense Council Instructions for Overseas Allowances
  • Supervise AFEC, AFPC, Chaplains, Imams, Band and AFTC

    Profile of the ACDS - SP & LOG

    The ACDS Support and Logistic is Responsible for devising and maintaining the logistics capability of the force, plan and supervises all logistics matters for the RSLAF. He is responsible to the CDS for the following.

    Directly overseas and monitors the activities of the Directorates of Logistic Equipment Support, Estates , Medical,Agriculture and Tailoring.
  • Programmed manager for all Logistic, Equipment Support and Medical issues
  • Advice the procurement process on Logistic, Equipment Support and Med issues.
  • Develop logistics contingency plans for emergencies
  • Should have an oversight on all Logistics and Equipment Support related issues within JFC.
  • Any other task(s) as directed by Chief of Defence Staff.


    Profile of the Director of Lgistics and Equipment

    The Director Logistic and Equipment Support policy formulation to sustain the RSLAF in all its military tasks, within the constraint of financial resources. And is responsible to:
  • Logistic and Transport trades
  • Combat Supplies-Ration, Ammunitions, Fuel and Lubricants, Water..
  • Materiel - Spare Parts, Clothing, Building stores, G1098stores
  • Advice on future Transport/ Equipment Support programmes requirement for the RSLAF.
  • Electrical Mechanical Engineers Trade- Recovery, Repairs, inspection, Servicing and Modification.
  • Lead on disposal of RSLAF’s obsolete/BER equipment
  • Ensure strategic reserves are maintained for all Logistic and Equipment Support
  • Deputise Assistant Chief of Defence Staff Support and Logistic


    Profile of the Director of Defence Estate

    The Directorate of Estate is to facilitate the provision of technical and residential accommodation including training areas and the management of these in fractures in order to provide a fit-for-purpose estate of the RSLAF within the framework of democratic governance. And he is responsible to
  • Develop and implement Estate policies for the RSLAF.
  • Monitoring and evaluation of projects.
  • Preparations of utility bills (Guma, National Power Authority, etc) for payment
  • Solely responsible for preparing the Minister of Defence’s Performance Contract.
  • Weekly update on the Directorates activities
  • Liaises with the Army Engineers Regiment, utility companies like GVWC, NPA and report to the ACDS Sp/Log.


    Profile of the Director of Defene Medical Service

    Director Defence Medical Services is responsible to Coordinates with Ministry of Health in all promotion issues across the country.
  • Advises the Ministry Of Defence on health issues
  • Formulates health Policies in accordance with MOHS standards
  • Directs the activities and liaises with the Commanding Office Joint Medical Unit (JMU).
  • Liaises with the Matron JMU on issues regarding trained nursing personnel.
  • Carries out periodic supportive supervision of all medical staff in formation and units
  • Ensuring posting of medical staff are done according to training requirements


    Profile of theDirector - G & EO

    The Directorate of Gender & Equal Opportunities is responsible for:
  • Ensuring that the MOD/RSLAF is driven by the principle of equal opportunity.
  • Ensuring that the MOD/RSLAF’s organisational culture embraces and promotes gender equity in the provision, management and employment of forces as directed by the constitution, national legislations, regional and international instruments ratified by Sierra Leone, to optimise the success of the MOD/RSLAF.
  • Ensuring the development of measures that will create a level playing field to attract and retain young recruits especially women.
  • Developing measures that enforce equal opportunities for career staffing and leadership.
  • Developing mechanisms that ensure equal opportunities for deploying in local and international theatres of operations.
  • Developing measures that increase the pool of deployable women to various theatres of operation.
  • Developing an enabling environment for gender equity that seeks to empower and promote equitable representation of men and women in all decision making structures of the MOD/RSLAF
  • Developing an interface with key stakeholders including Parliament, Ministries, Departments and Agencies and Civil Society Think Tanks dealing with various aspects of security and gender equality.
  • Developing training that should make clear to everyone the standards of behaviour expected and should be reinforced by examples.
  • Developing a system where complaints are dealt with quickly at the lowest appropriate level with sensitivity. All complaints are recorded and the details reported accurately in accordance with extant policy, and the outcome of any procedure must remedy the situation.
  • Developing a communication strategy both internally and externally based upon openness and transparency.


    Profile of the DG

    The DG is accountable to Parliament for expenditure of all public money voted for defence purposes This means that whilst ministers make policy decisions on the allocation of resources, the DG is responsible for ensuring that rigorous standards of prosperity, regularity, affordability and value for money are applied to the expenditure giving effect to those ministerial decisions He is the MOD’s Accounting Officer reflecting his responsibility to ministers and staffing of the Department and for financial procedures and other matters.

    The responsibilities of the Director General include:
  • Is responsible to the Minister of Defence and to provide direction to Deputy Secretaries and Subordinate Directors and Staff.
  • Co-ordination of all the disparate elements of Defence Management and Administration at the Strategic Level.
  • Lead Civilian Adviser to the Minister of Defence.
  • Principal administative and finance officer in the ministry of defence

    Profile of the CA)

    The responsibilities of the CA include:

    The CIVAD is a UK MOD employee working within the Sierra Leonean Ministry of Defence. His role is to provide advice and support to the Government of Sierra Leone’s Defence Minister, the MOD Director General (Permanent Secretary equivalent), the Chief of Defence Staff, and the MOD’s Top Management Group; to work towards the establishment of an effective, policy competent, non-political, democratically accountable, Ministry of Defence, to provide oversight over and coordinate the activities of, the Republic of Sierra Leone Armed Forces (RSLAF). To facilitate this, the CIVAD is involved in efforts to improve legislation and policy as well as institutional and organisational development, and affordability and sustainability in the longer term, both within the MoD and the broader security sector.

    Profile of the DSFA

    The Deputy Secretary in charge of finance and administration is in charge of the Directorate and working along side him, are the Directors of Finance and Budget, Staff and Admin.

    The responsibilities of the DSFA include:
  • Responsible for policy, in the area of finance and budget, management of the financial process, staff and administration, he signed all financial and accountable documents
  • Responsible to the Director General and to provide direction to subordinate Directors and their staff
  • Specific responsibility for the policy in the areas of finance, budget, staff and administration


    The Director, Defence Finance and Budget is accountable to the Deputy Secretary of Finance and Administration

    The responsibilities of the DSFA include:
  • Responsible to the Deputy Secretary Finance and Administration and provide direction to other staff in the Directorate
  • Production of the annual defence budget and lead on in year financial management issues
  • Production and subsequent amandment of the new defence finance policy


    The Director, Defence Staff and Administration is accountable to the Deputy Secretary of Finance and Administration

    The responsibilities of the DSFA include:
  • Responsible to Deputy Secretary Finance and Administration and provide direction to other staff in the Directorate
  • Management and administration of civilian personnel within defence area
  • Formulation of policy on issues such as infrastructure, security, health and safety and equal opportunities

    Profile of the DSPP)

    The Deputy Secretary for Policy and Procurement is one of two Deputy Secretaries in the Ministry. As one of two Principal Assistants to the Director General, the D.S Policy and Procurement supervises both the Policy and Procurement Directorates of the Ministry.

    The responsibilities of the DSPP include:
  • General Administration, coordination and supervision of the Policy and Procurement Directorates
  • Coordinate the monthly Defence Policy Committee meetings. (The Defence Policy Committee is the highest Management Committee in the Ministry of Defence and takes responsibility for the Formulation of Policies for the Republic of Sierra Leone Armed Forces)
  • Ensure that duly enacted Policies are promulgated Force-wide
  • Coordinate the production and publication of the Defence White Paper
  • Advise the Defence Procurement Committee on best Procurement practices
  • Prepare drafts of agreements for the procurement of goods and services for the Ministry
  • Submit draft agreements to the Law Officers` Department for vetting
  • Supervise the preparation of the Ministry`s annual Procurement Plan
  • Proffer advice on appropriate procurement methods in respect of Goods, works and Services
  • Update Senior Management- on a weekly basis, on major Policy and Procurement issues
  • Request for waiver on open tenders from the National Public Procurement Authority for the procurement goods and services by restricted as and when required
  • Supervise two Procurement cadre Officers attached to the Ministry; Director of Policy

    Director of Policy

    The Director, Policy is accountable to the Deputy Secretary for Policy and Procurement.

    The responsibilities of the DSPP include:
  • Reponsible to the Deputy Secretary Policy and Procurement and to provide directions to other staff in the directorate
  • Productionn of the consolidated national defence policy and responsiblity for it subsequent review
  • Production of the department management strategy

    Profile of the Procurement

    The Director, Procurement is accountable to the Deputy Secretary for Policy and Procurement.

    The responsibilities of the DSPP include:
  • Responsible to the Deputy Secretary Policy and Procurement and to provide direction to other staff in the directorate
  • Production and subsequent amendment of defence procuement policy and management of the process
  • Secretary of the defence tender board and responsile for liaison with central tender board

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