DEPARTMENT OF DEFENCE Annual Performance Plan

Transcription

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2 DEPARTMENT OF DEFENCE Annual Plan for Together we move South Africa forward Date of tabling: 10 March

3 DOD Annual Plan for 2015 FOREWORD BY THE MINISTER OF DEFENCE AND MILITARY VETERANS, THE HONOURABLE MS N.N. MAPISA-NQAKULA, MP The focus of the Department of Defence is to ensure the completion of the five-year programme and consolidate the ground for the achievement of outcomes as set out in the Defence Mandate. In giving substance to its constitutional obligations, the Department of Defence has to embrace government priorities aimed at dealing with the poverty levels the country faces in order to ensure that development takes place in a stable and conducive environment. Like all other government institutions and entities the Department of Defence is expected to contribute to the national imperatives as envisioned by the National Development Plan, Vision Thus the alignment of the Department of Defence s priorities and activities with the government s will make the National Development Plan, Vision 2030 a living document which will see the country s economic and social trajectory beginning to deal with the triple challenges of poverty, inequality and unemployment. If South Africa is to move ahead and create a better life for all its citizens and begin to move South Africa forward, it needs to tackle these challenges head on. It is clear that our strategic framework within the coming period is underpinned by the intent to narrow the nexus between the National Development Plan, Vision 2030 and our departmental programme of action to support this agenda, as well as to ensure the optimal achievement of our Defence outputs and outcomes in accordance with our Constitutional Mandate. The Department of Defence contribution to the National Development Plan Vision, 2030 must include beefing up our capacity to anticipate elements that may create instability. The focus should be to gain deeper understanding and therefore anticipate threats to national security well ahead of adversaries. However, it is to be noted that our capacity to attain this intent, will, to some degree, be constrained by a number of factors within the performance delivery environment, most notable being the disconnect between the Constitutional Mandate, the expectations of government and the budget allocation, with all subsidiary risks which this entails. In addition, the continued constraints within such support domains as our Defence research capability, infrastructure and facilities, and information management, will demand careful and directed management in order to ensure adequate mitigation. The adoption and approval of the South African Defence Review 2015 by government gives us an opportunity to deal with these constraints in a systematic and decisive way, to enable the South African National Defence Force to fulfil its mandate. The South African Defence Review 2015 also gives specific attention to the strategic challenges that have arisen over the past two decades and will strategically position the South African National Defence Force to deal with peace and security on the continent, and with the equal important functions of conventional warfare, peacekeeping, humanitarian assistance and disaster relief. This means having a defence force that is resourced and has the flexibility to react to any eventuality. The constitution of the Republic of South Africa states that the SANDF should inter alia defend and protect its people, and the South African Defence Review 2015 recognises the fact that South Africa is expected to play a pivotal role in defence cooperation and peace support on the continent. ii

4 This has meant that the Department of Defence should continue to balance its dual responsibilities of being ready to defend the country and its territorial integrity whilst at the same time increasingly getting involved in peace support operations. The Department of Defence s support of Government s commitment to the stability, security and renewal of Africa is evidenced by the pivotal role the Department of Defence is playing through the on-going participation by the South African National Defence Force in peace support and post-conflict reconstruction. The Department of Defence will continue to engage with its regional partners in Africa by focussing on the security related objectives of Southern African Development Community the African Union and the United Nations. In addition to peace support missions, the South African National Defence Force will continue to provide humanitarian relief and assist other State departments in support of the Government s domestic and foreign policy objectives. The Department of Defence upholds its commitment to achieving its Constitutional Mandate, ensuring the successful attainment of its output, including the meeting of its ordered commitments, mission ready defence capabilities, sound defence direction and defence compliance within the regulatory framework. This will be framed by a value system which upholds as foremost such values as discipline, transparency, fairness, excellence through leadership, honesty and integrity. This Annual Plan will guide the Department of Defence to achieve its set Outcomes and Outputs in the fiscal year /2017. (N.N. MAPISA-NQAKULA) MINISTER OF DEFENCE AND MILITARY VETERANS, MP Date: 29 FEBRUARY DOD ANNUAL PERFORMANCE PLAN FOR iii

5 DOD Annual Plan for 2015 INTRODUCTION BY THE SECRETARY FOR DEFENCE AS THE ACCOUNTING OFFICER OF THE DEPARTMENT OF DEFENCE The Mandate of the Department of Defence, as derived from the Constitution of the Republic of South Africa (Act No. 108 of 1996, Section 200), directs the outcomes of the Department of Defence namely to ensure that the RSA is defended and protected and that civil control of Defence is enhanced. Through the resourced Department of Defence Annual Plan for, the department supports the national imperatives that inform the strategic agenda of government during the foreseeable future. These national imperative include, amongst others, the National Development Plan Vision 2030, Medium-Term Strategic Framework ( ), Growth Path, Industrial Policy Action Plan, Forum for South African Director-Generals Action Plan ( ) as well as the 2015 and State of the Nation Address. The integration of the prevailing national imperatives with the departmental sustained and change agenda will be undertaken through the institutionalised departmental Outcomes - Based Planning process resulting in the development and measuring of departmental progress towards planned and resourced Outputs. As part of its support to the national imperatives, the Department of Defence supports the Medium-Term Strategic Framework Outcomes 3 All people are and feel safe and Outcome 11 Creating of a better south Africa and contributing to a better and safer Africa in a better world. These outcomes formed the pillars to the development of this Annual Plan for. The South African Defence Review 2015, was approved by Cabinet on 19 March 2014, and endorsed by the National Assembly and National Council of Provinces on 04 June 2015 and 24 June 2015 respectively. The South African Defence Review 2015 provides the defence policy for South Africa that informs the defence trajectory to be pursued over multiple Medium-term Strategic Framework periods (20 to 30 years). The South African Defence Review 2015 maps out five strategic planning milestones as firm foundations to direct the development of South Africa s defence capabilities through a departmental Long-Term Defence Development Plan, inclusive of an aligned funding trajectory integrated into both national and departmental planning, budgeting and reporting cycle. The Department of Defence Annual Plan for which is aligned with an approved DOD Strategic Plan , places emphasis on the implementation of the SA Defence Review 2015 Milestone 1 Implementation Plan aimed at Arresting the decline in critical capabilities through immediate, direct interventions within allocated resources. The South African Defence Review Implementation Plan to Arrest the Decline will deal with the following aspects: Identification of the minimal cost-driven interventions to improve efficiencies and effectiveness within the Department of Defence. Identification of cost-driven interventions for those capabilities that are required to support existing ordered operational commitments. iv

6 The South African Defence Review 2015 Milestone 1 Implementation Plan will form the basis of a strategic-level negotiation process between the Department of Defence and the National Treasury and other identified stakeholders to ensure appropriate resourcing of the defence function. In order to ensure the programmatic implementation of the South African Defence Review 2015 and alignment with the Minister of Defence and Military Veterans Priorities, the Defence Secretariat will pursue the following Focus Areas during the fiscal year /17: Defence Strategic Direction. Defence Funding Model. Human Resources Renewal. Organisational Renewal. Capability Sustainment and Renewal. Defence Industry and Technology. Ordered Defence Commitments. In conclusion, the Constitutional mandate of Defence remains the protection of the sovereignty and territorial integrity of the Republic of South Africa, a mandate that will be pursued though the strategic directing of the functions of the men and women in service of the department. The latter will be guided by a departmental value system that upholds as foremost, discipline, transparency, fairness, excellence through leadership, honesty and integrity. (DR S.M. GULUBE) SECRETARY FOR DEFENCE Date: 15 FEBRUARY DOD ANNUAL PERFORMANCE PLAN FOR v

7 DOD Annual Plan for 2015 INTRODUCTION BY CHIEF OF THE SOUTH AFRICAN NATIONAL DEFENCE FORCE: GENERAL S.Z. SHOKE The South African National Defence Force values the primacy of its constitutional mandate to defend and protect the country s territorial integrity and its people and the political direction of the Minister of Defence and Military Veterans as well as that of Government. A set of Chief of the South African National Defence Force focus areas gives substance to the priorities of the Minister of Defence and Military Veterans and covers the key functional areas of the South African National Defence Force. We also attach much strategic value to the collective plans and programmes of the security cluster, particularly the Justice, Crime Prevention and Security and the International Cooperation, Trade and Security Clusters. As such, the Department of Defence Annual Plan articulates the funded outputs required to achieve the South African National Defence Force s mandate and the Minister s direction and supports the clusters objectives within the available financial resources. No effort is spared in sharpening working relations with all stakeholders in the Defence portfolio, that is, Armscor, Internal Audit and the Defence Industry. With such relations forged, the organisation will avoid negative audit outcomes and remain an asset to the government and the people of South Africa. The Department of Defence Annual Plan affirms that the South African National Defence Force will continue with ordered defence commitments in the pursuance of the Defence Mandate and missions in support of civil authorities. The ordered defence commitments will also include the South African National Defence Force s support to South Africa s foreign policy objectives of creating a better South Africa and contributing to a better and safer Africa in a better world. This therefore implies that the South African National Defence Force will continue to conduct missions to secure our borders, provide forces for peace support operations and continue to secure our sea-lines of communication. During the /17 Financial Year, the South African National Defence Force will finalise deliverables that are key to the institutionalisation of the new defence policy direction, SA Defence Review 2015, in the military. The latter policy direction includes, but is not limited to, the promulgation of an overarching implementation plan for the Arresting the decline in critical capabilities through immediate, direct interventions (Milestone 1 of the SA Defence Review 2015), a Military Strategy, a Blueprint Force Design, and a Restructuring Plan. The Military Strategy in particular will set the tone for the revitalisation of the country s military resources, and provide the balance between ways, means and ends to achieve the SA Defence Review 2015 objectives. The Military Strategy will also serve as the capstone document from which subsequent lower-order strategies and plans will link in the outer years of the Medium-term Expenditure Framework. The South African National Defence Force in the pursuance of the Defence Mandate will strive for a young and fit human resource component of the Defence through recruitment in an attempt to renew our human resource capacity. An ageing vi

8 Defence Force may result in ineffectiveness in the execution of its missions. It is for this reason that human resource renewal becomes critical to enable a vibrant Defence Force. Very closely linked to human resource renewal is the renovation of South African National Defence Force facilities to enable a combat ready Defence Force. It is important for the South African National Defence Force to provide good facilities and equipment for our soldiers in the spirit of enhancing combat readiness and to keep their morale high. The changing nature of security threats (current and emerging) has made the operating environment more dynamic and complex. Therefore, the preparation of our forces through robust training that is relevant takes priority. The Department of Defence Annual Plan provides the South African National Defence Force with an opportunity to continue training our soldiers to provide them with relevant combat and operational planning skills. The type of training offered to our soldiers is an important element of force protection. As such force preparation has also been prioritised within our resource envelope. As we prepare to execute the Department of Defence Annual Plan, I take this opportunity to salute all the men and women who have lost their lives in the past years while on duty. It is due to their bravery that we are inspired to continue to be servants of our people. (S.Z. SHOKE) CHIEF OF THE SOUTH AFRICAN NATIONAL DEFENCE FORCE: GENERAL Date: 06 FEBRUARY DOD ANNUAL PERFORMANCE PLAN FOR vii

9 DOD Annual Plan for 2015 Official Sign-Off It is hereby certified that this Department of Defence (DOD) Annual Plan (APP): Was developed by the DOD (Defence Secretariat [Def Sec]) and South African National Defence Force [SANDF]) management under the guidance of the Minister of Defence and Military Veterans (MOD&MV). Was prepared in line with the current DOD Strategic Plan (2015 to 2020), relevant policies, legislation and other mandates for which the DOD is responsible. Accurately reflects the performance information (performance indicators and targets) the DOD will endeavour to achieve, within the available resources for the FY/17 Medium-term Expenditure Framework (MTEF). information included in this APP has been and will be developed, managed and stored in terms of DOD approved Standard Operating Procedures (SOP) No 07/2014: Development of DOD SOP for Management and DOD Instruction No 11/2014: Development and refinement of the DOD s emanating from the draft DOD Strategic Plan for FY2015/16 to FY2019/20 and related tasks emanating from the DOD Workshop held over the period 08 to 10 October 2014 dated 17 December (MR E.S. SOKHELA) CHIEF FINANCIAL OFFICER: DEPUTY DIRECTOR-GENERAL Date: 06 FEBRUARY (DR T. GAMEDE) CHIEF DEFENCE POLICY, STRATEGY AND PLANNING: DEPUTY DIRECTOR-GENERAL Date: 06 FEBRUARY (S.Z. SHOKE) CHIEF OF THE SOUTH AFRICAN NATIONAL DEFENCE FORCE: GENERAL Date: 06 FEBRUARY (DR S.M. GULUBE) SECRETARY FOR DEFENCE: DIRECTOR-GENERAL Date: 15 FEBRUARY (N.N. MAPISA-NQAKULA) MINISTER OF DEFENCE AND MILITARY VETERANS, MP Date: 29 FEBRUARY viii

10 DOD ANNUAL PERFORMANCE PLAN FOR ix

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12 CONTENTS TOPIC PAGE GLOSSARY xviii PART A: STRATEGIC OVERVIEW 1 Vision... 1 Mission... 1 DOD Organisational Values... 1 DOD Individual Values... 1 Updated Situational Analysis... 2 External Environment... 2 Political...2 Economic...2 Social...3 Sustainable Development Goals...4 Technological...5 Legal...6 Physical...6 Military...6 Internal Environment... 7 Constitutional and Legislative Mandates... 9 Revision to Legislative and Other Mandates Policy Mandates The South African Defence Review Pending Court Rulings Delivery Environment DOD Contribution to National Imperatives of Government The Minister of Defence and Military Veterans Priorities for the FY/17 to FY2018/ The Secretary of Defence Focus Areas for the FY/17 to FY2018/ The Chief of the South African National Defence Force Focus Areas for the FY/17 to FY2018/ Organisational Environment DOD Overview of the FY/17 Budget and Medium-term Expenditure Framework Estimates DOD Budget Programme Structure DOD ANNUAL PERFORMANCE PLAN FOR xi

13 DOD Annual Plan for 2015 CONTENTS (CONTINUED) TOPIC PAGE Changes to DOD Budget Programme Structure DOD Expenditure Estimates Relating FY/17 MTEF Expenditure Trends to Strategic Outcome-oriented Outputs DOD Expenditure Trend Over the /17 MTEF PART B: PROGRAMME AND SUBPROGRAMME PLANS 29 Description of the DOD Planning, Budgeting and Reporting Cycle National Outcomes-/Results-based Planning (Logic Model) Outcomes-based Planning DOD Logic Model (DOD Strategy Map) DOD Strategy Map Overview DOD Aligned with the DOD Strategy Map: FY/17 to FY2018/ DOD Selected s and s for FY/17 to FY2018/ MTSF Outcomes, derived from Government Outcomes, for the FY/17 to FY2018/ Core Outputs per Programme: s, s (Annual and Quarterly) and Reconciling s with the FY/17 to FY2018/19 Budget Allocation Programme 1: Administration (Purpose, Outputs, s and Budget) Programme 2: Force Employment (Purpose, Outputs, s and Budget) Programme 3: Landward Defence (Purpose, Outputs, s and Budget) Programme 4: Air Defence (Purpose, Outputs, s and Budget) Programme 5: Maritime Defence (Purpose, Outputs, s and Budget) Programme 6: Military Health Support (Purpose, Outputs, s and Budget) Programme 7: Defence Intelligence (Purpose, Outputs, s and Budget) Programme 8: General Support (Purpose, Outputs, s and Budget) PART C: LINKS TO OTHER PLANS 131 Links to the DOD Long-term Infrastructure and Other Capital Plans Conditional Grants Public Entities Reporting to the Executive Authority Public/private Partnership These tables refer to s that are. classfieid in this DOD APP for refers to Classified information that has not been published for the consumption of the public but managed through the appropriate mandated internal and external oversight institutions. However, projections and subsequent reports will be available for audit purposes. xii

14 CONTENTS (CONTINUED) TOPIC PAGE Consultant Utilisation DOD Enterprise Risks DOD Management Assessment Tool DOD Service Delivery Improvement Plan LIST OF TABLES Table 1: DOD Constitutional and Primary Legislative Mandates... 9 Table 2: DOD Pending Court Rulings Table 3: DOD Budget Programme Structure Table 4: DOD Expenditure Estimates for the FY/17 to the FY2018/ Table 5: DOD Outcome Table 6: DOD Outcome Table 7: DOD Output Table 8: DOD Output Table 9: DOD Output Table 10: DOD Output Table 11: DOD Internal Process Table 12: DOD Internal Process Table 13: DOD Internal Process Table 14: DOD Resources Table 15: DOD Resources Table 16: DOD Resources Table 17: DOD Resources Table 18: DOD Building for the Future Table 19 and 20: DOD Building for the Future 2/ Table 21: DOD Building for the Future Table 22: DOD Building for the Future Table 23: DOD Selected s and s: FY/17 to the FY2018/ DOD ANNUAL PERFORMANCE PLAN FOR xiii

15 DOD Annual Plan for 2015 CONTENTS (CONTINUED) TOPIC PAGE Table 24: Subprogramme: Ministry: s and Annual s for the FY/17 to the FY2018/ Table 25: Subprogramme: Ministry: s and Quarterly s for FY/ Table 26: Subprogramme: Military Ombud: s and Annual s for the FY/17 to the FY2018/ Table 27: Subprogramme: Military Ombud: s and Quarterly s for FY/ Table 28: Subprogramme: Reserve Force Council: s and Annual s for the FY/17 to the FY2018/ Table 29: Subprogramme: Reserve Force Council: s and Quarterly s for FY/ Table 30: Subprogramme: Defence Force Service Commission: s and Annual s for the FY/17 to the FY2018/ Table 31: Subprogramme: Defence Force Service Commission: s and Quarterly s for FY/ Table 32: Subprogramme: Department Direction: s and Annual s for the FY/17 to the FY2018/ Table 33: Subprogramme: Department Direction: s and Quarterly s for FY/ Table 34: Subprogramme: Policy and Planning Services: s and Annual s for the FY/17 to the FY2018/ Table 35: Subprogramme: Policy and Planning Services: s and Quarterly s for FY/ Table 36: Subprogramme: Military Policy, Strategy and Planning Office: s and Annual s for the FY/17 to the FY2018/ Table 37: Subprogramme: Military Policy, Strategy and Planning Office: s and Quarterly s for FY/ Table 38: Subprogramme: Financial Services: s and Annual s for the FY/17 to the FY2018/ Table 39: Subprogramme: Financial Services: s and Quarterly s for FY/ Table 40: Subprogramme: Human Resources Support Services: s and Annual s for the FY/17 to the FY2018/ Table 41: Subprogramme: Human Resources Support Services: s and Quarterly s for FY/ Table 42: Subprogramme: Legal Services: s and Annual s for the FY/17 to the FY2018/ Table 43: Subprogramme: Legal Services: s and Quarterly s for FY/ xiv

16 CONTENTS (CONTINUED) TOPIC PAGE Table 44: Subprogramme: Inspection and Audit Services: s and Annual s for the FY/17 to the FY2018/ Table 45: Subprogramme: Inspection and Audit Services: s and Quarterly s for FY/ Table 46: Subprogramme: Acquisition Services: s and Annual s for the FY/17 to the FY2018/ Table 47: Subprogramme: Acquisition Services: s and Quarterly s for FY/ Table 48: Subprogramme: Communication Services: and Annual s for the FY/17 to the FY2018/ Table 49: Subprogramme: Communication Services: and Quarterly s for FY/ Table 50: Subprogramme: SANDF Command and Control: and Annual s for the FY/17 to the FY2018/ Table 51: Subprogramme: SANDF Command and Control: and Quarterly s for FY/ Table 52: Subprogramme: Religious Services: and Annual s for the FY/17 to the FY2018/ Table 53: Subprogramme: Religious Services: and Quarterly s for FY/ Table 54: Subprogramme: Defence Reserve Direction: and Annual s for the FY/17 to the FY2018/ Table 55: Subprogramme: Defence Reserve Direction: and Quarterly s for FY/ Table 56: Subprogramme: Defence Foreign Relations: and Annual s for the FY/17 to the FY2018/ Table 57: Subprogramme: Defence Foreign Relations: and Quarterly s for FY/ Table 58: Subprogramme: Defence International Affairs Division: s and Annual s for the FY/17 to the FY2018/ Table 59: Subprogramme: Defence International Affairs Division: s and Quarterly s for FY/ Table 60: Subprogramme: Office Accommodation: s and Annual s for the FY/17 to the FY2018/ Table 61: Subprogramme: Office Accommodation: s and Quarterly s for FY/ DOD ANNUAL PERFORMANCE PLAN FOR xv

17 DOD Annual Plan for 2015 CONTENTS (CONTINUED) TOPIC PAGE Table 62: Programme 1: Administration: Reconciling s with the Budget and MTEF Table 63: Programme 2: Force Employment: s and Annual s for the FY/17 to the FY2018/ Table 64: Programme 2: Force Employment: s and Quarterly s for FY/ Table 65: Programme 2: Force Employment: Reconciling s with the Budget and MTEF Table 66: Programme 3: Landward Defence: s and Annual s for the FY/17 to the FY2018/ Table 67: Programme 3: Landward Defence: s and Quarterly s for FY/ Table 68: Programme 3: Landward Defence: Reconciling s with the Budget and MTEF Table 69: Programme 4: Air Defence: s and Annual s for the FY/17 to the FY2018/ Table 70: Programme 4: Air Defence: s and Quarterly s for FY/ Table 71: Programme 4: Air Defence: Reconciling s with the Budget and MTEF Table 72: Programme 5: Maritime Defence: s and Annual s for the FY/17 to the FY2018/ Table 73: Programme 5: Maritime Defence: s and Quarterly s for FY/ Table 74: Programme 5: Maritime Defence: Reconciling s with the Budget and MTEF Table 75: Programme 6: Military Health Support: s and Annual s for the FY/17 to the FY2018/ Table 76: Programme 6: Military Health Support: s and Quarterly s for FY/ Table 77: Programme 6: Military Health Support: Reconciling s with the Budget and MTEF Table 78: Programme 7: Defence Intelligence: s and Annual s for the FY/17 to the FY2018/ Table 79: Programme 7: Defence Intelligence: s and Quarterly s for FY/ Table 80: Programme 7: Defence Intelligence: Reconciling s with the Budget and MTEF Table 81: Programme 8: General Support: s and Annual s for the FY/17 to the FY2018/ Table 82: Programme 8: General Support: s and Quarterly s for FY/ Table 83: Programme 8: General Support: Reconciling s with the Budget and MTEF Table 84: Links to Long-term Infrastructure Plan: and Replacement Assets xvi

18 CONTENTS (CONTINUED) TOPIC PAGE Table 85: Links to Long-term Infrastructure Plan: Maintenance and Repair Table 86: Links to Long-term Infrastructure Plan: Refurbishment Table 87: Public Entities Reporting to the Executive Authority Table 88: DOD Consultant Utilisation and Historically Disadvantaged Individual Classification for the FY/ Table 89: DOD Enterprise Risks with Risk Responses Table 90: MPAT Levels of Management Table 91: DOD Service Delivery Improvement Plan LIST OF FIGURES Figure 1: Sustainable Development Goals... 4 Figure 2: Planning the DOD Development Trajectory Figure 3: NDP, Vision 2030 Plans Figure 4: DOD Macro-organisational Structure Figure 5: The DOD Planning, Budgeting and Reporting Cycle Figure 6: Key Concepts (Logic Model/Strategy Map) Figure 7: DOD Strategic Planning Framework (DOD Strategy Map) Figure 8: DOD Management Key Areas ANNEXURES Annexure A: DOD aligned and linked to Government Outcomes, DOD Strategy Map for FY/17 and the Strategic Outcomes and 5 year Strategic Plan s Annexure B: Amendments to the s that are reflected in the DOD Strategic Plan for 2015 to Annexure C: DOD Strategic Description Table Annexure D: SA Defence Review 2015 (Milestone 1) Implementation within current FY/17 Resource Allocation DOD is supported by Technical Datasheets which are available on the DOD Intranet. DOD ANNUAL PERFORMANCE PLAN FOR xvii

19 DOD Annual Plan for 2015 GLOSSARY List of abbreviations used in this APP ACIRC AFB AGSA APP AMC AMF Armscor ASB AU BFF BMA BMTT BPSTT CAE CCB CFO CHA CHR COIR C SANDF CSIRT DA DACAF Def Sec DDG DDSI DEP DICI DIRCO DFR DFSC DLSD DMV DOD DPSA DPSP DRIPT EA EU ENE ERM African Capacity for Immediate Response to Crisis Air Force Base Auditor-General of South Africa Annual Plan Accountability Management Committee Audit Management Forum Armament Corporation of South Africa Army Support Base African Union Building for the Future Border Management Agency British Military Training Team British Peace Support Training Team Chief Audit Executive Castle Control Board Chief Financial Officer Concurrent Health Assessment Chief Human Resources York State Partnership and Inter-allied Confederation of Reserve Officers Chief of the South African National Defence Force Cyber Security Immediate Response Team Delivery Agreement Directorate Anti-corruption and Anti-fraud Defence Secretariat Deputy Director-General Armscor Defence Decision Support Institution Defence Endowment Property Defence and Communication Infrastructure Department of International Relations and Cooperation Defence Foreign Relations Defence Force Service Commission Defence Legal Services Division Department of Military Veterans Department of Defence Department of Public Service Administration Defence Policy, Strategy and Planning Defence Review Implementation Project Team Executive Authority European Union Estimate of National Expenditure Enterprise Risk Management xviii

20 ETD Education Training Development FOSAD Forum for South African Director-Generals FMD Financial Management Division FMPPI Framework for Managing Programme FMS Financial Management System FY Financial Year GCIS Government Communication and Systems GDP Gross Domestic Product GITO Government Technology Officer GRC Governance Risk Compliance HDI Historically Disadvantage Individuals HOC Head of Communication HR Human Resources HRD Human Resources Development ICA Intangible Capital Asset ICC International Criminal Court ICT Communication Technology ICTS International Cooperation Trade and Security IED Improvised Explosive Devices IG Inspector General IPAP Industrial Policy Action Plan IT Technology IFMS Integrated Financial Management System IT FMS Technology Financial Management System JCPS Justice, Crime Prevention and Security Cluster JFE Joint Force Employment JI 2 M Joint Interdepartmental, Interagency and Multinational KPA Key Areas LOA Letter of Assist MCC Military Command Council MHTF Military Health Training Formation MLAC Ministerial Legal Audit Committee MOD&MV Minister of Defence and Military Veterans MOU Memorandum of Understanding MPAT Management Assessment Tool MS1-5 Milestone 1, Milestone 2, Milestone 3, Milestone 4 and Milestone 5 MSDS Military Skills Development System MTEF Medium-term Expenditure Framework MTSF Medium-term Strategic Framework NACH National Anti-corruption Hotline NCACC National Convention Arms Control Committee NCO Non-commissioned Officer NCOP National Council of Provinces NDIC National Defence Industry Council NDP National Development Plan, Vision 2030 NDPW National Department of Public Works NGP National Growth Path NT National Treasury DOD ANNUAL PERFORMANCE PLAN FOR xix

21 DOD Annual Plan for 2015 NYS OCASC OP OPSC OSLA PDSC PFMA PInd PIMS PPP PSAP PSC PSIMF PSO PSR RBM RFC RSA R&D SA SADC SADIC SAI SANDU SEIAS SAMHS SANDF SAPS SAQA SC SCAMP SDG SDP SDIP SEC DEF SEIAS SITA SMME SMS SP SPF SRMC SONA SOP TCC UAMP UN URTP VIP National Youth Service Operation Clean Audit Steering Committee Operation Office of the Public Service Commission Office of the State Law Adviser Plenary Defence Staff Council Public Finance Management Act Management System Public Private Partnership Public Service Act Personnel Peace and Security Council Public Service Integrity Management Framework Peace Support Operations Public Service Regulations Result Based Management Reserve Force Council Republic of South Africa Research and Development South Africa Southern African Development Community South African Defence Intelligence College South African Infantry South African National Defence Force Union Socio-economic Impact Assessment System South African Military Health Support South African National Defence Force South African Police Service South African Qualification Act Secretariat Council Strategic Capital Acquisition Master Plan Sustainable Development Goals Strategic Defence Package Service and Delivery Improvement Programme Secretary for Defence Socio-economic Environmental Impact Assessment System State Technology Agency Small Medium Macro Enterprises Senior Management Service Strategic Plan Strategic Planning Framework Strategic Risk Management Committee State of the Nation Address Standard Operation Procedures Troop Contribution Countries User Assets Management Plan United Nations University Reserve Training Programme Very Important Person/People xx

22 PART A: STRATEGIC OVERVIEW VISION Effective defence for a democratic South Africa. MISSION To provide, manage, prepare and employ Defence capabilities commensurate with the needs of South Africa as regulated by the Constitution, national legislation, parliamentary and executive direction. The above will be provided through the proper management, provision, preparedness and employment of Defence capabilities, which are in line with the domestic and global needs of South Africa. DOD ORGANISATIONAL VALUES The DOD has committed itself to organisational values that are rooted in individual values, codes of conduct and unit cohesion. For the period under review, in delivering the Defence mandate, the DOD will pursue and adhere to the following organisational values, as informed by the DOD Strategic Plan (SP) : Accountability. Consultation rooted in effective and efficient partnership and collaboration. Discipline. Ethics. Excellence. Openness and transparency. People. Service standards. Teamwork. DOD INDIVIDUAL VALUES The following DOD individual values form the framework through which the individual values of DOD members will be pursued in support of the organisational values of Defence. The DOD individual values are as follows: Professionalism. Human dignity. Integrity. DOD ANNUAL PERFORMANCE PLAN FOR 1

23 DOD Annual Plan for 2015 Leadership. Loyalty. Patriotism. UPDATED SITUATIONAL ANALYSIS 3 The departmental situational analysis provides the evolving external and internal environments that exert and influence on the legislative output deliverables of the DOD. The matters identified in this situational analysis are derived and updated as a result of the DOD annual departmental environmental scanning process. For this FY/17 Annual Plan (APP) an updated situational analysis is provided in terms of prevailing aspects as contextualised in the DOD SP Where changes in the external and/or internal environment were identified, that may have a bearing on the DOD, such changes are presented. The DOD updated Situation Analysis that has informed subsequent planning processes of the department is outlined below. EXTERNAL ENVIRONMENT POLITICAL Global political situations may affect the DOD, as more unstable political situations, predominantly on the African continent will continue to demand international peacekeeping operations. The DOD will remain ready to participate in resourced peace support operations as ordered by government. The following political aspects are relevant: Domestic, Regional and Continental Security: National Security Strategy (NSS). South Africa s national security is centred on the advancement of its sovereignty, democracy, national values and freedoms and its political and economic independence. The National Security furthermore includes dimensions of domestic, regional and continental national security. Domestically, the DOD will continue to defend and protect the sovereignty and the related priorities of territorial integrity, constitutional order, the security and continuance of national institutions, the well-being, prosperity and upliftment of the people, the growth of the economy, and demonstrable good governance. Regionally, the Republic of South Africa (RSA) will continue to contribute to the stability, unity and prosperity of the Southern African region and the African continent in general. The DOD will continue to support resourced peacekeeping support operations of the United Nation s (UN) and African Union (AU) on the African continent as ordered by government. Defence has considered the tasks and commitments arising from the NSS relating to the defence mandate and the support requirements of government s intent both domestically, regionally and on the continent and will position itself to respond appropriately when called upon to do so through ordered commitments in accordance with government policy. ECONOMIC Defence Budget Allocation. Global military expenditure trends declined to $1753 billion in 2012, equivalent to 2.5% of global gross domestic product (GDP). Although the decline was only 0.5% in real terms, this was the first decrease since The DOD budget allocation for FY/17 will remain insufficient to fully fund force preparation and renewal in support of the required operations ordered by government. 3. The DOD Situational Analysis, as reflected in the DOD Strategic Plan ( ), was updated during the 2015 annual planning process to include external and internal factors that will affect the DOD during. 2

24 The DOD will continue to consider the disjuncture between its current budget allocation, its level of ambition as informed by the approved SA Defence Review 2015 Policy, collective requirements of the UN, AU and the Southern African Development Community (SADC) and its mandate (inclusive of the Constitution, Defence Act and government policy as specified in the White Paper on Defence and SA Defence Review 2015). A DOD Funding Model, as informed by the SA Defence Review 2015, will be developed in consultation with internal and external stakeholders to enable the identification and attraction of financial resourcing through various streams of revenue generation to fund the Defence portfolio. The development of an integrated DOD Costing, Budgeting and Control Tool will ensure the integrity of Defence financial management moving forward as the basis of stakeholder discussions and negotiations. SOCIAL Demographic Patterns. In the envisaged world of 2030 (8.3 billion people), four demographic trends will fundamentally shape the economic and political conditions in most countries and relations among countries. These trends are; ageing of populations, youthful societies and states, migration, and growing urbanisation. Demands for skilled and unskilled labour will spur global migration and there will be a tendency towards people migrating across borders. Trans-national and crime syndicates continue to increase their illicit activities contributing to instability. The responsibility of the South African National Defence Force (SANDF) in terms of border safeguarding will continue and possibly increase as the foreseen migration trends intensify. Tipping Points and Violent Protests. Although the percentage of South Africans who believe in strikes and demonstrations has remained relatively unchanged, at just under 40%, there has been an increase in the number of South Africans who report that they actually participated in demonstrations, strikes and violent protests 4. Protest tipping points are not always based on evidence, as a number of these tipping points have been researched to be basic security problems, such as violent hot spots in specific communities causing violence against women, crime, political exclusion and land tenure 5. The SANDF may be required to co-operate on a more regular basis with the South African Police Service (SAPS), to ensure domestic peace and security. Health Service Delivery. It is foreseen that health service delivery to the SANDF may be adversely affected by the high frequency of SANDF deployments in an ever-growing complex and psychologically stressful environment. In future this deployment frequency may lead to higher incidences of health issues amongst SANDF members that may include emotional stress, social adjustment problems, suicide and low morale, thus influencing military commitments, both internally and externally. Employment of Youth. The DOD through current departmental infrastructure and resources, as a service provider to other government departments for the Youth Leadership Development and Character-building Module, trained a total of youth in FY2014/15 and youth during FY2015/16. A primary objective of Government remains the accelerated employment of the youth into institutions of government. For the DOD this may influence the numbers that will need to be accommodated on the DOD Youth Development Programmes. Internship Programmes in Government. Every government department and public entity is required to employ internship members for experiential training in support of the prevailing government job creation policy. In support of Government Job Creation Policy the DOD will pursue the development of the DOD Internship Policy during FY/17 for approval in FY2017/18, which will direct the DOD in terms of the management of DOD internships. 4. Nearly 20% of SA Youth Took Part in Violent Protests, Southern Africa Horizon Scan, December 2012, pp Urban Tipping Points Important Research on the Roots of Violence, Southern Africa Horizon Scan, June 2012, pp DOD ANNUAL PERFORMANCE PLAN FOR 3

25 DOD Annual Plan for 2015 SUSTAINABLE DEVELOPMENT GOALS The Heads of States met at the UN Headquarters in York from 25 to 27 September 2015 to develop the new global Sustainable Development Goals (SDGs), that will build on the current Millennium Development Goals (MDGs). The SDGs is an agenda for a plan of action for people, planet and prosperity as reflected in Figure 1. The SDGs recognise that eradicating poverty in all its forms and dimensions, including extreme poverty, is the greatest global challenge and an indispensable requirement for sustainable development. All countries and stakeholders acting in collaborative partnership will implement the SDGs plan. Figure 1: Sustainable Development Goals The 17 SDGs and associated 169 targets which form the SDGs demonstrate the scale and ambition of this new universal agenda. These SDGs seek to build on the Millennium Development Goals and complete what they did not achieve. These SDG and targets will stimulate action over the next 15 years in areas of critical importance for humanity and the planet. The SDGs, as published by Presidency, consist of the following goals: Goal 1: End poverty in all its forms everywhere. Goal 2: End hunger, achieve food security and improved nutrition, and promote sustainable agriculture. Goal 3: Ensure healthy lives and promote well-being for all at all ages. Goal 4: Ensure inclusive and equitable quality education and promote life-long learning opportunities for all. Goal 5: Achieve gender equality and empower all women and girls. Goal 6: Ensure availability and sustainable management of water and sanitation for all. 4

26 Goal 7: Ensure access to affordable, reliable, sustainable and modern energy for all. Goal 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all. Goal 9: Build resilient infrastructure, promote inclusive and sustainable industrialisation and foster innovation. Goal 10: Reduce inequality within and among countries. Goal 11: Make cities and human settlements inclusive, safe, resilient and sustainable. Goal 12: Ensure sustainable consumption and production patterns. Goal 13: Take urgent action to combat climate change and its impacts. Goal 14: Conserve and sustainably use the oceans, seas and marine resources for sustainable development. Goal 15: Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss. Goal 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels. Goal 17: Strengthen the means of implementation and revitalise the global partnership for sustainable development. The DOD by virtue of its legislative mandate will indirectly support selected SDGs into the future trajectory of defence. TECHNOLOGICAL Warfare (Cyber Warfare). The elements under consideration include the following: Offensive. During the FY/17 the DOD will develop a comprehensive departmental Cyber Warfare Strategy aligned with the national policy regarding South Africa s posture and capabilities related to offensive information warfare actions. The Cyber Warfare Strategy will be submitted for consideration by the Justice, Crime, Prevention and Strategy (JCPS) Cluster Ministers during the FY/17. The DOD will furthermore develop a departmental Sensor Strategy during FY/17. Defensive. is an asset that requires protection commensurate with its value. Security measures must be taken to protect information from unauthorised modification, destruction or disclosure whether accidental or intentional. The DOD Cyber Security Incident Response Team (CSIRT) will be established to prevent or recover from an information warfare incident. Research and Development (R&D). In the global market place the most successful nations are those with a culture and infrastructure conductive to innovation and who spend a minimum of 2.5% of Gross Domestic Product (GDP) on R&D. In support of Chapter 9 of the National Develpment Plan (NDP) Vision 2030, Improving Education, Innovation and Training, increasing R&D in the RSA and in specific industries, the DOD will continue to ensure a DOD R&D capability. The establishment of an integrated DOD Strategic Research capability shall inform, co-ordinate and enhance strategy, policy and capability development through the results of integrated departmental strategic research. For the years to come, this responsibility for policy research has been assigned to Defence Policy, Strategy and Planning and technology research to Defence Matériel Division for operationalisation. The DOD will continue with scientific research in cooperation with other state departments and institutions and the development of the Defence Science, Engineering and Technology Policy during FY/17. DOD ANNUAL PERFORMANCE PLAN FOR 5

27 DOD Annual Plan for 2015 LEGAL The safeguarding of the air, land and sea borders of the RSA remains the Constitutional and legislative mandate of the DOD. The DOD will continue to execute its border safeguarding function by addressing security threats and vulnerabilities such as illegal cross-border movement of people, goods, services and hostile elements that threaten the territorial integrity of the state and the well-being of its people. In the recent past, the SANDF performed peacekeeping and internal operations as ordered by government. It is, however, envisaged that the a possible requirement for the conducting of offensive operations with different applicable international legal requirements and implications may become an ordered commitment requirement of government. The SANDF will be required to ensure that it operates are conducted within the requirements of applicable international law implying that SANDF personnel involved in military operations will be required to ensure that all members are fully conversant with applicable international law regulating the use of force. The envisaged amendment of the Military Ombud Act, Act 4 of 2012 for FY/17 will play a critical role with regard to the implementation of corporate governance and adherence to accountability frameworks in the office of the Military Ombud. PHYSICAL Climate Change. The current global climate changes and the associated impact on weather patterns and conditions may result in increased regional flooding or/and drought. Government may in the foreseeable future require the SANDF to assist with increasing humanitarian assistance and disaster relief during General Military Assistance (GMA) operations in the SADC region. MILITARY While the nature of military conflict is not expected to change in the coming decades in the air, at sea and on land, the means of warfare will certainly continue to evolve. Although no international armed conflict threat against South Africa is foreseen in the next five years, conflicts in Africa may require the deployment of SANDF members who will face armed groupings using heavy conventional 6 weapons. During SANDF deployments in support of international peace support operations, the SANDF will increasingly face the following threats: rising tensions globally, hybrid threats 7 that contain a mixture of international and non-international forms of conflict and the problem of weak and failing states. The use of improvised explosive devices (IEDs) is also expected to increase. While the nature of war is not expected to change, the SANDF is to take note that the character of conflict and war will constantly change and evolve. Conflicts will continue to evolve, as the SANDF and potential belligerents adapt to advances in science and technology, improved weapons and changes in the security environment. The DOD is to take note that future warfare is likely to be characterised by six strategic trends: The increasing importance of information. The evolution of unconventional warfare capabilities. The growing prominence of non-military aspects of warfare. The expansion and escalation of conflict beyond the traditional battlefield. 6. Conventional war is defined as war without nuclear weapons, fought on land, sea and in the air between armed forces and not against armed groups. 7. A hybrid threat is any adversary that simultaneously and adaptively employs a fused mix of conventional weapons, irregular tactics, terrorism and criminal behaviour in the battle space to obtain their political objectives. Taken from: Frank G. Hoffman, Hybrid vs. Compound War, The Janus choice: Defining Today s Multifaceted Conflict, in Armed Forces Journal International, Springfield, 2009, available at com/ 009/ 10/ as quoted in Defence Against Terrorism Review (4:1) Spring and Fall 2012, p

28 Increasing nuclear powers. A more complex environment for interventions. INTERNAL ENVIRONMENT Deployment of the SANDF. South Africa has pledged armed forces to the African Capacity for Immediate Response to Crises (ACIRC) and the DOD, as a founding member, has begun with the operationalisation of the ACIRC 8. external deployment of military personnel within the requirements of international law has necessitated the SADC to heightened awareness of the legal implications of the actions of deployed forces and a requirement for more sophisticated training led by objective and authoritative doctrine. The DOD will continue to deploy SANDF members in the following operations: Internal Operations. The SANDF will continue to provide safety and security related support in cooperation with the SAPS that includes, amongst others, support during the National Elections, the inauguration of the President of the RSA and opening of Parliament. Maritime Security Strategy. The focus of the SA Navy continues to remain on the preparation of naval forces for operations in support of the Maritime Security Strategy. The conducting of naval operations that involves patrols in the Mozambique Channel for the prevention of any piracy-related activities remains a national and departmental priority. It is envisaged that naval operations as part of anti-piracy operations may expand to the western coastline of Africa in the future. Border Safeguarding. During FY/17 the SANDF will increase the number of sub-unit deployed on the borders of the RSA from 13 FY2015/16 to 15 sub-units to execute its border safeguarding function along the Limpopo, Mpumalanga, KwaZulu-Natal, Free State, Eastern Cape, Northern Cape and North West Provinces as part of Phase 4 of the departmental Border Safeguarding Strategy. The DOD Border Safeguarding Strategy will serve as a departmental contribution to the National Border Strategy that will be developed during FY/17. Corporate Governance. Corporate governance is enshrined in the King III Report on Governance for South Africa. The DOD embraces the principles in this document and continues to strengthen its departmental role and function in the governance, risk and compliance functions through the following: Ethics and Integrity. The implementation of the Public Service Integrity Management Framework (PSIMF) in all government departments shall inform the DOD s Ethics Management Programme. Hence, the approval of the DOD Ethics Policy the DOD will continue with the implemention of the DOD Ethics Strategy during FY/17. To give effect to ethics and integrity in the DOD, the DOD shall focus on the following: 33 Establish a programme designed to implement an ethics management programme in the DOD that will include the development of a DOD ethics policy, strategy and plan. The intention of the programme is to strengthen departmental measures for managing ethical conduct and promoting integrity. 33 Continue with ethics awareness training in the DOD as a foundation for implementation of the PSIMF. DOD Audit Committee. The DOD Audit Committee during the FY/17, as an independent committee, will continue to review the effectiveness of the DOD internal control systems, internal audit functions, DOD risk areas to be covered in the scope of internal and external audits, the adequacy, reliability and accuracy of the financial information, identification of possible accounting and auditing concerns, ensuring compliance with legal and regulatory provisions and oversight of the activities of the departmental internal audit function. The DOD Audit Committee will be constituted and will meet within the provisions of Section 76 and 77 of the PFMA, Act No. 1 of The 8. SONA 2015 pronouncement. DOD ANNUAL PERFORMANCE PLAN FOR 7

29 DOD Annual Plan for 2015 DOD Internal Audit. The mandate of the DOD internal audit function is derived from the PFMA, Act 1 of 1999, Section 38(1)(a)(ii) directing the following key responsibilities of internal audit; to provide independent, objective assurance and consulting service, designed to add value through a systematic and disciplined approach intended to improve the DOD s operations and ensure achievement of objectives (outputs). The DOD Internal Audit Plan was approved by the DOD Audit Committee during FY2015/16 and will be implemented in FY/17. The capacitating of the Internal Audit Division will continue to be addressed during the FY/17 to enable the execution of this function. Governance of Risk. The DOD continues to commit its efforts towards an effective enterprise risk management approach through the following: The implementation of the DOD Risk Management Policy, Edition 2, as promulgated during FY2014/15. The application of the policy continues to direct the department towards an integrated, structured and systematic risk management process for compliance in the DOD. The DOD enterprise risks continue to be subjected to regular monitoring and scrutiny by relevant internal management councils and supervisory governance structures inclusive of the the DOD Strategic Risk Management Committee, the Accountability Management Committee and the DOD Audit Committee. Members of the DOD Strategic Risk Management Committee continue to receive training to ensure the appropriate capacitation of committee members to execute their risk management mandate. Continuing departmental interventions will take place during the FY/17 to ensure that new members to the Strategic Risk Management Committee are fully capacitated. Risk management is embedded substantially in the strategic management process of the Department striving towards the optimal achievement of the outputs of the Department's through appropriate risk mitigation interventions. Regular risk assessments are conducted aimed at minimising and controlling risk exposures in each departmental programme, subprogramme and functions of the DOD contributing towards the useful management of the relevant DOD resources. The DOD continues to enhance the culture of risk management through awareness initiatives such as training workshops and risk assessment sessions aimed at familiarising and equipping members with risk management skills. Governance of Technology (IT). The DOD will strengthen its IT policy and plans by institutionalising the Public Service Governance Framework, amongst others, by monitoring and evaluating its investment in and expenditure on IT and ensuring that information assets are managed in the most effective manner. The envisaged Integrated Defence Enterprise System (IDES), as a solution to ensure DOD interoperability and connection with the government-wide Integrated Financial Management System (IFMS) will be managed within the context of governmental progress in terms of the IFMS. Compliance Management. The functional structures in the DOD that address Human Resources (HR), Financial and Procurement Governance, Risk and Compliance (GRC) continue to be strengthened through appropriate capacitating and ensuring of compliance with prevailing legislative norms and standards in the respective functional areas. Stakeholder Relations Management. The DOD will strive to achieve the appropriate balance between its various stakeholders in the best interests of the DOD and the State. Through the SA Defence Review 2015 the country has initiated an intervention to promote consensus on defence that requires engagements with relevant stakeholders in pursuance of the defence mandate on a variety of topics in the interest of the public. Corruption and Fraud. The DOD corruption and fraud nodal point will during the FY/17 continue to manage issues relating to corruption and fraud ranging from awareness training to the structured receipt of cases through the whistle-blowing mechanism and other established departmental channels. The Military Police will continue to investigate the reported cases of alleged corruption and fraud and the Defence Legal Services will through the military courts, prosecute where relevant with a view to securing a conviction in those cases that are not referred to a civilian court. 8

30 Financial Management. The former DOD Operation Clean Audit Steering Committee (OCASC), now the Audit Management Forum (AMF), as a sub-committee of the Accountability Management Committee (AMC), was previously established by the DOD as an initiative/strategy for ensuring good corporate governance and accountability in terms of addressing eminent adverse audit findings. During FY/17, the AMC will spearhead sessions aimed at providing assistance, advice, monitoring, reporting and making of recommendations to the relevant stakeholders on related action plans and internal financial controls designed to reduce and/or eradicate the related audit findings. Supply Chain Governance. The DOD Supply Chain Governance Framework is in the process of being developed and will provide a policy framework for all policies related to the Defence Supply Chain management and will inform associated DOD Procurement Policy development that is foreseen for approval during FY/17 and implemented in FY2017/18. The DOD Procurement Policy will support the procurement of commodities from local suppliers and contribute to support Small Micro-Medium Enterprises (SMMEs) in the areas where the SANDF is deployed. DOD Regulatory Framework. The updating of the General Regulations in terms of the Defence Act, Act 42 of 2002 will be expedited to execute the Constitutional Court ruling of 2006 concerning labour rights. The Regulations require comprehensive revision. The DOD is to improve its capacity to ensure optimal legal advice and litigation support to the DOD. Court Decisions Affecting the DOD. It has become evident that some court decisions affecting the DOD are not implemented within the prescribed time-frames as determined. In addition, slow progress is evident regarding the departmental compliance with court rulings within the prescribed time-frames that may result in further litigations and labour unrest that will tarnish the image of the DOD. The DOD will continue to improve the effectiveness of interface between the State Attorney and the DOD to ensure timely compliance with court decisions. CONSTITUTIONAL AND LEGISLATIVE MANDATES The constitutional and primary legislative mandates governing the DOD are reflected in Table 1. Table 1: DOD Constitutional and Primary Legislative Mandates Legislation Constitution of the Republic of South Africa, 1996 (Act No. 108) Responsibilities Section 200: To provide for a structured disciplined military force and the primary objective, which is to defend and protect the Republic, its territorial integrity and its people. Section 201: To provide for the political responsibility and employment of the Defence force. Section 202: The President as head of the national executive is the Commander-in-Chief of the Defence Force and must appoint the Military Command of the Defence Force. Section 204: A civilian secretariat for Defence must be established by national legislation to function under the direction of the Cabinet member responsible for Defence. Defence Act, 2002 (Act No. 42) Section 4A: Composition of the Military Command. Section 5: Composition of the Department of Defence. Section 6: Establishment of the Defence Secretariat. Section 7: Appointment of the Secretary for Defence as head of the department. Section 8: Functions of the Secretary for Defence. Section 9: Delegation of Powers and Assignment of Duties by the Secretary for Defence. Section 10: Departmental Investigations by the Secretary for Defence. Section 11: Composition and Establishment of the South African National Defence Force. Section 33: Function to conduct Strategic and Operational Intelligence. Section 34: Function to conduct Counter Intelligence. Section 48: Establishment of Reserve Force Council. DOD ANNUAL PERFORMANCE PLAN FOR 9

31 DOD Annual Plan for 2015 Table 1: DOD Constitutional and Primary Legislative Mandates (continued) Legislation Defence Amendment Act, 2010 (Act No. 22) Public Service Act, 1994 Public Finance Management Act, 1999 (Act No. 1) Military Ombud Act, 2012 (Act No. 4) Castle Management Act, 1993 (Act No. 207) Armscor Act, 2003 (Act No. 51) Non-proliferation of Weapons of Mass Destruction Act, 1993 (Act No. 87) National Conventional Arms Control, 2002 (Act No. 41) Responsibilities Section 4: Appointment of the Military Command Council. Section 53/104: Rendering of service by the Reserve Force. Section 53(3A): Compulsory call-up of reserve force members by the Commander Section 62: Establishment and Functions of the Defence Force Service Commission. Section 62(A): Establishment and Composition of the Defence Force Service Commission. Section 62(B): Functions of the Defence Force Service Commission. Section 7 (3)(a): Each department shall have a head who shall be the incumbent of the post on the establishment bearing the designation mentioned in column 2 of Schedule 1, 2 or 3 opposite the name of the relevant department or component, or the employee who is acting in that post. Section 7 (3)(b): Subject to the provisions of paragraphs (c) and (d), a head of department shall be responsible for the efficient management and administration of his or her department, including the effective utilisation and training of staff, the maintenance of discipline, the promotion of sound labour relations and the proper use and care of State property and he or she shall perform the functions that may be prescribed. Section 36: Appointment as the Accounting Officer. Furthermore, among other things, the Accounting Officer is to ensure the provision and maintenance of effective, efficient and transparent systems of financial and risk management and internal control in accordance with sections 13; 29 2 (a)(b); 38; 39; 40; 41; 42; 43; 44; 45; 46; 47(1)(a); 63; 64; 65; 81 and 89. Section 38 (a) (ii): A system of internal audit under the control and direction of an Audit Committee complying with and operating in accordance with regulations and instructions prescribed in terms of Sections 76 and 77. Provides for the establishment and mandate of the Office of the Military Ombud. Castle Control Board to govern and manage the Castle of Good Hope on behalf of the Minister of Defence and Military Veterans. Armscor must adhere to accepted corporate governance principles, best business practices and generally accepted accounting practices within a framework of established norms and standards that reflects fairness, equity, transparency, economy, efficiency, accountability and lawfulness. Subject to the Act on Non-proliferation of weapons of Mass Destruction, which Armscor performs on behalf of the DOD for or on behalf of any sovereign state. Section 9 (2). Ensure compliance with the policy of the Government in respect of arms control. Ensure that trade in conventional arms are conducted in compliance with the Act and that all regulatory processes of the Act are adhered to. National Strategic Intelligence, 1994 (Act No. 39) Defence Special Account Act, 1974 (Act No. 6) Promotion of Access of Act, 2000 (Act No. 2) Section 2(3)(4) referring to the collection of information. Section 2(c) states that moneys in the account shall be utilised to defray expenditure and purchases of DOD (relates to the Strategic Capital Acquisition Master Plan [SCAMP]). Each public and private body must make provision, in the manner prescribed in section 17 of the Promotion of Access to Act, with the necessary changes, for the designation of (a) such a number of persons, if any, as deputy information officers as is necessary to perform the duties and responsibilities as set out in section 55(1) of this Act; and (b) any power or duty conferred or imposed on an information officer by this Act to a deputy information officer of that public or private body. 10

32 REVISION TO LEGISLATIVE AND OTHER MANDATES The following legislative and other mandates are in the process of being revised: Defence and Related Acts Repeal and Amendment Bill. The repealing and/or amending of Defence laws is deemed to be obsolete or unconstitutional as per the Cabinet directive, which is an initiative of the South African Law Reforms Commission as instructed by the Cabinet. The Chief of the State Law Adviser (OSLA) has finalised this matter and provided the DOD with the pre-certification opinion as approved by Cabinet on 16 October Public hearings for public comments on the Bill were conducted on 04 and 11 August On approval by the National Council of Provinces (NCOP), the Bill has subsequently been assented to the President on 13 December 2015 and gazetted on 15 December Military Discipline Bill. The Constitution enjoins the State to maintain and structure the SANDF as a disciplined military force. The Bill seeks to achieve this Constitutional imperative by providing for the proper administration of the Military Justice System in a manner that achieves this main aim and promotes equality, fairness, transparency and accountability in the Defence Force. The Bill was approved by the DOD during the FY2012/13 and it was forwarded to the OSLA for provisional certification. Certification, as a prerequisite to the Parliamentary approval process of the Bill, is awaited by the OSLA. Hydrographic Bill. The Bill provides for the establishment of an Office of Hydrographic Service in the South African Navy to bring about safe and secured navigation within the maritime zones of South Africa. The Bill was forwarded to the OSLA for provisional certification, which is still awaited. The Bill must appear before the Council on Defence (COD) for approval, whereafter the Bill will proceed through the legislative process. POLICY MANDATES THE SOUTH AFRICAN DEFENCE REVIEW 2015 The Defence Review 2014 was approved by Cabinet on 19 March 2014, and endorsed by the National Assembly and the National Council of Provinces on 04 June 2015 and 24 June 2015 respectively. The SA Defence Review 2015 provides the defence policy for South Africa that informs the defence trajectory to be pursued over multiple Medium-term Strategic Framework (MTSF) periods as depicted in Figure 2. The SA Defence Review 2015 maps out five strategic planning milestones as firm foundations to direct the development of South Africa s defence capabilities through a DOD Extended Long-term Defence Development Plan, inclusive of an aligned funding trajectory integrated into both the national and departmental planning, budgeting and reporting cycle. The first four milestones will provide the initial impetus to ensuring an adequate, appropriate and relevant defence capability for South Africa. Milestone five will remain the Constitutional contingency which can be achieved from the firm foundation provided by Milestone 4: Milestone 0 (MS0). The current situation within the DOD. Milestone 1 (MS1). Arresting the decline in critical capabilities through immediate, direct interventions. Milestone 2 (MS2). Re-balance and re-organise the Defence Force as the foundation for future growth. Milestone 3 (MS3). Create a sustainable Defence Force able to meet ordered defence commitments. Milestone 4 (MS4). Enhance the Defence Force s capacity to respond to emerging threats and a wide range of strategic challenges. Milestone 5 (MS5). Defence of the Republic against any directed threat. DOD ANNUAL PERFORMANCE PLAN FOR 11

33 DOD Annual Plan for 2015 Figure 2: Planning the DOD Development Trajectory MS3 MS4 Respond to Challenges MS5 Limited War Capacitate MS0 Current Situation MS1 Arrest Decline MS2 Re-balance Critical Success Factors Directed by the CiC Cabinet supported Appropriately funded. National consensus Command driven Interactive timeline Value proposition focus Strategic partners During 2015 the DOD developed the Defence Review Planning and Implementation Framework and Implementation Plan, delineating Policy, Strategy, Planning and Reporting requirements, to guide the programmatic resourced implementation of the SA Defence Review 2015 over the next four Medium-term Strategic Framework (MTSF) periods (20 years). Furthermore, 2015 saw the establishment of several departmental oversight structures charged with the responsibility of ensuring the implementation of the SA Defence Review The approved DOD SP provides focus to the process of implementation over the Milestone 1 period of arresting the decline within the available resource allocation. The plan to arrest the decline of the SANDF will be address by amongst others, the following key areas: Identification of the minimal cost-driven interventions that will improve efficiencies and effectiveness within the DOD. Identification of cost-driven urgent preservation funding interventions for those capabilities that are required to support existing ordered operational commitments. Annexure D to this DOD APP for, reflects the SA Defence Review 2015 Milestone 1 implementation End-States and associated deliverables (policies, strategies or plans) that will be pursued within the FY/17 defence allocation. Annexure D does however not include those SA Defence Review 2015 Milestone 1 End-States and deliverables that require additional resources, such unfunded (or in some instances partially funded) deliverables will be included in the comprehensive DOD SA Defence Review 2015 Milestone 1 Implementation Plan due for implementation on 01 April, which will form the basis of a strategic-level negotiation process between the DOD and the National Treasury (and other identified stakeholders where so identified) to ensure appropriate resourcing of the defence portfolio. PENDING COURT RULINGS The following pending court rulings against the DOD, are reflected in Table 2. 12

34 Table 2: DOD Pending Court Rulings Ser No. Pending Court Case Description Implication/s of Pending Court Case 1 The amount in Claims against the State relates to a commission claim of EUR with a rand value of R ) (2013/14: R ). The difference of R is local legal fees. The difference in the prior year amount vs the new year relates to the foreign exchange rate. The matter is defended in a Civil Court of Lisbon, Portugal. The matter was dismissed by the Lisbon court during October 2011 on the basis that no jurisdiction exist to hear the case. On appeal the court found in favour of the plaintiff. This decision of the court was however appealed by Armscor where the court ruled in favour of the plaintiff. A date for the preliminary hearing was scheduled for 29 April At a preliminary hearing on 29 April 2014 the court ruled that the preservation of evidence should be undertaken by the parties. The preservation of evidence in commission was held during March 2015 and was chaired by a neutral person appointed by the Lisbon court. The matter will now proceed in the Civil Court of Lisbon and it is expected that a court date will be set for April. 2 Fredericks versus Minister of Defence and Military Veterans, Secretary for Defence and C SANDF. The applicant seeks a prohibitive interdict against the DOD in taking any disciplinary steps against him for this participation in the South African National Defence Union (SANDU) march to the Union Buildings on 26 August 2009 and further seeks an order to uplift his special leave in order that he may return to his unit. This may have a negative impact on the DOD s financial resources (financial losses) that could reduce the operational budget of the department should there be an unfavourable ruling against the DOD. Should the member be successful in his application, it will have an effect on the future administration of military justice, in respect of discipline and measures taken to discipline members in the DOD. PERFORMANCE DELIVERY ENVIRONMENT During FY2015/16 the aspects that had a bearing on the departmental performance delivery environment included amongst others, the following: The SANDF continued to contribute to domestic, regional and continental stability by deploying military capabilities in a wide range of prominent and internationally recognised external peace support operations. The SANDF continued to execute border-line safeguarding operations through the deployment of 13 sub-units. The SANDF continued to provide safety and security related support in co-operation with the SAPS where so directed. The SA Navy continued to prepare naval forces for operations in support of the Maritime Security Strategy. During the FY2015/16 the DOD encountered various challenges that hampered the achievement of the department mandate. The challenges included amongst others, the following: DOD Human Resource (HR) Technology (IT) System. The lack of an integrated DOD HR IT system as well as the ageing departmental human resources PERSOL system. Non-compliance with National Regulatory Framework. Due to prevailing resource constraints, progress with the development and promulgation of the DOD Corporate Governance of and Communication Systems Policy was not made during the FY2015/16. DOD ANNUAL PERFORMANCE PLAN FOR 13

35 DOD Annual Plan for 2015 Limited capabilities of FMS. The delay in the implementation of IFMS together with the lack of appropriate technical support for the current ageing departmental legacy FMS remains a threat to sound departmental financial management. Current accounting and computerised management system remain non-integrated and hamper the provision of credible, accurate and timely management information to enable reporting and decision-making. The ongoing unreliability of departmental performance information, due to the non-integration of current departmental IT systems and non-availability of source documents, creates a challenge in terms of compliance with national prescripts. Defence Reserves Empowerment. The University Reserve Training Programme (URTP) is one of the mechanisms in the SANDF that seeks to address the ageing of the current Reserve Force members and providing a sufficient number as well as improving the quality of junior leaders in terms of both officers and Non-Commissioned Officers. The URTP has been rolled out to most of the national provinces by the Services that saw the final selection of 80 candidates by the SA Army in KwaZulu-Natal. Whilst the training of members in the SA Air Force and the SA Navy is continuing, the training of the members recruited in KwaZulu-Natal will be completed at a later stage. The SA Army is currently in the process of refining the URTP in a manner that will adequately address the requirements of the SANDF. Limited capacity of Legal Services. The non-assignment of Military Judges, backlog of cases, sub-optimal structures and inadequate staffing levels and the prevailing resource constraints continued to impede the Legal Services function from achieving its outputs. Whilst management interventions were ensured to sustain current operations, these were of a temporary nature and cannot be sustained over an extended length of time. DOD CONTRIBUTION TO NATIONAL IMPERATIVES OF GOVERNMENT The DOD in pursuance of its Constitutional and legislative mandate through inherent Defence capabilities, contributes to the following national imperatives informing the development of departmental as reflected in Annexure A to this plan: The NDP, Vision The NDP, vision 2030 and its related policies provide a national framework that will inform the envisaged contribution by national departments to the objectives of the NDP. Figure 3 indicates the aspects that form the corner-stone of the NDP, Vision 2030 to which the defence portfolio, where relevant, will contribute. Figure 3: NDP, Vision 2030 Plans 14

36 The specific aspects of the NDP, Vision 2030 relevant to the defence portfolio inclusive of the envisaged contribution by defence as articulated in the DOD SP are as follows: Envisaged reduction in Youth Unemployment (Chapter 3: Economy and Employment). Provision of assistance in disaster aid and disaster relief (Chapter 5: Environmental sustainability and resilience and Chapter 12: Building safer community). Support the combating of maritime piracy along the East Coast of Africa (Chapter 7: South Africa in the region and the world). Strengthen the national research and development capacity (Chapter 9: Improving Education, Training and Innovation). Build safer communities (Chapter 12: Building safer community). Build a capable and development State (Chapter 13: Build a capable and development State). Reduction in prevalent corruption and fraud (Chapter 14: Fight corruption). The MTSF: Cabinet approved the MTSF on 23 July 2014 that was designed to be the mechanism through which departments are expected to align their planning instruments in support of the NDP, Vision The MTSF provides fourteen approved MTSF Outcomes with their associated performance indicators and targets for achievement during the MTSF period. Each of the fourteen MTSF Outcomes is linked to a set of activities and performance indicators and targets aimed at facilitating the achievement of the specific outcomes. The content of each of the fourteen MTSF Outcomes are linked to and support specific chapters within the NDP, Vision The content of each of the fourteen MTSF Outcomes has formed the basis for the formulation and approval of a Delivery Agreement between an identified Cabinet member and the President of the RSA. The relevant MTSF Outcomes have been integrated into the output deliverables of the DOD. The MTSF Outcomes to which Defence will contribute, by virtue of its legislative mandate and inherent capabilities, are as follows: Outcome 3: All people in South Africa are and feel safe. 33 Sub-outcome 3: South Africa s borders effectively defended, protected, secured and well-managed. Defence will contribute to this Outcome through the development during the FY2015/16 of the Border Safeguarding Strategy (sub-strategy) in support of the overarching strategy to defend, protect, secure, and ensure wellmanaged borders by securing of the land, airspace and maritime borders. 33 Sub-outcome 4: Secure cyber space. Defence during the FY/17 will contribute to the development of the national Cyber Warfare Strategy and Implementation Plan during the FY2017/18. During the FY/17 Defence will continue with the implementation of the Cyber Warfare Plan and will continue to contribute towards capacitating a Cyber-security Institution by establishing a Cyber Command Centre Headquarters, scheduled for FY2018/ Sub-outcome 7: Corruption in the public and private sectors reduced. The DOD s contribution is to assist in the reduction of corruption in the JCPS Cluster. Defence will reduce departmental levels of corruption where prevalent thus contributing to improving investor perception, trust in and willingness to invest in South Africa. DOD ANNUAL PERFORMANCE PLAN FOR 15

37 DOD Annual Plan for 2015 Outcome 11: Creating a better South Africa and contributing to a better and safer Africa in a better World. 33 Sub-outcome 3: Political cohesion in Southern Africa to ensure a peaceful, secure and stable Southern African region. Defence will contribute to conflict prevention, peacekeeping, peace, security and post-conflict reconstruction and development where to ordered by government. The NGP. Government released the Framework of the NGP aimed at enhancing economic growth, job creation and equity. The principal target of the policy is to create five million jobs by the year The NGP identifies strategies that will enable South Africa to grow in a more equitable and inclusive manner while attaining South Africa s developmental agenda. The DOD will endeavour to support the NGP through the following actions: DOD Internships. Every government department and public entity will be required to employ interns for experiential training. In this regard, the DOD during FY/17 will pursue the development of the DOD Internship Policy for subsequent approval in FY2017/18 that will direct the department in terms of the management of DOD internships. National Youth Services. The DOD will continue to support the Governmental Imperative by providing support to the Department of Rural Development and Land Reform towards the Youth Leadership Development Programme through the current defence inherent capabilities and available capacity on a cost recovery bases. Defence Industry. In the long term, it is foreseen that job opportunities within the Defence Industry in accordance with approved DOD projects will be created. Further departmental direction will be provided by Chapter 15 of the SA Defence Review 2015 Defence Industry Policy and Strategy and the National Defence Industry Council (NDIC). The IPAP. The IPAP is located in the NDP Vision, 2030 and forms one of the principal pillars of the NGP. The DOD will play a role and support the IPAP in Public Procurement where a Defence Industry Policy will be developed to guide long-term acquisition and procurement of defence capabilities. The NDIC will constitute the highest consultative body between the defence industry and the DOD on matters of policy formulation and compliance, export support, armament acquisition and joint planning. The DOD will be directed by the functions of the NDIC relating to Defence Industry matters. The FOSAD Action Plan: The FOSAD Action Plan ( ) was adopted by government and finds expression in the DOD SP , APPs and individual performance agreements. The DOD has identified and shall support the following FOSAD Action Plan deliverables: Service Delivery Improvement Plan (SDIP). During the FY2015/16 the DOD put in place initial service delivery standards that were developed through a process of consultation with stakeholders to develop plans for addressing the identified disjuncture between current and required service delivery levels and standards. The DOD during the FY/17 will monitor compliance to the DOD SDIP to gauge improvement in the departmental service delivery standards. Reduction in the Time it Takes to Fill a Vacancy. The DOD will continue to strive to reduce the time it takes to fill a funded vacancy in the DOD to ensure alignment with the broader Public Service of a reduced period from 9 to 4 months during FY/17. The DOD currently has an average six months period to fill a funded vacant post. Despite the department s efforts to fill vacancies the inadequate staff capacity exacerbated by the departmental long staffing process to fill critical vacancies remains a challenge. In some environments, this challenge was mitigated to a certain extent by means of the utilisation of Reserve Force members. 16

38 Payment of Suppliers within 30 Days. The DOD will continue to ensure compliance with the PFMA requirement to pay suppliers within 30 days of receipt of a legitimate invoice 9 during FY/17. The lack of an integrated departmental IT system and the ongoing submission of non-legitimate invoices by suppliers contribute to the nonpayment of legitimate invoices within the prescribed 30 day period. The implementation of an Invoice Tracking System within the limited capabilities of the current ageing departmental FMS and non-integrated logistical systems continue to be refined to address the timeous payment of suppliers within 30 days. Finalisation of Disciplinary Cases. The Department will continue to increase the number of disciplinary cases finalised within 90 days through a reduction in the current average time to finalise disciplinary cases. Improved Feedback to the Public on Anti-corruption Hotline. The department will continue to provide timely feedback to the public on cases register with the Presidential Hotline and National Anti-Corruption Hotline (NACH) cases relevant to the DOD. Reduction in Audit Findings. The DOD will endeavour to ensure zero adverse audit findings for the period of this Plan enabled through the approval of the DOD Internal Audit Strategy for FY2014/15 to FY/17 and Internal Audit Plan for FY/17 endorsed by the DOD Audit Committee and Accounting Officer during FY2015/16. Timely Submission of Annual Reports to Parliament. The DOD will endeavour to ensure the timely submission of departmental accountability documents (Annual Reports in this specific regard) as prescribed by applicable legislation. Timely Responses to Chapter 9 Institutions. During FY/17 through appropriate internal control mechanisms, the DOD will continue to respond to Chapter 9 Institutions within the shortest possible time when and if so required. Chapter 9 Institutions include the Office of the Public Protector, the SA Human Rights Commission, and the Gender Equality Commission. Timely Responses to the Chapter 10 Institutions. The DOD during FY/17 will continue to timely submit the Head of Department s (HOD s) performance agreement and departmental SMS Financial Disclosure forms to the Office of the Public Service Commission (OPSC) as per the legislative requirement. The SONA: 2014, 2015 and. During the SONA held on 17 June 2014 and 12 February 2015 respectively, the President indicated that government had embarked on a radical socio-economic transformation to address the triple challenges of poverty, inequality and unemployment. The pronouncements of the SONA that continue to have a bearing on the defence portfolio are as follows: Promotion of local procurement. Employment of youth. Expansion of Internship Programmes in Government. Resourcing the Defence mandate. Improved implementation of the Financial Disclosures Framework. Employment of the SANDF (interim ACIRC, conflict prevention and peacekeeping on the African continent). Spending of Public Funds wisely and reduce wastefull expenditure Legitimate invoice is defined as invoices that comply with the detail/specifications of the order placed against the supplier for goods and services and which adhere to the DOD prescripts. 10. This aspect from the SONA of 11 February was included in this APP. Spending of Public Funds wisely and reducing expenditure, the DOD will continue to align its internal cost-containment measures in line with NT requirements. DOD ANNUAL PERFORMANCE PLAN FOR 17

39 DOD Annual Plan for 2015 THE MINISTER OF DEFENCE AND MILITARY VETERANS PRIORITIES FOR THE FY/17 TO FY2018/19 The evolving FY/17 Ministerial Priorities as contextualised in the approved DOD SP that give impetus to the execution of the Defence mandate through Ministerial direction over the short, medium and long term within available resources are confirmed as follows 11. Defence Strategic Direction. This priority relates to ensuring the provision of Ministerial strategic direction to the DOD over the short, medium and long term. The following evolving End-states will, amongst others, be pursued in support of this Ministerial Priority: Defence Command and Governance Accountability Relationships clarified in Policy. Strategic direction provided to guide the implementation of the SA Defence Review 2015 (Milestone 1). Strategic Communication direction provided to inform the conceptualisation and roll out across all levels of command, a departmental communication intervention. Strategic Resourcing Direction. This priority relates to the directing of the developing of an appropriate Defence Funding Model thereby ensuring the adequate resourcing of the Defence function over multiple MTSF periods aligned with prevailing defence policy. The following evolving End-state will, amongst others, be pursued in support of this Ministerial Priority: Direction provided to guide the development of a Defence Funding Model. Organisational Renewal. This priority relates to the directing of the renewal of the defence organisation to achieve greater efficiencies and effectiveness across the defence functions. The following evolving End-state will, amongst others, be pursued in support of this Ministerial Priority: Direction provided to inform the restructuring of the DOD (SANDF). Human Resources (HR) Renewal. This priority relates to the directing of the renewal of the departmental human resource function to ensure that the personnel profile is able to meet both current and future defence obligations. The following evolving End-states will, amongst others, be pursued in support of this Ministerial Priority: Direction provided to inform the DOD Human Resources Management function. Defence Academy established. Relationship established between the DOD ETD programmes and accredited tertiary Institutions for civilian and military members. Military Discipline enhanced. Capability Sustainment Direction. This priority relates to reviewing the Defence direction to the Defence Industry, technology development and directing defence acquisition in line with the four milestones of the SA Defence Review The following evolving End-states will, amongst others, be pursued in support of this Ministerial Priority: Defence capability sustainment and renewal. Defence facilities maintained. 11. Deliverables per ministerial End-states, Sec Def and C SANDF Focus Areas are reflected in Annexure D. 18

40 Defence Industry engagement established. Development and maintenance of strategic reserves. Ordered Defence Commitments Direction. This priority relates to directing of the ordered defence commitments in line with the prevailing defence policy. The following evolving End-state will, amongst others, be pursued in support of this Ministerial Priority: Sustained Ordered Defence Commitments. THE SECRETARY FOR DEFENCE FOCUS AREAS FOR FY/17 TO FY2018/19 Emanating from the MOD&MV Priorities, the Sec Def forms a departmental policy perspective that has identified Focus Areas that will inform the functions and strategic direction of the Defence Secretariat (Def Sec) over the short, medium and long term. The DOD APP for is in support of the pronounced MOD&MV Priorities. The Focus Areas are as follows: Defence Strategic Direction. This Focus Area relates to ensuring strategic direction of the defence programme over the short, medium and long term. The following evolving End-states will, amongst others, be pursued in support of this Focus Area: Defence Command and Governance Accountability Relationships clarified in Policy. Implementation of departmental instructions and guidelines relating to the SA Defence Review 2015 (Milestone 1 to 4). Strategic Communication Intervention conceptualised and rolled out across all levels of the DOD. Defence Funding Model. This Focus Area relates to the developing an appropriate funding model ensuring the adequate resourcing of the Defence function. The following evolving End-state will, amongst others, be pursued in support of this Focus Area: Defence Funding Model developed. Human Resources Renewal. This Focus Area relates to the renewal of the DOD Human Resources component. The following evolving End-states will, amongst others, be pursued in support of this Focus Area: Ensured DOD Human Resources Management. Relationship established between the DOD ETD programmes and accredited tertiary Institutions for civilian and military members through the promulgation of a promulgated Education Training and Development Policy. Organisational Renewal. This Focus Area relates to the renewal of the DOD Macro-organisational structure by the development of policies and strategies that will inform the updating of the DOD Macro-organisational structure. The following evolving End-state will, amongst others, be pursued in support of this Focus Area: Restructure the DOD. Capability Sustainment and Renewal. This Focus Area relates to the improvement of the DOD acquisition processes that will support the acquisition of main equipment needed to equip the SANDF for deployment during internal and external operations. The following evolving End-state will, amongst others, be pursued in support of this Focus Area: Ensure Defence capability sustainment and renewal. DOD ANNUAL PERFORMANCE PLAN FOR 19

41 DOD Annual Plan for 2015 Defence Industry and Technology. This priority relates to reviewing the Defence cooperation with Defence Industry, technology development and ordered defence commitments in line with the four milestones of the SA Defence Review The following evolving End-state will, amongst others, be pursued in support of this Focus Area: Establish Defence industry engagements through capability and technology programmes. Ordered Defence Commitments. This Focus Area relates to the enabling of the SANDF to be deployed in support ot the RSA government s external commitments. The following evolving End-state will, amongst others, be pursued in support of this Focus Area: Enable sustained ordered Defence commitments through approparate legal instruments. THE CHIEF OF THE SOUTH AFRICAN NATIONAL DEFENCE FORCE FOCUS AREAS FOR THE FY/17 TO FY2018/19 Emanating from the MOD&MV Priorities, the C SANDF forms a departmental policy perspective that has identified Focus Areas that will inform the functions and strategic direction of the SANDF over the short, medium and long term and the DOD APP for in support of the pronounced MOD&MV Priorities. The C SANDF Focus Areas are as follows: Military Strategic Direction. The C SANDF is the Military Strategic Authority accountable to the Commander-in-Chief under the direction of the MOD&MV, commands the military resources of the DOD and essentially an integral part of the military strategic direction in the department. The following evolving End-state will, amongst others, be pursued in support of this Focus Area: Defence Command and Governance Accountability Relationships clarified in Policy. Implementation of departmental instructions and guidelines relating to the SA Defence Review 2015 (Milestone 1 to 4). Strategic Communication Intervention conceptualised and rolled out across all levels of the DOD. Restructuring of the SANDF. In support of the MOD&MV Priority Organisational Renewal, C SANDF will restructure the SANDF on a phased approach within a newly designed command and control philosophy recognising the significance of civil control as a bedrock of the DOD s Defence Command and Governance Accountability Relations Policy. This command and control philosophy will provide clear distinction between command and staff functions. As such, in the medium term, C SANDF with the concurrence of the MOD&MV and Sec Def will promulgate an appropriate command and control philosophy to underpin the Accountability Model in the department. Based on this command and control philosophy, C SANDF will promulgate a restructuring plan that will be rolled out systematically throughout the MTEF period and beyond as allowed by resources. The following evolving End-state will, amongst others, be pursued in support of this Focus Area: Restructure the DOD (SANDF). Renovation of the DOD Facilities. In support of the MOD&MV priority area, Capability Sustainment Direction, C SANDF will also focus on the renovation of DOD facilities to arrest the deterioration of DOD facilities and support the achievement of the Defence policy (SA Defence Review 2015) particularly Milestone 1 and the long-term plans. In the medium term, C SANDF will champion the process to devolve the responsibility for the Defence Endowment Property (DEP) from National Department of Public Works (NDPW) to the DOD. Through the Defence Works Capability the DOD will utilise its own manpower and material or appoint its own consultants and contractors to undertake the work. The result will be an enhanced and focussed renovation of DOD facilities through the facilities master plan (long-term 20

42 infrastructure plan as extrapolated in the General Support Programme [Joint Logistic Support]). The following evolving End-states will, amongst others, be pursued in support of this Focus Area: Defence capability sustainment and renewal. Defence facilities maintained. Development and Maintenance of Strategic Reserves. C SANDF in support of MOD&MV priority Capability Sustainment Direction will determine the different stock levels (strategic, operational and tactical) required for possible emergencies, unforeseen fluctuations and consumption, delays in production, and transit accidents. In the medium term, C SANDF will promulgate a reserves policy that will sanction and define the different levels of reserves, direct the pre-positioning of sustainment at identified geographic positions and determine static installations to support day-today activities and operations, storage, and the distribution networks (such as petrol depots). The disposal of redundant stock will receive required attention to enable the organisation streamline its strategic reserves. The following evolving End-states will, amongst others, be pursued in support of this Focus Area: Disposed redundant equipment and ammunition programmatically. Promulgated stock level policy. Implementation of the Human Resources Strategy. C SANDF in support of the MOD priority Human Resources (HR) renewal direction will ensure an integrated approach in supporting the DOD to appropriately compose, empower and manage a Defence Human Resources component that is capable of executing SANDF mandate and mission. As such a DOD Overarching Human Resources Strategy and sub-strategies derived there from inclusive of a Human Resources Charter supporting the concept of Cradle to Grave will be promulgated and implemented systematically as allowed by resource allocation. Key in the implementation is the right-sizing of the Human Resources component of the SANDF capable of executing the mandate of the organisation. The following evolving End-states will, amongst others, be pursued in support of this Focus Area: Ensured DOD Human Resources Management. Defence Academy established through a comprehensive appreciation. Relationship established between the DOD ETD programmes and accredited tertiary Institutions for civilian and military members. Enforcement of Military Discipline. The maintenance and enforcement of discipline is regulated by Section 200(1) of the Constitution of 1996 that requires the SANDF to be structured and managed as a disciplined military force. In the medium term a discipline plan will be promulgated. The plan will be the result of a Military culture defined in the Military Strategy. An implementation instruction will influence the SA Defence Review 2015 of current documents (Service Guide for Officers), Warrant Officers, NCOs and newcomers as well as awareness training. This will be done in support of the MOD&MV priorities, Defence Strategic Direction and Human Resource Renewal. The following evolving Endstate will, amongst others, be pursued in support of this Focus Area: Military Discipline enhanced through the Military Discipline Bill. Development of SANDF Capabilities. A capability development philosophy and approach informing the development of long-term plans within the auspices of Defence Policy and Military Strategy will be promulgated in the Military Strategic Direction Register in support of the MOD&MV priorities Capability Sustainment Direction. Physical development of appropriate capabilities will materialise in acquisition plans commensurate with available funding. The focus of the physical development of capabilities will be on the landward defence capability. The Maritime defence will over the DOD ANNUAL PERFORMANCE PLAN FOR 21

43 DOD Annual Plan for 2015 MTEF investigate the establishment of the Coastguard for the RSA as contemplated by Government. The following evolving End-states will, amongst others, be pursued in support of this Focus Area: Defence capability sustainment and renewal. Defence facilities maintained. Force Protection. Force Protection includes issues of military security and counter-intelligence as well as the procurement of critical ammunition to enhance the abilities of the SANDF in order to honour its ordered commitments. The following evolving End-states will, amongst others, be pursued in support of this Focus Area: Enhanced Corps of Professional Intelligence Analysts. Restored Tactical, Operational and Strategic Intelligence Capability. Improved Force Preparation and Force Employment Stock levels. Border Safeguarding. The systematic increase of the SANDF footprint on the borderline of the RSA in accordance with available resources as well as promulgation of the Border Safeguarding strategy will continue during FY/17. The following evolving End-state will, amongst others, be pursued in support of this Focus Area: Optimised Border safeguarding capability. Revitalisation and Effective Utilisation of Reserves. In support of the MOD&MV priority Human Resource Renewal Direction, a policy and strategy on the revitalisation and transformation of the Reserves will be promulgated and implemented systematically in the medium term. The policy will ensure that the Reserves have a feeder system of new recruits together with a leader group development system (including the URTP) that gives the required capacity to fulfil their role including augmenting the Regulars, forming part of the standing and surge military capability, providing for the expansion capacity of the SANDF as well as providing certain specialist scarce skills. Renewal of Landward Defence Capability. The renewal of the landward remains a C SANDF Focus Area in support to the MOD&MV priority Capability Sustainment Direction but no output can be planned due to lack of funding. This capability did not form part of the Strategic Defence Packages. ORGANISATIONAL ENVIRONMENT The DOD Macro-organisational structure is informed by the departmental Constitutional mandate, prevailing defence policy and the applicable defence Output deliverables. The DOD comprises of the Def Sec, established, in terms of Section 204 of the Constitution of the RSA, 1996 (Act No. 108 of 1996) and the SANDF, established in terms of Section 200 of the Constitution of the RSA, 1996 (Act No. 108 of 1996). The DOD Macro-organisational structure is inclusive of the Public Entities 12 (Armscor and the Castle Control Board) and Organs of State (Defence Force Service Commission, Military Ombud and Reserve Force Council) reporting to the MOD&MV, as the Executive Authority, responsible for the oversight of these entities in terms of the PFMA Act No. 1 of The DOD Macro-organisational structure may during the period of the Plan be reconfigured to reflect the prevailing defence policy (SA Defence Review 2015 imperatives) requirements 13. To enable the corporate management and reporting arrangements of the DOD Central Staff as reflected on the DOD Macroorganisational structure inclusive of Human Resources, Defence Legal Services and the Defence Foreign Relations functions, policy related outputs of the central staff will be directed, account and report to the Sec Def and execution related aspects will be directed, account and report to the C SANDF in terms of the legislative mandate of the aforementioned. 12. Green component of the DOD Macro-organisational structure refers to Public Entities and Organs of State, that are not part of the DOD Macro-organisational structure but are reporting to the Executive Authority. 13. The amendments to the DOD Macro-organisational structure will be dealt with as a function of the SA Defence Review Level 1 Implementation Plan as a holistic approach. 22

44 The DOD Macro-organisational structure is provided in Figure 4. Figure 4: DOD Macro-organisational Structure LEVEL 0 MINISTRY OF DEFENCE AND MILITARY VETERANS Armscor Reserve Force Council Defence Force Service Commission Military Ombud Castle Control Board Department of Defence LEVEL 1 Defence Secretariat SA National Defence Force Defence Policy, Strategy and Planning Division Financial Management Division Defence Matériel Division Defence International Affairs Division Internal Audit Division Defence Enterprise Systems Management Division Human Resources Division Defence Legal Service Division Defence Foreign Relations Division DOD CENTRAL STAFF Joint Operations Division SA Army SA Air Force SA Navy SA Military Health Service Defence Intelligence Division Corporate Staff Division Defence Inspectorate Division Military Policy, Strategy and Planning Defence Reserves Chaplain Service Logistics Division Military Police Division Command and Management Systems Division LEVEL 2 GENERAL SUPPORT DOD ANNUAL PERFORMANCE PLAN FOR 23

45 DOD Annual Plan for 2015 DOD OVERVIEW OF THE FY/17 BUDGET AND MEDIUM-TERM EXPENDITURE FRAMEWORK ESTIMATES DOD BUDGET PROGRAMME STRUCTURE The overall purpose of the budget programmes within the budgetary system is to enable the allocation of funds aligned with and to enable the required performance of a budget programme (responsibility) in terms of specific activities/functions and/ or the delivery of a particular category of services in support of the Defence mandate. The eight DOD Budget Programmes are depicted in Table 3. Table 3: DOD Budget Programme Structure Programme Budget Programme Structure (Execution/Responsibility) 1 Administration 2 Force Employment 3 Landward Defence 4 Air Defence 5 Maritime Defence 6 Military Health Support 7 Defence Intelligence 8 General Support The DOD has developed mandate driven Strategic (five year period) and Core (MTEF period) s that support the Outputs of the DOD and either programme specific and/or transversal to the eight DOD budget programmes and are indicated in Tables 7 to 10 of this APP and attached at Annexures A, C and D to this Plan. Annexure A provides an overview of the respective budget programme (responsibility) that enables the execution of the respective output of defence whilst contributing to the national imperatives applicable to the defence portfolio whereas Annexure C provides the departmental strategic performance indicators with associated 5 year strategic targets aligned with the DOD SP CHANGES TO DOD BUDGET PROGRAMME STRUCTURE The possible restructuring of the current departmental budget programme structures to ensure alignment with the National Treasury prescripts, prevailing defence policy (SA Defence Review 2015) and the DOD Strategic Planning Framework (SPF), may require consideration during the period under review. DOD Enterprise Risks that may adversely impact on the output delivery of the individual and collective budget programmes structures are provided in Table 89. DOD EXPENDITURE ESTIMATES The Defence Budget for FY/17 amounts to 1,05% of the expected GDP of the RSA. The composition of the budget vote allocation for Defence per DOD main budget programme as published in the Estimate of National Expenditure (ENE), is indicated in Table 4. 24

46 Table 4: DOD Expenditure Estimates for the FY/17 to the FY2018/19 Audited Outcome Adjusted Budget Medium-term Expenditure Estimates Budget Programme R 000 R 000 R 000 R 000 R 000 R 000 R / / /15 Vote 2015/16 / / /19 Administration Force Employment Landward Defence Air Defence Maritime Defence Military Health Support Defence Intelligence General Support Total Economic classification Current payments Compensation of employees Goods and services Transfers and subsidies Provinces and Municipalities Departmental agencies and accounts Higher Education Institutions Foreign Governments and International Organisations Public corporations and private enterprises DOD ANNUAL PERFORMANCE PLAN FOR 25

47 DOD Annual Plan for 2015 Table 4: DOD Expenditure Estimates for the FY/17 to the FY2018/19 (continued) Audited Outcome Adjusted Budget Medium-term Expenditure Estimates Budget Programme R 000 R 000 R 000 R 000 R 000 R 000 R / / /15 Vote 2015/16 / / /19 Non-profit Institutions Households Payments for capital assets Buildings and other fixed structures Machinery and equipment Heritage Assets Specialised Military Assets Biological Assets Land and Sub-soil Assets Software and Other Intangible Assets Payment for financial Assets Total RELATING FY/17 MTEF EXPENDITURE TRENDS TO STRATEGIC OUTCOME- ORIENTED OUTPUTS DOD EXPENDITURE TREND OVER THE /17 MTEF Expenditure analysis. Over the medium term, the DOD will prioritise maintaining South Africa s defence capabilities, safeguarding South Africa s borders and territorial integrity, participating in peace support operations, and developing cyber security policy, among other ongoing contributions to the NDP Vision The department will continue to contribute to Outcome 3 All people in South Africa are and feel safe of the government s MTSF. The compensation of employees continues to be the department s largest expenditure item over the medium-term at R26.9 billion in FY/17, and will increase to an amount R27.1 billion in during FY2018/19. The compensation of employees constitutes 57 per cent of the department s total expenditure during FY/17, and provides for an average personnel component of personnel per year. As part of Cabinet s decision to lower the national aggregate expenditure ceiling, 26

48 the department s compensation of employees budget has been reduced by R1.9 billion for FY2017/18 and R2.9 billion for FY2018/19, decreasing its share of the department s total expenditure to 53.5 per cent by FY2018/19. After consultation with the DPSA and NT, the department will develop and implement a plan to manage its personnel expenditure within its reduced personnel budget. The department s goods and services budget has similarly been reduced, by R193.9 million for FY/17, R94.2 million for FY2017/18 and R82.4 million for FY2018/19. Contractors and property payments remain the department s largest spending items under goods and services over the medium term, driven by the significant costs of maintaining equipment such as weapons, aircraft and ships. Other significant goods and services spending anticipated over the medium term includes R1.9 billion on property payments, R1.3 billion on operating leases, R1.2 billion on computer services, R896 million on food and food supplies, R810 million on subsistence and travel, R619 million on fuel, oil and gas, and R560 million for operating payments. Maintaining South Africa s defence capabilities. The approved SA Defence Review 2015 provides the long-term policy for South Africa s defence trajectory over the next 20 to 30 years. The focus of the SA Defence Review 2015 is aimed at the maintaining a balanced, flexible and modern force that uses advanced technology in response to emerging threats and the changing nature of defence functions globally. The SA Defence Review 2015 proposes 5 critical implementation milestones. Milestone 1 of the SA Defence Review 2015 Arresting the decline in critical capabilities through immediate and directed interventions is the main focus for the medium term and will be implemented within the allocated resources. The department will be replacing the infantry combat vehicle, developing a mobile water provisioning system, developing a mass field feeding system, developing new generation personal equipment for soldiers, and establishing a new command centre for an anti-aircraft capability. This is reflected in the 12 per cent increase in FY2017/18, and the large increase over the medium term in spending in the Infantry Capability subprogramme in the Landward Defence programme, as well as the average annual increase of 21 per cent in the Air Defence Artillery Capability subprogramme over the medium term. The Landward Defence programme is the largest programme in the DOD, with average annual spending of 34 per cent of the department s total medium term budget. Replacing medium distance 3 dimensional (3D) radar and precision guided air force ammunition accounts for the increase in the Air Defence programme in FY2018/19. In the Maritime Defence programme, provision is made in FY/17 for replacing the hydrographic vessel by FY2019/20 and the heavyweight torpedo capability by FY2022/23, for the acquisition of offshore patrol vessels by FY2024/25, and for updating static communication in the South African Navy by FY2017/18. This is also the main reason for the large increase in expenditure in the Maritime Combat Capability subprogramme over the medium term. Expanding and maintaining infrastructure. Over the medium term, the department s infrastructure programme will cover the construction of medical health facilities, the upgrading of facilities for disabled people, the construction and upgrading of training facilities, improvements to accommodation, kitchen and security facilities. The DOD large infrastructure projects include the construction of a base hospital in Port Elizabeth, and the refurbishment of 6 SA Infantry Battalion in Grahamstown, the Air Force Base in Bloemspruit, the SA Army and Air Force headquarters in Pretoria, and the NCOs mess in Thaba Tshwane. The priority small projects, include the refurbishment of the Overberg Air Force Base in Bredasdorp, 1 Tactical Intelligence Regiment in Potchefstroom, Salisbury Island Naval Base in Durban, and the Military Academy in Saldanha. In support to improve the living conditions of the SANDF members, fixed equipment in military kitchens will be replaced at 33 military bases. Unserviceable infrastructure will be demolished in Thaba Tshwane and on Malgaskop at the Military Academy in Saldanha. The total budget for this work amounts to R3.3 billion over the medium term. Safeguarding South Africa s borders and territorial integrity. Over the medium term, approximately regular and reserve force members will be trained per year for deployment to border safeguarding. This training is budgeted for in the Landward Defence programme. In addition, the department will increase the number of landward DOD ANNUAL PERFORMANCE PLAN FOR 27

49 sub-units from 13 in FY2015/16 to 15 sub-units in FY/17. An amount of R3.6 billion over the medium term is budgeted for border safeguarding in the Force Employment programme. As part of the maritime security strategy, the South African Navy is re-establishing the Durban Naval Base. Over the medium term an amount of R35 million is budgeted in the Maritime Defence programme to install ICT systems, refurbish security fences, and create warehouse and maintenance capacity. Participating in peace support operations. The department will continue to provide defence force support in operations to bring economic and political stability to the continent through its participation in 5 external operations: 2 UN/AU mandated peace support operations in the Democratic Republic of the Congo (DRC) and the Sudan; 2 general military assistance operations, which will include advising and assisting the armed forces of the DRC with writing and printing military strategy handbooks and training its defence forces; and support to the Mozambican government with counter piracy operations. An amount of R4.6 billion over the medium term is provided for these peace support operations. Establishing cyber security institutional capacity. During the FY/17 the department will continue to support Outcome 3 All people in South Africa are and feel safe of government s 2014/2019 MTSF that includes the securing of cyberspace. The department s cyber warfare strategy is expected to be ready for implementation by FY/17. During FY2015/16, 10 departmental personnel were transferred to the Cyber Command Centre, which has improved the department s cyber monitoring capacity. The Cyber Command Centre will be fully established by FY2018/19 and R340 million has been budgeted for this in the Defence Intelligence programme over the medium term.

50 PART B: PROGRAMME AND SUBPROGRAMME PLANS DESCRIPTION OF THE DOD PLANNING, BUDGETING AND REPORTING CYCLE The DOD SPF, as developed and approved during 2012, provides the departmental norms and standards within which the defence outcomes-based planning, budgeting, reporting and risk management process are executed in the realisation of the Defence mandate. The DOD SPF aims primarily at ensuring the following high levels aspects: The implementation of the departmental outcomes-based (logical model) planning, budgeting, reporting and risk management in the DOD. The alignment of planning, budgeting, monitoring and evaluation (reporting) processes and risk management of the DOD within the requirements of national legislation. Improved output delivery accountability. Defence performance information management focused strategically on meeting the Defence mandate as aligned with the intent and priorities of Government to ensure the delivery of value to the citizens of the RSA. The DOD Planning, Budgeting and Reporting Cycle is outlined in Figure 5 with a subsequent brief description of each of the main components of the cycle. Figure 5: The DOD Planning, Budgeting and Reporting Cycle Election Mandate Medium-term Strategic Framework (MTSF Outcomes) Medium-term Policy Budget Statement Programme of Action Develop Develop new and/or new and/ revise (PoA), State of the Departmental or revise Policies/ Nation Address (SONA) Defence Instructions Policies National Budget Speech Long-term Reporting DOD Mid-term and End-term Reviews (every 2½ and 5 years, respectively) DELIVERING VALUE TO CITIZENS Environmental Analysis (EA) Develop Long-term Strategy MOD&MV Priorities, DOD Def Sec & SANDF Planning Guidelines Strategic Planning Annual Appraisal of Individuals End-Year Reporting Programme of Action (PoA) End-Year- Report Annual Reports Implementation/ Spending Monthly Financial Reports Quarterly Reports Develop Annual Plans (APP) Budgets (MTEF) Operational Plans Develop/Revise DOD Strategic Plans (5 years) Align with 5 year Electoral Cycle and Annual National Imperatives Quarterly review of Individuals In-Year Reporting Individual Agreements DOD ANNUAL PERFORMANCE PLAN FOR 29

51 DOD Annual Plan for 2015 The DOD Planning, Budgeting and Reporting Cycle (here after refer to as the DOD Cycle) ensures an alignment between the National Planning, Budgeting and Reporting Cycle and that of the DOD Cycle and associated processes. The DOD Cycle enables the translation of national policy direction and imperatives into departmental polices that informs the development of departmental strategies and planning instruments. The DOD Cycle includes the following primary components: National Oversight and Direction. National oversight is a constitutionally mandated function over legislative organs of state and public entities. Numerous national institutions have a legislative oversight over the DOD s institutional performance thereby ensuring that desired departmental outputs are achieved commensurate with the resource allocation and value to citizens. National oversight entities evaluate the content of the DOD planning instruments, performance reports and reviews and address the adherence to that which was planned and that which what ultimately achieved. Evaluation feedback by the national oversight entities includes inputs relating to adherence/compliance or non-adherence/non-compliance to the departmental change and sustained agenda. DOD Policy Development. DOD Policy development entails the development and maintenance of departmental policies and guidelines, formulated as a result of the annual departmental analysis of the prevailing internal and external environment and associated factors that have a bearing on the defence operations and plans. The corporate defence policy (core and functional) directs the further development of departmental strategies, plans and management interventions in support of the Defence mandate through formulated departmental output deliverables. DOD Strategy Development. The strategy development component of the DOD Cycle addresses the requirement for a corporate Department of Defence Strategy that informs subsequent Def Sec and SANDF long-term departmental (core and functional) strategies. The strategic development component takes into consideration the annual assessment of the prevailing departmental strengths, weaknesses, opportunities and threats analysis (SWOT) to which the department is exposed and which are to be taken into consideration during the strategy formulation and adjustment processes. DOD Planning and Budgeting. The planning and budgeting component of the DOD Cycle informs the development of the DOD Extended Long-term Development Plan (20-30 years), the Def Sec and SANDF Long-term plan and the DOD SP (5 year period). The DOD SP informs both the Def Sec and SANDF SP and subsequent core and functional APPs. The planning process is the resourced implementation mechanism through which departmental strategy is enabled within the prevailing resource considerations for the period under consideration. The annual departmental review of the external and internal environment as informed by the annual SWOT/environmental scanning process is conducted and informs the annual adjustments, when and if so required to the DOD Strategic Plan and inform the development of the annual DOD APP inclusive of resourced DOD performance information ( s and s). The revised performance information is formally endorsed through the relevant management forums of the DOD and is finally appended to the DOD APP. Should major policy shifts impact on the DOD, a review of the DOD Policy, Strategy and Planning instruments is undertaken. Implementation. This component of the DOD Cycle addresses the in-year implementation of the approved departmental APP. The DOD APP is implemented by, amongst others, departmental Implementation Orders, Instructions and individual performance agreements that include agreed upon measureable individual performance outputs, duties and responsibilities of the individual appointed to a specific post. The performance agreement sets specific agreed upon performance information (measures and targets), linked to the DOD SP, APP, operational plans and annual budget that are to be attained by the individual. Monitoring and Evaluation. This component of the DOD Cycle consists of in-year, end-term and long-term performance reporting and evaluation. In-year performance reporting consists of the following three sub-functions namely: monthly financial performance reporting and evaluation, quarterly performance reporting and evaluation and additional performance reporting and evaluation when and if so required. Long-term Reviewing consists of the End of Term Reviewing and Reviewing since

52 NATIONAL OUTCOMES-/RESULTS-BASED PLANNING (LOGIC MODEL) The DOD Logic Model 14 (DOD Strategy Map) is developed in alignment with the National Treasury Logic/Results-based Model (Figure 6) requirements as prescribed in the National Treasury Framework for the Managing Programme. Defence outcomes-based planning, budgeting, reporting and risk management process will be executed in the realisation of the Defence mandate as translated into the DOD Strategy Map and as prescribed in the DOD SPF. The Logic Model Concepts (DOD Strategy Map) as implemented in the DOD is depicted in Figure 6. Figure 6: Key Concepts (Logic Model/Strategy Map) s IMPACTS s s OUTCOMES Equity OUTPUTS Effectiveness s ACTIVITIES Efficiency s INPUTS Economy The following key components of the logic model are outlined and formalised in the DOD SPF: Impacts. Defence Impacts, managed through the achievement of planned outcomes. Equity indicators at the outcome/ impact level of the model explores whether services are being provided impartially, fairly and equitably to all stakeholders. Outcomes. Defence Outcomes are defined as that which we wish to achieve and are the medium term results for specific beneficiaries that are the consequence of achieving specific outputs. Outputs. Defence Outputs are defined as what we produce or deliver and include the final products, goods and services produced for delivery. Outputs, as with activities and inputs are planned for, budgeted for and implemented within the control of the Department. Activities. Defence Activities are defined as what we do on a daily basis and include the processes or actions that utilise a range of inputs (resources) to produce the desired outputs and, ultimately, outcomes. Economy indicators at the input/activity level of the models explore whether specific inputs are acquired at the lowest cost and at the right time and whether the method of producing the requisite outputs is economical. Inputs. Defence Inputs (resources) are defined as what we use to do the work on a daily basis and include the resources that contribute to the production and delivery of outputs. 14. Terminology aligned with NT Framework on SP and APP (Figure 6 Key Concepts). DOD ANNUAL PERFORMANCE PLAN FOR 31

53 DOD Annual Plan for 2015 The above Logic/Results-based Model (DOD Strategy Map) and the highlighted components provided therein, provide value to the department when supported by well-defined and auditable performance information ( s and s) thereby providing for and enabling the measuring of what must be done and what has been achieved. OUTCOMES-BASED PLANNING DOD LOGIC MODEL (DOD STRATEGY MAP) DOD STRATEGY MAP OVERVIEW The DOD has and remains committed to adhere to the national prescripts relating to planning, budgeting and reporting. The DOD Strategy Map 15, as a representation of the core (sustained agenda) legislative Defence mandate, is presented in Figure 7 and informs departmental planning, budgeting, reporting and risk management processes across all levels and functionalities of the Defence portfolio. The DOD Strategy Map is aligned with the national logic model requirements and provides the DOD Outcomes, Output deliverables, Internal processes (Activities), Resource management (Inputs) and the additional DOD perspective Building for the Future, to ensure the relevance of the DOD along the defence trajectory. Linked to the corporate DOD Strategy Map are the DOD Core s (detail provided in Annexure A to this plan) linked with each perspective of the DOD Strategy Map providing the comprehensive set of performance indicators and responsible execution entities that contribute to the overall performance of each element of the DOD Strategy Map. In addition to the performance information provided in Annexure A to this plan, technical indicator data sheets for each of the performance indicators is available and published on the DOD website (with the exception of confidential performance information) to provide the technical detail of each performance indicator that will be utilised during the internal and external performance information audits conducted by the DOD and the Auditor-General of South Africa (AGSA). This DOD APP for in the subsequent section expresses the departmental 5 year strategic targets linked with each element of the DOD Strategy Map that will be pursued in support of the DOD SP that will enable DOD End of Term Reporting. 15. DOD Logic Model equivalent 32

54 Figure 7: DOD Strategic Planning Frameworks (DOD Strategy Map)16 Department of Defence Output Deliverables Internal Processes Resources Management Building for the Future Defence Outcomes Defence outcomes17 are defined as that which the DOD wishes to achieve and are the medium-term results for specific beneficiaries that are the consequence of achieving specific outputs. Defence outcomes are directly related/ aligned to the Constitutional and legislative mandate of Defence as provided below: Table 5: DOD Outcome 1 Strategic Outcome 1 of the DOD Outcome Statement 1 of the DOD RSA is Defended and Protected (SANDF) This DOD Outcome encompasses the central purpose of the DOD and includes the following three main elements: Comprehensive defence capabilities are enhanced, maintained and ready. Peace, stability and security in the RSA, region, continent and world are promoted. The people of South Africa are defended and protected. Measures associated with Strategy Map elements D1, D2, P2, P3, R1 to R4 and F1 to F3 relate to the DOD Outcome The green strategy map elements represent the Def Sec responsibilities and the light brown the responsibilities of the SANDF. 17. See Annexures A and C for pertaining to the DOD. DOD ANNUAL PERFORMANCE PLAN FOR Last and Final APP.indd :02:35 PM

55 DOD Annual Plan for 2015 Table 5: DOD Outcome 1 (continued) Strategic Outcome 1 of the DOD RSA is Defended and Protected (SANDF) Baseline All Defence commitments related to the following: Accomplished Operations. Ordere defence commitments. Operations support compliance. Border safeguarding. Joint Force Employment Requirements (including the Southern African Development Standby Force Pledge). Note: The abovementioned will exclude information. Justification Outcome 1 relates to the degree to which the Defence commitments contribute to promote peace, stability and security in the RSA, the SADC region, the rest of the African continent and the world. Links MTSF Outcome 11 Creating a better South Africa and contributing to a better and safer Africa in a better World (main contribution) and Outcomes 02, 03, 05 and 12. Strategic Outcome Strategic Outcome (SO_1) Percentage compliance with defending (and protecting) the RSA 5 Year Annual s 2015/16 / / / /20 Table 6: DOD Outcome 2 Strategic Outcome 2 of the DOD Outcome Statement 2 of the DOD Baseline Justification Enhanced Civil Control of Defence (Def Sec) This DOD Outcome is related to sub-processes that involve the formulation of defence policy and strategy, defence functional (resource and compliance) policies and strategies, defence management and administration and the accompanying enterprise architecture to affect resource accounting. This outcome also includes the accompanying planning, budgeting, risk management, control and reporting processes. This outcome refers to the function of providing strategic direction through the following sub-processes: Formulation of defence policy and strategy. Defence functional (resource and compliance) policies (norms and standards), strategies and plans. Defence management and administration. The accompanying enterprise architecture to effect resource accounting. The accompanying planning, budgeting, reporting and risk management processes. Actively contest corruption and fraud as part of the government incentive. Measures associated with Strategy Map elements D1-4, P1, P2, R1 to R4 and F1 to F5 relate to the DOD Outcome 2. All activities and principally administrative activities to ensure or enhance Defence compliance with the National Regulatory Framework. The importance of Output 2 relates to the degree to which the DOD adheres to (active) and abides by (passive) the National Regulatory Framework, to ensure transparency, accountability and in general good citizenship. 34

56 Strategic Outcome 2 of the DOD Enhanced Civil Control of Defence (Def Sec) Links MTSF Outcome 11 Creating a better South Africa and contributing to a better and safer Africa in a better World (main contribution) and Outcomes 02, 03, 05 and 12. Strategic Outcome Strategic Outcome (SO_2) Percentage compliance with Civil Control of Defence 5 Year 92.37% Annual s 2015/16 / / / / % 92.37% 92.37% 92.37% 92.37% Defence Output Deliverables Defence outputs are defined as what the DOD produces or delivers and include the final products, goods and services produced for delivery. The departmental outputs as provided below: Table 7: DOD Output 1 Strategic Objective/ Strategic Output 1 Output statement Baseline Conduct Ordered Defence Commitments in Accordance with Government Policy and Strategy This DOD Output deliverable relates to the degree to which the SANDF executes / participates in ordered defence commitments (Joint and Multi National Operations) in accordance with the mandate provided and National Government policy and strategy. These commitments are to be executed within the parameters of applicable legal instrument(s) i.e. a Memorandum of Understanding, Letters of Assist or Directives. All operations conducted by Force Employment, including internal and external operations. Measures associated with Strategy Map elements D1_04, P1, P2, R1 to R4 and F1 to F4 relate to the DOD Outcome 2. Justification Links D_1.1 Strategic Output 18 Output Statement The importance of the Output relates to the degree to which the SANDF executes / participates in ordered defence commitments (Joint and Multi National Operations) as part of its core responsibility in support of the National government imperatives. MTSF Outcome 11 Creating a better South Africa and contributing to a better and safer Africa in a better World (main contribution) and Outcomes 02, 03, 05 and 12. Percentage Defence commitments accomplished (per annum or over 5 year period) This DOD Output deliverable is to conduct ordered Defence commitments in accordance with government policy and strategy. The Output deliverable can be measured, namely: Defence Commitments Accomplished. The 5 year strategic target for percentage Defence commitments accomplished is estimated at. The contributing s are: The compliance with force levels for external operations. The 5 year strategic target is to comply with the DOD operational commitments. The force employment hours flown per year contributes to Defence commitments. The 5 year strategic target is to achieve all () of the planned flying hours (26 500). 18. The budget programme associated with each that is categorised under the Strategic Output is indicated in Annexure A, DOD aligned and link to Government Outcomes, DOD Strategy Map for FY/17 and the Strategic Outcomes and 5 year Strategic Plan s, and Annexure C, DOD Strategic Description Table. DOD ANNUAL PERFORMANCE PLAN FOR 35

57 DOD Annual Plan for 2015 Table 7: DOD Output 1 (continued) Strategic Objective/ Strategic Output 1 Output Statement Conduct Ordered Defence Commitments in Accordance with Government Policy and Strategy The hours at sea per year contributes to Defence commitments. The 5 year strategic target is to achieve all () to the planned hours at sea (60 000). The compliance with ordered commitments are focusing on internal (within the borders of South Africa) DOD commitments. The 5 year strategic target is to comply with the DOD ordered commitments. Baseline 5 Year 19 Annual s 2015/16 / / / /20 D_1.2 Strategic Output Output Statement Percentage Defence commitments support compliance This DOD Output deliverable is to support the Defence commitments. The Output deliverable consists of two s, namely: Compliance with Serviceability of Main Equipment for External Operations. The target related to compliance with serviceability of main equipment for external operations, is and is therefore not included in the calculation of the Strategic Output target/result. Defence Commitments Support Compliance. Defence commitments support compliance entails the compliance with serviceability of main equipment for external operations as well as the compliance with self-sustainment of personnel on deployment. The 5 year strategic target is to achieve compliance with self-sustainment of personnel. Baseline 20 5 Year Annual s 2015/16 / / / /20 D_1.3 Strategic Output Output Statement Baseline Percentage border safeguarding commitments status This DOD Output deliverable is to conduct Border safeguarding commitments. The Output deliverable entails the DOD responsibility to provide landward sub-units deployed on border safeguarding per year. The 5 year strategic target is to achieve compliance to deploy a total of 15 landward sub-units. commitment to provide 15 sub-units per year, 15 sub-units over 5 years. 5 Year Annual s 2015/16 / / / /20 (13) (15) (15) (15) (15) 19. setting is regulated by the FMPPI (2007:9&12). There is no provision made for MTSF setting of targets. The 5 year strategic targets projected/estimated are aligned to the budget allocation (beyond the FY2015/16 MTEF budget cycle). The s for the MTSF will be adjusted to align with the final budget allocation. 20. The DOD refers to Classified as Classified information that has not been published for the consumption of the public but managed through the appropriate mandated internal and external oversight institutions. However, projections and subsequent reports will be available for audit purposes. 36

58 Table 8: DOD Output 2 Strategic Objective/ Strategic Output 2 Output Statement Baseline Justification Links D_2.1/2.3 Strategic Output Output Statement Baseline Provide Mission Ready Defence Capabilities This strategic DOD Output deliverable addresses the degree to which the SANDF provides mission ready capabilities to Joint Force Employment and the Southern African Development Community Standby Force Pledge. The SANDF main outputs, namely the provision of Ready Defence. The importance of the Output relates to the degree to which the SANDF produces one of the main outputs namely the provision of mission ready Defence capabilities in accordance with the approved Joint Force Employment Requirement, as part of its core responsibility. It is an important cost driver for the department. MTSF Outcome 11 Creating a better South Africa and contributing to a better and safer Africa in a better World (main contribution) and Outcomes 02, 03, 05 and 12. Percentage compliance with Joint Force Employment Requirements as resourced (including the Southern African Development Community Standby Force Pledge) This strategic DOD Output deliverable addresses the degree to which the SANDF provides mission ready capabilities to Joint Force Employment and the Southern African Development Community Standby Force Pledge. The 5 year strategic target is to achieve compliance with the Southern African Development Community Standby Force Pledge, as the target related to the SANDF to providing mission ready capabilities to Joint Force Employment is. compliance with the Southern African Development Community Standby Force Pledge. 5 Year Annual s 2015/16 / / / /20 Table 9: DOD Output 3 Strategic Objective/ Strategic Output 3 Provide sound Defence direction Output Statement Baseline Justification The provision of external direction and advice so that governmental bodies and organisations are well informed and advised on trends in SANDF. It also includes the adoption and formulation of appropriate defence policy, strategy and internal direction and advice to ensure effective Defence. This strategic output addresses the degree to which the DOD adherences to governance promulgation schedule set by higher authority as well as the DOD Risk Management maturity level achieved. The 5 year strategic target is to achieve compliance with the DOD governance promulgation schedule for policies and strategies. The 5 year strategic target for compliance with submission dates of DOD accountability documents is. No deviation can be tolerated and the target therefore is not negotiable. The Risk Management Maturity Level target is Level 4 (66.67%). The consolidated target therefore is 93.33%. The importance of the Output relates to the DOD s contribution to national security and Defence. It also includes internal direction and advice (policies and strategies) to ensure effective Defence. DOD ANNUAL PERFORMANCE PLAN FOR 37

59 DOD Annual Plan for 2015 Table 9: DOD Output 3 (continued) Strategic Objective/ Strategic Output 3 Provide sound Defence direction Links D_3.1 Strategic Output Output Statement Baseline MTSF Outcome 12: An efficient, effective and development-oriented public service and empowered, fair and inclusive citizenship (main contribution) and outcomes 03, 05 and 11. Percentage compliance by the DOD with National Governance This strategic DOD Output deliverable addresses the degree to which the DOD adheres to the governance promulgation schedule and the DOD complies with the submission of DOD accountability documents set by higher authority. The 5 year strategic target is to adhere to 93.33% compliance with the DOD governance promulgation schedule % adherence to the DOD governance promulgation schedule. 5 Year 91.66% Annual s 2015/16 / / / / % 93.33% 93.33% 93.33% 93.33% Table 10: DOD Output 4 Strategic Objective/ Strategic Output 4 Output statement Baseline Justification Links D_4.1 Strategic Output Output Statement Ensure Defence Compliance with Regulatory Framework This strategic DOD Output deliverable addresses the degree to which the DOD complies with the Regulatory Framework (D_4.1) as well as the degree to which the DOD deals with corruption and fraud in the DOD (D_4.2). Directly indicative of DOD compliance with the regulatory framework and combatting corruption, fraud and maladministration - to be reported on by order of higher authority. The importance of the Output relates to the obligation for the DOD to ensure that it conducts its responsibility within the Regulatory Framework. MTSF Outcome 12: An efficient, effective and development-oriented public service and empowered, fair and inclusive citizenship (main contribution) and Outcomes 02, 03 and 11. Percentage Defence compliance with Regulatory Framework The Degree to which the DOD Complies with the Regulatory Framework (D_4.1). The strategic output consists of the following s that can be measured, namely: Number of Audit Qualifications. The 5 year strategic target is to have no audit qualifications per year, which will effect a result. Compliance with Submission Dates of DOD Accountability Documents. The 5 year strategic target for compliance with submission dates of DOD accountability documents is. No deviation can be tolerated and the target therefore is not negotiable. Deployments including Training Exercises, where applicable, Supported with appropriate Legal Instruments. The 5 year strategic target for deployments including training exercises, where applicable, supported with appropriate legal instruments is. All deployments must be authorised properly, therefore, no deviation can be tolerated, and the target is not negotiable. 38

60 Strategic Objective/ Strategic Output 4 Output Statement Ensure Defence Compliance with Regulatory Framework Management Assessment Tool (MPAT), assessment achieved. The MPAT is a beneficial to access the DOD contribution to the Defence compliance with the Regulatory Framework. All attempts will be made to achieve a MPAT Level 3 score by However, for the 5 year period an average of Level 2.6 score or 69.5% is planned. Percentage Payments within 30 Days from receipt of legitimate invoices. The ideal would be to finalise all payments within 30 days. However too many variables are not under the control of the owner. The target of 75% is based on the benchmark determined by trends experienced by other national departments. Baseline 86.6% 5 Year 86.6% Annual s 2015/16 / / / / % 86.6% 86.6% 86.6% 86.6% D_4.2 Strategic Output Output Statement Percentage corruption and fraud prevention status This strategic DOD Output Deliverable addresses the degree to which the DOD deals with corruption and fraud in the DOD. This includes corruption and fraud (where and if prevalent) detected internally as well as by external sources. The strategic output consists of four s that can be measured, namely: Detection Investigations of Corruption and Fraud Conducted. Detection investigations of corruption and fraud conducted entails the detection of reported corruption and fraud in order to establish the realities pertaining to the matter. The 5 year strategic target is to investigate all () incidents detected for corruption and fraud reported. Cases of Corruption and Fraud Investigated. Cases of corruption and fraud investigated entail the actual Police or Military Police investigation of cases of corruption and fraud. The 5 year strategic target is to investigate all () of all cases of corruption and fraud handed over for investigation as well as cases of corruption and fraud investigated. Cases of Corruption and Fraud Prosecuted. Cases of corruption and fraud prosecuted entail the legal proceedings to prosecute persons involved in corruption and fraud. The 5 year strategic target is to investigate () of all cases of corruption and fraud handed over for prosecution. Written Complaints Finalised. This aspect deals with written complaints finalised per year. The 5 year strategic target is to finalise (70%) of all written complaints reported. Baseline Detection Investigations of Corruption and Fraud Conducted Baseline:. Cases of Corruption and Fraud Investigated: Baseline:. Cases of Corruption and Fraud Prosecuted: Baseline:. Written Complaints Finalised: Baseline: 70%. 5 Year 92.5% Annual s 2015/16 / / / /20 90%% 92.5% 92.5% 92.5% 92.5% DOD ANNUAL PERFORMANCE PLAN FOR 39

61 DOD Annual Plan for 2015 Defence Internal Process (Activities) Defence activities 21 are defined as what the DOD does on a daily basis and include the processes or actions that utilise a range of inputs (resources) to produce the desired outputs and, ultimately, outcomes. The departmental activities are provided below: Table 11: DOD Internal Process 1 Internal Process 1 Output statement Baseline Justification Links Administrate the DOD The DOD Administration activity includes the following components: The formulation of defence administration related policy and strategy, defence functional (resources and compliance) policies and strategies, defence management and administration and the accompanying enterprise architecture to effect resource accounting. The formulation of defence instructions framework emanating from defence-related policies, strategy and legislation. The organisational arrangements (systems and processes) to support effective planning, monitoring and evaluation, reporting and risk management in the DOD. The organisational arrangements to ensure corporate support which consists of HR, Legal and Defence Foreign Relations. The organisational arrangements (systems, capacity and processes) to effectively manage information in the DOD. The organisational arrangements to manage account for and report on the DOD finances. The organisational arrangements to manage crime prevention, discipline, disputes and ethics in the DOD. Directly indicative of DOD compliance with the Regulatory Framework specifically related to Defence Administration. The importance of the Output relates to the obligation for the DOD to ensure that it conducts its responsibility within the Regulatory Framework. MTSF Outcome 12: An efficient, effective and development-oriented public service and empowered, fair and inclusive citizenship (main contribution) and Outcomes 02, 03 and 11. P1.1 Strategic Output Percentage Defence administration compliance index Output Statement The degree to which the DOD deals with internal administration. The strategic output consists of the following s that can be measured, namely: Percentage reduction of military court cases outstanding (backlog). Percentage military court cases finalised (in-year). Percentage of disciplinary cases in the DOD finalised within 90 Days (Military court cases). Percentage of disciplinary cases in the DOD finalised within 90 Days (PSAP cases). Percentage litigation attended to in the best interest of the DOD (settlements and wins). Percentage collective grievances and disputes resolved. 21. See Annexures A and C for. 40

62 Internal Process 1 Administrate the DOD Baseline 72.5% 5 Year 72.5% Annual s 2015/16 / / / / % 72.5% 72.5% 72.5% 72.5% P1.2 Strategic Output Number of Defence crime prevention, activities (Includes anti-corruption and anti-fraud activities) Output Statement The Degree to which the DOD Complies with Regulatory Framework. The strategic output consists of the following s that can be measured, namely: Projected number of deliberate crime prevention operations. Percentage of detected National Anti-corruption Hotline cases conducted. Number of awareness activities on Corruption and Fraud. Baseline 5 Year Annual s 2015/16 / / / /20 P1.3 Strategic Output Percentage reduction of criminal cases Output Statement The Degree to which the DOD Complies with Regulatory Framework. The strategic output refers to the DOD support to MTSF ( ) Outcome 3: sub-output 7: Corruption in the Public and Private Sectors reduced and consists of the following indicators that can be measured, namely: Perentage criminal cases investigated (backlog). Percentage criminal cases investigated (in-year). Baseline 45% 5 Year 45% Annual s 2015/16 / / / /20 45% 45% 45% 45% 45% DOD ANNUAL PERFORMANCE PLAN FOR 41

63 DOD Annual Plan for 2015 Table 12: DOD Internal Process 2 Internal Process 2 Enable the DOD Output statement The DOD activities relate to sub-processes in the SANDF required to enable service delivery. It includes the provision of defence capabilities by the Services and Division in accordance with the military strategic objectives and their provision, preparation and maintenance for operational readiness and operational employment. Baseline Justification This strategic output addresses the degree to which the DOD complies with the enablement of the DOD through: Defence health care activities. Defence primary military preparation activities. Links MTSF Outcome 2: A long and healthy life for all South Africans (main contribution) and Outcomes 03, 11 and 12. P2.1 Strategic Output Number of Defence health care activities Output Statement The Number of Defence Health Care Activities. The strategic output consists of the following s that can be measured, namely: Broader SANDF health status ( ). Trend of deployable status on concurrent health assessments ( ). Number of health care activities per year. Baseline health care activities per year. 5 Year Annual s 2015/16 / / / / P2.2 Strategic Output Percentage Defence primary military preparation activities Output Statement The Defence Primary Military Preparation Activities. The strategic output consists of the following s that can be measured, namely: Percentage compliance with DOD Training s. Number of Defence Intelligence Products. Baseline 5 Year Annual s 2015/16 / / / /20 42

64 Table 13: DOD Internal Process 3 Internal Process 2 Employ the SANDF Output statement The DOD activities related to sub-processes in the SANDF required for employment of the SANDF in Joint, Interdepartmental, Interagency and Multinational (JI 2 M) operations as directed by government. It includes military exercises and mission readiness training activities. Baseline 18 exercises for the 5 year term. 46 Defence Attaché Offices. Justification This strategic output addresses the degree to which the DOD complies with the employment of the DOD through: DOD military exercises. Defence relationship (diplomacy) through Defence Attaché Offices. Links MTSF Outcome 3: All people in South Africa are and feel safe (main contribution) and Outcomes 02 and 11. P3.1 Strategic Output Number of DOD military exercises Output Statement The addresses the number of Joint, Interdepartmental, Interagency and Multinational military exercises conducted per year. Baseline 18 exercises for the 5 year term. 5 Year 18 Annual s 2015/16 / / / /20 P3.2 Strategic Output Number of Defence Attaché Offices Output Statement The addresses the number of active Defence Attaché Offices internationally with the purpose to promote diplomacy as the first line of defence. Baseline 46 Defence Attaché Offices. 5 Year 46 Defence Attaché Offices. Annual s 2015/16 / / / / DOD ANNUAL PERFORMANCE PLAN FOR 43

65 DOD Annual Plan for 2015 Defence Resources Managment (Resources) Defence resources (inputs) 22 are defined as what the DOD utilises to do our work on a daily basis and include the resources that contribute to the production and ultimate delivery of legislative outputs. The departmental resources considerations are as follows: Table 14: DOD Resources 1 Resources Deliverable 1 Provide professional and supported DOD Human Resources Output statement This objective is an overarching aspect to ensure that human resources meet the demands of the department, are professional as well as supported in order to engage in the main processes of the department. Baseline Justification This strategic output addresses the degree to which the DOD complies with: Planned staffing of funded posts. Utilisation of Reserve Forces (persondays). SANDF Battle fitness requirements. Links MTSF Outcome 12: An efficient, effective and development-oriented public service and empowered, fair and inclusive citizenship (main contribution) and Outcomes 02, 03 and 11. R1.1 Strategic Output Percentage HR utilisation index Output Statement The addresses the percentage compliance with planned staffing of funded posts. Baseline Planned posts filled by the end of the term: (). Reserve Force members utilised over the term: persondays (). 5 Year Annual s 2015/16 / / / /20 R1.2 Strategic Output Number of military skills development members in the system per year Output Statement The addresses the number of military skills development members in the system that were trained per year. Baseline Number of persons undergone military skills development by end of the term: Year Annual s 2015/16 / / / / See Annexures A and C for. 44

66 Resources Deliverable 1 Provide professional and supported DOD Human Resources R1.3 Strategic Output Level of morale in the DOD Output Statement The addresses the level of morale as experienced by members in the DOD. Baseline Positive morale. 5 Year Positive Annual s 2015/16 / / / /20 Positive Positive Positive Positive Positive Table 15: DOD Resources 2 Resources Deliverable 2 Provide appropriate and sustainable Matériel Output statement This element is an overarching departmental aspect to ensure defence matériel meets the requirements of the department in order to engage in the main processes of the department. This deliverable includes items (facilities, ships, tanks, self-propelled weapons, aircraft, related spares, repair parts, and support equipment, including real property, installations, and utilities) necessary to equip, operate, maintain, and support military activities without distinction as to their application for administrative or combat purposes. Baseline Adherence to infrastructure, critical stock levels and logistic compliance: 95%. Justification This strategic output addresses the degree to which the DOD complies with: Defence infrastructure revitalisation. Defence critical stock level status. Logistics compliance. Links MTSF Outcome 11 Creating a better South Africa and contributing to a better and safer Africa in a better World (main contribution) and Outcomes 02, 03 and 12. R2.1 Strategic Output Percentage Defence infrastructure revitalisation status Output Statement The addresses the revitalisation of Defence infrastructure through the management (expenditure control) of the facilities plan and the utilisation of DOD endowment property (property under the direct control of the DOD). Baseline 90% 5 Year 90% Annual s 2015/16 / / / /20 90% 90% 90% 90% DOD ANNUAL PERFORMANCE PLAN FOR 45

67 DOD Annual Plan for 2015 Table 15: DOD Resources 2 (continued) Resources Deliverable 2 Provide appropriate and sustainable Matériel R2.2 Strategic Output Percentage Defence critical stock level status Output Statement Baseline The addresses the Defence critical stock level. 5 Year Annual s 2015/16 / / / /20 R2.3 Strategic Output Percentage Logistics compliance status Output Statement The addresses the Logistics compliance in the DOD. In particular is the procurement requests fully completed within 90 days from day of registration a good indication of a healthy procurement and payment system. Baseline 99% 5 Year 99.2% Annual s 2015/16 / / / /20 99% 99% 99% 99% Table 16: DOD Resources 3 Resources Deliverable 3 Provide integrated and reliable Defence Systems Output statement This element is an overarching departmental aspect to ensure that information systems meet the requirements of the department in order to engage in the main processes of the department. This deliverable includes management information and management intelligence also known in the private sector as "business intelligence" (not to be confused with military intelligence). Baseline 94.95% Justification This strategic output addresses the degree to which the DOD complies with its and ICT demands. Links MTSF Outcome 3: All people in South Africa are and feel safe (main contribution) and Outcomes 02, 11 and 12 R3.1 Strategic Output Percentage Defence ICT status Output Statement The addresses the degree to which the DOD complies with its ICT demands. Baseline Percentage of modernised, sustainable DOD ICT Integrated Prime Systems Capabilities. 46

68 Resources Deliverable 3 Provide integrated and reliable Defence Systems Justification This strategic output addresses the degree to which the DOD complies with its and ICT demands. 5 Year 94.95% Annual s 2015/16 / / / / % 93.95% 96.7% 96.5% Table 17: DOD Resources 4 Resources Deliverable 4 Provide sound Financial Management to the DOD Output statement This element is an overarching departmental aspect to ensure that departmental financial management remains sound in terms of the regulatory requirements and guidelines and that financial reporting is performed accordingly. Baseline Less than 8% deviation. Justification This strategic output addresses the degree to which the DOD complies with financial management requirements. Links MTSF Outcome 12 An efficient, effective and development-oriented public service and empowered, fair and inclusive citizenship and Outcomes 02, 03 and 11. R4.1 Strategic Output Percentage deviation from approved drawing schedule Output Statement The addresses the degree to which the DOD complies with its financial management demands. Baseline Less than 8% deviation. 5 Year Less than 8% deviation. Annual s 2015/16 / / / /20 <8% <8% <8% <8% <8% DOD ANNUAL PERFORMANCE PLAN FOR 47

69 DOD Annual Plan for 2015 Defence Building for the Future (Defence Sustainability) The Defence perspective Building for the Future (BFF) 23 outlines how defence will endeavour to ensure its future sustainability and relevance moving forward into the MTEF and beyond through structured departmental initiatives and processes. The departmental building for the future perspectives are provided below: Table 18: DOD Building for the Future 1 Future Deliverable 1 Ensure appropriate Strategic Reserves Output statement This element addresses the requirement to ensure that critical commodities and/or items are available at all times to enable and support expected and unforeseen defence commitments (e.g. fuel, ammunition). Baseline. Justification This strategic output addresses the degree to which the DOD ensures that critical commodities and/or items are available at all times to enable and support expected and unforeseen defence commitments. Links MTSF Outcome 11 Creating a better South Africa and contributing to a better and safer Africa in a better World (main contribution) and Outcomes 12. F1.1 Strategic Output Level of strategic reserves Output Statement The addresses the degree to which the DOD complies with strategic reserves demands. Baseline. 5 Year. Annual s 2015/16 / / / /20 Tables 19 and 20: DOD Building for the Future 2/3 Future Deliverable 2/3 Renew DOD main Equipment and Systems (including technology development) Output statement This element addresses the requirement to ensure that the DOD invests in the development and acquisition of equipment and associated doctrine to ensure the DOD s long-term sustainability and relevance. Baseline 80% Justification This strategic output addresses the renewal of armament through acquisition and technology development commitments approved. Links MTSF Outcome 11 Creating a better South Africa and contributing to a better and safer Africa in a better World (main contribution) and Outcomes 02, 03 and See Annexures A and C for. 48

70 Future Deliverable 2/3 Renew DOD main Equipment and Systems (including technology development) F2.1 Strategic Output Percentage Defence armament acquisition commitments status F3.1 Strategic Output Undertake Defence Research and Development Output Statement The addresses the degree to which the DOD renew armament through acquisition and technology development commitments approved. Baseline Armament acquisition commitments approved, 75% by 31 March. Technology development commitments approved, 85% by 31 March. 5 Year 80% Annual s 2015/16 / / / /20 80% 80% 80% 80% 80% Table 21: DOD Building for the Future 4 Future Deliverable 4 Promote an appropriate Defence Industry Output statement This element addresses the requirement to ensure that the RSA's Defence Industry remains appropriate and relevant with regard to global military technology development (and trends) in order to enable and sustain the RSA's military capacity/ capability requirement and relevance in our area of influence. Baseline Defence Industry Policy to be developed. Justification In terms of the SA Defence Review 2015 Implementation Plan for Milestone 1, Acquisition Services will develop a Defence Industry Policy in cooperation with the National Defence Industry Council. Links MTSF Outcome 3: All people in South Africa are and feel safe (main contribution) and Outcomes 11 and Year Annual s 2015/16 / / / /20 Table 22: DOD Building for the Future 5 Future Deliverable 5 Promote consensus on Defence Output statement This element addresses the requirement to ensure that stakeholders internal and external to the DOD are engaged to enable national cohesion relating to the role and functions of the Defence portfolio in support of the RSA Constitutional Imperatives. Baseline Public positive opinion of 77%. DOD ANNUAL PERFORMANCE PLAN FOR 49

71 DOD Annual Plan for 2015 Table 15: DOD Resources 2 (continued) Future Deliverable 5 Promote consensus on Defence Justification It is required to ensure that stakeholders internal and external to the DOD are engaged to enable national cohesion relating to the role and functions of the Defence Constitutional Imperatives. Links MTSF Outcome 12 An efficient, effective and development-oriented public service and empowered, fair and inclusive citizenship. F5.1 Strategic Output Status of Public Opinion of the DOD Output Statement The addresses the public opinion of the DOD to determine: The DOD s relationship with the general public. The stance related to the DOD general direction (policies and strategies). Baseline Public positive opinion of 77%. 5 Year 77%. Annual s 2015/16 / / / /20 77% 77% 77% 77% 77% DOD PERFORMANCE INFORMATION ALIGNED WITH THE DOD STRATEGY MAP: FY/17 TO FY2018/19 The DOD has institutionalised outcomes-based planning in support of Government outcomes and as such, the following DOD s underline the department s commitments thereto. Annexure A to this Plan displays the alignment between the DOD performance information, prevailing national imperatives, the DOD Strategy Map and the 5 year strategic targets of the DOD. Two sets of s (Annual and Quarterly) are provided in the DOD APP for for each level of the DOD SPF to enable performance monitoring of the Defence mandate, as reflected in the tables under the departmental budget subprogrammes. The included performance information includes both cumulative and non-cumulative targets for which quarterly progress will be reported during departmental internal processes. In the tables, under each departmental budget programme, reference is made to Classified, which is defined as "Classified information that has not been published for the consumption of the public but managed through the appropriate mandated internal and external oversight institutions. However, projections and subsequent reports will be available for audit purposes. 50

72 DOD SELECTED PERFORMANCE INDICATORS AND TARGETS FOR FY/17 TO FY2018/19 The DOD Selected s and s for FY/17 to FY2018/19, as reflected in Table 23, form the basis of the DOD contribution to the National Budget Estimates of National Expenditure (DOD Defence and Military Veterans Vote 19). The DOD Selected s reflect the main outputs and activities of the DOD in support of the MTSF ( ) and DOD SP DOD ANNUAL PERFORMANCE PLAN FOR 51

73 DOD Annual Plan for 2015 Table 23: DOD Selected s and s: FY/17 to the FY2018/19 MTSF Outcome to which it contributed and ID Audited/ Actual Estimated Medium-term s Budget Programme 2012/ / / /16 / / /19 Outcome 11 P3_03 Total number of defence Attaché Offices Administration (Defence Foreign Relations) Outcome 5 R1_1B Number of military skills development members in the system per year 26 Administration (Human Resources Services) Outcome 3 R1_1C Number of reserve force persondays Administration (Human Resources Services) Outcome 11 D2_03 Percentage compliance with the Southern African Development Community standby force Pledge 27 79% 79% Force Employment Outcome 11 D1_10 Percentage compliance with number of ordered commitments (external operations) 125% (5) 83% (5) 140% (7) 29 Force Employment The 45 Defence Attaché Offices comprise 10 offices in the Southern African Development Community (SADC) Region, 10 offices in the Rest of Africa and 25 offices in the Rest of the World. 25. The 46 Defence Attaché Offices comprise 10 offices within the Southern African Development Community (SADC) Region, 16 offices in the Rest of Africa and Middle East and 20 offices in the Rest of the World. 26. During the MOD&MV Budget Vote (May 2015) an announcement by the MOD&MV was made with regard to the MSDS members We need to increase the intake of MSDS recruits to rejuvenate the Defence Force. Therefore the MSDS target was revised by CHR from to for FY/ Previously read as Percentage compliance with the South African Development Community standby force agreement and South African Pledge. 28. Two additional operations were conducted over and above, namely Op CHARIOT, Op METAAL and Op LOAPI. 29. Only executed operations are reported on. Actual numbers will be provided after achievement. 52

74 MTSF Outcome to which it contributed and ID Audited/ Actual Estimated Medium-term s Budget Programme 2012/ / / /16 / / /19 Outcome 3 D1_10 Percentage compliance with number of ordered commitments (4) (internal operations) 30 (4) (4) Force Employment Outcome 11 P3_02 Number of joint, interdepartmental, interagency and multinational military exercises conducted per year Force Employment Outcome 3 D1_02 Number of landward sub-units deployed on border safeguarding per year Force Employment Outcome 11 D1_05 Number of force employment hours flown per year Air Defence Outcome 11 D1_06 Number of hours at sea per year Maritime Defence 30. Internal operations include border safeguarding and operations in support of other government departments. 31. Refinement of the MTSF ( ) by Presidency (DPME) together with C JOps took place and its was decided that the department would address only the SANDF s participation on the higher level of SADC and interdepartmental/ interangecy exercises, as South Afirca is not always the leading country during these exercises. 32. During the MOD&MV Budget Vote (May 2015) the Minister indicated that the number of sub-units for border safeguarding will increase from 13 to 15 sub-units. During the departmental budget processes it was decided that the number of sub-units will be increased from 13 to 15 sub-units from FY/17 onwards hours will be flown for VIP operations and hours for joint force employment requirements subject to resource allocation hours will be flown for VIP operations and hours for joint force employment requirements subject to resource allocation. DOD ANNUAL PERFORMANCE PLAN FOR 53

75 DOD Annual Plan for 2015 MTSF OUTCOMES, DERIVED FROM GOVERNMENT OUTCOMES, FOR THE FY/17 TO FY2018/19 By pursuing of the DOD legislative mandate and utilising its inherent Defence capabilities, the DOD will continue to provide support to the governmental MTSF Outcomes ( ) relevant to the Defence mandate and as articulated in the DOD SP The defence contribution to the MTSF Outcomes is linked to defence activities and programme performance targets aimed at facilitating the achievement of the specific MTSF Outcome. The content of each of the MTSF Outcomes has formed the basis for the formulation and approval of a Delivery Agreement (DA) between an identified Cabinet member and the President of the RSA. The MOD&MV is a co-signatory responsible for the co-ordination and chairpersonship of the Justice Crime Prevention and Security Cluster (JCPS) and a member of the Joint International Cooperation Trade and Security (ICTS) Cluster for MTSF Outcomes 3 and 11 respectively that relate to the sustained and change agenda of Defence. These MTSF Outcomes that Defence will engrave (sustained agenda) are as follows: Outcome 3: All people in South Africa are and feel safe. Sub-outcome 3: South Africa s Borders Effectively Defended, Protected, Secured and Well-managed. Defence will contribute to this outcome by developing sub-strategies in support of the national overarching strategy to defend, protect, secure, and ensure well-managed borders by securing of the land, airspace and maritime borders. Sub-outcome 4: Secure Cyber Space. Defence will contribute to the development of the Cyber Warfare Strategy and Implementation Plan of the country, which is required for approval by March. During FY/17 the Defence will continue with the implementation of the Cyber Warfare Implementation Plan and will furthermore continue to contribute towards capacitating a Cyber-security Institution by establishing a Cyber Command Centre Headquarters, scheduled by FY2018/19. Sub-outcome 7: Corruption in the Public and Private Sectors Reduced. The DOD s contribution is to assist in the reduction of corruption in the JCPS Cluster but more specifically in the DOD where possibly prevalent. Outcome 11: Creating a better South Africa and contributing to a better and safer Africa in a better World. Sub-outcome 3: Political cohesion in Southern Africa to ensure a peaceful, secure and stable Southern African region. The DOD will continue to support sub-outcome 3 by means of the SANDF contribution to AU/UN peace operations and through the department s International Affairs Policy. The MTSF outcomes to which Defence will indirectly (change agenda) contribute by virtue of its legislative mandate and inherent capabilities are as follows: Outcome 2: A long and healthy life for all South Africans. Outcome 5: A skilled and capable workforce to support an inclusive growth path. Outcome 12: An efficient, effective and development-oriented public service and empowered, fair and inclusive citizenship. 54

76 CORE OUTPUTS PER PROGRAMME: PERFORMANCE INDICATORS, TARGETS (ANNUAL AND QUARTERLY) AND RECONCILING PERFORMANCE TARGETS WITH THE FY/17 TO FY2018/19 BUDGET ALLOCATION PROGRAMME 1: ADMINISTRATION 35 OVERVIEW The Administration mandate finds expression in the DOD Administration Budget Programme (Programme 1) responsible to provide departmental administrative support, development of defence policy and the management and administration of the department. The Administration programme provides centralised Human Resource Support, Defence Legal Services and Defence Foreign Relations Support Functions to the DOD. Furthermore, the Administration programme includes governance risks and compliance functions, the determination of working methods and procedures that improve internal controls, as well as the veracity of information provided. PURPOSE The purpose of the Administration programme is to provide strategic leadership, management and support services to the DOD and provide for military veterans benefits through the Department of Military Veterans 36. OUTPUTS The main outputs of the Administration programme are as follows: To provide Ministerial direction. To provide departmental direction. To provide defence policy advice. To provide departmental strategic direction. To provide corporate planning, budgeting and reporting. Budget Allocation. An amount of R is allocated to the Administration Programme for the /17 MTEF. 35. The Administration Programme consists of both Defence Secretariat and SANDF subprogrammes. 36. This Administration Programme purpose is aligned with the National ENE, as determined/standardised by National Treasury for all national departments as from the FY2015/16 onwards. DOD ANNUAL PERFORMANCE PLAN FOR 55

77 DOD Annual Plan for 2015 OVERVIEW OF ADMINISTRATION SUBPROGRAMME: MINISTRY OF DEFENCE Responsibility. Minister of Defence and Military Veterans. Purpose. The purpose of the subprogramme is to provide political direction to the DOD thereby ensuring the democratic defence of South Africa by meeting the required defence commitments and providing appropriate defence capabilities. Outputs. The outputs of the subprogramme Ministry are as follows: To provide Political direction to the DOD. To ensure the defence of South Africa by meeting the approved ordered defence commitments and providing appropriate defence capabilities. To oversee the applicable Public Entities (Armscor and Castle Control Board [CCB]). To oversee the Organs of State (Military Ombud, Defence Force Service Commission [DFSC] and Reserve Force Council [RFC]). Budget Allocation. An amount of R is allocated to the subprogramme Ministry for the /17 MTEF. s and s (Annual and Quarterly). The following two tables reflect the s and s (Annual and Quarterly) associated with the subprogramme. Table 24: Subprogramme: Ministry: s and Annual s for the FY/17 to the FY2018/19 DOD Output and ID 5 Year Strategic Plan s Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Output 3 Provide sound Defence direction D3_05 Percentage compliance with submission dates of DOD accountability documents (DOD APP tabled in Parliament) (Armscor Corporate Plan tabled in Parliament) (Castle Control Board APP tabled in Parliament) Tabled on 13 March 2013 (The APPs were tabled by 13 March 2014) (APPs were tabled in line with the Parliamentary Programme on 11 March 2015) (4 APPs tabled in line with National Prescripts) (4 APPs tabled in line with National Prescripts) (4 APPs tabled in line with National Prescripts) (4 APPs tabled in line with National Prescripts) (Military Ombud APP tabled in Parliament) 56

78 DOD Output and ID 5 Year Strategic Plan s Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Percentage compliance with submission dates of DOD accountability documents D3_05 (DOD Annual Report tabled in Parliament) (Armscor Annual Report tabled in Parliament) (Castle Control Board Annual Report tabled in Parliament) (4 ARs tabled in line with National Prescripts) (4 ARs tabled in line with National Prescripts) (4 ARs tabled in line with National Prescripts) (4 ARs tabled in line with National Prescripts) (Military Ombud Annual Report tabled in Parliament) Table 25: Subprogramme: Ministry: s and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Output 3 Provide sound Defence direction Percentage compliance with submission dates of DOD accountability documents (DOD APP tabled in Parliament) Annually (1 DOD APP tabled in line with National Prescripts) D3_05 (Armscor Corporate tabled in Parliament) Annually (4 tabled in line with National Prescripts) (1 Armscor Corporate Plan tabled in line with National Prescripts) (Castle Control Board APP tabled in Parliament) Annually DOD ANNUAL PERFORMANCE PLAN FOR (1 Castle Control Board APP tabled in line with National Prescripts) 57

79 DOD Annual Plan for 2015 Table 25: Subprogramme: Ministry: s and Quarterly s for FY/17 (continued) DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th (Military Ombud APP tabled in Parliament) Annually (1 Military Ombud APP tabled in line with National Prescripts) Percentage compliance with submission dates of DOD accountability documents (DOD APP tabled in Parliament) Annually - (1 DOD Annual Report tabled in line with National Prescripts) - D3_05 (Armscor Annual Report tabled in Parliament) Annually (4 tabled in line with National Prescripts) - (1 Armscor Annual Report tabled in line with National Prescripts) - (Castle Control Board Annual Report tabled in Parliament) Annually - (1 Castle Control Board Annual Report tabled in line with National Prescripts) - (Military Ombud Annual Report tabled in Parliament) Annually (1 Military Ombud Annual Report tabled in line with National Prescripts) The MOD&MV is responsible for oversight of Organs of State (Military Ombud, DFSC and RFC) as listed on the next page. These entities receive budget allocations from the DOD and they are responsible and report to the Executive Authority. 58

80 OVERVIEW OF THE MILITARY OMBUD Responsibility. The Military Ombud. Purpose. The Military Ombud is responsible to investigate and ensure that complaints are resolved in a fair, economical and expeditious manner. Outputs. The outputs of the Military Ombud are as follows: Investigate as well as resolve complaints lodged in writing by: A member regarding his or her service conditions. A former member regarding his or her conditions of service. A member of the public regarding the official conduct of a member of the Defence Force. A person acting on behalf of a member of the Defence Force. Budget Allocation. An amount of R from the budget of Legal Services is allocated to the Military Ombud for the /17 MTEF. s and s (Annual and Quarterly). The following two tables reflect the s and s (Annual and Quarterly) associated with the subprogramme. Table 26: Military Ombud: s and Annual s for the FY/17 to the FY2018/19 DOD Output and ID 5 Year Strategic Plan s Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to the Ministry Output 3 Provide sound Defence direction D3_05 Percentage compliance with submission dates of DOD accountability documents (Military Ombud APP submitted to the Executive Authority) (1 APP submitted in line with National Prescripts) (1 APP submitted to the Executive Authority) (1 APP submitted to the Executive Authority) (1 APP submitted to the Executive Authority) D3_05 Percentage compliance with submission dates of DOD accountability documents (Military Ombud Annual Report submitted to the Executive Authority) (1 Annual Report submitted in line with National Prescripts) (1 Annual Report submitted to the Executive Authority) (1 Annual Report submitted to the Executive Authority) (1 Annual Report submitted to the Executive Authority) DOD ANNUAL PERFORMANCE PLAN FOR 59

81 DOD Annual Plan for 2015 Table 26: Military Ombud: s and s for FY/17 to the FY2018/19 (continued) DOD Output and ID 5 Year Strategic Plan s Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Output 4 Ensure Defence compliance with Regularly Framework D4_08 Percentage of written complaints finalised 70% 43% 60% 60% 70% 80% Table 27: Military Ombud: s and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Reporting to the Ministry Output 3 Provide sound Defence direction D3_05 Percentage compliance with submission dates of DOD accountability documents (Military Ombud Annual Report submitted to the Executive Authority) Annually (1 Annual Report submitted to the Executive Authority) (1 Annual Report submitted to the Executive Authority) D3_05 Percentage compliance with submission dates of DOD accountability documents (Military Ombud APP submitted to the Executive Authority) Annually (1 APP submitted to the Executive Authority) (1 APP submitted to the Executive Authority) Output 4 Ensure Defence compliance with Regularly Framework D4_08 Percentage of written complaints finalised Quarterly 60% 60% 60% 60% 60% 60

82 OVERVIEW OF RESERVE FORCE COUNCIL (RFC) Responsibility. Chairperson of the Reserve Force Council. Purpose. The RFC is a consultative and advisory body representing the Reserve Force to promote and maintain the force as an integral part of the Defence Force and must be consulted on any legislation, policy or administrative measures affecting the Reserve Force. Outputs. The outputs of the RFC are as follows: Provide consultative and advice services to promote and maintain pertaining the Reserve Force function. Budget Allocation. An amount of R is allocated to the RFC for the /17 MTEF as part of the budget allocation to the Defence Reserve Direction. and s (Annual and Quarterly). The following two tables reflect the and s (Annual and Quarterly) associated with the RFC subprogramme. Table 28: RFC: and Annual s for the FY/17 to the FY2018/19 DOD Output and ID 5 Year Strategic Plan s Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to the Ministry Output 3 Provide sound Defence direction D3_05 Percentage compliance with submission dates of DOD accountability documents (2 Reports on RFC Activities submitted to the Executive Authority) (2 Reports on RFC Activities submitted in line with National Prescripts) (2 Reports on RFC Activities submitted to the Executive Authority) (2 Reports on RFC Activities submitted to the Executive Authority) (2 Reports on RFC Activities submitted to the Executive Authority) Table 29: RFC: s and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Reporting to the Ministry Output 3 D3_05 Percentage compliance with submission dates of DOD accountability documents (2 Reports on RFC Activities submitted to the Executive Authority) Provide sound Defence direction (2 Reports (1 Report on RFC on RFC Bi-annually Activities - Activities - submitted to submitted to the Executive the Executive Authority) Authority) DOD ANNUAL PERFORMANCE PLAN FOR (1 Report on RFC Activities submitted to the Executive Authority) 61

83 DOD Annual Plan for 2015 OVERVIEW OF DEFENCE FORCE SERVICE COMMISSION (DFSC) Responsibility. Chairperson of the Defence Force Service Commission. Purpose. The DFSC is to submit, on an annual basis, recommendations to the MOD&MV on improvements of salaries, service benefits and policies on conditions of service of members as well as the effective and efficient implementation thereof. Outputs. The outputs of the DFSC are as follows: Provide annual salary/service benefits recommendations. Provide recommendations on conditions of service policies. Ensure the effective and efficient implementation of policies on conditions of service within the Defence Force. Budget Allocation. An amount R is allocated to the DFSC for the /17 MTEF as part of the budget allocation to the Ministry. and s (Annual and Quarterly). The following two tables reflect the and s (Annual and Quarterly) associated with the subprogramme. Table 30: DFSC: and Annual s for the FY/17 to the FY2018/19 DOD Output and ID 5 Year Strategic Plan s Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to the Ministry Output 3 Provide sound Defence direction D3_05 Percentage compliance with submission dates of DOD accountability documents (Annual Report regarding DFSC Activities submitted to the Executive Authority) (1 Annual Report regarding DFSC Activities submitted to the Executive Authority) (1 Annual Report regarding DFSC Activities submitted to the Executive Authority) (1 Annual Report regarding DFSC Activities submitted to the Executive Authority) (1 Annual Report regarding DFSC Activities submitted to the Executive Authority) 62

84 Table 31: DFSC: and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Reporting to the Ministry Output 3 Provide sound Defence direction D3_05 Percentage compliance with submission dates of DOD accountability documents (Annual Report regarding DFSC Activities submitted to the Executive Authority) Annually (1 Annual Report on DFSC Activities submitted in line with National Prescripts) (1 Annual Report on DFSC Activities submitted in line with National Prescripts) OVERVIEW OF ADMINISTRATION SUBPROGRAMME: DEPARTMENTAL DIRECTION Responsibility. Secretary for Defence (Sec Def). Purpose. The Accounting Officer is to ensure the provision and maintenance of effective, efficient and transparent systems of financial and risk management and internal control. Outputs. The outputs of the subprogramme Departmental Direction are as follows: Is the Head of the Department. Is the Accounting Officer of the Department. Is the Secretary for Defence. As the Principal adviser provide advice to the MOD&MV on Defence policy matters. Effective management and administration of the Department. To ensure policy of the Government in respect of Conventional Arms Control. To provide governance on the defence matériel supply chain in the DOD. To provide departmental direction for the DOD to ensure the effective and efficient conduct of Defence information and communication system activities in accordance with legislation and policy. Budget Allocation. An amount of R is allocated to the subprogramme Departmental Direction for the /17 MTEF. s and s (Annual and Quarterly). The following two tables reflect the s and s (Annual and Quarterly) associated with the subprogramme. DOD ANNUAL PERFORMANCE PLAN FOR 63

85 DOD Annual Plan for 2015 Table 32: Subprogramme: Departmental Direction: s and Annual s for the FY/17 to the FY2018/19 DOD Output and ID 5 Year Strategic Plan s Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to Sec Def OFFICE OF THE SEC DEF Output 3 Provide sound Defence direction D3_01B Percentage adherence to DOD governance promulgation schedule (SA Defence Review 2015 Implementation status) (Submission of the SA Defence Review Implementation Plan for MOD&MV approval) (Monitor implementation of the approved SA Defence Review 2015 Implementation Plan) 37 (Monitor implementation of the approved SA Defence Review 2015 Implementation Plan) (Monitor implementation of the approved SA Defence Review 2015 Implementation Plan) D3_05 Percentage compliance with submission dates of DOD accountability documents (DOD APP submitted to the Executive Authority) (Tabled in line with the Parliamentary Programme on 11 March 2015 (1 DOD APP submitted in line with National Prescripts) (1 DOD APP submitted to the Executive Authority) (1 DOD APP submitted to the Executive Authority) (1 DOD APP submitted to the Executive Authority) D3_05 Percentage compliance with submission dates of DOD accountability documents (DOD Annual Report submitted to the Executive Authority) (Tabled in Parliament on 30 September 2014) (1 DOD Annual Report submitted in line with National Prescripts) (1 DOD Annual Report submitted to the Executive Authority) (1 DOD Annual Report submitted to the Executive Authority) (1 DOD Annual Report submitted to the Executive Authority) 37. The implementation of the SA Defence Review 2015 Implementation Plan, addressing the Milestone 1, within the current Resource Allocation is reflected in Annexure D. During FY/17 the DOD will report, in addition to the s under the various DOD Budget Programmes, on the SA Defence Review 2015 Deliverables as reflected in Annexure D to this APP. 64

86 DOD Output and ID 5 Year Strategic Plan s Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 D3_07 Established DOD strategic research capability status 38 Funding and staffing of critical vacancies Policy Research Unit Concept document not compiled or approved Policy Research Unit Concept document approved Policy Research Unit Concept document approved Approved Organisational Structure Funding and staffing of critical vacancies Output 4 Ensure Defence compliance with Regularly Framework D4_12 Status of external statutory responses to requests received GITO Output 3 Provide sound Defence direction D3_01B Percentage adherence to DOD governance promulgation schedule ( and Communication Systems Policy Development Plan status) (Monitor and Review) (Monitor and Review) (Monitor and Review) (Monitor and Review) (Monitor and Review) (Monitor and Review) (Monitor and Review) D3_01B Percentage adherence to DOD governance promulgation schedule (Department of Defence Strategy status) (Monitor and Review) (Monitor and Review) (Monitor and Review) (Monitor and Review) (Monitor and Review) (Monitor and Review) (Monitor and Review) 38. Various forms of strategic research are done by the DOD in support of the National Government imperatives with regard to research and development. DOD ANNUAL PERFORMANCE PLAN FOR 65

87 DOD Annual Plan for 2015 Table 33: Subprogramme: Departmental Direction: s and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Reporting to Sec Def OFFICE OF THE SEC DEF Output 3 Provide sound Defence direction D3_01B Percentage adherence to DOD governance promulgation schedule (SA Defence Review 2015 Implementation status) Annually (Monitor implementation of the approved SA Defence Review Implementation Plan) (Monitor implementation of the approved SA Defence Review Implementation Plan) D3_05 Percentage compliance with submission dates of DOD accountability documents (DOD APP submitted to the Executive Authority) Percentage compliance with submission dates of DOD accountability documents (DOD Annual Report submitted to the Executive Authority) Annually Annually (1 DOD APP submitted to the Executive Authority) (1 DOD Annual Report submitted to the Executive Authority) (1 DOD Annual Report submitted to the Executive Authority) (1 DOD APP submitted to the Executive Authority) - - D3_07 Established DOD strategic research capability status Annually Policy Research Unit Concept document approved Policy Research Unit Concept document approved Output 4 Ensure Defence compliance with Regularly Framework D4_12 Status of external statutory responses to requests received Annually GITO Output 3 Provide sound Defence direction D3_01B Percentage adherence to DOD governance promulgation schedule ( and Communication Systems Policy Development Plan status) Annually (Monitor and Review) (Monitor and Review) 66

88 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th D3_01B Percentage adherence to DOD governance promulgation schedule (Department of Defence Strategy status) Annually (Monitor and Review) (Monitor and Review) OVERVIEW OF ADMINISTRATION SUBPROGRAMME: POLICY AND PLANNING Responsibility. Chief Defence Policy, Strategy and Planning. Purpose. The purpose of the subprogramme is to advise on defence policy matters and co-ordinate the departmental strategic direction process by developing, formulating, monitoring and adapting Defence policy, strategy and plans in accordance with national policy to enable the effective, efficient and proper conduct of Defence activities. Outputs. The outputs of the Policy and Planning subprogramme are as follows: To ensure defence policies are aligned with National legislation through providing credible policy direction. To provide DOD strategy, planning, risk management, performance monitoring and evaluation and structure management. To provide secretariat and administrative support to the National Conventional Arms Control Committee (NCACC). To manage the participation of the DOD in clusters, as well as the implementation of arising obligations. Budget Allocation. An amount of R is allocated to the subprogramme Policy and Planning, which includes a budget allocation to the following two Divisions: An amount of R is allocated to the Defence Policy, Strategy and Planning Division for the /17 MTEF. An amount of R is allocated to the Military Policy, Strategy and Planning Division for the /17 MTEF. s and s (Annual and Quarterly). The following two tables reflect the s and s (Annual and Quarterly) associated with the subprogramme. DOD ANNUAL PERFORMANCE PLAN FOR 67

89 DOD Annual Plan for 2015 Table 34: Subprogramme: Policy and Planning: s and Annually s for the FY/17 to the FY2018/19 DOD Output and ID 5 Year Strategic Plan s Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to Sec Def Output 3 Provide sound Defence direction D3_01A Percentage adherence to DOD governance promulgation schedule (Policy) D3_01B Percentage adherence to DOD governance promulgation schedule (Strategy) D3_05 Percentage compliance with submission dates of DOD accountability documents (1 DOD Annual Report and 1 DOD APP submitted in line with National Prescripts) (1 DOD Annual Report and 1 DOD APP submitted in line with National Prescripts) (1 DOD Annual Report and 1 DOD APP submitted in line with National Prescripts) (1 DOD Annual Report and 1 DOD APP submitted in line with National Prescripts) D3_06 DOD Enterprise Risk Management maturity level achieved 73.33% (Level 4) DOD ERM maturity level 4 achieved DOD ERM maturity level 5 achieved DOD ERM maturity level 4 achieved 39 Level 6 Level 4 Level 4 Level 4 Output 4 Ensure Defence compliance with Regulatory Framework D4_10 DOD Management Assessment Tool, assessment level achieved 69.5% (Level 2.6) Level 2.2 achieved Level 2.4 achieved Level 2.1 achieved Level 2.5 Level 2.6 Level 2.8 Level Assessed in terms of National Treasury risk management questionnaire as part of the Financial Management Capability Maturity Model. 68

90 Table 35: Subprogramme: Policy and Planning: s and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Reporting to Sec Def Output 3 Provide sound Defence direction D3_01A Percentage adherence to DOD governance promulgation Schedule (Policy) Quarterly 25% 25% 25% 25% D3_01B Percentage adherence to DOD governance promulgation Schedule (Strategy) Quarterly 25% 25% 25% 25% D3_05 Percentage compliance with submission dates of DOD accountability documents Quarterly (1 DOD Annual Report and 1 DOD APP submitted in line with National Prescripts) - 50% (1 DOD Annual Report and 1 DOD APP submitted in line with National Prescripts) - 50% (1 DOD APP submitted in line with National Prescripts) D3_06 DOD Enterprise Risk Management maturity level achieved Annually Level Level 4 Output 4 Ensure Defence compliance with Regulatory Framework D4_10 DOD Management Assessment Tool, assessment level achieved Annually Level Level 2.6 DOD ANNUAL PERFORMANCE PLAN FOR 69

91 DOD Annual Plan for 2015 OVERVIEW OF ADMINISTRATION SUBPROGRAMME: MILITARY POLICY, STRATEGY AND PLANNING OFFICE Responsibility. Chief of Corporate Staff (Chief of Military Policy, Strategy and Planning). Purpose. The purpose of the subprogramme is to advise on military policy matters and to co-ordinate the military strategic direction process. This process includes developing policy, formulating strategies and plans, monitoring the execution of plans and the reporting thereof. Outputs. The outputs of the Military Policy, Strategy and Planning Office are as follows: To manage the strategic planning and control process of the SANDF. To provide a military strategising capability and service for the C SANDF. and s (Annual and Quarterly). The following two tables reflect the and s (Annual and Quarterly) associated with the subprogramme. Table 36: Subprogramme: Military Policy, Strategy and Planning Office: and Annual s for the FY/17 to the FY2018/19 DOD Output and ID 5 Year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to C SANDF Output 3 Provide sound Defence direction D3_05 Percentage compliance with submission dates of DOD accountability documents (SANDF quarterly reports submitted to the Executive Authority) (4) Submitted in line with National Prescripts (4 SANDF quarterly reports submitted to the Executive Authority) (4 SANDF quarterly reports submitted to the Executive Authority) (4 SANDF quarterly reports submitted to the Executive Authority) Output 4 Ensure Defence compliance with Regulatory Framework D3_08 Percentage compliance with the progress of the establishment of the Military Strategic Direction Register 40 48% (17) 31% (11) 9% (3) 40. The implementation of the SA Defence Review 2015 Implementation Plan, addressing Milestone 1, within the current Resource Allocation is reflected in Annexure D. During FY/17 the DOD will report, in addition to the s under the various DOD Budget Programmes, on the SA Defence Review 2015 Deliverables as reflected in Annexure D to this APP. 70

92 Table 37: Subprogramme: Military Policy, Strategy and Planning Office: and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Reporting to C SANDF Output 3 Provide sound Defence direction D3_05 Percentage compliance with submission dates of DOD accountability documents (SANDF quarterly reports submitted to the Executive Authority) Quarterly (4 SANDF quarterly reports submitted to the Executive Authority) 25% (1) 25% (1) 25% (1) 25% (1) Output 4 Ensure Defence compliance with Regulatory Framework D3_08 Percentage compliance with the progress of the establishment of the Military Strategic Direction Register Annually 48% (17) % (17) OVERVIEW OF ADMINISTRATION SUBPROGRAMME: FINANCIAL SERVICES Responsibility. Chief Financial Officer. Purpose. The purpose of the subprogramme is to provide an innovative, cost-effective financial management departmental service for the MOD&MV, Sec Def and C SANDF within the regulatory framework. Outputs. The outputs of the Financial Services subprogramme are as follows: To assist the Sec Def in carrying out his financial management responsibilities in areas ranging from budget preparation to financial reporting. To develop and maintain internal control policies and procedures. To implement financial reforms at the direction of the Sec Def. Budget Allocation. FY/17 MTEF. An amount of R is allocated to the subprogramme Financial Services for the and s (Annual and Quarterly). The following two tables reflect the and s (Annual and Quarterly) associated with the subprogramme. DOD ANNUAL PERFORMANCE PLAN FOR 71

93 DOD Annual Plan for 2015 Table 38: Subprogramme: Financial Services: s and Annual s for the FY/17 to the FY2018/19 DOD Output and ID 5 Year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to Sec Def Output 3 Provide sound Defence direction D3_05 Percentage compliance with submission dates of DOD accountability documents (Percentage compliance with DOD financial management products) (37 Financial management products submitted in line with National Prescripts) (37 Financial management products submitted in line with National Prescripts) (37 Financial management products submitted in line with National Prescripts) (37 Financial management products submitted in line with National Prescripts) Output 4 Ensure Defence compliance with Regulatory Framework D4_01 Number of Audit Qualifications (0) D4_11 Percentage payments within 30 days from receipt of legitimate 75% 80% 85% 73% 75% 75%42 75% 75% invoices 41 Input 4 Provide sound Financial Management of the DOD R4_01 Percentage deviation from approved drawing schedule <8% <8% <8% <8% <8% 41. Treasury Regulation stated Unless determine otherwise in a contract or other agreements, all payments due to creditors must be settled within 30 days from receipt of an invoice. 42. The DOD confirms legitimate invoices as invoices that comply with the detail/specifications of the order placed against the supplier for goods and services and which adhere to the DOD prescripts for a legitimate payment. 72

94 Table 39: Subprogramme: Financial Services: s and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Reporting to Sec Def Output 3 Provide sound Defence direction D3_05 Percentage compliance with submission dates of DOD accountability documents (Percentage compliance with DOD financial management products) Quarterly (37 Financial management products submitted in line with National Prescripts) 24% (9) 24% (9) 27% (10) 24% (9) Output 4 Ensure Defence compliance with Regulatory Framework D4_01 Number of Audit Qualifications Annually D4_11 Percentage payments within 30 days from receipt of payable legitimate invoices Quarterly 75% 75% 75% 75% 75% Input 4 R4_01 Percentage deviation from approved drawing schedule Provide sound Financial Management of the DOD Quarterly <8% <8% <8% <8% <8% OVERVIEW OF ADMINISTRATION SUBPROGRAMME: HUMAN RESOURCES SUPPORT SERVICES (DOD CENTRAL STAFF) Responsibility. Chief Human Resources. Purpose. The purpose of the subprogramme is to provide full Human Resource Support Services to the DOD. Outputs. The outputs of the subprogramme Human Resources Support Services are as follows: To provide Human Resources Services in support of the provision of contingency ready defence capabilities. To provide sound Human Resources Direction and Advice. To provide sound Human Resources Policy and Administration. Budget Allocation. An amount of R is allocated to the subprogramme Human Resources Support Services for the /17 MTEF. s and s (Annual and Quarterly). The following two tables reflect the s and s (Annual and Quarterly) associated with the subprogramme. DOD ANNUAL PERFORMANCE PLAN FOR 73

95 DOD Annual Plan for 2015 Table 40: Subprogramme: Human Resources Support Services: s and Annual s for the FY/17 to the FY2018/19 DOD Output and ID 5 Year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to Def Sec Output 3 Provide sound Defence direction D3_01A Percentage adherence to DOD governance promulgation schedule (Internship Policy status) (Policy Development) (Policy Approved and Promulgated) (Policy Implementation) D3_01B Percentage adherence to DOD governance promulgation schedule (Human Resources Strategy status) Piloting of Strategy 75% completed Strategy Piloted HR Development Strategy and Annual Implementation plan were submitted for approval Approved Strategy Implementation Plan (Implemented Strategy) (Review Strategy) (Review Strategy) D3_01B Percentage adherence to DOD governance promulgation schedule (DOD Ethics Management status) Monitor and Review DOD Ethics Policy Approved (DOD Ethics Policy Approved) (DOD Ethics Strategy Approved) (DOD Ethics Strategy Implementation) D3_05 Percentage compliance with submission dates of DOD accountability documents 99% 92% 89% (294) (SMS financial disclosures submitted) 74

96 DOD Output and ID 5 Year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 D3_05 Percentage compliance with submission dates of DOD accountability documents 89% 88% 87% (294) (SMS performance agreements submitted) Activity 1 Administrate the DOD P1_05 Percentage of disciplinary cases in the DOD finalised within 90 days (PSAP Disciplinary Cases) 56% (87 of 193 cases) 29% (58 of 203 cases within 90 days) 39% 43 39% P1_08 Activity 2 Percentage collective grievances and disputes resolved 85% 75% 87% 78% 85% 85% 85% 85% Enable the DOD P2_06 Percentage compliance with DOD training targets (Number of PSAP attending training programmes) 137% (3 539) 66% (1 716) 88.3% (2 284) (2 587) (2 587) (2 587) (2 587) Input 1 Provide professional and supported DOD Human Resources R1_1A Percentage compliance with planned staffing of funded posts (80 390) 97% (78 725) 113% (78 864) 101% (78 015) (79 445) (80 064) (80 500) (80 971) 43. adjusted to align with amended wording of as per approved Def Sec APP FY2014. DOD ANNUAL PERFORMANCE PLAN FOR 75

97 DOD Annual Plan for 2015 Table 40: Subprogramme: Human Resources Support Services: s and s for the FY/17 to the FY2018/19 (continued) DOD Output and ID 5 Year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to the C SANDF Output 3 Provide sound Defence direction D3_02 Number of positions filled against allocated quota for international institutions Activity 2 Enable the DOD P2_06 Percentage compliance with DOD training targets (Non-combat professional military development courses) 81% 140% (179) 165% (3 254) (1 934) (3 000) (3 000) (3 000) P2_06 Percentage compliance with DOD training targets 0% 250% (30) 592% (71) 70% (50) 70% 70% 70% (Re-skilling) P2_06 Percentage compliance with DOD training targets (National Youth Service programme) 145% (2 891) 108% (2 158) 100.4% (2 008) (2 000) (2 000) (2 000) (2 000) Input 1 Provide professional and supported DOD Human Resources R1_1B Number of military skills development members in the system per year

98 DOD Output and ID 5 Year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 R1_1C Number of reserve force persondays ( ) R1_1G Percentage compliance with SANDF Battle fitness requirements 85% Table 41: Subprogramme: Human Resources Support Services: s and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Reporting to Sec Def Output 3 Provide sound Defence direction D3_01A Percentage adherence to DOD governance promulgation schedule (Internship Policy Status) Annually (Policy Development) (Policy Development) D3_01B Percentage adherence to DOD governance promulgation schedule (Human Resources Strategy status) Annually (Implemented Strategy) (Implemented Strategy) D3_01B Percentage adherence to DOD governance promulgation schedule (DOD Ethics Management status) Annually (DOD Ethics Policy Approved) (DOD Ethics Policy Approved) D3_05 Percentage compliance with submission dates of DOD accountability documents Bi-annually 75% submitted submitted - - (SMS financial disclosures submitted) DOD ANNUAL PERFORMANCE PLAN FOR 77

99 DOD Annual Plan for 2015 Table 41: Subprogramme: Human Resources Support Services: s and Quarterly s for FY/17 (continued) DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th D3_05 Percentage compliance with submission dates of DOD accountability documents (SMS performance agreements submitted) Bi-annually 75% submitted submitted - - Activity 1 P1_05 P1_08 Activity 2 Percentage of disciplinary cases in the DOD finalised within 90 days (PSAP Disciplinary Cases) Percentage collective grievances and disputes resolved Administrate the DOD Quarterly Quarterly 85% 20% 20% 20% 25% Enable the DOD P2_06 Percentage compliance with DOD training targets (Number of PSAP attending training programmes) Annually (2 587) (2 587) Input 1 Provide professional and supported DOD Human Resources R1_1A Percentage compliance with planned staffing of funded posts Annually (80 064) (80 064) Reporting to C SANDF Output 3 D3_02 Activity 2 Number of positions filled against allocated quota for international institutions Provide sound Defence direction Annually Enable the DOD P2_06 Percentage compliance with DOD training targets (Non-combat professional military development courses) Annually (3 000) (3 000) 78

100 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th P2_06 Percentage compliance with DOD training targets (Re-skilling) Annually 70% % P2_06 Percentage compliance with DOD training targets (National Youth Service programme) Annually (2 000) (2 000) Input 1 R1_1B Number of military skills development members in the system per year Provide professional and supported DOD Human Resources Annually R1_1C Number of reserve force persondays Annually R1_1G Percentage compliance with SANDF Battle fitness requirements Bi-annually - - OVERVIEW OF ADMINISTRATION SUBPROGRAMME: LEGAL SERVICES (DOD CENTRAL STAFF) Responsibility. Chief of Defence Legal Services. Purpose. The purpose of the subprogramme is to provide professional, legitimate and deployable Defence legal services and support commensurate with the needs of the DOD. Outputs. The outputs of the subprogramme Legal Services are as follows: To administrate of Military Justice in the SANDF. To provide legal advice to the DOD/SANDF regarding operational and force preparation and support. To provide legal advice and litigation support to the DOD. To provide legal support during deployments. Budget Allocation. An amount of R is allocated to the subprogramme Legal Services for the /17 MTEF. s and s (Annual and Quarterly). The following two tables reflect the s and s (Annual and Quarterly) associated with the subprogramme. 44. This performance target is a non-cumulative annual target and only the last reported value will be reported. 45. According to the DOD Budget Structure for FY/17, the Budget allocation of R for the Subprogramme Legal Services includes an amount of R allocated to the Military Ombud. The actual amount allocated to the Defence Legal Services is R for FY/17. DOD ANNUAL PERFORMANCE PLAN FOR 79

101 DOD Annual Plan for 2015 Table 42: Subprogramme: Legal Services: s and Annual s for the FY/17 to the FY2018/19 DOD Output and ID 5 Year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to Sec Def Activity 1 Administrate the DOD P1_07 Percentage litigation cases finalised in the best interest of the DOD 50% 60% 45% (23) 80.6% (25/31) 50% 50% 50% 50% Reporting to C SANDF Output 4 Ensure Defence compliance with Regulatory Framework D4_07 Percentage of cases of Corruption and Fraud prosecuted % (23) 40% (70) 40% 40% 40% Reporting to C SANDF Activity 1 Administrate the DOD P1_04A Percentage reduction of military court cases outstanding (backlog) 60% 83% 60% 60% 60% 60% P1_04B Percentage military court cases finalised (in-year) 40% 33% 40% 40% 40% 40% P1_05 Number of disciplinary cases in the DOD finalised within 90 days (Military Disciplinary Cases) 46. The Percentage of cases of Corruption and Fraud prosecuted includes cases referring to Conviction rate of persons R5 million and over. As it is an MTSF requirement. Outcome 3: Sub-outcome 7 Corruption in the Public and Private Sectors Reduced will remain in Annexure A of this Plan to indicate the DOD contribution towards this MTSF requirement. 80

102 Table 43: Subprogramme: Legal Services: s and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Reporting to Sec Def Activity 1 Administrate the DOD P1_07 Percentage litigation cases finalised in the best interest of the DOD Annually 50% % Reporting to the C SANDF Output 4 Ensure Defence compliance with the Regulatory Framework D4_07 Percentage of cases of Corruption and Fraud prosecuted Annually 40% % Activity 1 Administrate the DOD P1_04A Percentage reduction of military court cases outstanding (backlog) Annually 60% % P1_04B Percentage military court cases finalised (in-year) Annually 40% % P1_05 Percentage of disciplinary cases in the DOD finalised within 90 days (Military Disciplinary Cases) Annually DOD ANNUAL PERFORMANCE PLAN FOR 81

103 DOD Annual Plan for 2015 OVERVIEW OF ADMINISTRATION SUBPROGRAMME: INSPECTION AND AUDIT SERVICES The subprogramme Inspection and Audit Services consists of two components, namely Defence Inspectorate Division and Internal Audit Division. DEFENCE INSPECTORATE DIVISION Responsibility. Inspector-General Purpose. The purposes of the subprogramme are as follows: To provide independent and objective internal- and closing down audits. To provide Military Inspections. To provide Perception surveys. To provide Anti-corruption and fraud prevention services. Output. The output of the subprogramme Defence Inspectorate Division (Inspector-General) is to provide an independent, comprehensive, value added and responsive risk analysis function. INTERNAL AUDIT DIVISION Responsibility. Chief Audit Executive. Purpose. The purpose of the subprogramme is to provide internal audit services to the DOD. Outputs. The outputs of the subprogramme Internal Audit Division are to ensure that the DOD s operations are conducted without waste, abuse of power and scarce resources, theft and fraud and therefore seeks to assist management broadly in: Ensuring Compliance with applicable legislation, policies, systems and procedures. Promoting Achievement of objectives. Ensuring both operational and financial information is reliable and timely and presented with integrity. Ensuring that DOD operations are carried out effectively and economically, with due consideration of equity, empowerment and efficiency. Ensuring that DOD assets are safeguarded adequately. Review the DOD ITC environment. Budget Allocation. An amount of R is allocated to the subprogramme Defence Inspection and Audit Services for the /17 MTEF which includes a budget allocation to the following two Divisions: An amount of R is allocated to the Defence Inspectorate Division for the /17 MTEF. An amount of R is allocated to the Internal Audit Division for the /17 MTEF. s and s (Annual and Quarterly). The following two tables reflect the s and s (Annual and Quarterly) associated with the subprogramme, that include Defence Inspectorate Division and Internal Audit Division. 82

104 Table 44: Subprogramme: Inspection and Audit Services: s and Annual s for the FY/17 to the FY2018/19 DOD Output and ID 5 Year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Internal Audit Division Reporting to the Sec Def Output 4 Ensure Defence compliance with Regulatory Framework D4_04 Percentage of recommendations agreed to by management to address the internal control gaps identified in audit reports D4_09 Number of scope coordination meetings with internal and external assurance providers to reduce audit fatigue across the DOD Defence Inspectorate Division Reporting to the C SANDF Output 4 Ensure Defence compliance with Regulatory Framework D4_05 Percentage of Corruption and Fraud incidents detected for investigation 6.8% (17) 14.23% (21) 19% 47 Activity 1 Administrate the DOD P1_21 Percentage of National Anti-corruption Hotline (NACH) incidents detected for investigation 50 10% 48 P1_22 Number of awareness activities on Corruption and Fraud 240 (5 years) Input 1 Provide professional and supported DOD Human Resources R1_03 Level of DOD Morale Positive Neutral Neutral Positive Positive Positive Positive Positive 47. name change from Number of detection investigations of Corruption and Fraud conducted to Percentage of Corruption and Fraud incidents detected for investigation. 48. name change from Number of detected National Anti-corruption Hotline (NACH) cases conducted to Percentage of National Anti-corruption Hotline (NACH) incidents detected for investigation. DOD ANNUAL PERFORMANCE PLAN FOR 83

105 DOD Annual Plan for 2015 Table 45: Subprogramme: Inspection and Audit Services: s and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Internal Audit Division Reporting to the Sec Def Output 4 Ensure Defence compliance with Regulatory Framework D4_04 Percentage of recommendations agreed to by management to address the internal control gaps identified in audit reports Quarterly D4_09 Number of scope coordination meetings with internal and external assurance providers to reduce audit fatigue across the DOD Quarterly Defence Inspectorate Division Reporting to the C SANDF Output 4 Ensure Defence compliance with Regulatory Framework D4_05 Percentage of Corruption and Fraud incidents detected for investigation Annually Activity 1 Administrate the DOD P1_21 Percentage of National Anticorruption Hotline (NACH) incidents detected for investigation Annually P1_22 Number of awareness activities on Corruption and Fraud Annually Input 1 Provide professional and supported DOD Human Resources R1_03 Level of DOD Morale Annually Positive Positive 84

106 OVERVIEW OF ADMINISTRATION SUBPROGRAMME: ACQUISITION SERVICES 49 Responsibility. Chief Defence Matériel. Purpose. The purpose of the subprogramme is to optimally direct and manage Defence Matériel Acquisition and Governance by means of appropriate resources to deliver solutions effectively, efficiently and transparently within the applicable regulatory frameworks. Outputs. The outputs of the subprogramme Acquisition Services are as follows: To optimally directed and managed acquisition of DOD specific matériel and technology requirements. To provide governance on defence matériel in accordance with policy and strategy. To provide policy advice to Sec Def relating to Supply Chain, Matériel, Logistics Services, Facilities and Environmental matters. To provide a Supply Chain GRC Framework (develop, roll out and monitor compliance). Budget Allocation. An amount of R is allocated to the subprogramme Acquisition Services for the /17 MTEF. s and s (Annual and Quarterly). The following two tables reflect the s and s (Annual and Quarterly) associated with the subprogramme. Table 46: Subprogramme: Acquisition Services: s and Annual s for the FY/17 to the FY2018/19 DOD Output and ID 5 Year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to the Sec Def Output 3 Provide sound Defence direction D3_01A Percentage adherence to DOD governance promulgation schedule (Defence Intangible Capital Assets Management Policy status) Finalisation, ratification and rollout of Defence ICA Management Policy Establishment of a Defence ICA Management Organisation Structure and organisation in place. The approved policy is under review A functioning Defence ICA Management Organisation (Policy Implementation and Monitoring) (A functioning Defence ICA Management Organisation [Policy Implementation and Monitoring]) (A functioning Defence ICA Management Organisation [Policy Review]) (A functioning Defence ICA Management Organisation [Policy Review]) 49. The amendments to the DOD Macro-organisational structure and DOD Budget Programme Structure will be dealt with as a function of the DOD Defence Review Level 1 Implementation Plan as a holistic approach. DOD ANNUAL PERFORMANCE PLAN FOR 85

107 DOD Annual Plan for 2015 Table 46: Subprogramme: Acquisition Services: s and Annual s for the FY/17 to the FY2018/19 (continued) DOD Output and ID 5 Year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 BFF 2 Renew DOD Main Equipment and Systems F2_02 Percentage armament acquisition commitments approved 75% 97,14% 75% by 31 March of each year 75% by 31 March of each year 75% by 31 March of each year 75% by 31 March of each year BFF 3 Undertake Defence Research and Development F3_02 Percentage technology development commitments approved 85% 99.94% 85% - by 31 March of each year 85% - by 31 March of each year 85% - by 31 March of each year 85% - by 31 March of each year Table 47: Subprogramme: Acquisition Services: s and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Reporting to the Sec Def Output 3 Provide sound Defence direction D3_01A Percentage adherence to DOD governance promulgation schedule (Defence Intangible Capital Assets Management Policy status) Annually (A functioning ICA Management Organisation [Policy Implementation and Monitoring]) (A functioning ICA Management Organisation [Policy Implementation and Monitoring]) BFF 2 Renew DOD Main Equipment and Systems F2_02 Percentage armament acquisition commitments approved Annually 75% by 31 March of each year % by 31 March of each year BFF 3 Undertake Defence Research and Development F3_02 Percentage technology development commitments approved Annually 85% - by 31 March of each year % - by 31 March of each year 86

108 OVERVIEW OF ADMINISTRATION SUBPROGRAMME: COMMUNICATION SERVICES Responsibility. Head of Communication (Director Corporate Communication). Purpose. The purpose of the subprogramme is to provide Defence Communication, policy, strategy and plans in accordance with DOD policy and national (Government Communication and system GCIS) policy, and a decentralised corporate implementation, services and product in order to enable effective, efficient, asymmetric two-way communication between the DOD and its stakeholders in support of DOD outputs. Outputs. The outputs of subprogramme Communication Services are as follows: To provide corporate communication policy, strategy and specialist advice. To provide corporate communication products and services. Budget Allocation. An amount of R is allocated to the subprogramme Communication Services for the /17 MTEF. and s (Annual and Quarterly). The following two tables reflect the and s (Annual and Quarterly) associated with the subprogramme. Table 48: Subprogramme: Communication Services: and Annual s for the FY/17 to the FY2018/19 DOD Output and ID 5 Year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to the Sec Def BFF 5 Promote consensus on Defence F5_01 Status of Public Opinion of the DOD 77% 72% 77% 77% 77% 77% Table 49: Subprogramme: Communication Services: and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Reporting to the Sec Def BFF 5 Promote consensus on Defence F5_01 Status of Public Opinion of the DOD Annually 77% % DOD ANNUAL PERFORMANCE PLAN FOR 87

109 DOD Annual Plan for 2015 OVERVIEW OF ADMINISTRATION SUBPROGRAMME: SANDF COMMAND AND CONTROL Responsibility. C SANDF. Purpose. The purpose of the subprogramme is to command the SANDF. Outputs. The outputs of the subprogamme SANDF Command and Control are as follows: To provide Strategic Military Direction. To provide Instructions / Orders to ensure execution of the SANDF s Constitutional mandate as directed by government. Budget Allocation. An amount of R is allocated to the subprogramme SANDF Command and Control for the FY/17 MTEF. and s (Annual and Quarterly). The following two tables reflect the and s (Annual and Quarterly) associated with the subprogramme. Table 50: Subprogramme: SANDF Command and Control: and Annual s for the FY/17 to the FY2018/19 DOD Output and ID 5 Year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to the C SANDF Output 3 Provide sound Defence direction D3_03 Number of Strategic Activities per annum Table 51: Subprogramme: SANDF Command and Control: Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Reporting to the C SANDF Output 3 Provide sound Defence direction D3_03 Number of Strategic Activities per annum Quarterly

110 OVERVIEW OF ADMINISTRATION SUBPROGRAMME: RELIGIOUS SERVICES Responsibility. Chaplain General. Purpose. The purpose of the subprogramme is to provide a chaplain service that cares for all DOD members and their dependants and promotes spiritual growth, social support and ethical conduct. Outputs. The outputs of the subprogramme Religious Services are as follows: To provide Strategic guidance on spiritual, ethical and social support to the SANDF. To provide Chaplains to the SANDF. To provide a sound Covenantal relationship and good communication with religious organisations to which chaplains belong. Budget Allocation. An amount of R is allocated to the subprogramme Religious Services for the /17 MTEF. and s (Annual and Quarterly). The following two tables reflect the and s (Annual and Quarterly) associated with the subprogramme. Table 52: Subprogramme: Religious Services: and Annual s for the FY/17 to the FY2018/19 DOD Output and ID 5 Year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to the C SANDF Activity 1 Administrate the DOD P1_23 Number of Covenantal relationships with Religious Stakeholders (Religious Advisory Boards) Table 53: Subprogramme: Religious Services: and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Reporting to the C SANDF Activity 1 Administrate the DOD P1_23 Number of Covenantal relationships with Religious stakeholders (Religious Advisory Boards) Quarterly DOD ANNUAL PERFORMANCE PLAN FOR 89

111 DOD Annual Plan for 2015 OVERVIEW OF ADMINISTRATION SUBPROGRAMME: DEFENCE RESERVE DIRECTION Responsibility. Chief of Defence Reserves. Purpose. The purpose of the subprogramme is to direct the development and maintenance of the Reserve system, to provide specialist advice on Reserve matters and to promote/market the Reserves and the volunteer Reserve system. Outputs. The outputs of the subprogramme Defence Reserve Direction are as follows: To provide specialist advice on Reserve Policy, Strategy and Plans. To market and promote the Reserve System to all stakeholders and employer support. To provide administrative support to the SANDF s participation in the United State National Guard Partnership Programme and in the York State Partnership and Inter-allied Confederation of Reserve Officers (CIOR) Military Skills and Writing Competitions. To maintain relations with Reserves of International Defence Forces, as well as other international Reserve Organisations. Budget Allocation. An amount of R is allocated to the subprogramme Defence Reserves Direction for the /17 MTEF. and s (Annual and Quarterly). The following two tables reflect the and s (Annual and Quarterly) associated with the subprogramme. Table 54: Subprogramme: Defence Reserve Direction: and Annual s for the FY/17 to the FY2018/19 DOD Output and ID 5 Year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to the C SANDF Activity 1 Administrate the DOD P1_24 Number of marketing events to promote the Reserves Table 55: Subprogramme: Defence Reserve Direction: and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Reporting to the C SANDF Activity 1 P1_24 Number of marketing events to promote the Reserves Administrate the DOD Quarterly

112 OVERVIEW OF ADMINISTRATION SUBPROGRAMME: DEFENCE FOREIGN RELATIONS (DOD CENTRAL STAFF) Responsibility. Chief of Defence Foreign Relations. Purpose. The purpose of the subprogramme is to provide a DOD and MOD&MV foreign relations capability and service. Outputs. The outputs of subprogramme Defence Foreign Relations are as follows: To provide Defence diplomacy administrative support to the SANDF and Foreign Military Dignitaries. To provide administrative support to SANDF Defence Attaché offices abroad. To manage and maintain a VIP Lounge facility at OR Tambo International Airport for Internal and External dignitaries. Budget Allocation. An amount of R is allocated to the subprogramme Defence Force Relations, which includes a budget allocation to the following two Divisions: An amount of R is allocated to the Defence Foreign Relations Division for the /17 MTEF. An amount of R is allocated to the Defence International Affairs Division for the /17 MTEF. and s (Annual and Quarterly). The following two tables reflect the and s (Annual and Quarterly) associated with the subprogramme. Table 56: Subprogramme: Defence Foreign Relations: and Anual s for the FY/17 to the FY2018/19 DOD Output and ID 5 Year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to the C SANDF Activity 3 Employ the SANDF P3_03 Total number of Defence Attaché Offices Table 57: Subprogramme: Defence Foreign Relations: and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Reporting to the C SANDF Activity 3 P3_03 Total number of Defence Attaché Offices Employ the SANDF Annually The 46 Defence Attaché Offices comprise 10 offices in the Southern African Development Community (SADC) Region, 16 offices in the Rest of Africa and Middle East and 20 offices in the Rest of the World. DOD ANNUAL PERFORMANCE PLAN FOR 91

113 DOD Annual Plan for 2015 OVERVIEW OF ADMINISTRATION SUBPROGRAMME: DEFENCE INTERNATIONAL AFFAIRS DIVISION Responsibility. Chief of Defence International Affairs. Purpose. The purpose of the subprogramme is to formulate and provide policy advice on the determination and conduct of Defence international affairs and the attendant Defence diplomatic engagement and to ensure that such a policy accords with the evolving and emerging foreign policy of the country. Outputs. The outputs of the subprogramme Defence International Affairs Division are as follows: To provide appropriate International Legal Instruments. To provide policy to ensure compliance with national foreign policy. To provide policy products in pursuit of Defence Diplomacy. s and s (Annual and Quarterly). The following two tables reflect the s and s (Annual and Quarterly) associated with the subprogramme. Table 58: Subprogramme: Defence International Affairs Division: s and Annual s for the FY/17 to the FY2018/19 DOD Output and ID 5 Year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to the Sec Def Output 3 Provide sound Defence direction D3_01A Percentage adherence to DOD governance promulgation schedule (Policy products in pursuit of Defence Diplomacy) Policy Implementation, Monitoring and Provide Advice Continuous Updating of Policy Products and Positions to ensure Relevance and of good Quality Ensure relevant, quality policy products Ensure relevant, quality policy products Ensure relevant, quality policy products Ensure relevant, quality policy products D3_01A Percentage adherence to DOD governance promulgation schedule (Defence International Affairs Policy Status) Work in Progress Stakeholder Consultation Process In process to be completed by the end of Policy Monitor Implementation (Monitor Policy Implementation) (Policy Monitor Effectiveness) (Policy Review, Provide Advice) 51. The policy on Defence Foreign Relations was incorporated into a new policy, namely: Defence International Affairs Policy during FY2014/15. 92

114 DOD Output and ID 5 Year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Output 4 Ensure Defence compliance with Regulatory Framework D4_03 Percentage deployments including training exercises, where applicable, supported with appropriate legal instruments (Appropriate approved legal instrument to be in place) (Appropriate approved legal instrument to be in place) (Appropriate approved legal instrument to be in place) (Appropriate approved legal instrument to be in place) Table 59: Subprogramme: Defence International Affairs Division: s and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Reporting to the Sec Def Output 3 Provide sound Defence direction D3_ 01A Percentage adherence to DOD governance promulgation schedule (Policy products in pursuit of Defence Diplomacy) Annually Ensure relevant, quality policy products Ensure relevant, quality policy products D3_01A Percentage adherence to DOD governance promulgation schedule (Defence International Affairs Policy Status) Annually (Monitor Policy Implementation) (Monitor Policy Implementation) Output 4 Ensure Defence compliance with Regulatory Framework D4_03 Percentage deployments including training exercises, where applicable, supported with appropriate legal instruments Quarterly (Appropriate approved legal instrument to be in place) (Appropriate approved legal instrument to be in place) (Appropriate approved legal instrument to be in place) (Appropriate approved legal instrument to be in place) (Appropriate approved legal instrument to be in place) DOD ANNUAL PERFORMANCE PLAN FOR 93

115 DOD Annual Plan for 2015 OVERVIEW OF ADMINISTRATION SUBPROGRAMME: OFFICE ACCOMMODATION Responsibility. Chief of Logistics. Purpose. The purpose of the subprogramme is to manage the payment of accommodation charges, leases and municipal services as a direct result of the devolution of a portion of the buget of the National Department of Public Works to national departments (Managed within General Support Programme [Joint Logistic Services]). Outputs. The outputs of subprogramme Office Accommodation are as follows: To ensure the payment of leases. To ensure the payment of accommodation charges. To ensure the payment of municipal services. Budget Allocation. An amount of R is allocated to the subprogramme Office Accommodation for the /17 MTEF. s and s (Annual and Quarterly). The following two tables reflect the s and s (Annual and Quarterly) associated with the subprogramme. Table 60: Subprogramme: Office Accommodation: s and Annual s for FY/17 to the FY2018/19 DOD Output and ID 5 Year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to the C SANDF Input 2 Provide appropriate and sustained Matériel R2_07 Percentage of expenditure in accordance with facilities plan. (Payment of leases, accommodation charges and municipal services) 94

116 Table 61: Subprogramme: Office Accommodation: s and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Reporting to the C SANDF Input 2 R2_07 Percentage of expenditure in accordance with facilities plan. (Payment of leases, accommodation charges and municipal services) Provide appropriate and sustained Matériel Annually OVERVIEW OF ADMINISTRATION SUBPROGRAMME MILITARY VETERANS MANAGEMENT Responsibility. Director-General Military Veterans. Purpose. Formulate policies and standards aimed at providing a comprehensive delivery system to military veterans and their dependants in recognition of their role in the democratisation of South Africa. Outputs. The outputs of the subprogramme Military Veterans Management are as follows: To provide Department of Military Veterans Direction. To provide Military Veteran Socio-economic Support Services. To ensure Military Veteran Empowerment and Stakeholder Relations. To provide sound Policy and Administration. The related to the subprogramme Military Veterans Management is reflected in Department of Military Veterans APP for FY/17 and therefore not part of the DOD APP for. Budget Allocation. An amount of R is allocated to the subprogramme Military Veterans Management for the /17 MTEF. PROGRAMME 1: ADMINISTRATION BUDGET AND MTEF (FY/17 TO FY2018/19) Table 62 reflects Administration Programmes with the respective budget allocation attached to the subprogrammes for the FY/17 MTEF. The allocated budget of the DOD Administration Programme amounts to 10,92% of the total Defence Budget Vote. These budget allocations include the budget allocations of the DOD Central Staff Divisions, which includes Human Resources Services and Legal Services and the Defence Foreign relations function. DOD ANNUAL PERFORMANCE PLAN FOR 95

117 DOD Annual Plan for 2015 Table 62: Programme 1: Administration: Reconciling s with the Budget and MTEF Audited Outcome Vote Medium-term Estimates Subprogramme 2012/ / / /16 / / /19 R 000 R 000 R 000 R 000 R 000 R 000 R 000 Ministry Departmental Direction Policy and Planning Financial Administration HR Support Services Legal Services Inspection Services Acquisition Services Communication Services SANDF Command And Control Religious Services Defence Reserves Direction Defence Foreign Relations Office Accommodation Military Veteran Management Total Economic classification Current payments Compensation of employees Goods and services Transfers and subsidies Provinces and Municipalities According to the DOD Budget Strucure for FY/17 the Budget allocation of R for the Subprogramme Legal Services includes an amount of R allocated to the Military Ombud. 96

118 Audited Outcome Vote Medium-term Estimates Subprogramme 2012/ / / /16 / / /19 R 000 R 000 R 000 R 000 R 000 R 000 R 000 Departmental agencies and accounts Higher Education Institutions Foreign Governments and International Organisations Public corporations and private enterprises Non-profit Institutions Households Payments for capital assets Buildings and other fixed structures Machinery and equipment Heritage Assets Specialised Military Assets Biological Assets Land and Sub-soil Assets Software and Other Intangible Assets Payment for financial Assets Total DOD ANNUAL PERFORMANCE PLAN FOR 97

119 DOD Annual Plan for 2015 PROGRAMME 2: FORCE EMPLOYMENT OVERVIEW Responsibility. Chief of Joint Operations. Purpose. The purpose of the programme is to provide and employ defence capabilities, including an operational capability, to successfully conduct all operations as well as joint, interdepartmental, interagency and multinational military exercises. Outputs. The output of the programme is to ensure successful joint force employment over the medium term by: Providing and employing a special operations capability in accordance with national requirements. Ensuring full participation in the number of peace missions as instructed by the President. Conducting 12 joint, interdepartmental, interagency and multinational military force preparation exercises from FY/17 to FY2018/19, excluding Special Forces exercises. Conducting four operations per year, protecting the territorial integrity and sovereignty of South Africa, supporting other government departments and complying with international obligations on an ongoing basis. Budget Allocation. An amount of R is allocated to the programme Force Employment for the /17 MTEF as reflected in Table 65. s and s (Annual and Quarterly). The following two tables reflect the s and s (Annual and Quarterly) associated with the programme. In the tables reference is made to, which is defined as Classified information that has not been published for the consumption of the public but managed through the appropriate mandated internal and external oversight institutions. However, projections and subsequent reports will be available for audit purposes. Table 63: Programme 2: Force Employment: s and Annual s for the FY/17 to the FY2018/19 DOD Output and ID 5 Year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to the C SANDF Output 1 Conduct ordered Defence commitments in accordance with government policy and strategy Regional Security D1_10 Percentage compliance with number of ordered commitments (external operations) 125% (5) 75% (3) 140% 53 (7) D1_01A Percentage compliance with force levels for external operations 98% 96% 98% 53. Two additional operations were conducted over and above, namely Op CHARIOT, Op METAAL and Op LOAPI. 98

120 DOD Output and ID 5 Year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 D1_01B Percentage compliance with serviceability of main equipment for external operations 70% 77% D1_01C Percentage of the value of reimbursement by the UN/AU recognised 81% 76% 78% D1_01D Percentage compliance with self-sustainment of personnel 83% 79% Support to the People D1_02 Number of landward sub-units 54 deployed on border safeguarding per year (15) Percentage compliance with number of ordered commitments (internal operations) (4) (4) (4) D1_10 Percentage compliance with number of ordered commitments (internal operations) (safety and security support) Percentage compliance with number of ordered commitments (internal operations) (disaster aid and disaster relief) D1_10 Output 2 Percentage compliance with number of ordered commitments (internal operations) (search and rescue) Provide mission ready Defence capabilities D2_01 Percentage compliance with Joint Force Employment requirements as resourced 54. A sub-unit (company) consists of approximately 170 members. DOD ANNUAL PERFORMANCE PLAN FOR 99

121 DOD Annual Plan for 2015 Table 63: Programme 2: Force Employment: s and Annual s for the FY/17 to the FY2018/19 (continued) DOD Output and ID 5 Year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 D2_03 Percentage compliance with the Southern African Development Community Standby Force Pledge 79% Output 3 Provide sound Defence direction Percentage adherence to DOD governance promulgation schedule D3_01B (Sub-strategy, to support overarching strategy by securing land, airspace and maritime borders [Border Safeguarding Strategy]) 55 Substrategy approved Partial Implement substrategy Fully Implement substrategy Activity 3 Employ the SANDF Strategic Direction P3_02 Number of joint, interdepartmental, interagency and multinational military exercises conducted per year The measurement of the Sub-strategy can be developed only as soon as the Overarching Strategy ito Border Management Agency (BMA) is developed and promulgated where after the Joint Operations Division will develop a Standard Operating Procedure (SOP) and Technical Datasheet. 56. Excluding Special Forces and SADC Standby Force exercises. 100

122 Table 64: Programme 2: Force Employment: s and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Reporting to the C SANDF Output 1 Conduct ordered defence commitments in accordance with government policy and strategy D1_10 Percentage compliance with number of ordered commitments (external operations) Regional Security Quarterly D1_01A Percentage compliance with force levels for external operations Quarterly D1_01B Percentage compliance with serviceability of main equipment for external operations Quarterly D1_01C Percentage of the value of reimbursement by the UN/AU recognised Quarterly D1_01D Percentage compliance with self-sustainment of personnel Quarterly Support to the People D1_02 Number of landward sub-units deployed on border safeguarding per year Percentage compliance with number of ordered commitments (internal operations) Quarterly D1_10 Percentage compliance with number of ordered commitments (internal operations) (safety and security support) Percentage compliance with number of ordered commitments (internal operations) (disaster aid and disaster relief) Percentage compliance with number of ordered commitments (internal operations) (search and rescue) Quarterly DOD ANNUAL PERFORMANCE PLAN FOR 101

123 DOD Annual Plan for 2015 Table 64: Programme 2: Force Employment: s and Quarterly s for the FY/17 (continued) DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Output 2 Provide mission ready Defence capabilities D2_01 Percentage compliance with Joint Force Employment requirements as resourced Annually D2_03 Percentage compliance with the Southern African Development Community Standby Force Pledge Annually Output 3 Provide sound Defence direction D3_01B Percentage adherence to DOD governance promulgation schedule (Sub-strategy, to support overarching strategy by securing land, airspace and maritime borders [Border Safeguarding Strategy]) Annually Sub-strategy approved Substrategy approved Activity 3 Employ the SANDF Strategic Direction P3_02 Number of joint, interdepartmental, interagency and multinational military exercises conducted per year Quarterly Table 65 reflects the Force Employment Programme respective budget allocation for the FY/17 MTEF. Table 65: Programme 2: Force Employment: Reconciling s with the Budget and MTEF Subprogramme Audited Outcome (R 000) Budget (R 000) Medium-term Expenditure Estimate (R 000) 2012/ / / /16 / / /19 Strategic Direction Operational Direction Special Operations Regional Security Support to the People Total

124 Subprogramme Audited Outcome (R 000) Budget (R 000) Medium-term Expenditure Estimate (R 000) 2012/ / / /16 / / /19 Economic classification Current Payments Compensation of employees Goods and services Transfers and subsidies Provinces and Municipalities Departmental agencies & accounts Higher Education Institutions Foreign Governments and International Organisations Public corporations & private enterprises Non-profit Institutions Households (HH) Payments for capital assets Buildings & other fixed structures Machinery and equipment Heritage Assets Specialised military Assets Biological Assets Land and Sub-soil Assets Software & intangible Assets Payments for financial Assets Grand Total DOD ANNUAL PERFORMANCE PLAN FOR 103

125 DOD Annual Plan for 2015 PROGRAMME 3: LANDWARD DEFENCE OVERVIEW Responsibility. Chief SA Army Purpose. The purpose of the programme is to provide prepared and supported landward defence capabilities for the defence and protection of South Africa. Outputs. The output of the programme is to defend and protect South Africa and its territory over the medium term by: Providing an infantry capability, including C SANDF Reaction Force, for external deployment and for internal safety and security including border safeguarding. Exercising a tank and armoured car capability and providing a squadron for internal deployment per year. Exercising a composite artillery capability and providing a battery for internal deployment per year. Exercising an air defence artillery capability and providing a battery for internal deployment per year. Providing a sustained composite engineer capability for external deployment, as well as for internal safety and security and exercising a field engineer capability per year. Providing a signal capability for external deployment and for internal signal support and exercising a composite signal capability per year. Provides Strategic Direction by directing, orchestrating and controlling the South African Army to achieve its mission to prepare and provide supported landward capabilities per year. Providing an operational intelligence capability for external deployment, internal operational intelligence support and exercising one composite intelligence troop per year. Providing combat-ready tactical command and control capabilities for integrated forces during force preparation exercises and force employment per year. Provides a support capability for external and internal deployment through first, second and fourth line support by two first and second line maintenance units and two field workshops and fourth line depots per year. Provides general training capabilities through basic military training, junior leader training common landward training, command and management training, force preparation exercises and training courses per year. Budget Allocation. An amount of R is allocated to the programme Landward Defence for the /17 MTEF. s and s (Annual and Quarterly). The following two tables reflect the s and s (Annual and Quarterly) associated with the programme. In the tables reference is made to, which is defined as Classified information that has not been published for the consumption of the public but managed through the appropriate mandated internal and external oversight institutions. However, projections and subsequent reports will be available for audit purposes. 104

126 Table 66: Programme 3: Landward Defence: s and Annual s for the FY/17 to the FY2018/19 DOD Output and ID 5 year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to the C SANDF Output 1 Conduct ordered Defence commitments in accordance with government policy and strategy D1_10 Percentage compliance with number of ordered commitments (General Military Assistance) 57 Output 2 Provide mission ready Defence capabilities D2_01 Percentage compliance with Joint Force Employment requirements as resourced Activity 2 Enable the DOD Training Capability (General Training for Regular and Reserve Members) P2_06 Percentage compliance with DOD training targets 58 75% (3 232) 80% (3 146) 80% (2 214) 80% (2 362) 80% (2 146) Table 67: Programme 3: Landward Defence: s and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Reporting to the C SANDF Output 1 Conduct ordered Defence commitments in accordance with government policy and strategy D1_10 Percentage compliance with number of ordered commitments (General Military Assistance) Quarterly 57. The phrasing General Military Assistance refers to non-combat operations that provide military assistance, training and expertise over a wide range of activities i.e. support to peace building. 58. name change. Previously read as Percentage compliance with DOD formal training targets (number of learners on planned courses). DOD ANNUAL PERFORMANCE PLAN FOR 105

127 DOD Annual Plan for 2015 Table 67: Programme 3: Landward Defence: s and Quarterly s for the FY/17 (continued) DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Output 2 Provide mission ready Defence capabilities D2_01 Percentage compliance with Joint Force Employment requirements as resourced Annually Activity 2 Enable the DOD Training Capability (General Training for Regular and Reserve Members) P2_06 Percentage compliance with DOD training targets Quarterly 80% (2 214) 6% (162) 22% (608) 10% (280) 42% (1 164) Table 68 reflects the Landward Defence Programme respective budget allocation for the FY/17 MTEF. Table 68: Programme 3: Landward Defence: Reconciling s with the Budget and MTEF Subprogramme Audited Outcome (R 000) Budget (R 000) Medium-term Expenditure Estimate (R 000) 2012/ / / /16 / / /19 Strategic Direction Infantry Capability Armour Capability Artillery Capability Air Defence Artillery Capability Engineering Capability Operational Intelligence Command and Control Capability Support Capability General Training Capability Signal Capability Total

128 Subprogramme Audited Outcome (R 000) Budget (R 000) Medium-term Expenditure Estimate (R 000) 2012/ / / /16 / / /19 Economic classification Current Payments Compensation of employees Goods and services Transfers and subsidies Provinces and Municipalities Departmental agencies & accounts Higher Education Institutions Foreign governments and International Organisations Public corporations & private enterprises Non-profit Institutions Households (HH) Payments for capital Assets Buildings & other fixed structures Machinery and equipment Heritage Assets Specialised military Assets Biological Assets Land and Sub-soil Assets Software & intangible Assets Payments for financial Assets Grand Total DOD ANNUAL PERFORMANCE PLAN FOR 107

129 DOD Annual Plan for 2015 PROGRAMME 4: AIR DEFENCE OVERVIEW Responsibility. Chief Air Force. Purpose. The purpose of the programme is to provide prepared and supported air defence capabilities for the defence and protection of South Africa. Outputs. The output of the programme is to defend and protect South Africa and its airspace over the medium term by providing: Four helicopter squadrons and one combat support helicopter squadron per year. Three medium transport squadrons which will include one VIP squadron, one maritime and transport squadron, one light transport squadron and nine reserve squadrons per year. One air combat squadron per year. 24-hour air command and control capability. Budget Allocation. An amount of R is allocated to the programme Air Defence for the /17 MTEF. s and s (Annual and Quarterly). The following two tables reflect the s and s (Annual and Quarterly) associated with the programme. In the tables reference is made to, which is defined as Classified information that has not been published for the consumption of the public but managed through the appropriate mandated internal and external oversight institutions. However, projections and subsequent reports will be available for audit purposes. Table 69: Programme 4: Air Defence: s and Annual s for the FY/17 to the FY2018/19 DOD Output and ID 5 year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to the C SANDF Output 1 Conduct ordered Defence commitments in accordance with government policy and strategy D1_05 Number of force employment hours flown per year (26 500) hours will be flown for VIP operations and hours for joint force employment requirements subject to resource allocation hours will be flown for VIP operations and hours for joint force employment requirements subject to resource allocation. 108

130 DOD Output and ID 5 year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Output 2 Provide mission ready Defence capabilities D2_01 Percentage compliance with Joint Force Employment requirements as resourced Activity 2 Enable the DOD Training Capability (General Education, Training and Development of personnel) P2_06 Percentage compliance with DOD training targets 61 72% (902) 80% (834) 80% (742) 80% (646) 80% (646) Table 70: Programme 4: Air Defence: s and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Reporting to the C SANDF Output 1 Conduct ordered Defence commitments in accordance with government policy and strategy D1_05 Number of force employment hours flown per year Annually Output 2 Provide mission ready Defence capabilities D2_01 Percentage compliance with Joint Force Employment requirements as resourced Annually Activity 2 Enable the DOD Training Capability (General Education, Training and Development of personnel) P2_06 Percentage compliance with DOD training targets Quarterly 80% (742) 20.16% (187) 19.83% (184) 22.32% (207) 17.69% (164) 61. name change. Previously read as Percentage compliance with DOD formal training targets (number of learners on planned courses). DOD ANNUAL PERFORMANCE PLAN FOR 109

131 DOD Annual Plan for 2015 Table 71 reflects the Air Defence Programme respective budget allocation for the FY/17 MTEF. Table 71: Programme 4: Air Defence: Reconciling s with the Budget and MTEF Subprogramme Audited Outcome (R 000) Budget (R 000) Medium-term Expenditure Estimate (R 000) 2012/ / / /16 / / /19 Strategic Direction Operational Direction Helicopter Capability Transport and Maritime Capability Air Combat Capability Operational Support and Intelligence Capability Command and Control Capability Base Support Capability Command Post Training Capability Technical Support Services Total Economic classification Current Payments Compensation of employees Goods and services Transfers and subsidies

132 Subprogramme Audited Outcome (R 000) Budget (R 000) Medium-term Expenditure Estimate (R 000) 2012/ / / /16 / / /19 Provinces and Municipalities Departmental agencies & accounts Higher Education Institutions Foreign Governments and International Organisations Public corporations & private enterprises Non-profit Institutions Households (HH) Payments for capital assets Buildings & other fixed structures Machinery and equipment Heritage Assets Specialised military Assets Biological Assets Land and Sub-soil Assets Software and Other Intangible Assets Payments for financial Assets Grand Total DOD ANNUAL PERFORMANCE PLAN FOR 111

133 DOD Annual Plan for 2015 PROGRAMME 5: MARITIME DEFENCE OVERVIEW Responsibility. Chief Navy. Purpose. The purpose of the programme is to provide prepared and supported maritime defence capabilities for the defence and protection of South Africa. Outputs. The output of the programme is to defend and protect South Africa and its maritime zones over the medium term by providing: A surface combat and patrol capability of three frigates, one combat support vessel, two offshore patrol vessels and three inshore patrol vessels in each annual operational cycle. A sub-surface combat capability of two submarines in each annual operational cycle. A mine warfare capability of two vessels in each annual operational cycle to ensure safe access to South Africa s harbours and mine clearance where required 62. A maritime reaction squadron capability, comprising an Operational Boat Division, an Operational Diving Division and a Naval Reaction Division in each annual operational cycle. A hydrographic survey capability to ensure safe navigation by charting areas and to meet international obligations. Budget Allocation. An amount of R is allocated to the programme Maritime Defence for the /17 MTEF. s and s (Annual and Quarterly). The following two tables reflect the s and s (Annual and Quarterly) associated with the programme. In the tables reference is made to, which is defined as Classified information that has not been published for the consumption of the public but managed through the appropriate mandated internal and external oversight institutions. However, projections and subsequent reports will be available for audit purposes. Table 72: Programme 5: Maritime Defence: s and Annual s for the FY/17 to the FY2018/19 DOD Output and ID 5 year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to the C SANDF Output 1 Conduct ordered defence commitments in accordance with government policy and strategy D1_06 Number of hours at sea per year (60 000) Currently no mine warfare capability, awaiting the operationalisation of Project MOTSU. 112

134 DOD Output and ID 5 year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Output 2 Provide mission ready Defence capabilities D2_01 Percentage compliance with Joint Force Employment requirements as resourced Activity 2 Enable the DOD Training Capability (General Education, Training and Development of personnel) P2_06 Percentage compliance with DOD training targets % (548) 80% (422) 80% (438) 80% (438) 80% (460) Table 73: Programme 5: Maritime Defence: s and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Reporting to the C SANDF Output 1 Conduct ordered defence commitments in accordance with government policy and strategy D1_06 Number of hours at sea per year Annually Output 2 Provide mission ready Defence capabilities D2_01 Percentage compliance with Joint Force Employment requirements as resourced Annually Activity 2 Enable the DOD Training Capability (General Education, Training and Development of personnel) P2_06 Percentage compliance with DOD training targets Quarterly 80% (438) 45% (245) 10% (57) 22% (118) 3% (18) 63. name change. Previously read as Percentage compliance with DOD formal training targets (number of learners on planned courses). DOD ANNUAL PERFORMANCE PLAN FOR 113

135 DOD Annual Plan for 2015 Table 74 reflects the Maritime Defence Programme respective budget allocation for the FY/17 MTEF. Table 74: Programme 5: Maritime Defence: Reconciling s with the Budget and MTEF Subprogramme Audited Outcome (R 000) Budget (R 000) Medium-term Expenditure Estimate (R 000) 2012/ / / /16 / / /19 Maritime Direction Maritime Combat Capability Maritime Logistic Support Capability Maritime Human Resources and Training Capability Base Support Capability Total Economic classification Current Payments Compensation of employees Goods and services Transfers and subsidies Provinces and Municipalities Departmental agencies & accounts Higher Education Institutions Foreign Governments and International Organisations Public corporations & private enterprises Non-profit Institutions Households (HH) Payments for capital assets

136 Subprogramme Audited Outcome (R 000) Budget (R 000) Medium-term Expenditure Estimate (R 000) 2012/ / / /16 / / /19 Buildings & other fixed structures Machinery and equipment Heritage Assets Specialised military Assets Biological Assets Land and Sub-soil Assets Software & intangible Assets Payments for financial Assets Grand Total DOD ANNUAL PERFORMANCE PLAN FOR 115

137 PROGRAMME 6: MILITARY HEALTH SUPPORT OVERVIEW Responsibility. Surgeon General. Purpose. The purpose of the programme is to provide prepared and supported health capabilities and services for the defence and protection of South Africa. Outputs. The output of the programme is to ensure prepared and supported health capabilities and services by providing: A health support capability of five medical battalion groups, including accompanying field hospitals and one specialist medical battalion group, for deployed and contingency forces. A comprehensive, multidisciplinary military health service to a projected patient population of members per year. Budget Allocation. An amount of R is allocated to the programme Military Health Support for the /17 MTEF. s and s (Annual and Quarterly). The following two tables reflect the s and s (Annual and Quarterly) associated with the programme. In the tables reference is made to Classified, which is defined as Classified information that has not been published for the consumption of the public but managed through the appropriate mandated internal and external oversight institutions. However, projections and subsequent reports will be available for audit purposes. Table 75: Programme 6: Military Health Support: s and Annual s for the FY/17 to the FY2018/19 DOD Output and ID 5 year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to the C SANDF Output 2 Provide mission ready Defence capabilities D2_01 Percentage compliance with Joint Force Employment requirements as resourced Activity 2 Enable the DOD P2_04 Broader SANDF health status 116 DOD Annual Plan for 2015

138 DOD Output and ID 5 year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 P2_05 Trend of deployable status on concurrent health assessments P2_10 Number of health care activities per year Training Capability (General Education, Training and Development of personnel) P2_06 Percentage compliance with DOD training targets 64 83% (678) 80% (648) 80% (648) 80% (648) 80% (648) Input 2 Provide appropriate and sustained Matériel R2_04 Percentage availability of medical stock 64% 67% 54% 50% Table 76: Programme 6: Military Health Support: s and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Reporting to the C SANDF Output 2 Provide mission ready Defence capabilities D2_01 Percentage compliance with Joint Force Employment requirements as resourced Annually Activity 2 Enable the DOD P2_04 Broader SANDF health status Quarterly 64. name change. Previously read as Percentage compliance with DOD formal training targets (number of learners on planned courses). DOD ANNUAL PERFORMANCE PLAN FOR 117

139 DOD Annual Plan for 2015 Table 76: Programme 6: Military Health Support: s and Quarterly s for FY/17 (continued) DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th P2_05 Trend of deployable status on concurrent health assessments Quarterly P2_10 Number of health care activities per year Quarterly Training Capability (General Education, Training and Development of personnel) P2_06 Percentage compliance with DOD training targets Quarterly 80% (648) 15% (123) 22% (181) 43% (344) 0% (0) Input 2 Provide appropriate and sustained Matériel R2_04 Percentage availability of medical stock Quarterly Table 77 reflects the Military Health Support Programme respective budget allocation for the FY/17 MTEF. Table 77: Programme 6: Military Health Support: Reconciling s with the Budget and MTEF Subprogramme Audited Outcome (R 000) Budget (R 000) Medium-term Expenditure Estimate (R 000) 2012/ / / /16 / / /19 Strategic Direction Mobile Military Health Support Area Military Health Support Specialist/Tertiary Health Service Military Health Product Support Capability Military Health Maintenance Capability Military Health Training Capability Total

140 Subprogramme Audited Outcome (R 000) Budget (R 000) Medium-term Expenditure Estimate (R 000) 2012/ / / /16 / / /19 Economic classification Current Payments Compensation of employees Goods and services Transfers and subsidies Provinces and Municipalities Departmental agencies & accounts Higher Education Institutions Foreign Governments and International Organisations Public Corporations and Private Enterprises Non-profit Institutions Households (HH) Payments for capital assets Buildings & other fixed structures Machinery and equipment Heritage Assets Specialised military Assets Biological Assets Land and Subsoil Assets Software & intangible Assets Payments for financial Assets Grand Total DOD ANNUAL PERFORMANCE PLAN FOR 119

141 DOD Annual Plan for 2015 PROGRAMME 7: DEFENCE INTELLIGENCE OVERVIEW Responsibility. Chief Defence Intelligence. Purpose. The purpose of the programme is to provide defence intelligence and counter-intelligence capabilities. Outputs. The output of the programme is to ensure prepared and supported intelligence services by providing: An Intelligence capability. A Counter-Intelligence capability. A Defence Foreign Relations capability. Budget Allocation. An amount of R is allocated to the programme Defence Intelligence for the /17 MTEF. s and s (Annual and Quarterly). The following two tables reflect the s and s (Annual and Quarterly) associated with the programme. Table 78: Programme 7: Defence Intelligence: s and Annual s for the FY/17 to the FY2018/19 DOD Output and ID 5 year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to the C SANDF Output 1 D1_10 Output 3 Percentage compliance with number of ordered commitments (General Military Assistance) 65 Conduct ordered defence commitments in accordance with government policy and strategy Provide sound Defence direction D3_01B Percentage compliance with DOD governance promulgation schedule (Develop Cyber Warfare Strategy) Draft strategy not approved by JCPS Ministers Approved Cyber Warfare Strategy (Submit for approval by the JCPS Cluster Ministers) (Implementation Cyber Warfare Strategy) (Monitor and Review) 65. The phrasing General Military Assistance refers to non-combat operations that provide military assistance, training and expertise over a wide range of activities i.e. support to peace building. 120

142 DOD Output and ID 5 year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 D3_01B Percentage compliance with DOD governance promulgation schedule Develop Strategy Approved Strategy Implementation of Strategy (Sensor Strategy) Activity 2 Enable the DOD P2_11 Number of Defence Intelligence products (2 240) P2_12 Number of vetting decisions taken in accordance with requirements P2_13 Level of Implementation of the Cyber Warfare plan 66 Fully implemented Partial implementation (establishment Cyber Command Centre HQ) Phases 2 3 Phases 4 5 Phase 6 Table 79: Programme 7: Defence Intelligence: s and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Reporting to the C SANDF Output 1 Conduct ordered defence commitments in accordance with government policy and strategy D1_10 Percentage compliance with number of ordered commitments (General Military Assistance) Quarterly 66. This will be conducted through a phase approach, which is as follows: Phase 1 Establish HQ; Phase 2 Finalise functions; Phase 3 Finalise structures; Phase 4 Obtain budget; Phase 5 Establish capabilities; Phase 6 Create cyber awareness program. Further s and s will be developed during the MSTF ( ) to address the DOD contribution to the MTSF Outcome 3 (Sub Outcome 4: Secure cyber space) establishment of a Cyber Command Centre, which must be fully operational by FY2018/19. DOD ANNUAL PERFORMANCE PLAN FOR 121

143 DOD Annual Plan for 2015 Table 79: Programme 7: Defence Intelligence: s and Quarterly s for FY/17 (continued) DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Output 3 Provide sound Defence direction D3_01B Percentage compliance with DOD governance promulgation schedule (Develop Cyber warfare strategy) Annually (Submit for approval by the JCPS Cluster Ministers) (Submit for approval by the JCPS Cluster Ministers) Percentage compliance with DOD governance promulgation schedule (Sensor Strategy) Annually (Develop Strategy) (Develop Strategy) Activity 2 Enable the DOD P2_11 Number of Defence Intelligence products Quarterly P2_12 Number of vetting decisions taken in accordance with requirements Quarterly P2_13 Level of Implementation of the Cyber Warfare plan Annually Phase Phase 2 3 Table 80 reflects the Defence Intelligence Programme for the FY/17 MTEF. Table 80: Programme 7: Defence Intelligence: Reconciling s with the Budget and MTEF Subprogramme Audited Outcome (R 000) Budget (R 000) Medium-term Expenditure Estimate (R 000) 2012/ / / /16 / / /19 Strategic Direction Operations Defence Intelligence Support Services Total

144 Subprogramme Audited Outcome (R 000) Budget (R 000) Medium-term Expenditure Estimate (R 000) 2012/ / / /16 / / /19 Economic classification Current Payments Compensation of employees Goods and services Transfers and subsidies Provinces and Municipalities Departmental agencies & accounts Higher Education institutions Foreign governments and International Organisations Public Corporations and Private Enterprises Non-profit Institutions Households (HH) Payments for capital assets Buildings and Other Fixed Structures Machinery and equipment Heritage Assets Specialised Military Assets Biological Assets Land and Sub-soil Assets Software and Other Intangible Assets Payments for financial Assets Grand Total DOD ANNUAL PERFORMANCE PLAN FOR 123

145 DOD Annual Plan for 2015 PROGRAMME 8: GENERAL SUPPORT OVERVIEW Purpose. The purpose of the programme is to provide general support capabilities and services to the department. Budget Allocation. An amount of R is allocated to the programme General Support for the /17 MTEF which includes a budget allocation to the following three Services: An amount of R is allocated to the Joint Logistic Services for the /17 MTEF. An amount of R is allocated to the Command and Management Systems for the /17 MTEF. An amount of R is allocated to the Military Police Capability for the /17 MTEF. JOINT LOGISTIC SERVICES Responsibility. Chief Joint Logistics Outputs. The output of the subprogramme Joint Logistic Services are to provide effective and efficient centralised common logistic support to ordered commitments in accordance to DOD policy and strategy by 67 : Providing appropriate, ready and sustained centralised common matériel management to the DOD. Providing appropriate, ready and sustained centralised facilities management to the DOD. Providing appropriate, ready and sustained centralised common logistic services and movement management to the DOD. Providing sound logistic strategic direction to the DOD. COMMAND AND MANAGEMENT INFORMATION SYSTEMS Responsibility. Chief Communication Management Systems. Outputs. The output of the subprogramme Command and Management Systems are to provide ICT Prime Systems Integration and Strategic Direction to the DOD over the medium term by: Providing Strategic Direction and Staff Support Services to the CMIS Division. Providing Integrated ICT Solutions and Enablers for the DOD. Providing Warfare (IW) Strategic Direction Capability to the DOD. Providing Maintenance and Support for DOD Systems. 67. C Log and CCMIS subprogramme outputs were amended to be aligned with the ENE. 124

146 MILITARY POLICE CAPABILITY Responsibility. Provost Marshall General Outputs. The outputs of the subprogramme Military Police Capability are to provide a military policing capability to the department over the medium-term by: Investigate 40 per cent of backlog criminal cases 68. Investigate 50 per cent of new criminal cases reported. Conducting deliberate crime prevention operations per year. Investigate 100 per cent of corruption and fraud cases reported per year. Sustaining a provost company for operational deployment on an on-going basis. Sustaining four regional headquarters, 22 area offices and 22 detachments for crime prevention and investigation of criminal cases. Sustaining two military correctional facilities for detention and rehabilitation. s and s (Annual and Quarterly). The following two tables reflect the s and s (Annual and Quarterly) associated with the programme. In the tables reference is made to, which is defined as Classified information that has not been published for the consumption of the public but managed through the appropriate mandated internal and external oversight institutions. Table 81: Programme 8: General Support: s and Annual s for the FY/17 to the FY2018/19 DOD Output and ID 5 year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Reporting to the C SANDF JOINT LOGISTIC SERVICES Output 3 Provide sound Defence direction D3_01A Percentage adherence to DOD governance promulgation schedule (DOD Procurement Policy status) (Submission of DOD Procurement Policy for approval) (Implementation of DOD Procurement Policy) (Monitor and Review) 68. determined in accordance with the capacity of the Military Police. 69. The total of 248 deliberate crime prevention operations per years reflected in the 2015 ENE was amended to 124 in the DOD APP for as a result of the DOD Budget allocation for FY/17. DOD ANNUAL PERFORMANCE PLAN FOR 125

147 DOD Annual Plan for 2015 Table 81: Programme 8: General Support: s and Annual s for the FY/17 to the FY2018/19 (continued) DOD Output and ID 5 year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 D3_01B Percentage adherence to DOD governance promulgation schedule (Overarching Logistic Strategy status) Not Approved Not Approved Not Approved Completed (Completed) (Approved Strategy) (Implementation of Strategy) Input 2 Provide appropriate and sustained Matériel R2_11 Percentage procurement requests fully completed within 90 days from day of registration 70 96% 91% % (12 928) 70.91% (7100) 95% 71 95% 95% R2_13 Percentage utilisation of endowment property in the DOD 90% 90% 90% 90% BFF 1 Ensure appropriate Strategic Reserves F1_01 Level of strategic reserves (ammunition) COMMAND AND MANAGEMENT INFORMATION SYSTEMS Input 3 Provide integrated and reliable Defence Systems R3_03 Percentage of modernised, sustainable DOD ICT Integrated Prime Systems Capabilities 94.95% 92.45% 93.95% 96.7% MILITARY POLICE CAPABILITY Output 4 Ensure Defence compliance with Regulatory Framework D4_06 Percentage of cases of Corruption and Fraud investigated 112.5% (90) (80) 70. C Log changed number of days from 60 to 90 days. This is in line with government imperatives. 71. name change. Previously read as Percentage procurement requests fully completed within 90 days 126

148 DOD Output and ID 5 year Strategic Plan Audited/ Actual Estimated Medium-term s 2012/ / / /16 / / /19 Activity 1 Administrate the DOD P1_01 Projected number of deliberate crime prevention operations 744 (5 years) P1_26 Percentage criminal cases investigated (backlog) 40% 40% 40% 40% P1_27 Percentage criminal cases investigated (in-year) 50% 50% 50% 50% Table 82: Programme 8: General Support: s and Quarterly s for FY/17 DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th Reporting to the C SANDF JOINT LOGISTIC SERVICES Output 3 Provide sound Defence direction D3_01A Percentage adherence to DOD governance promulgation schedule (DOD Procurement Policy status) Annually (Submission of DOD Procurement Policy for approval) (Submission of DOD Procurement Policy for approval) D3_01B Percentage adherence to DOD governance promulgation schedule (Overarching Logistic Strategy status) Annually (Completed) (Completed) Input 2 R2_11 R2_13 Percentage procurement requests fully completed within 90 days from day of registration Percentage utilisation of endowment property in the DOD Provide appropriate and sustained Matériel Quarterly 95% 21% 24% 25% 25% Annually 90% % DOD ANNUAL PERFORMANCE PLAN FOR 127

149 DOD Annual Plan for 2015 Table 82: Programme 8: General Support: s and Quarterly s for FY/17 (continued) DOD Output and ID Reporting Period Annual FY/17 Quarterly s 1 st 2 nd 3 rd 4 th BFF 1 Ensure appropriate Strategic Reserves F1_01 Level of strategic reserves (ammunition) Annually COMMAND AND MANAGEMENT INFORMATION SYSTEMS Input 3 Provide integrated and reliable Defence Systems R3_03 Percentage of modernised, sustainable DOD ICT Integrated Prime Systems Capabilities Quarterly 92.45% 25.65% 23.8% 22.88% 20.12% MILITARY POLICE CAPABILITY Output 4 D4_06 Activity 1 P1_01 P1_26 P1_27 Percentage of cases of Corruption and Fraud investigated Projected number of deliberate crime prevention operations Percentage criminal cases investigated (backlog) Percentage criminal cases investigated (in-year) Ensure Defence compliance with Regulatory Framework Annually Administrate the DOD Quarterly Quarterly 40% 10% 10% 10% 10% Annually 50% % Table 83 reflects the General Support Programme respective budget allocation for the FY/17 MTEF. Table 83: Programme 8: General Support: Reconciling s with the Budget and MTEF Subprogramme Audited Outcome (R 000) Adjusted Budget (R 000) Medium-term Expenditure Estimate (R 000) 2012/ / / /16 / / /19 Joint Logistic Services Command and Management Systems

150 Subprogramme Audited Outcome (R 000) Adjusted Budget (R 000) Medium-term Expenditure Estimate (R 000) 2012/ / / /16 / / /19 Military Police Technology Development Departmental Support Total Economic classification Current Payments Compensation of employees Goods and services Transfers and subsidies Provinces and Municipalities Departmental agencies & accounts Higher Education Institutions Foreign Governments and International Organisations Public corporations & private enterprises Non-profit Institutions Households (HH) Payments for capital assets Buildings & other fixed structures Machinery and equipment Heritage Assets Specialised military Assets DOD ANNUAL PERFORMANCE PLAN FOR 129

151 DOD Annual Plan for 2015 Table 83: Programme 8: General Support: Reconciling s with the Budget and MTEF (continued) Subprogramme Audited Outcome (R 000) Adjusted Budget (R 000) Medium-term Expenditure Estimate (R 000) 2012/ / / /16 / / /19 Biological Assets Land and Sub-soil Assets Software & intangible Assets Payments for financial Assets Grand Total

152 PART C: LINKS TO OTHER PLANS LINKS TO THE DOD LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS The resources necessary for the delivery of the DOD mandate are herewith provided to enable the Departmental Infrastructure Plan. Part C of this Plan deals with the presentation of supporting and functional resource areas that support the execution of the Defence mandate. These resource areas are located in an acknowledged inextricable link that exists between the vision and the enablers. The long-term infrastructure and other capital plans of the DOD are reflected in Tables 84, 85 and 86. Table 84: Links to Long-term Infrastructure Plan: and Replacement Assets 72 Ser No. Project Name and Replacement Assets (R thousands) Programme Outputs Estimated Project Cost Expenditure to Date Project Duration (R'000) (R'000) Start Finish 1 Construction of a security fence and guard house at Wynberg Military Base, Cape Town Capital Habitable Facility / /18 2 Construction of new sick bay at Saldanha Military Base Capital Habitable Facility / /19 3 Erection of security fence at 4 Special Forces Regiment HQ, Phalaborwa Capital Habitable Facility / /18 4 Replacement of perimeter fence with palisade fence at SAS Wingfield Capital Habitable Facility / /19 5 Replacement/erection of security fence at Naval Stores Depot, Simonstown Capital Habitable Facility / /19 6 Replace existing security fence with pallisade fencing at Mahonia, Langebaan Capital Habitable Facility / /19 7 Erection of security fence at Ammunition Stores, Langebaan Capital Habitable Facility / /19 8 Installation of high level security thermal and radar perimeter intrusion management system at 2 Military Hospital, Cape Town Capital Habitable Facility / /19 9 Replace existing security fence with new pallisade fence at the dog kennels, Langebaan Capital Habitable Facility / / Joint Logistic Services indicated that all the projects are registered. However, as the commencement dates are scheduled for FY2015/16 and FY2017/18, no funds have been allocated as to date. DOD ANNUAL PERFORMANCE PLAN FOR 131

153 DOD Annual Plan for 2015 Table 84: Links to Long-term Infrastructure Plan: and Replacement Assets (continued) Ser No. Project Name and Replacement Assets (R thousands) Programme Outputs Estimated Project Cost Expenditure to Date Project Duration (R'000) (R'000) Start Finish 10 Site clearance for the construction of a security fence at Army Support Base (ASB) Johannesburg Capital Habitable Facility / /18 11 Site clearance for the construction of a security fence at Rooiwal Military Base, Pretoria Capital Habitable Facility / /20 12 Site clearance for the construction of a security fence at DOD Main Ordnance Depot, Pretoria Capital Habitable Facility / /20 13 Site clearance for the construction of a security fence at Boekenhoutskloof Military Base, Pretoria Capital Habitable Facility / /18 14 Construction of a security fence with main entrance canopy and guard house at Tek Base, Pretoria Capital Habitable Facility / /18 15 Replace existing security fence with clearview invisible wall at Wingfield Naval Stores Depot Capital Habitable Facility / /18 16 Replace existing security fence with palisade fence at SAS Wingfield Capital Habitable Facility / /18 17 Replace existing security fence with palisade fence at SA Navy Signal School, Simonstown Capital Habitable Facility / /18 18 Replace existing security fence with palisade fence at Glencairn Sports Complex, Simonstown Capital Habitable Facility / /18 19 Site clearance for South African Defence Intelligence College (SADIC) and ETD College, Pretoria Capital Habitable Facility / /18 20 Replacement of inner security fence at Spec Forces HQ Swartkop Park Nature Reserve Capital Habitable Facility / /18 21 Request for site clearance for Phase 2 of the Master Plan for Special Forces School at Murrayhill, Pretoria Capital Habitable Facility / /18 22 Construction of Base Hospital and medical staff housing, Port Elizabeth Capital Habitable Facility / /23 Total and Replacement Assets

154 Table 85: Links to Long-term Infrastructure Plan: Maintenance and Repairs Ser No. Project Name Maintenance and Repairs (R thousands) Programme Outputs Estimated Project Cost Expenditure to Date Project Duration (R'000) (R'000) Start Finish 1 Upgrading of water reservoir at Air Force Base Bloemspruit, Bloemfontein Capital Habitable Facility / /19 2 Upgrading of kitchen eqpt at 1 South African Tank Regiment, Bloemfontein Capital Habitable Facility / /19 3 Upgrading of kitchen equipment at Mobilisation Centre De Brug, Bloemfontein Capital Habitable Facility / /19 4 Upgrading of mess facilities at 4 Spescial Forces Regiment, Langebaan Capital Habitable Facility / /19 5 Upgrading of water reticulation system at Naval Base Simonstown East Yard, Simonstown Capital Habitable Facility / /18 6 Upgrading of kitchen equipment at ASB Western Cape, NCO Mess Wynberg Capital Habitable Facility / /18 7 Upgrading of kitchen equipment at ASB Western Cape, Officers Mess Wynberg Capital Habitable Facility / /18 8 Upgrading of kitchen equipment at ASB Western Cape, Mess at the Castle of Good Hope, Cape Town Capital Habitable Facility / /18 9 Upgrading of kitchen equipment at Infantry School, Oudtshoorn Capital Habitable Facility / /19 10 Upgrading of kitchen equipment at 9 South African Infantry (SAI) Batallion, Cape Town Capital Habitable Facility / /18 11 Refurbishment of main kitchen at SAS Salisbury Island, Durban Capital Habitable Facility /14 /17 12 Upgrading of critical accommodation facilities at SAS Salisbury Island, Durban Capital Habitable Facility / /19 13 Upgrading of kitchen equipment at Umhloti Signal Base, Durban Capital Habitable Facility / /19 14 Upgrading of kitchen equipment at ASB KZN Bluff Military Base, Durban Capital Habitable Facility / /18 DOD ANNUAL PERFORMANCE PLAN FOR 133

155 DOD Annual Plan for 2015 Table 85: Links to Long-term Infrastructure Plan: Maintenance and Repairs (continued) Ser No. Project Name Maintenance and Repairs (R thousands) Programme Outputs Estimated Project Cost Expenditure to Date Project Duration (R'000) (R'000) Start Finish 15 Upgrading of kitchen equipment at 5 SA Inf Bn, Ladysmith Capital Habitable Facility / /19 16 Upgrade of security system at Cash Office at 1 Construction Regiment, Springs Capital Habitable Facility / /20 17 Upgrading of kitchen equipment at SA Army Gymnasium, Heidelberg Capital Habitable Facility / /20 18 Upgrading of kitchen equipment at ASB, Johannesburg Capital Habitable Facility / /18 19 Upgrading and refurbishment of the 1st floor and related support services at 1 Military Hospital, Thaba Tshwane Capital Habitable Facility / /21 20 Upgrading of pump station at 4 Artillary (Arty) Regiment: Request for site clearance, Potchefstroom Capital Habitable Facility / /19 21 Replacement of leaking sewerage system at 10 SA Inf Bn: Request for site clearance, Mafikeng Capital Habitable Facility / /19 22 Re-surfacing and tarring of access road to Discobolos Military Base Sick Bay, Kimberley Capital Habitable Facility / /18 23 Upgrading of kitchen equipment at Alexander Bay Signal Unit, Alexander Bay Capital Habitable Facility / /18 24 Upgrading of kitchen and kitchen equipment at Shamrock Mess, Potchefstroom Capital Habitable Facility / /19 25 Upgrading of kitchen equipment at Constand Viljoen Mess, Potchefstroom Capital Habitable Facility / /19 26 Upgrading of buildings and construction of new Sick Bay at 4 SA Inf Bn, Middelburg Capital Habitable Facility / /18 27 Upgrading of kitchen equipment at Camden Military Base, Ermelo Capital Habitable Facility / /18 28 Upgrading of aquatic training facility at 5 Special Forces Regiment, Langebaan Capital Habitable Facility / /18 134

156 Ser No. Project Name Maintenance and Repairs (R thousands) Programme Outputs Estimated Project Cost Expenditure to Date Project Duration (R'000) (R'000) Start Finish 29 Upgrading of kitchen equipment at 523 Signal Squadron, Makhado Capital Habitable Facility /16 /17 30 Upgrading of kitchen equipment at 524 Signal Squadron, Phalaborwa Capital Habitable Facility / /18 31 Upgrading of kitchen equipment at Uitkoms Base Junior Ranks Mess, Polokwane Capital Habitable Facility / /19 32 Upgrading of kitchen equipment at 115 SA Inf Batallion, Thohoyandou Capital Habitable Facility / /18 33 Upgrading of kitchen equipment at 7 SA Inf Bn, Phalaborwa Capital Habitable Facility /16 /17 34 Upgrading of kitchen equipment at National Ceremonial Guard, Thaba Tshwane Capital Habitable Facility / /18 35 Upgrading of kitchen equipment SA Army Engineer Formation Combined Mess, Tek Base, Pretoria Capital Habitable Facility / /18 36 Upgrading of kitchen equipment at Joint Support Base Garrison Gerbera Officers Mess, Thaba Tshwane Capital Habitable Facility / /18 37 Upgrading of kitchen equipment at Joint Support Base Garrison Kiepersol Officers Mess, Pretoria Capital Habitable Facility / /18 38 Upgrading of kitchen equipment at SA Army College, Thaba Tshwane Capital Habitable Facility / /19 39 Upgrade of uninterrupted power supply at 1 Military Hospital, Thaba Tshwane Capital Habitable Facility /16 /17 40 Upgrading of water reticulation system at Maluti Base, Ladybrand Capital Habitable Facility / /18 Total Maintenance and Repairs DOD ANNUAL PERFORMANCE PLAN FOR 135

157 DOD Annual Plan for 2015 Table 86: Links to Long-term Infrastructure Plan: Refurbishment Ser No. Project Name Refurbishment (R thousands) Programme Outputs Estimated Project Cost Expenditure to Date Project Duration (R'000) (R'000) Start Finish 1 Refurbishment of 1 SAI Bn, Bloemfontein Refurbishment Habitable Facility / /20 2 Refurbishment of 1 Parachute Battalion, Bloemfontein Refurbishment Habitable Facility / /19 3 Refurbishment of 44 Parachute Regiment, Pretoria Refurbishment Habitable Facility / /19 4 Refurbishment of School of Engineers, Bethlehem Refurbishment Habitable Facility / /20 5 Refurbishment of 1 Special Service Battalion, Bloemfontein Refurbishment Habitable Facility / /19 6 Refurbishment of 2 Field Engineers Regiment, Bethlehem Refurbishment Habitable Facility / /18 7 Upgrade Electrical Power Supply at DOD Mobilisation Centre, De Brug Refurbishment Habitable Facility /15 /17 8 Refurbishment of AFB Bloemspruit, Bloemfontein Refurbishment Habitable Facility / /21 9 Refurbishment of Military Health Training Satellite, Bloemfontein Refurbishment Habitable Facility / /20 10 Refurbishment of School of Armour, Bloemfontein Refurbishment Habitable Facility / /18 11 Refurbishment of 2 Military Hospital, Cape Town Refurbishment Habitable Facility / /18 12 Refurbishment of Sick Bay (Building 142) at Naval Base, Simonstown Refurbishment Habitable Facility /16 /17 13 Refurbishment Pharmacy (Building 70) Institute for Maritime Medicine at Naval Base, Simonstown Refurbishment Habitable Facility / /18 14 Refurbishment of the Castle of Good Hope, Cape Town Refurbishment Habitable Facility / /18 136

158 Ser No. Project Name Refurbishment (R thousands) Programme Outputs Estimated Project Cost Expenditure to Date Project Duration (R'000) (R'000) Start Finish 15 Refurbishment of Military Academy, Saldanha Refurbishment Habitable Facility /14 /17 16 Refurbishment of AFB Overberg sewer plant, Bredasdorp Refurbishment Habitable Facility /14 /17 17 Refurbishment of AFB Overberg, Bredasdorp Refurbishment Habitable Facility / /20 18 Refurbishment of SA Navy Staff College, Cape Town Refurbishment Habitable Facility / /18 19 Refurbishment of Oesterskulp Duplex Flats, Langebaan Refurbishment Habitable Facility / /18 20 Refurbishment and upgrade of AFB Overberg Sick Bay complex, Bredasdorp Refurbishment Habitable Facility / /19 21 Installation of centralised ventilation system at Infantry School, Oudtshoorn Refurbishment Habitable Facility / /18 22 Refurbishment of SAS Salisbury Island, Durban Refurbishment Habitable Facility / /20 23 Refurbishment of 8 SAI Bn, Upington Refurbishment Habitable Facility /14 /17 24 Refurbishment of 10 SAI Bn, Mafikeng Refurbishment Habitable Facility Nov-10 /17 25 Refurbishment of 4 Artillery Regiment, Potchefstroom Refurbishment Habitable Facility / /18 26 Refurbishment of School of Artillery, Potchefstroom Refurbishment Habitable Facility / /19 27 Replacement of kitchen equipment, roof and ceiling at 2 SA Inf Bn, Zeerust Refurbishment Habitable Facility /16 /17 28 Refurbishment of 1 Tactical Intelligence Regiment, Potchefstroom Refurbishment Habitable Facility / /19 DOD ANNUAL PERFORMANCE PLAN FOR 137

159 DOD Annual Plan for 2015 Table 86: Links to Long-term Infrastructure Plan: Refurbishment (continued) Ser No. Project Name Refurbishment (R thousands) Programme Outputs Estimated Project Cost Expenditure to Date Project Duration (R'000) (R'000) Start Finish 29 Replace airconditioners at Constand Viljoen Officers Mess, Potchefstroom Refurbishment Habitable Facility / /18 30 Refurbishmnet of 4 SAI Bn, Middelburg Refurbishment Habitable Facility August 2007 /17 31 Refurbishment of AFB Hoedspruit (Base & Flood Damage) Refurbishment Habitable Facility / /18 32 Refurbishment of 6 SAI Bn, Grahamstown Refurbishment Habitable Facility / /21 33 Refurbishment of 1 Military Hospital, Thaba Tshwane Refurbishment Habitable Facility August /19 34 Refurbishment of AFB Waterkloof, Pretoria Refurbishment Habitable Facility August /19 35 Refurbishment of A Mess Thaba Tshwane Refurbishment Habitable Facility / /20 36 Refurbishment of SA Army Office in Dequar Road, Pretoria Refurbishment Habitable Facility / /23 37 Re-surface 2km Road Swartkop Park, Thaba Tshwane Refurbishment Habitable Facility / /20 38 Refurbishment of JSB Garrison Financial Office, Thaba Tshwane Refurbishment Habitable Facility / /18 39 Refurbishment of Rooiwal Communication Facility, Pretoria Refurbishment Habitable Facility / /20 40 Refurbishment of Defence College, Thaba Tshwane Refurbishment Habitable Facility / /19 41 Refurbishment of Thaba Tshwane B Mess Refurbishment Habitable Facility / /18 Total Refurbishment

160 CONDITIONAL GRANTS The DOD has no conditional grants for the FY/17 to FY2018/19. PUBLIC ENTITIES REPORTING TO THE EXECUTIVE AUTHORITY The DOD has a legislative oversight function in terms of Public Entities and Organs of State, which are accountable to the Executive Authority (EA) and categorised within Schedules 2 and 3 of the PFMA (Act No 1 of 1999). The summary of the mandate, outputs and annual budget for Public Entities is reflected in Table 87. Table 87: Public Entities Reporting to the Executive Authority Name of Public Entity Legislative Mandate Outputs Budget Allocation FY/17 Armscor The Armscor mandate is derived from the Armscor Act No. 51 of Armscor is to meet: The Defence materiel requirements of the DOD effectively, efficiently and economically. The Defence technology, research development, analysis, test and evaluation requirements of the DOD effectively, efficiently and economically. Armscor is required to adhere to accepted corporate governance principles, best business practices and generally accepted accounting practices within a framework of established norms and standards that reflects fairness, equity, transparency, economy, efficiency, accountability, and lawfulness. To manage the acquisition and technology projects, the following themes underpin the current focus: Financial Turnaround and Business Re-orientation. Acquisition Excellence. Technology Advancement. Industry Sustainability. Stakeholder Enagement. R Castle Control Board (CCB) The CCB as a public entity, under the Public Finance Management Act (Act No. 1 of 1999) Section 1, has the mandate to manage and protect the Castle of Good Hope on behalf of the MOD&MV who has the ultimate ownership responsibility for the Castle of Good Hope. The CCB is responsible for the following: Compliance with Regulatory Framework. Maintenance, preservation, interpretation and showcasing of the history of the Castle of Good Hope. Self-sustaining Preserved and protected military and cultural heritage site. Optimised tourism potential of the Castle of Good Hope. Optimised accessibility to the Castle of Good Hope by the public. Increased public profile and positive perception across all sectors of the community. DOD ANNUAL PERFORMANCE PLAN FOR 139

161 DOD Annual Plan for 2015 PUBLIC/PRIVATE PARTNERSHIP The DOD has no registered Public/Private Partnerships (PPP) for the FY/17 to FY2018/19. CONSULTANT UTILISATION The total expenditure on Consultant Utilisation 73 by the DOD is estimated at R for the FY/17. The utilisation of Consultants in the DOD is reflected in Table 88. Table 88: DOD Consultant Utilisation and HDI Classification for the FY/17 Ser No. Description of Consultants Utilisation Estimate Amount for FY/17 Budget Programme 1 SABS Service: Quality Control R Landward Defence 2 General Consultants: Personnel R SABS Services: Quality Control R Air Defence 4 Boards, Commissions and Committees R Verification Services R SABS Services: Quality Control R Maritime Defence 7 Verification Services R General Support (Joint Logistic Services) 8 ARMSCOR Services (Project Management) R General Support (Command and Management systems) 9 Project Specification / Management (DMD Only) R General Support (Military Police Service) 10 B Matt: Capitation Fees R British Peace Support Training Team (BPSTT) 11 Human Resources Services R Military Ombud 12 ARMSCOR Services (SA Defence Review 2015) R Administration (Policy and Planning) 13 ARMSCOR Services (SA Defence Review 2015) R Administration (Military Strategy, Policy and Planning) 14 Translation, Transcription and Interpretation Services R3 000 Administration (Financial Services) 15 Management Consultants (DOD Funding Model) R Administration (Financial Services) 73. According to NT Notice Number 3 of 2014/15 dated March 2015, consultants refer to Business and Advisory Services only. 140

162 Ser No. Description of Consultants Utilisation Estimate Amount for FY/17 Budget Programme 16 Boards, Commissions and Committees R Translation, Transcription and Interpretation Services R Administration (Human Resources Services) 18 Human Resources Services R Translate, Transcript and Interpret Services R SABS Services: Quality Control R Project Management Consultants (Through Life Capability Model) R Translate, Transcript and Interpret Services R Administration (Defence Legal Services) Administration (Inspection Services) Administration (Acquisition Services) Administration (Defence Foreign Relations) TOTAL R DOD ENTERPRISE RISKS The DOD continues to pursue its commitment towards the enabling of the effective management of risks throughout the organisation by the continuous adoption of best practices and methodologies relating to enterprise risk management, tailored to the department portfolio whilst ensuring legislative compliance. The DOD acknowledges that risks are unavoidable in the context of the department and will therefore strive to ensure that a culture of risk management is institutionalised in departmental processes thereby reducing the departmental risk exposure to an acceptable level. The identified DOD Enterprise Risks continue to be subjected to regular monitoring and scrutiny by relevant departmental management forums, oversight and governance structures that include, amongst others, the DOD Strategic Risk Management Committee and DOD Audit Committee. The transversal DOD Enterprise Risks listed in Table 89 may have an adverse effect on the realisation of the departmental outputs of the associated budget programmes during the FY/17 to FY2018/19 period and will be attended to by applying the noted departmental risk responses. Table 89: DOD Enterprise Risks with Risk Responses Ser No. Enterprise Risks DOD Strategy Map Linkage Risk Responses 1 Deteriorating DOD Facilities and Infrastructure. Deteriorating DOD facilities and infrastructure may result in: Non-compliance to legislation. Negative impact on morale. Compromised readiness. D2: Provide Mission Ready Defence Capabilities. P2: Enable the DOD. Develop a new logistic strategy and process framework. Monitor and report on the implementation of the DOD User Assets Management Plan (UAMP). Execute the function shift from NDPW to DOD Works Formation together with the utilisation of the devolved NDPW budget. Enhance DOD Works Capability to execute Level 1 and Level 2 maintenance and repair. DOD ANNUAL PERFORMANCE PLAN FOR 141

163 DOD Annual Plan for 2015 Table 89: DOD Enterprise Risks with Risk Responses (continued) Ser No. Enterprise Risks DOD Strategy Map Linkage Risk Responses 2 Non verifiable DOD. The non-integration of ICT systems and non-availability of source documentation may lead to unreliable DOD financial and non- financial information. D4: Ensure Defence compliance with Regulatory Framework. P1: Administrate the DOD. R3: Provide integrated and reliable Defence Systems. R4: Provide sound Financial Management of the DOD. Develop and approve DOD Corporate Governance of and Communication System Policy. Upgrade DOD Core Systems by means of the development, approval and implementation of an Integrated Defence Enterprise System (IDES). 3 Increase in Fraud and Corruption. Weaknesses on key internal controls increase the opportunity for fraud and corruption. 4 High Prevalence of Litigation. The DOD s inability to comply with applicable legislation, prescribed policy and procedures may result in costly litigation and losses to the DOD. D4: Ensure Defence compliance with Regulatory Framework. P1: Administrate the DOD. D4: Ensure Defence compliance with Regulatory Framework. Review, approve and implement the DOD Fraud Prevention Plan. Fraud and Corruption cases to be continuously monitored and reported at the DOD DACAF Forum meetings. Provision and maintenance of the Whistleblowing Hotline. The expansion of the DLSD Reserve Force component and full time structures together with the staffing of and call up of specialised skill, to more effectively facilitate litigation, legal advice and general support. 5 Forfeited rights on DOD Property. Possible land claims may result in loss of DOD facilities which may impact on readiness and deployment capabilities in support of the Defence mandate. D2: Provide mission ready Defence capabilities. P2: Enable the DOD. Develop and approve Contingency Plan to address the identified areas of possible land claims. Monitor and report on Contingency Plan to Management Fora. DOD MANAGEMENT PERFORMANCE ASSESSMENT TOOL The Management Management Tool (MPAT) seeks to move departments beyond compliance with the regulatory frameworks to improve the quality of management practices in the Public Service. Therefore, MPAT seeks to encourage departments to be effective and efficient in their application of these management practices. MPAT addresses the following four Key Areas (KPAs): KPA 1: Strategic Management. KPA 2: Governance and Accountability. KPA 3: Human Resources. Management. KPA 4: Financial Management. The MPAT identifies four progressive levels of management performance (KPAs), against which departments are assessed and scored. Table 90 illustrates the four levels of achievable management performance. 142

164 Table 90: MPAT Levels of Management Level Description Level 1 Department is non-compliant with legal/regulatory requirements Level 2 Department is partially compliant with legal/regulatory requirements Level 2+ Department is compliant with the basic legal/regulatory requirements but non-compliant with one or more level 3 requirements Level 3 Department is fully compliant with legal/regulatory requirements Level 4 Department is fully compliant with legal/regulatory requirements and is doing things SMART The Figure 8 indicates the MPAT areas KPAs and the related scores the DOD obtained during the FY2012/13 (MPAT 1.2), FY2013/14 (MPAT 1.3) and FY2014/15 (MPAT 1.4) assessment years. The score indicated for FY2015/16 (MPAT 1.5) is the preliminary score under consideration by the Presidency (Department Planning, Monitoring and Evaluation). Figure 8: DOD Management Key Areas Strategic Management Strategic Planning Monitoring & Evaluation MPAT 1.2 : 3.3 MPAT 1.3 : 3 MPAT 1.4 : 3 MPAT 1.5 : 3 1 Governance and Accountability Service Delivery Improvement Management Structures Accountability MPAT 1.2 : 1.5 Ethics MPAT 1.3 : 1.8 Internal Audit Risk Management MPAT 1.4 : 1.9 Delegations MPAT 1.5 : 2 ITC 2 Promotion of Access to information Act (PAIA) Promotion of Adeministration Justice Act (PAJA) MPAT Implementation Human Resources Management Human Resources Strategy and Planning Human Resources Practices and Administration Management Employee Relations MPAT 1.2 : 2 MPAT 1.3 : 2.1 MPAT 1.4 : 1.9 MPAT 1.5 : 2 Financial Management Supply Chain Management Expenditure Management MPAT 1.2 : 3 MPAT 1.3 : 3 MPAT 1.4 : 2.6 MPAT 1.5 : DOD ANNUAL PERFORMANCE PLAN FOR 143

165 DOD Annual Plan for 2015 Whilst areas of departmental partial or non-compliance were identified, areas reflecting institutionalised good practices were confirmed during the assessment process. The DOD will through implemented departmental improvement plans aim to ensure; improved departmental practices, internal controls, smarter working efficiencies, innovation and continuous improvement. For the period under review the Department will endeavour to ensure the addressing of areas requiring improvement whilst ensuring sustained best practice achievements with the introduction of the DOD 2015 MTEF Service Delivery Improvement Plan (SDIP). DOD SERVICE DELIVERY IMPROVEMENT PLAN In line with the Public Service Batho Pele People First principles as introduced on 01 October 1997, aimed at ensuring the appropriate quality and accessibility of government services by improving the efficiency and accountability to the recipients of such public goods and services, the DOD SDIP for FY/17 to FY2018/19 has been developed in order to promote and enable this national imperative. The basis for the development of the DOD SDIP locates itself within the departmental Vision To provide, manage, prepare and employ Defence capabilities commensurate with the needs of South Africa as regulated by the Constitution, national legislation, parliamentary and executive direction. The above will be provided through the proper management, provision, preparedness and employment of Defence capabilities, which are in line with the domestic and global needs of South Africa. The evolving DOD SDIP regards as the enabling of ordered defence commitments as the central theme that will inform and direct the development of subsequent departmental SDIP s at all levels of the organisation thereby enabling the realisation of the DOD s mandate driven Output deliverables. The approved DOD SDIP for FY2015/16 to FY2017/18 was submitted to the DPSA on 21 April Table 91 reflects the required improvement to the identified SDIP standard with the associated actions that will be undertaken over the FY/17 to FY2018/19 period to achieve the envisaged service delivery standards. Table 91: DOD Service Delivery Improvement Plan Ser No. Internal Service Improved Service Standard FY/17 1 Promotion of Access to Complete all requests in terms of the Promotion of Access to Act within the prescribed standards Maintain the DOD Promotion of Access to Manual Prepare the section 15 notification for publishing in the Government Gazette Implement Edition 5 of the Procurement delegation 2 Procurement Effective, efficient and economical Procurement processes Implement Procurement policy Implement standardised SOPs / SWPs 3 HR Acquisition 4 Disciplinary Cases PSAP staffing process completed in 90 days Finalisation of disciplinary cases within 90 days Implement the devolution of functions from the Head Office to the Services and Divisions Implement the approved delegations within Services and Divisions to enhance the turnaround times of PSAP appointments Submit a requirement for the appointment of permanent DOD chairpersons and representatives 144

166 DOD ANNUAL PERFORMANCE PLAN FOR 145

167 DOD Annual Plan for 2015 ANNEXURES TOPIC PAGE Annexure A: DOD aligned and linked to Government Outcomes, DOD Strategy Map for FY/17 and the Strategic Outcomes and 5 year Strategic Plan s Annexure B: Amendments to the s that are reflected in the DOD Strategic Plan for 2015 to Annexure C: DOD Strategic Description Table Annexure D: SA Defence Review 2015 (Milestone 1) Implementation within current FY/17 Resource Allocation

168 ANNEXURE A DOD PERFORMANCE INFORMATION ALIGNED AND LINKED TO GOVERNMENT OUTCOMES, DOD STRATEGY MAP FOR FY/17 and THE STRATEGIC OUTCOMES AND 5 YEAR STRATEGIC PLAN TARGETS As the DOD is committed to Outcomes-based planning and in support of the Government Outcomes the following s were developed to underline the Department s commitments in table below, the alignment between the DOD performance information to the DOD Strategy Map and with the 5 year Strategic Plan s is reflected. The Strategic s are indicators that are critical to the achievement and mission of the DOD, linked to National Outcomes are related to the Strategic Outputs of the DOD and reflects the implementation of the SA Defence Review 2015 Implementaion Plan (DOD Consolidation End-States) as resourced for FY/17. The DOD Core Programme s are unrelated to specific Strategic Outputs but are of importance to DOD domestic aspects (internal processes and command) related to specific budget programmes. Table 1: DOD aligned and linked to Government Outcomes and DOD Strategy Map for FY/17 Description of Responsibility (Budget Programme) 5 Year Strategic Plan s Linkage to DOD Strategy Map MTSF Outcome National Development Plan Linkage Growth Path Ministerial Delivery Agreement MOD&MV Priorities SA Defence Review 2015 (Consolidated End-States) PERFORMANCE INFORMATION LINKED TO DOD STRATEGY MAP: OUTPUTS DOD Output 1: Conduct Ordered Defence Commitments in Accordance with Government Policy and Strategy (D_1) D_1.1 Strategic Output: Percentage Defence commitments accomplished (per annum or over 5 year term) Percentage compliance with force levels for external operations C SANDF (Force Employment) D1_01A MTSF Outcome 11 Chapter 7 Transnational Crime N/A 11 YES N/A DOD ANNUAL PERFORMANCE PLAN FOR 147

169 DOD Annual Plan for 2015 Table 1: DOD aligned and linked to Government Outcomes and DOD Strategy Map for FY/17 (continued) Description of Responsibility (Budget Programme) 5 Year Strategic Plan s Linkage to DOD Strategy Map MTSF Outcome National Development Plan Linkage Growth Path Ministerial Delivery Agreement MOD&MV Priorities SA Defence Review 2015 (Consolidated End-States) Number of force employment hours flown per year C SANDF (Air Defence) (26 500) D1_05 MTSF Outcome 11 Chapter 7 Transnational Crime N/A 3 YES N/A Number of hours at sea per year C SANDF (Maritime Defence) (60 000) D1_06 MTSF Outcome 3 and 11 Chapter 7 Transnational Crime N/A 3 YES N/A Percentage compliance with number of ordered commitments (Number of external operations) (General Military Assistance) (Number of internal operations) C SANDF (Force Employment) (Force Employment) (Landward Defence and Defence Intelligence for External operations) (Force Employment, for internal operations) D1_10 MTSF MTSF Outcome 3 and 11 Chapters 5 and 12 Disaster Aid and Disaster Relief N/A 11 YES Sustained ordered Defence Commitments (Sustained Peace Missions) (Sustained Intervention Operations) (Sustained Support to Government Operations) (Sustained International Commitments) (Sustained Internal Operations) D_1.2 Strategic Output: Percentage Defence commitments support compliance Percentage compliance with serviceability of main equipment for external operations C SANDF (Force Employment) D1_01B MTSF Outcome 11 N/A N/A N/A YES N/A Percentage compliance with self-sustainment of personnel C SANDF (Force Employment) D1_01D MTSF Outcome 11 N/A N/A N/A N/A N/A 148

170 Description of Responsibility (Budget Programme) D_1.3 Strategic Output: Percentage Border safeguarding commitments status Number of landward subunits deployed on border safeguarding per year C SANDF (Force Employment) D_2.1 Strategic Output: Percentage compliance with Joint Force Employment Requirements (including the Southern African Development Community Standby Force pledge) Percentage compliance with Joint Force Employment Requirements as resourced C SANDF (Force Employment) (Landward Defence) (Air Defence) (Maritime Defence) (Military Health Support) Percentage compliance with the Southern African Development Community Standby Force Pledge C SANDF (Force Employment) Linkage 5 Year Strategic Plan s Linkage to DOD Strategy Map MTSF Outcome National Development Plan Growth Path Ministerial Delivery Agreement MOD&MV Priorities (15) (15) D1_02 MTSF Outcome 3 Chapter 7 Transnational Crime N/A 3 YES DOD Output 2: Provide mission ready Defence capabilities (D-2) D2_01 MTSF Outcome 2, 3, 5, 11 and 12 Chapter 7 Transnational Crime N/A N/A YES D2_03 MTSF Outcome 11 Chapter 7 Transnational Crime N/A 11 YES SA Defence Review 2015 (Consolidated End-States) Sustained ordered Defence Commitments (Sustained Internal Operations) (Promulgated Border Safeguarding Strategy) Sustained ordered Defence Commitments (Promulgated Joint Force Employment Strategy) DOD ANNUAL PERFORMANCE PLAN FOR 149

171 DOD Annual Plan for 2015 Table 1: DOD aligned and linked to Government Outcomes and DOD Strategy Map for FY/17 (continued) Description of Responsibility (Budget Programme) 5 Year Strategic Plan s Linkage to DOD Strategy Map MTSF Outcome National Development Plan Linkage Growth Path Ministerial Delivery Agreement MOD&MV Priorities SA Defence Review 2015 (Consolidated End-States) DOD Output 3: Provide Sound Defence Direction (D_3) D_3.1 Strategic Output: Percentage compliance by the DOD with National governance 93.33% Percentage adherence to DOD governance promulgation schedule Sec Def (Administration) Defence capabilities developed and sustained (Internship Policy Status) (Human Resources Strategy status) (DOD Ethics Management status) (Policy Products in pursuit of Defence Diplomacy) (Defence International Affairs Policy status) (Human Resources Support Services) (Defence International Affairs) D3_01 (A for Policies and B for Strategies) MTSF Outcome 12 Chapter 3 Economy and Youth Employment Yes N/A Yes (Promulgated Acquisition of Armaments in the DOD Policy [DAP 1000 Policy]) (Promulgated Defence Industry Policy) Relationship established between the DOD ETD programmes and accredited tertiary Institutions for civilian and military members (Promulgated Education Training and Development Policy) Costed Implementation Plan for Milestone 1 of the SA Defence Review 2015 (Promulgated [Implemented] SA Defence Review MS1 Overarching Implementation Plan, s and Timelines) 150

172 Description of Responsibility (Budget Programme) 5 Year Strategic Plan s Linkage to DOD Strategy Map (Department of Defence Strategy status) ( and Communication Systems Policy Development Plan status) Government Technology Officer (Defence Intangible Capital Assets [ICA] Management Policy status) Aquisition Services (SA Defence Review 2015 Implementation status) Office of the Sec Def (DOD Procurement Policy Status) C SANDF (General Support [Joint Logistics (Overarching Logistic Strategy) Services]) D3_01B (Cyber Warfare Strategy) D3_01B C SANDF (Defence Intelligence) (Sensor Strategy) D3_01B (Sub strategy, to support overarching strategy by securing land, airspace and maritime borders [Border Safeguarding Strategy]) C SANDF (Force Employment) D3_01B MTSF Outcome MTSF Outcome 3 and 12 MTSF Outcome 3 and 12 MTSF Outcome 3 and 12 MTSF Outcome 3 and 11 Linkage National Development Plan Growth Path Ministerial Delivery Agreement MOD&MV Priorities N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Chapter 7 Transnational Crime N/A 11 YES SA Defence Review 2015 (Consolidated End-States) Sustained Ordered Defence Commitments (Promulgated Joint Force Employment Strategy) (Promulgated Border Safeguarding Strategy) (Promulgated Military Strategy) Restructuring of the SANDF (Promulgated Blue-print force design) (Promulgated Restructuring plan) DOD Human Resources Management (Promulgated HR Strategy) Strategic Communication Intervention (Promulgated Communication Strategy for the department) DOD ANNUAL PERFORMANCE PLAN FOR 151

173 DOD Annual Plan for 2015 Table 1: DOD aligned and linked to Government Outcomes and DOD Strategy Map for FY/17 (continued) Description of Responsibility (Budget Programme) 5 Year Strategic Plan s Linkage to DOD Strategy Map MTSF Outcome National Development Plan Linkage Growth Path Ministerial Delivery Agreement MOD&MV Priorities SA Defence Review 2015 (Consolidated End-States) Percentage compliance with submission dates of DOD accountability documents Sec Def (Administration) (Tabling of DOD accounting documents) Ministry (Reports on DFSC Activities submitted to the Executive Authority) DFSC (Reports on RFC Activities submitted to the Executive Authority) RFC D3_05 MTSF Outcome 12 N/A N/A N/A N/A N/A (Compliance with DOD Financial Products) Financial Services (SMS Agreements submitted) (SMS Financial Disclosures submitted) Human Resources Support Services (SANDF quarterly reports submitted to the Executive Authority) C SANDF (Administration) DOD Enterprise Risk Management maturity level achieved Sec Def (Administration) 73.33% D3_06 MTSF Outcome 12 N/A N/A N/A N/A N/A Percentage compliance with the progress of the establishment of the Military Strategic Direction Register C SANDF (Administration) D3_08 MTSF Outcome 12 N/A N/A N/A YES Restructuring of the SANDF 152

174 Description of Responsibility (Budget Programme) D_4.1 Strategic Outcome: Percentage Defence compliance with Regulatory Framework Number of Audit Qualifications Sec Def (Administration) Percentage deployments, including training exercises, where applicable, supported with appropriate legal instruments Sec Def (Administration) DOD Management Assessment Tool, assessment level achieved Sec Def (Administration) Percentage payments within 30 days from receipt of legitimate invoices Sec Def (Administration) D_4.2 Strategic Output: Percentage corruption and fraud prevention status Percentage of Corruption and Fraud incidents detected for investigation C SANDF (Administration) Percentage of cases of Corruption and Fraud investigated C SANDF (General Support) Linkage 5 Year Strategic Plan s Linkage to DOD Strategy Map MTSF Outcome National Development Plan Growth Path Ministerial Delivery Agreement MOD&MV Priorities SA Defence Review 2015 (Consolidated End-States) DOD Output 4: Ensure Defence Compliance with Regulatory Framework (D_4) 86.12% 0 D4_01 MTSF Outcome 12 N/A N/A N/A N/A N/A D4_03 MTSF Outcome 11 N/A N/A N/A YES N/A 69.5% D4_10 MTSF Outcome 12 N/A N/A N/A N/A N/A 75% D4_11 MTSF Outcome 12 N/A N/A N/A N/A N/A 92.5% D4_05 MTSF Outcome 11 and 12 Chapter 14 Fighting Corruption N/A 3 N/A N/A D4_06 MTSF Outcome 3, 11 and 12 Chapter 14 Fighting Corruption N/A 3 N/A N/A DOD ANNUAL PERFORMANCE PLAN FOR 153

175 DOD Annual Plan for 2015 Table 1: DOD aligned and linked to Government Outcomes and DOD Strategy Map for FY/17 (continued) Description of Responsibility (Budget Programme) 5 Year Strategic Plan s Linkage to DOD Strategy Map MTSF Outcome National Development Plan Linkage Growth Path Ministerial Delivery Agreement MOD&MV Priorities SA Defence Review 2015 (Consolidated End-States) Percentage of cases of Corruption and Fraud prosecuted (Conviction of persons R5 million and over) 74 C SANDF (Administration) Sec Def (Administration) D4_07 MTSF Outcome 2, 3 and 12 Chapter 14 Fighting Corruption N/A 3 N/A N/A Percentage of written complaints finalised Sec Def (Administration) (Military Ombud) 70% D4_08 MTSF Outcome 12 N/A N/A N/A YES N/A PERFORMANCE INFORMATION LINKED TO DOD STRATEGY MAP: INTERNAL PROCESS (ACTIVITIES) DOD Activity 1: Administrate the DOD (P_1) P_1.1 Strategic Output: Percentage Defence administration compliance index 72.5% Percentage reduction of military court cases outstanding (backlog) Percentage military court cases finalised (in-year) C SANDF (Administration) C SANDF (Administration) 60% P1_04A 40% P1_04B MTSF Outcome 12 N/A N/A N/A YES Military Discipline Enhanced Percentage of disciplinary cases in the DOD finalised within 90 days (Military Disciplinary Cases) C SANDF (Administration) P1_05 MTSF Outcome 2 and 12 N/A N/A N/A YES Military Discipline Enhanced 74. was deleted from the Budget Programme, as it forms part of the Percentage of cases of Corruption and Fraud prosecuted but remains in Annexure A to indicate the department s support to MTSF Outcome 3: Sub-outcome 7 Corruption in the Public and Private Sectors Reduced. 154

176 Description of Responsibility (Budget Programme) Percentage of disciplinary cases in the DOD finalised within 90 days (PSAP Disciplinary Cases) Sec Def (Administration) Percentage litigation cases finalised in the best interest of the DOD Sec Def (Administration) Percentage collective grievances and disputes resolved Sec Def (Administration) P_1.2 Strategic Output: Number of Defence crime prevention activities (Includes anti-corruption and anti-fraud activities) Projected number of deliberate crime prevention operations C SANDF (General Support) Percentage of National Anticorruption Hotline (NACH) incidents detected for investigation C SANDF (Administration) Number of awareness activities on Corruption and Fraud C SANDF (Administration) 5 Year Strategic Plan s Linkage to DOD Strategy Map P1_05 50% P1_07 85% P1_ (per 5 year term) (306 per year) 744 (5 years) P1_01 (5 years) P1_ (5 year) P1_22 MTSF Outcome MTSF Outcome 2 and 12 MTSF Outcome 12 MTSF Outcome 12 MTSF Outcome 3 MTSF Outcome 3 MTSF Outcome 3 Linkage National Development Plan Growth Path Ministerial Delivery Agreement MOD&MV Priorities SA Defence Review 2015 (Consolidated End-States) N/A N/A N/A YES N/A N/A N/A N/A N/A N/A N/A N/A N/A YES N/A Chapter 12/14 Building a Safer Community/ Promoting accountability and fighting corruption N/A N/A N/A N/A Chapter 14 Promoting accountability and fighting corruption N/A MTSF Outcome 3 N/A N/A Chapter 14 Promoting accountability and fighting corruption N/A MTSF Outcome 3 N/A N/A DOD ANNUAL PERFORMANCE PLAN FOR 155

177 DOD Annual Plan for 2015 Table 1: DOD aligned and linked to Government Outcomes and DOD Strategy Map for FY/17 (continued) Description of Responsibility (Budget Programme) 5 Year Strategic Plan s Linkage to DOD Strategy Map MTSF Outcome National Development Plan Linkage Growth Path Ministerial Delivery Agreement MOD&MV Priorities SA Defence Review 2015 (Consolidated End-States) P_1.3 Strategic Output: Percentage reduction of criminal cases 45% Percentage criminal cases investigated (backlog) C SANDF (General Support) 40% P1_26 MTSF Outcome 3 Chapter 14 Promoting accountability and fighting corruption N/A N/A N/A N/A Percentage criminal cases investigated (in-year) C SANDF (General Support) 50% P1_27 MTSF Outcome 3 Chapter 14 Promoting accountability and fighting corruption N/A N/A N/A N/A DOD Activity 2: Enable the DOD (P_2) P_2.1 Strategic Output: Number of Defence health care activities Broader SANDF Health Status C SANDF (Military Health Support) P2_04 MTSF Outcome 2 Chapter 10 Promoting Health N/A N/A N/A N/A Trend of deployable status on concurrent health assessments C SANDF (Military Health Support) P2_05 MTSF Outcome 2 Chapter 10 Promoting Health N/A N/A N/A N/A Number of health care activities per year C SANDF (Military Health Support) P2_10 MTSF Outcome 2 Chapter 10 Promoting Health N/A N/A N/A N/A 156

178 Description of Responsibility (Budget Programme) P_2.2 Strategic Output: Percentage Defence primary military preparation activities Percentage compliance with DOD training targets Sec Def and C SANDF (Administration) Number of Defence Intelligence products C SANDF (Defence Intelligence) P_3.1 Strategic Output: Number of DOD military exercises Number of joint, interdepartmental, interagency and multinational military exercises conducted per year C SANDF (Force Employment) P_3.2 Strategic Output: Number of Defence Attaché Offices Total number of Defence Attaché Offices C SANDF (Administration) Linkage 5 Year Strategic Plan s Linkage to DOD Strategy Map MTSF Outcome National Development Plan Growth Path Ministerial Delivery Agreement MOD&MV Priorities SA Defence Review 2015 (Consolidated End-States) P2_06 MTSF Outcome 5 Chapter 9 Improving education, innovation and training N/A N/A YES Relationship established between the DOD ETD programmes and accredited tertiary Institutions for civilian and military members (2 240) P2_11 MTSF Outcome 3 and 11 N/A N/A N/A YES N/A DOD Activity 3: Employ the SANDF (P_3) P3_02 MTSF Outcome 11 N/A N/A N/A YES N/A P3_03 MTSF Outcome 11 N/A N/A N/A YES N/A DOD ANNUAL PERFORMANCE PLAN FOR 157

179 DOD Annual Plan for 2015 Table 1: DOD aligned and linked to Government Outcomes and DOD Strategy Map for FY/17 (continued) Description of Responsibility (Budget Programme) 5 Year Strategic Plan s Linkage to DOD Strategy Map MTSF Outcome National Development Plan Linkage Growth Path Ministerial Delivery Agreement MOD&MV Priorities SA Defence Review 2015 (Consolidated End-States) DOD PERFORMANCE INFORMATION: DOD INPUTS (RESOURCE MANAGEMENT) DOD Input 1: Provide Professional and Supported DOD Human Resources (R_1) R_1.1 Strategic Output: Percentage HR utilisation index Percentage compliance with planned staffing of funded posts Sec Def (Administration) (80 390) R1_1A MTSF Outcome 12 N/A N/A N/A N/A DOD Human Resources Management Number of reserve force persondays C SANDF (Administration) ( ) R1_1C MTSF Outcome 3 N/A N/A N/A N/A N/A Percentage compliance with SANDF Battle fitness requirements C SANDF (Administration) R1_1G MTSF Outcome 5 and 11 N/A N/A N/A N/A N/A R_1.2 Strategic Output: Number of military skills development members in the system per year Number of military skills development members in the system per year C SANDF (Administration) R1_1B MTSF Outcome 12 N/A N/A N/A YES N/A R_1.3 Strategic Output: Level of morale in the DOD Positive Level of DOD morale C SANDF (Administration) Positive R1_03 MTSF Outcome 12 N/A N/A N/A YES N/A DOD Input 2: Provide appropriate & sustained Matériel (R_2) R_2.1 Strategic Output: Defence infrastructure revitalisation status 95% Percentage of expenditure in accordance with facilities plan (payment of leases, accommodation charges and municipal services) C SANDF (General support) R2_07 MTSF Outcome 12 N/A N/A N/A N/A N/A 158

180 Description of Responsibility (Budget Programme) 5 Year Strategic Plan s Linkage to DOD Strategy Map MTSF Outcome National Development Plan Linkage Growth Path Ministerial Delivery Agreement MOD&MV Priorities SA Defence Review 2015 (Consolidated End-States) Percentage utilisation of endowment property in the DOD C SANDF (General Support) 90% R2_13 MTSF Outcome 12 N/A N/A N/A N/A Defence Facilities Maintained R_2.2 Strategic Output: Percentage Defence critical stock level status Percentage availability of medical stock C SANDF (Military Health Support ) R2_04 MTSF Outcome 2 Chapter 10 Promoting Health N/A N/A YES R_2.3 Strategic Output: Percentage Logistics compliance status 96% Percentage procurement requests fully completed within 90 days from day of registration 75 C SANDF (General Support) 96% R2_11 MTSF Outcome 12 N/A N/A N/A N/A N/A DOD Input 3: Provide Integrated and Reliable Defence Systems (R_3) R_3.1 Strategic Output: Percentage Defence ICT status 94.95% Percentage of modernised, sustainable DOD ICT Integrated Prime Systems Capabilities C SANDF (General Support) 94.95% R3_03 MTSF Outcome 12 N/A N/A N/A YES N/A DOD Input 4: Provide Sound Financial Management of the DOD (R_4) R_4.1 Strategic Output: Percentage deviation from approved drawing schedule <8% Percentage deviation from approved drawing schedule Sec Def (Administration) <8% R4_01 MTSF Outcome 12 N/A N/A N/A N/A Defence Funding Model Developed 75. Chief Logistics changed number of days from 60 to 90 days. This is in line with government imperatives. DOD ANNUAL PERFORMANCE PLAN FOR 159

181 DOD Annual Plan for 2015 Table 1: DOD aligned and linked to Government Outcomes and DOD Strategy Map for FY/17 (continued) Description of Responsibility (Budget Programme) 5 Year Strategic Plan s Linkage to DOD Strategy Map MTSF Outcome National Development Plan Linkage Growth Path Ministerial Delivery Agreement MOD&MV Priorities SA Defence Review 2015 (Consolidated End-States) DOD PERFORMANCE INFORMATION: DOD BUILDING FOR THE FUTURE (BFF) DOD BFF 1: Ensure Appropriate Strategic Reserves (F_1) F_1.1 Strategic Output: Level of strategic reserves Level of strategic reserves (Ammunition) C SANDF (General Support) F1_01 MTSF Outcome 3 and 11 N/A N/A N/A YES DOD BFF 2 Renew DOD Main Equipment and Systems (F_2) F_2.1 Strategic Output: Percentage of Defence armament acquisition commitments status 80% Percentage armament acquisition commitments approved Sec Def (Administration) 75% F2_02 MTSF Outcome 12 N/A N/A N/A YES (Promulgated Acquisition of Armaments in the DOD Policy [DAP 1000 Policy]) DOD BFF 3: Undertake Defence Research and Development (F_3) Percentage technology development commitments approved Sec Def (Administration) 85% F3_02 MTSF Outcome 12 Chapter 9 Expand Science and Research N/A N/A YES N/A THE FOLLOWING DOD CORE PERFORMANCE INDICATORS THAT ARE UNRELATED TO SPECIFIC STRATEGIC OUTPUTS BUT ARE OF IMPORTANCE TO THE DOD DOMESTIC ASPECTS (INTERNAL PROCESSES AND COMMAND) DOD Strategic Output: This is of DOD domestic interest only DOD Output 1: Conduct Defence ordered commitments in accordance with government policy and strategy Percentage of the value of reimbursement by the UN/AU recognised C SANDF (Force Employment) D1_01C MTSF Outcome 11 N/A N/A N/A YES N/A 160

182 Description of Number of positions filled against allocated quota for international institutions Number of Strategic Activities per annum Status of external statutory responses to requests received Established DOD strategic research capability status Percentage of recommendations agreed to by management to address the internal control gaps identified in audit reports Number of scope coordination meetings with internal and external assurance providers to reduce audit fatigue across the DOD Responsibility (Budget Programme) 5 Year Strategic Plan s Linkage to DOD Strategy Map MTSF Outcome National Development Plan Linkage Growth Path Ministerial Delivery Agreement MOD&MV Priorities SA Defence Review 2015 (Consolidated End-States) DOD Output 3: Provide sound Defence direction C SANDF (Administration) 12 D3_02 MTSF Outcome 11 N/A N/A N/A YES N/A C SANDF (Administration) 58 D3_03 MTSF Outcome 3 and 5 N/A N/A N/A N/A N/A DOD Output 4: Ensure Defence compliance with Regulatory Framework Sec Def (Administration) D4_12 MTSF Outcome 12 N/A N/A N/A N/A N/A DOD Activity 1: Administrate the DOD Sec Def (Administration) Funding and staffing of critical vacancies P3_07 MTSF Outcome 12 Chapter 9 Improving education, innovation and training N/A N/A YES N/A Sec Def (Administration) D4_04 MTSF Outcome 12 N/A N/A N/A YES N/A Sec Def (Administration) D4_09 MTSF Outcome 12 N/A N/A N/A YES N/A DOD ANNUAL PERFORMANCE PLAN FOR 161

183 DOD Annual Plan for 2015 Table 1: DOD aligned and linked to Government Outcomes and DOD Strategy Map for FY/17 (continued) Description of Responsibility (Budget Programme) 5 Year Strategic Plan s Linkage to DOD Strategy Map MTSF Outcome National Development Plan Linkage Growth Path Ministerial Delivery Agreement MOD&MV Priorities SA Defence Review 2015 (Consolidated End-States) Number of Covenantal relationships with Religious Stakeholders (Religious Advisory Boards) C SANDF (Administration) 25 P1_23 MTSF Outcome 3, 11 and 12 N/A N/A MTSF Outcome 3 N/A N/A Number of marketing events to promote the Reserves C SANDF (Administration) 180 P1_24 MTSF Outcome 3 N/A N/A MTSF Outcome 3 N/A N/A DOD Activity 2: Enable the DOD Number of vetting decisions taken in accordance with requirements C SANDF (Defence Intelligence) P2_12 MTSF Outcome 12 N/A N/A N/A N/A N/A Level of implementation of the Cyber Warfare plan C SANDF (Defence Intelligence) Fully implemented P2_13 MTSF Outcome 3 N/A N/A N/A N/A N/A DOD BFF 5: Promote Consensus on Defence Status of Public Opinion of the DOD Sec Def (Administration) 77% F5_01 MTSF Outcome 12 N/A N/A N/A YES Strategic Communication Intervention 162

184 ANNEXURE B AMENDMENTS TO THE PERFORMANCE INDICATORS THAT ARE REFLECTED IN THE DOD STRATEGIC PLAN FOR 2015 TO 2020 Ser No. Location of Amendment/s as Reflected in the DOD SP 2015 to 2020 Amendment as Reflected in the DOD APP for Remarks Location of Amendment/s 1 Annexure A to the DOD SP D3_01: Percentage adherence to Governance promulgation schedule D3_01 A: To address departmental policies D3_01B: To address departmental strategies During the DOD Management Workshop (25 to 27 March 2015) decision to distinguish between DOD policies and strategies to improve reporting on the Under the Administration Programme (Subprogramme Policy and Planning, Human Resources Support Service, Defence International Affairs, etc), Force Employment Programme, Defence Intelligence Programme, General Support Programme (Subprogramme Joint Logistic Services) and Annexures A and C to the DOD APP for 2 Annexure A to the DOD SP D4_02: Percentage compliance with submission dates of DOD accountability documents D3_05: Percentage compliance with submission dates of DOD accountability documents the number to read D3_05 During the DOD Management Workshop (25 to 27 March 2015) decision to change the number D3_05 to address sound direction to the DOD Under the Administration Programme (Subprogramme Ministry, Policy and Planning, Financial Services, Human Resources Support Services) and Annexures A and C to the DOD APP for 3 Annexure A to the DOD SP R3_01: Percentage compliance with the DOD ICT Portfolios of the defence enterprise information systems master plan Replace by R3_03: Percentage of modernised, sustainable DOD ICT Integrated Prime Systems Capabilities. During the DOD Management Workshop (25 to 27 March 2015) decision to replace the with a new that addresses the current ICT status in the DOD Under the General Support Programme (Subprogramme Command and Management Systems) and Annexures A and C to the DOD APP for 4 Annexure A to the DOD SP R3_02: Percentage availability of the defence information and communications infrastructure at all times Replace by R3_03: Percentage of modernised, sustainable DOD ICT Integrated Prime Systems Capabilities. During the DOD Management Workshop (25 to 27 March 2015) decision to replace the with a new that addresses the current ICT status in the DOD Under the General Support Programme (Subprogramme Command and Management Systems) and Annexures A and C to the DOD APP for 5 Annexure A to the DOD SP P1_14: DOD Enterprise Risk Management maturity level, achieved D3_06: DOD Enterprise Risk Management maturity level, achieved During the DOD Management Workshop (25 to 27 March 2015) decision to change the number to address sound direction to the DOD Under the Administration Programme (Subprogramme Policy and Planning) and Annexures A and C to the DOD APP for 6 Annexure A to the DOD SP P1_19: DOD Management Assessment Tool assessment level D4_10 : DOD Management Assessment Tool, assessment level During the DOD Management Workshop (25 to 27 March 2015) decision to change the number to address the DOD s compliance with Regulatory Frameworks Under the Administration Programme (Subprogramme Policy and Planning) and Annexures A and C to the DOD APP for DOD ANNUAL PERFORMANCE PLAN FOR 163

185 DOD Annual Plan for 2015 Amendments to the s that are reflected in the Department of Defence Strategic Plan for the 2015 to 2020 Ser No. Location of Amendment/s as Reflected in the DOD SP 2015 to 2020 Amendment as Reflected in the DOD APP for Remarks Location of Amendment/s 7 Annexure A to the DOD SP P1_06: Percentage payments within 30 days from receipt of legitimate invoices D4_11: Percentage payments within 30 days from receipt of legitimate invoices During the DOD Management workshop (25 to 27 March 2015) decision to change the number to address the DOD s compliance with Regulatory Frameworks. DOD sees legitimate invoices as invoices that comply with the detail/specifications of the order placed against the supplier for goods and services and that adhere to the DOD prescripts for a legitimate payment Under the Administration Programme (Subprogramme Financial Services) and Annexures A and C to the DOD APP for 8 Annexure A to the DOD SP R2_07: Percentage of expenditure in accordance with facilities plan (payment of leases) (payment of municipal services) (payment of accommodation charges) R2_07: Percentage of expenditure in accordance with facilities plan. (payment of leases, accommodation charges and municipal services) During the DOD Management Workshop (25 to 27 March 2015) decision to combine the three sub-indicators in one sub-indicator to improve the method of reporting Under the Administration Programme (Subprogramme Office Accommodation) and Annexures A and C to the DOD APP for 9 Annexure A to the DOD SP R2_01: Percentage compliance with DOD Refurbishment Programme annual schedule Available in the Joint Logistic Services Level 2 APP for During the DOD Management Workshop (25 to 27 March 2015) decision to delete the from the Level 1 DOD APP for and to address it in the C Log Level 2 APP for N/A 10 Annexure A to the DOD SP R2_02: Percentage of approved capital works plan projects completed as scheduled per year Available in the Joint Logistic Services Level 2 APP for During the DOD Management Workshop (25 to 27 March 2015) decision to delete the from the Level 1 DOD APP for and to address it in the C Log Level 2 APP for N/A 11 Annexure A to the DOD SP R2_03: Percentage compliance with DOD codification requirements Available in the Joint Logistic Services Level 2 APP for During the DOD Management Workshop (25 to 27 March 2015) decision to delete the from the Level 1 DOD APP for and to address it in the C Log Level 2 APP for N/A 12 Annexure A to the DOD SP R2_09: Percentage requests approved for disposal versus requests received Available in the Joint Logistic Services Level 2 APP for During the DOD Management Workshop (25 to 27 March 2015) decision to delete the from the Level 1 DOD APP for and to address it in the C Log Level 2 APP for N/A 164

186 Ser No. Location of Amendment/s 13 Annexure A to the DOD SP Annexure A to the DOD SP Annexure A to the DOD SP Annexure A to the DOD SP Annexure A to the DOD SP Annexure A to the DOD SP Annexure A to the DOD SP as Reflected in the DOD SP 2015 to 2020 Amendment as Reflected in the DOD APP for R2_11: Percentage procurement requests fully completed within 90 days R2_11: Percentage procurement requests fully completed within 90 days from day of registration R2_12: Percentage requests approved for disposal versus requests received Available in the Joint Logistic Services Level 2 APP for R2_13 : Percentage utilisation of endowment property in the DOD D3_08: Percentage compliance with the establishment of the Military Strategic Direction Register D3_05: Percentage compliance with submission dates of DOD accountability documents D3_05: Percentage compliance with submission dates of DOD accountability documents (Reports on RFC Activities submitted in line with National Prescripts) (Reports on RFC Activities submitted to the Executive Authority) D3_05: Percentage compliance with submission dates of DOD accountability documents D3_05: Percentage compliance with submission dates of DOD accountability documents (Reports on DFSC Activities submitted in line with National Prescripts) (Reports on DFSC Activities submitted to the Executive Authority) P1_18: Established DOD strategic research capability status Replace by D3_07: Established DOD strategic research capability status Remarks Location of Amendment/s During the DOD Management Workshop (25 to 27 March 2015) decision to add the wording days from day of registration to improve and ensure compliance with national imperatives Under the General Support Programme (Subprogramme Joint Logistic Services) and Annexures A and C to the DOD APP for During the DOD Management Workshop (25 to 27 March 2015) decision to delete the from the Level 1 DOD APP for and to address it in the C Log Level 2 APP for N/A During the DOD Management Workshop (25 to 27 March 2015) decision to support the MOD&MV priorities for the MTEF period Under the General Support Programme (Subprogramme Joint Logistic Services) and Annexures A and C to the DOD APP for During the DOD Management Workshop (25 to 27 March 2015) decision to support the MOD&MV priorities for the MTEF period Under the Administration Programme (Subprogramme Policy and Planning [Military Policy, Strategy and Planning]) and Annexures A and C to the DOD APP for During the DOD Workshop (2 to 4 September 2015) decision to amend the wording as the RFC is responsible to submit their report to the Executive Authority Under the Administration Programme (Subprogramme Reserve Force Council) and Annexures A and C to the DOD APP for During the DOD Workshop (2 to 4 September 2015) decision to amend the wording as the DFSC is responsible to submit their report to the Executive Authority Under the Administration Programme (Subprogramme Defence Force Service Commission) and Annexures A and C to the DOD APP for During the DOD Workshop (2 to 4 September 2015) decision that the number to be amended from P1_18 to D3_07 as this addresses the department s compliance with the national imperative (FOSAD Action Plan [ ]) in terms of timely responses to Chapter 9 and 10 institutions Under the Administration Programme (Subprogramme Departmental Direction) and Annexures A and C to the DOD APP for DOD ANNUAL PERFORMANCE PLAN FOR 165

187 DOD Annual Plan for 2015 Amendments to the s that are reflected in the Department of Defence Strategic Plan for the 2015 to 2020 Ser No. Location of Amendment/s as Reflected in the DOD SP 2015 to 2020 Amendment as Reflected in the DOD APP for Remarks Location of Amendment/s 20 Annexure A to the DOD SP D3_01B: Percentage adherence to Governance promulgation schedule (Human Resources Development Strategy status) D3_01B: Percentage adherence to Governance promulgation schedule (Human Resources Strategy status) During the DOD Workshop (2 to 4 September 2015) decision to delete the word development, as the Human Resource Strategy is in the development phase and therefore the wording development refers to the target of this Under the Administration Programme (Subprogramme Human Resources Support Services) and Annexures A and C to the DOD APP for 21 Annexure A to the DOD SP D3_01A: Percentage adherence to Governance promulgation schedule (Internship Policy status) During the DOD Workshop (2 to 4 September 2015) decision to add the development of a departmental strategy to address the DOD's Support to the national imperative Internships Under the Administration Programme (Subprogramme Human Resources Support Services) and Annexures A and C to the DOD APP for 22 Annexure A to the DOD SP P1_25: DOD Ethics Management Status D3_01B: Percentage adherence to Governance promulgation schedule (DOD Ethics Management Status) During the DOD Workshop (2 to 4 September 2015) decision to amend the number to D3_01B as this addresses the development of a departmental strategy Under the Administration Programme (Subprogramme Human Resources Support Services) and Annexures A and C to the DOD APP for 23 Annexure A to the DOD SP D4_07: Percentage of cases of Corruption and Fraud prosecuted (Conviction rate of persons R5 million and over) Deleted from the DOD APP for but will remain in Annexure A as it is a MTSF requirement (Outcome 3 Sub-outcome 7) During the DOD Workshop (2 to 4 September 2015) decision that the main D4_07: Percentage of cases of Corruption and Fraud prosecuted and the associated Technical Datasheet will include cases prosecuted of R5 million and over Under the Administration Programme (Subprogramme Legal Services) and Annexures A and C to the DOD APP for 24 Annexure A to the DOD SP P1_05: Number of disciplinary cases in the DOD finalised within 90 days (Military Disciplinary Cases) P1_05: Percentage of disciplinary cases in the DOD finalised within 90 days (Military Disciplinary Cases) The 5 year strategic target is amended to read During the DOD Workshop (2 to 4 September 2015) decision to change the actual number to percentage. The 5 year strategic target is amended to read Under the Administration Programme (Subprogramme Legal Services) and Annexures A and C to the DOD APP for 25 Annexure A to the DOD SP D4_05: Number of detection investigations of Corruption and Fraud conducted D4_05 Percentage of Corruption and Fraud incidents detected for investigation The 5 year strategic target is amended to read During the DOD Workshop (2 to 4 September 2015) decision to change the actual number to percentage. The 5 year strategic target is amended to read Under the Administration Programme (Subprogramme Inspection Services) and Annexures A and C to the DOD APP for 166

188 Ser No. Location of Amendment/s 26 Annexure A to the DOD SP Annexure A to the DOD SP Annexure A to the DOD SP Annexure A to the DOD SP Annexure A to the DOD SP Annexure A to the DOD SP as Reflected in the DOD SP 2015 to 2020 P1_21: Number of detected National Anti-corruption Hotline (NACH) cases conducted D1_10: Percentage compliance with number of ordered commitments (External Operations) D1_02: Number of landward sub-units deployed on border safeguarding per year R2_04: Percentage availability of medical stock P1_05: Number of disciplinary cases in the DOD finalised within 90 days (PSAP Disciplinary Cases) P3_03: Total number of Defence Attaché Offices Amendment as Reflected in the DOD APP for P1_21: Percentage of National Anti-corruption Hotline (NACH) incidents detected for investigation The 5 year strategic target is amended to read D1_10: Percentage compliance with number of ordered commitments (General Military Assistance) D1_02: Number of landward sub-units deployed on border safeguarding per year The 5 year strategic target is amended to read (15) R2_04: Percentage availability of medical stock The 5 year strategic target is amended to read P1_05: Percentage of disciplinary cases in the DOD finalised within 90 days (PSAP Disciplinary Cases) The 5 year strategic target is amended to read P3_03: Total number of Defence Attaché Offices The 5 year strategic target is amended to read 46 Remarks Location of Amendment/s During the DOD Workshop (2 to 4 September 2015) decision to change the actual number to percentage. The 5 year strategic target is amended to read Under the Administration Programme (Subprogramme Inspection Services) and Annexures A and C to the DOD APP for During the DOD Workshop (2 to 4 September 2015) decision to include General Military Assistance as the DOD external involvement is not only limit to execution of operations Under the Landward Defence Programme, Defence Intelligence and Annexures A and C to the DOD APP for During the DOD Workshop (2 to 4 September 2015) a decision by the departmental Command Bodies that the number of landward sub-units deployed on border safeguarding per year will increase from 13 to 15 was supported and therefore the 5 year strategic target is amended to read (15) Under the Force Employment Programme and Annexures A and C to the DOD APP for During the DOD Workshop (2 to 4 September 2015) decision to change the target to as the DOD has no control over the availability of national medical stock Under the Military Health Support Programme and Annexures A and C to the DOD APP for During the DOD Workshop (2 to 4 September 2015) decision to amend the actual number to percentage. The 5 year strategic target is amended to read Under the Administration Programme (Subprogramme Human Resources Support Services) and Annexures A and C to the DOD APP for During the DOD Workshop (2 to 4 September 2015) decision to amend the target and 5 year strategic target as the number of Military Attachés increased from 45 in FY2015/16 to 46 in FY/17 Under the Administration Programme (Subprogramme Defence Foreign Relations) and Annexures A and C to the DOD APP for DOD ANNUAL PERFORMANCE PLAN FOR 167

189 DOD Annual Plan for 2015 Amendments to the s that are reflected in the Department of Defence Strategic Plan for the 2015 to 2020 Ser No. Location of Amendment/s as Reflected in the DOD SP 2015 to 2020 Amendment as Reflected in the DOD APP for Remarks Location of Amendment/s 32 Annexure A to the DOD SP D4_06: Percentage of cases of Corruption and Fraud investigated The 5 year strategic target reads (Baseline target of 80 cases per annum) D4_06: Percentage of cases of Corruption and Fraud investigated The 5 year strategic target is amended to read During the DOD Workshop (2 to 4 September 2015) decision to amend the 5 year strategic target to exclude the number of actual cases as the reduction of the budget allocation to the Military Police Capability will have an impact on the total of cases being investigated per year Under the General Support Programme (Subprogramme Military Police Capability) and Annexures A and C to the DOD APP for 33 Annexure A to the DOD SP P1_25: DOD Ethics Management status D3_01B: Percentage adherence to DOD governance promulgation schedule (DOD Ethics Management status) During the DOD Workshop (2 to 4 September 2015) decision to amend the number to address sound direction to the DOD Under the Administration Programme (Subprogramme Human Resources Support Services) and Annexures A and C to the DOD APP for 34 Annexure A to the DOD SP P1_14: DOD Enterprise Risk Management maturity level, achieved The 5 year strategic target read Level 6 D3_06: DOD Enterprise Risk Management maturity level achieved The 5 year strategic target is amended to read 73.33% (Level 4) During the DOD Workshop (2 to 4 September 2015) decision to amend the 5 year strategic target to read Level 4 based on the actual achievements during FY2014/15, as reflected in the DOD Annual Report for FY2014/15 Under the Administration Programme (Subprogramme Policy and Planning) and Annexures A and C to the DOD APP for 35 Annexure A to the DOD SP P1_19: DOD Management Assessment Tool, assessment level The 5 year strategic target read Level 3 D4_10 : DOD Management Assessment Tool, assessment level achieved The 5 year strategic target to read 69.5% (Level 2.6) During the DOD Workshop (2 to 4 September 2015) decision to amend the 5 year strategic target to read Level 2.6 based on the actual achievements during FY2014/15, as reflected in the DOD Annual Report for FY2014/15 Under the Administration Programme (Subprogramme Policy and Planning) and Annexures A and C to the DOD APP for 36 Annexure A to the DOD SP R1_1G: Percentage compliance with SANDF Battle fitness requirements The 5 year strategic target read The 5 year strategic target is amended to read During the DOD Workshop (2 to 4 September 2015) decision to amend the 5 year strategic target from to as this is not for public consumption but the actual targets will be available to statutory entities for audit purposes Under the Administration Programme (Subprogramme Human Resources Support Services) and Annexures A and C to the DOD APP for 37 Annexure A to the DOD SP R2_11: Percentage procurement requests fully completed within 90 days The 5 year strategic target read R2_11: Percentage procurement requests fully completed within 90 days from day of registration The 5 year strategic target is amended to read 96% During the DOD Workshop (2 to 4 September 2015) decision to amend the 5 year strategic target from to 96% based on actual achievements Under the the General Support Programme (Subprogramme Joint Logistic Services) and Annexures A and C to the DOD APP for 168

190 Ser No. Location of Amendment/s 38 Annexure A to the DOD SP Annexure A to the DOD SP Annexure A to the DOD SP Annexure A to the DOD SP Annexure A to the DOD SP Annexure A to the DOD SP as Reflected in the DOD SP 2015 to 2020 Amendment as Reflected in the DOD APP for D4_01: Number of Audit Findings D4_01: Number of Audit Qualifications D1_01A: Percentage compliance with force levels for external operations The responsibility owner is only C SANDF (Force Employment) D1_05: Number of force employment hours flown per year D1_05: Number of force employment hours flown per year The 5 year strategic target is amended to read (26 500) D_2.1 Strategic Output: Percentage compliance with Joint Force Employment Requirements (including the South African Development Community standby force pledge) The Strategic Output was amended to read D_2.1 Strategic Output: Percentage compliance with Joint Force Employment Requirements (including the Southern African Development Community Standby Force Pledge) D_3.1 Strategic Output: Percentage adherence to DOD governance promulgation schedule D_3.1 Strategic Output: Percentage adherence to DOD governance promulgation schedule. The 5 year strategic target is amended to read 93.33% D_4.1 Strategic Outcome: Percentage Defence compliance with Regulatory Framework D_4.1 Strategic Outcome: Percentage Defence compliance with Regulatory Framework. The 5 year strategic target is amended to read 86.12% Remarks Location of Amendment/s During the DOD Workshop (2 to 4 September 2015) decision to amend to read Number of Audit Qualifications which will include all findings Under the Administration Programme (Subprogramme Financial Services) and Annexures A and C to the DOD APP for During the development of the DOD APP for the responsibility owner was amended to reflect only Force Employment Under the Force Employment Programme and Annexures A and C to the DOD APP for During the development of the DOD APP for and final departmental budget allocation, required the amendment of the 5 year strategic target from (32 000) to (26 500) Under the Air Defence Programme and Annexures A and C to the DOD APP for During the development of the DOD APP for the phrasing Southern African Development Community Standby Force Pledge was corrected Under the Force Employment Programme and Annexures A and C to the DOD APP for During the development of the DOD APP for required the amendment of the 5 year strategic target from to 93.33% based on actual achievements Annexures A and C to the DOD APP for During the development of the DOD APP for required the amendment of the 5 year strategic target from to 86.12% based on actual achievements Annexures A and C to the DOD APP for DOD ANNUAL PERFORMANCE PLAN FOR 169

191 DOD Annual Plan for 2015 Amendments to the s that are reflected in the Department of Defence Strategic Plan for the 2015 to 2020 Ser No. Location of Amendment/s as Reflected in the DOD SP 2015 to 2020 Amendment as Reflected in the DOD APP for Remarks Location of Amendment/s 44 Annexure A to the DOD SP P_1.1 Strategic Output: Percentage Defence administration compliance index P_1.1 Strategic Output: Percentage Defence administration compliance index. The 5 year strategic target is amended from 70% to read 72.5% During the development of the DOD APP for required the amendment of the 5 year strategic target from 70% to read 72.5% based on actual achievements Annexures A and C to the DOD APP for 45 Annexure A to the DOD SP P3_02: Number of joint, interdepartmental, interagency and multinational military exercises conducted per year The 5 year strategic target reads 21 P3_02: Number of joint, interdepartmental, interagency and multinational military exercises conducted per year The 5 year strategic target to read 18 Refinement of the MTSF ( ) by Presidency (DPME) together with C JOps took place to address only SANDF s participation in the higher level of SADC and interdepartmental/interangecy exercises Under the Force Employment Programme and Annexures A and C to the DOD APP for 46 Annexure A to the DOD SP R1_1C: Number of reserve force persondays R1_1C: Number of reserve force persondays The 5 year strategic target is amended from ( ) to read ( ) During the development of the DOD APP for required the amendment of the 5 year strategic target from ( ) to read ( ) Under the Administration Programme (Subprogramme Human Resources Support Services) and Annexures A and C to the DOD APP for 47 Annexure A to the DOD SP R1_1B: Number of military skills development members in the system per year R1_1B: Number of military skills development members in the system per year The 5 year strategic target is amended from to During the development of the DOD APP for required the amendment of the 5 year strategic target from to Under the Administration Programme (Subprogramme Human Resources Support Services) and Annexures A and C to the DOD APP for 48 Annexure A to the DOD SP R_2.1 Strategic Output: Defence infrastructure revitalisation status R_2.1 Strategic Output: Defence infrastructure revitalisation status The 5 year strategic target is amended from 92.2% to 95% During the development of the DOD APP for required the amendment of the 5 year strategic target from 92.2% to 95% Annexures A and C to the DOD APP for 49 Annexure A to the DOD SP R_2.3 Strategic Output: Percentage Logistics compliance status R_2.3 Strategic Output: Percentage Logistics compliance status The 5 year strategic target is amended from to 99.2% During the development of the DOD APP for required the amendment of the 5 year strategic target from to 92.2% Annexures A and C to the DOD APP for 170

192 Ser No. Location of Amendment/s 50 Annexure A to the DOD SP Annexure A to the DOD SP Annexure A to the DOD SP Annexure A to the DOD SP Annexure A to the DOD SP Annexure A to the DOD SP as Reflected in the DOD SP 2015 to 2020 P2_12: Number of vetting decisions taken in accordance with requirements P1_01: Projected number of deliberate crime prevention operations R1_1A: Percentage compliance with planned staffing of funded posts P1_09: Percentage reduction of criminal cases finalised (backlog) The 5 year strategic target read 20% P1_20: Percentage criminal cases finalised (in-year) The 5 year strategic target read 10% P_1.3 Strategic Output: Percentage reduction of criminal cases The 5 year strategic target read 15% Amendment as Reflected in the DOD APP for P2_12: Number of vetting decisions taken in accordance with requirements The 5 year strategic target is amended from to P1_01: Projected number of deliberate crime prevention operations The 5 year strategic target is amended from to 744 R1_1A: Percentage compliance with planned staffing of funded posts The 5 year strategic target is amended from (81 108) to (80 390) P1_26: Percentage criminal cases investigated (backlog) The 5 year strategic target read to 40% P1_27: Percentage criminal cases investigated (in-year) The 5 year strategic target to read 50% P_1.3 Strategic Output: Percentage reduction of criminal cases The 5 year strategic target to read 45% Remarks Location of Amendment/s During the development of the DOD APP for required the amendment of the 5 year strategic target from to Under the Defence Intelligence Programme and Annexures A and C to the DOD APP for During the development of the DOD APP for required the amendment of the 5 year strategic target from to 744 due to the budget reduction of the budget allocation to the Military Police Capability Under the General Support Programme (Subprogramme Military Police Capability) and Annexures A and C to the DOD APP for During the development of the DOD APP for required the amendment of the 5 year strategic target is amended from (81 108) to (80 390) due to the budget reduction of the budget allocation Under the Administration Programme (Subprogramme Human Resources Support Services) and Annexures A and C to the DOD APP for During the DOD Workshop (2 to 4 September 2015) decision to formulate new performance indicators because the Military Police does not have control over the finalisation of criminal cases. Therefore it is also required to amend the 5 year strategic target from 20% to 40% based on the amended name Under the General Support Programme (Subprogramme Military Police Capability) and Annexures A and C to the DOD APP for During the DOD Workshop (2 to 4 September 2015) decision to formulate new performance indicators because the Military Police does not have control over the finalisation of criminal cases. Therefore it is also required to amend the 5 year strategic target from 10% to 50% based on the amended name Under the General Support Programme (Subprogramme Military Police Capability) and Annexures A and C to the DOD APP for During the DOD Workshop (2 to 4 September 2015) decision to formulate new performance indicators because the Military Police does not have control over the finalisation of criminal cases. Therefore it is also required to amend the 5 year strategic target from 15% to 45% based on the amended names Under the General Support Programme (Subprogramme Military Police Capability) and Annexures A to the DOD APP for DOD ANNUAL PERFORMANCE PLAN FOR 171

193 DOD Annual Plan for 2015 Amendments to the s that are reflected in the Department of Defence Strategic Plan for the 2015 to 2020 Ser No. Location of Amendment/s as Reflected in the DOD SP 2015 to 2020 Amendment as Reflected in the DOD APP for Remarks Location of Amendment/s 56 Updated Situation Analysis to the DOD SP None The DOD Situation Analysis was updated to accommodate all external and internal factors that affected the DOD to execute its mandate None DOD Annual Plan for 57 DOD SP None In a MOD&MV letter dated 23 September 2015 the MOD&MV directed that the SA Defence Review 2014 will be renamed to SA Defence Review 2015 The DOD APP for will therefore refer to the SA Defence Review 2015 DOD Annual Plan for 58 Annexure A to the DOD SP D3_01A: SA Defence Review 2014 Implementation Plan Status In a MOD&MV letter dated 23 September 2015 the MOD&MV directed that the SA Defence Review 2014 will be renamed to SA Defence Review 2015 D3_01B: SA Defence Review 2015 Implementation Plan Status to read SA Defence Review 2015 Implementation Plan Status The DOD APP for will therefore refer to the SA Defence Review 2015 Under the Administration Programme (Subprogramme Defence Direction) and Annexures A and C to the DOD APP for 59 None None Annexure C: DOD Strategic Indictor Description Table was added to address all departmental Strategic (5 year) s This is a new requirement by Presidency (Department Planning, Monitoring and Evaluation) Annexure C to the DOD APP for Situational Analysis (Page 7 of the DOD SP for 2015 to 2020) Situational Analysis was updated The DOD Situational Analysis was updated to include the Sustainable Development Goals (SDGs) As the SDG is an additional National Government imperative, the inclusion of the SDG goals applicable to the DOD will direct the departmental action when and where required DOD APP for 172

194 ANNEXURE C DOD STRATEGIC INDICATOR DESCRIPTION TABLE 76 Table 1: Output (Objective) D1: Conduct ordered Defence commitments in accordance with government policy and strategy Strategic Output Title Current Approved s 2015/16 / / / /20 Conversion (5 years) Weighting Consolidated Output (Objective) D1: Conduct ordered Defence commitments in accordance with government policy and strategy. Strategic Output Description. This DOD Output Deliverable is to conduct ordered Defence commitments in accordance with government policy and strategy. The strategic output consists of the following s that can be measured, namely: Sub-output D_1.1: Percentage Defence commitments accomplished (per annum or over 5 year period). The 5 year strategic target for percentage Defence commitments accomplished is estimated at. The contributing s are: The compliance with force levels for external operations. The 5 year strategic target is to comply with the DOD operational commitments. The force employment hours flown per year contributes to Defence commitments. The 5 year strategic target is to achieve all () of the planned flying hours (26 500). The hours at sea per year contributes to Defence commitments. The 5 year strategic target is to achieve all () to the planned hours at sea (60 000). The compliance with ordered commitments are focusing on internal (within the borders of South Africa) DOD commitments. The 5 year strategic target is to comply with the DOD ordered commitments. D_1.1: Percentage Defence commitments accomplished (per annum or over 5 year term) D1_01A: Percentage compliance with force levels for external operations D1_05: Number of force employment hours flown per year D1_06: Number of hours at sea per year Non-cumulative Actual flying hours/ Planned flying hours Cumulative Actual hours at sea/ Planned hours at sea Cumulative (26 500) (60 000) targets that refer to were not included in the method of calculations. Classified information refers to Classified information that has not been published for the consumption of the public but managed through the appropriate mandated internal and external oversight institutions. However, projections and subsequent reports will be available for audit purposes. DOD ANNUAL PERFORMANCE PLAN FOR 173

195 DOD Annual Plan for 2015 Table 1: Output (Objective) D1: Conduct ordered Defence commitments in accordance with government policy and strategy (continued) Strategic Output Title Current Approved s 2015/16 / / / /20 Conversion (5 years) Weighting Consolidated D_1.1: Percentage Defence commitments accomplished (per annum or over 5 year term) D1_10: Percentage compliance with number of ordered commitments Non-cumulative (Once the actual number of ordered commitments are reported, it can be included in brackets) 0.33 Sub-output D_1.2: Percentage Defence commitments support compliance. This DOD strategic output is to support the Defence commitments. The strategic output consists of two s, namely: Compliance with Serviceability of Main Equipment for External Operations. The related to compliance with serviceability of main equipment for external operations, is and is therefore not included in the calculation of the Strategic Output target/result. Defence Commitments Support Compliance. Defence commitments support compliance entails the compliance with serviceability of main equipment for external operations as well as the compliance with self-sustainment of personnel on deployment. The 5 year strategic target is to achieve compliance with self-sustainment of personnel. D_1.2: Percentage Defence commitments support compliance D1_01B: Percentage compliance with serviceability of main equipment for external operations D1_01D: Percentage compliance with self-sustainment of personnel Non-cumulative Non-cumulative - - Sub-output D_1.3: Percentage border safeguarding commitments status. This DOD Output Deliverable is to conduct border safeguarding commitments. The Output Deliverable entails the DOD responsibility to provide landward sub-units deployed on border safeguarding per year. The 5 year strategic target is to achieve compliance to deploy a total of 15 landward sub-units (15 per year). D_1.3: Percentage border safeguarding commitments status D1_02: Number of landward sub-units deployed on border safeguarding per year Number of units deployed divided by number of units planned Non-cumulative (15)

196 Table 2: Output (Objective) D2: Provide mission ready Defence capabilities Strategic Output Title Current Approved s 2015/16 / / / /20 Conversion (5 years) Weighting Consolidated Output (Objective) D2: Provide mission ready Defence capabilities. Strategic Output Description. This strategic output addresses the degree to which the SANDF provides mission ready capabilities to Joint Force Employment and the Southern African Development Community Standby Force Pledge. The 5 year strategic target is to achieve compliance with the Southern African Development Community Standby Force Pledge as the target related to the SANDF to providing mission ready capabilities to Joint Force Employment is. Sub-output D_2.1: Percentage compliance with Joint Force Employment Requirements (including the Southern African Development Community Standby Force Pledge). The contributing s are: Percentage compliance with Joint Force Employment Requirements as resourced. Percentage compliance with the Southern African Development Community Standby Force Pledge. D_2.1: Percentage compliance with Joint Force Employment Requirements (including the Southern African Development Community standby Force Pledge) D2_01: Percentage compliance with Joint Force Employment Requirements as resourced D2_03: Percentage compliance with the Southern African Development Community Standby Force Pledge Non-cumulative - Non-cumulative 1.0 DOD ANNUAL PERFORMANCE PLAN FOR 175

197 DOD Annual Plan for 2015 Table 3: Output (Objective) D3: Provide sound Defence direction Strategic Output Title Current Approved s 2015/16 / / / /20 Conversion (5 Years) Weighting Consolidated Output (Objective) D3: Provide sound Defence direction. Strategic Output Description. This strategic DOD Output deliverable addresses the degree to which the DOD adheres to the governance promulgation schedule and the DOD complies with the submission of DOD accountability documents set by higher authority, as well as the DOD Risk Management maturity level achieved. The 5 year strategic target is to achieve compliance with the DOD governance promulgation schedule and Risk Management maturity Level 4 or 66.67%. The consolidated target therefore is 93.33%. Sub-output D_3.1: Percentage compliance by the DOD with National governance. The contributing s are: Percentage adherence to DOD governance promulgation schedule (Policy). Percentage adherence to DOD governance promulgation schedule (Strategy). Percentage compliance with submission dates of DOD accountability documents. The 5 year strategic target for compliance with submission dates of DOD accountability documents is. No deviation can be tolerated; therefore, the target is not negotiable. DOD Enterprise Risk Management maturity level achieved. D3_01A: Percentage adherence to DOD governance promulgation schedule (Policy) Non-cumulative 0.25 D_3.1: Percentage compliance by the DOD with National governance D3_01B: Percentage adherence to DOD governance promulgation schedule (Strategy) D3_05: Percentage compliance with submission dates of DOD accountability documents Non-cumulative 0.25 Non-cumulative % D3_06: DOD Enterprise Risk Management maturity level achieved Level 6 Level 4 Level 4 Level 4 Level 4 Level 6 = Level 5 = 83.33% Level 4 = 66.67% Non-cumulative 73.33%

198 Table 4: Output 4 (Objective) D4: Ensure Defence compliance with Regulatory Framework Strategic Output Title Current Approved s 2015/16 / / / /20 Conversion (5 years) Weighting Consolidated Output 4 (Objective) D4: Ensure Defence compliance with Regulatory Framework. Strategic Output Description. This strategic output addresses the degree to which the DOD complies with the Regulatory Framework (D_4.1) as well as the degree to which the DOD deals with corruption and fraud in the DOD (D_4.2). Sub-output D4_01: Percentage DOD complies with the Regulatory Framework. The 5 year strategic output consists of the following s that can be measured, namely: Number of Audit Qualifications. The 5 year strategic target is to have no audit qualifications per year, which will effect a result. Deployments including Training Exercises, where applicable, supported with appropriate Legal Instruments. The 5 year strategic target for deployments including training exercises, where applicable, supported with appropriate legal instruments is. All deployments must be authorised properly; therefore, no deviation can be tolerated, and the target is not negotiable. Management Assessment Tool (MPAT), assessment achieved. The MPAT is a beneficial to access the DOD contribution to the Defence compliance with the Regulatory Framework. All attempts will be made to achieve a MPAT Level 3 score by However, for the 5 year period an average of Level 2.6 score or 69.5% is planned. Percentage Payments within 30 Days. The ideal would be to finalise all payments within 30 days. However, there are too many variables that are not under the control of the Owner. The target of 75% is based on the benchmark determined by trends experienced by other national departments. D4_01: Number of Audit qualifications No audit findings = >1 audit finding = 0% Cumulative (0) 0.25 D_4.1: Percentage Defence compliance with Regulatory Framework D4_03: Percentage deployments including training exercises, where applicable, supported with appropriate legal instruments D4_10: DOD Management Assessment Tool, assessment level achieved Non-cumulative 0.25 Level 2.5 Level 2.6 Level 2.8 Level 3 Level 3 If Level 4 =, then Level 2.6 (average of 5 year score) = 69.5% Non-cumulative 69.5% % D4_11: Percentage payments within 30 days from receipt of legitimate invoices 75% 75% 75% 75% 75% Non-cumulative 75% 0.25 DOD ANNUAL PERFORMANCE PLAN FOR 177

199 DOD Annual Plan for 2015 Table 4: Output 4 (Objective) D4: Ensure Defence compliance with Regulatory Framework (continued) Strategic Output Title Current Approved s 2015/16 / / / /20 Conversion (5 years) Weighting Consolidated Sub-output D4_4.2: Percentage corruption and fraud prevention status. The degree to which the DOD deals with corruption and fraud in the DOD. This includes corruption and fraud (where and if prevalent) detected internally as well as by external sources. The strategic output consists of four s that can be measured, namely: Detection Investigations of Corruption and Fraud Conducted. Detection investigations of corruption and fraud conducted entails the detection of reported corruption and fraud in order to establish the realities pertaining to the matter. The 5 year strategic target is to investigate all () incidentsdetected for corruption and fraud reported. Cases of Corruption and Fraud Investigated. Cases of corruption and fraud investigated entail the actual Police or Military Police investigation of cases of corruption and fraud. The 5 year strategic target is to investigate all () of all cases of corruption and fraud handed over for investigation as well as cases of corruption and fraud investigated. Cases of Corruption and Fraud Prosecuted. Cases of corruption and fraud prosecuted entail the legal proceedings to prosecute persons involved in corruption and fraud. The 5 year strategic target is to investigate all () of all cases of corruption and fraud handed over for prosecution. Written Complaints Finalised. This aspect deals with written complaints finalised per year. The 5 year strategic target is to finalise (70%) of all written complaints reported. D4_05: Percentage of Corruption and Fraud incidents detected for investigation 19 Number of detection performed/ Number of detection reported Cumulative (Include the actual when reporting) D_4.2: Percentage corruption and fraud prevention status D4_06: Percentage of cases of corruption and fraud investigated D4_07: Percentage of cases of corruption and fraud prosecuted Non-cumulative 40% 40% 40% 40% 40% If 40% of all cases received is prosecuted, then the target is fully () achieved. Non-cumulative (Include the actual when reporting) (Include the actual when reporting) % D4_08: Percentage of written complaints finalised 60% 60% 70% 80% 80% Non-cumulative 70% 178

200 Table 5: Internal Process (Objective) P1: Administrate the DOD Strategic Output Title Current Approved s 2015/16 / / / /20 Conversion (5 years) Weighting Consolidated Internal Process (Objective) P1: Administrate the DOD. Strategic Output Description. This strategic output addresses the degree to which the DOD complies with the Regulatory Framework specifically related to Defence administration. Sub-Internal Process P1_1.1: Percentage Defence administration compliance index. The degree to which the DOD complies with the Regulatory Framework specifically related to Defence administration. The strategic internal process output consists of six s that can be measured, namely: Percentage reduction of military court cases outstanding (backlog) with a 5 year strategic target of 60%. Percentage military court cases finalised (in-year) with a 5 year strategic target of 40%. Percentage of disciplinary cases in the DOD finalised within 90 Days (Military court cases) with a 5 year strategic target of. Percentage of disciplinary cases in the DOD finalised within 90 Days (PSAP cases) with a 5 year strategic target of. Percentage litigation attended to in the best interest of the DOD (settlements and wins) with a 5 year strategic target of 50%. Percentage collective grievances and disputes resolved with a 5 year strategic target of 85%. P_1.1: Percentage Defence administration compliance index P1_04A: Percentage reduction of military court cases outstanding (backlog) 60% 60% 60% 60% 60% Non-cumulative (Once the actual number of reduction of military court cases outstanding are reported, it can be included in brackets) 60% % P1_04B: Percentage military court cases finalised (in-year) 40% 40% 40% 40% 40% Non-cumulative (Once the actual number of military court cases finalised are reported, it can be included in brackets) 40% DOD ANNUAL PERFORMANCE PLAN FOR 179

201 DOD Annual Plan for 2015 Table 5: Internal Process (Objective) P1: Administrate the DOD (continued) Strategic Output Title Current Approved s 2015/16 / / / /20 Conversion (5 years) Weighting Consolidated P1_05: Percentage of disciplinary cases in the DOD finalised within 90 Days (military court cases) 600 Number cases finalised / number cases reported Cumulative (Include the actual when reporting) P1_05: Percentage of disciplinary cases in the DOD finalised within 90 Days (PSAP cases) 39 Number cases finalised / number cases reported Cumulative (Include the actual when reporting) P_1.1: Percentage Defence administration compliance index P1_07: Percentage litigation attended to in the best interest of the DOD (settlements and wins) 50% 50% 50% 50% 50% Non-cumulative 50% % P1_08: Percentage collective grievances and disputes resolved 85% 85% 85% 85% 85% Non-cumulative (Once the actual number of grievances and disputes are reported, it can be included in brackets) 85% Sub-Internal Process P1_1.2: Number of Defence crime prevention, activities (Includes anti-corruption and anti-fraud activities). For the DOD in support of MTSF ( ) Outcome 3: suboutcome 7 Corruption in the Public and Private Sectors reduce the following DOD s are included: Projected number of deliberate crime prevention operations with a 5 year strategic target of 744. Percentage of detected National Anti-corruption Hotline cases conducted with a 5 year strategic target of. Number of awareness activities on Corruption and Fraud with a 5 year strategic target of

202 Strategic Output Title Current Approved s 2015/16 / / / /20 Conversion (5 years) Weighting Consolidated P_1.2: Number of Defence crime prevention, activities (Includes anticorruption and antifraud activities) P1_01: Projected number of deliberate crime prevention operations Cumulative 744 (5 years) 0.33 (918 per 5 year term) P_1.2: Number of Defence crime prevention, activities (Includes anticorruption and antifraud activities) P1_21: Percentage of National Anti-corruption Hotline (NACH) incidents detected for investigation P1_22: Number of awareness activities on Corruption and Fraud 10 Cumulative Cumulative (5 years) 240 (5 years) (306 per year) Sub-Internal Process P1_1.3: Percentage reduction of criminal cases. For the DOD in support of MTSF ( ) Outcome 3: sub-outcome 7 Corruption in the Public and Private Sectors reduce the following DOD s are included: P1_1.3: Percentage reduction of criminal cases P1_26: Percentage criminal cases investigated (backlog) P1_27: Percentage criminal cases investigated (in-year) 40% 40% 40% 40% Non-cumulative 40% % 50% 50% 50% Non-cumulative 50% % DOD ANNUAL PERFORMANCE PLAN FOR 181

203 DOD Annual Plan for 2015 Table 6: Internal Process (Objective) P2: Enable the DOD Strategic Output Title Current Approved s 2015/16 / / / /20 Conversion (5 years) Weighting Consolidated Internal Process (Objective) P2: Enable the DOD. Strategic Output Description. This strategic output addresses the degree to which the DOD complies with the enablement of the DOD through: Sub-Internal Process P2_2.1: Number of Defence health care activities with a 5 year strategic target of Sub-Internal Process P_2.2: Percentage Defence primary military preparation activities with a 5 year strategic target of. P_2.1: Number of Defence health care activities P2_04: Broader SANDF health status Non-cumulative - P_2.1: Number of Defence health care activities P2_05: Trend of deployable status on concurrent health assessments P2_10: Number of health care activities per year Non-cumulative Cumulative ( per year) P_2.2: Percentage Defence primary military preparation activities P2_06: Percentage compliance with DOD Training s P2_11: Number of Defence Intelligence Products 80% 80% 80% 80% 80% All () of set target of 80% Cumulative (Once the actual Training s are reported, it can be included in brackets) Number of Intelligence Products/ Received number of Intelligence Products Cumulative 0.50 (2 240)

204 Table 7: Internal Process (Objective) P3: Employ the SANDF Strategic Output Title Current Approved s 2015/16 / / / /20 Conversion (5 years) Weighting Consolidated Internal Process (Objective) P3: Employ the SANDF. Strategic Output Description. The activities related to sub-processes in the SANDF required for employment of the SANDF in Joint, Interdepartmental, Interagency and Multinational (JI 2 M) operations as directed by goverment. It includes military exercise and mission readiness training activities through the following sub-internal processes: Sub-internal Process P3.1: Number of DOD military exercises with a 5 year strategic target of 18. Sub-internal Process P3.2: Number of Defence Attaché Offices with a 5 year strategic target of 46. P_3.1: Number of DOD Military exercises P3_02: Number of joint, interdepartmental, interagency and multinational military exercises conducted per year Cumulative P_3.2: Number of Defence Attaché Offices P3_03: Total number of Defence Attaché Offices Non-cumulative DOD ANNUAL PERFORMANCE PLAN FOR 183

205 DOD Annual Plan for 2015 Table 8: Resources Management (Objective) R1: Provide professional and supported DOD Human Resources Strategic Output Title Current Approved s 2015/16 / / / /20 Conversion (5 years) Weighting Consolidated Resources Management (Objective) R1: Provide professional and supported DOD Human Resources. Strategic Output Description. This objective is an overarching aspect to ensure that human resources meet the demands of the department, are professional as well as supported in order to engage in the main processes of the department. Sub-resource Management R_1.1: Percentage HR utilisation index. The addresses the percentage compliance with planned staffing of funded posts through the following s: Percentage compliance with planned staffing of funded posts with a 5 year strategic target of (80 390). Number of reserve force person-days with a 5 year strategic target of ( ). Percentage compliance with SANDF Battle fitness requirements with a 5 year strategic target of information. R_1.1: Percentage HR utilisation index R1_1A: Percentage compliance with planned staffing of funded posts R1_1C: Number of reserve force persondays (79 445) (80 064) (80 500) (80 971) (80 971) Non-cumulative (End of term: ) (Term average: ) Number of persondays / Planned number of persondays Cumulative (80 390) ( ) 0.5 R1_1G: Percentage compliance with SANDF Battle fitness requirements 85% Non-cumulative - Sub-Resource Management R_1.2: Number of military skills development members in the system per year. The addresses the number of military skills development members in the system, that were trained per year with a 5 year strategic target of at the end of term. R_1.2: Number of military skills development members in the system per year R1_1B: Number of military skills development members in the system per year Cumulative

206 Strategic Output Title Current Approved s 2015/16 / / / /20 Conversion (5 years) Weighting Consolidated Sub-Resource Management R_1.3: Level of morale in the DOD. The addresses the level of morale as experienced by members in the DOD with a 5 year strategic target of positive. R_1.3: Level of morale in the DOD R1_03: Level of DOD morale Positive Positive Positive Positive Positive Non-cumulative Positive 1.0 Positive Table 9: Resource Management (Objective) R2: Provide appropriate and sustained Matériel Strategic Output Title Current Approved s 2015/16 / / / /20 Conversion (5 years) Weighting Consolidated Resource Management (Objective) R2: Provide appropriate and sustained Matériel. Strategic Output Description. This objective is to ensure matériel meet the demands of the SANDF in order to engage in the main processes of the SANDF. It includes all real property, installations and support military activities as to its application for administrative or combat purposes through the following s: Sub-Resource Management R_2.1: Percentage Defence infrastructure revitalisation status with a 5 year strategic target of 95%. Sub-Resource Management R2.2: Percentage Defence critical stock level status with a 5 year strategic target of. Sub-Resource Management R2.3: Percentage Logistics compliance status with a 5 year strategic target of 99.2%. Sub-Resource Management R_2.1: Percentage Defence infrastructure revitalisation status. The addresses the revitalisation of Defence infrastructure through the management (expenditure control) of the facilities plan and the utilisation of DOD endowment property (property under the direct control of the DOD) through the following s: Percentage of expenditure in accordance with facilities plan (payment of leases, accommodation charges and municipal services) with a 5 year strategic target of. Percentage utilisation of endowment property in the DOD with a 5 year strategic target of 90%. R_2.1: Percentage Defence infrastructure revitalisation status R2_07: Percentage of expenditure in accordance with facilities plan (payment of leases, accommodation charges and municipal services) Non-cumulative % R2_13: Percentage utilisation of endowment property in the DOD 90% 90% 90% 90% 90% Non-cumulative 90% 0.50 DOD ANNUAL PERFORMANCE PLAN FOR 185

207 DOD Annual Plan for 2015 Table 9: Resource Management (Objective) R2: Provide appropriate and sustained Matériel (continued) Strategic Output Title Current Approved s 2015/16 / / / /20 Conversion (5 years) Weighting Consolidated Sub-Resource Management R2.2: Percentage Defence critical stock level status. The addresses the Defence critical stock level by focusing on the percentage availability of medical stock of which the with a five year strategic target is. R2.2: Percentage Defence critical stock level status R2_04: Percentage availability of medical stock 50% Non-cumulative - Sub-Resource Management R2.3: Percentage Logistics compliance status. The addresses the Logistics compliance in the DOD. In particular is the procurement requests fully completed within 90 days from day of submission a good indication of a healthy procurement and payment system with a 5 year strategic target of 96%. R2.3: Percentage Logistics compliance status R2_11: Percentage procurement requests fully completed within 90 days from day of registration 95% 95% 95% 95% Non-cumulative 96% % Table 10: Resource Management (Objective) R3: Provide integrated and reliable Defence Systems Strategic Output Title Current Approved s 2015/16 / / / /20 Conversion (5 years) Weighting Consolidated Resource Management (Objective) R3: Provide integrated and reliable Defence Systems. Strategic Output Description. This element is an overarching departmental aspect to ensure that information systems meet the requirements of the department in order to engage in the main processes of the department. This deliverable includes management information and management intelligence also known in the private sector as business intelligence (not to be confused with military intelligence). Sub-Resource Management R_3.1: Percentage Defence ICT status. The addresses the degree to which the DOD complies with the availability of modernised and sustainable DOD ICT capabilities. R_3.1: Percentage Defence ICT status R3_03: Percentage of modernised, sustainable DOD ICT Integrated Prime Systems Capabilities 92.45% 93.95% 96.7% 96.7% Cumulative 94.95% % 186

208 Table 11: Resource Management (Objective) R4: Provide sound Financial Management of the DOD Strategic Output Title Current Approved s 2015/16 / / / /20 Conversion (5 years) Weighting Consolidated Resource Management (Objective) R4: Provide sound Financial Management of the DOD. Strategic Output Description. This element is an overarching departmental aspect to ensure that departmental financial management remains sound in terms of the regulatory requirements and guidelines and that financial reporting is performed accordingly. Sub-Resource Management R_4.1: Percentage deviation from approved drawing schedule. The addresses the degree to which the DOD complies with its financial management demands with a 5 year strategic target of <8%. R_4.1: Percentage deviation from approved drawing schedule R4_01: Percentage deviation from approved drawing schedule <8% <8% <8% <8% <8% Non-cumulative <8% 1.0 <8% Table 12: Building for the Future (Objective) F1: Ensure Appropriate Strategic Reserves Strategic Output Title Current Approved s 2015/16 / / / /20 Conversion (5 years) Weighting Consolidated Building for the Future (Objective) F1: Ensure Appropriate Strategic Reserves. Strategic Output Description. This element addresses the requirement to ensure that critical commodities and/or items are available at all times to enable and support expected and unforeseen defence commitments (e.g. fuel, ammunition) F_1.1: Level of strategic reserves F1_01: Level of strategic reserves Non-cumulative - DOD ANNUAL PERFORMANCE PLAN FOR 187

209 DOD Annual Plan for 2015 Table 13: Building for the Future (Objectives): F2: Renew DOD Main Equipment and Systems and F3: Undertake Defence Research and Development Strategic Output Title Current Approved s 2015/16 / / / /20 Conversion (5 years) Weighting Consolidated Building for the Future (Objectives): F2: Renew DOD Main Equipment and Systems. F3: Undertake Defence Research and Development. Strategic Output Description. This element addresses the requirement to ensure that the DOD invests in the development and acquisition of equipment and associated doctrine to ensure the DOD s long-term sustainability and relevance. F_2.1: Percentage Defence armament acquisition commitments status F2_02: Percentage armament acquisition commitments approved F3_02: Percentage technology development commitments approved 75% by 31 March 85% - by 31 March 75% by 31 March 85% - by 31 March 75% by 31 March 85% - by 31 March 75% by 31 March 85% - by 31 March 75% by 31 March 85% - by 31 March Non-cumulative 75% 0.50 Non-cumulative 85% % Table 14: DOD Core s that are Unrelated to Specific Strategic Outputs but are of importance to DOD Domestic Aspects (Internal Processes and Command) DOD Core s that are Unrelated to Specific Strategic Outputs but are of importance to DOD Domestic Aspects (Internal Processes and Command). Strategic Output Title Current Approved s 2015/16 / / / /20 Conversion (5 years) Weighting Consolidated This s are of DOD domestic interest only D1_01C: Percentage of the value of reimbursement by the UN/AU recognised D3_02: Number of positions filled against allocated quota for international institutions 85% Non-cumulative Non-cumulative

210 DOD Core s that are Unrelated to Specific Strategic Outputs but are of importance to DOD Domestic Aspects (Internal Processes and Command). Strategic Output Title Current Approved s 2015/16 / / / /20 Conversion (5 years) Weighting Consolidated This s are of DOD domestic interest only D3_03: Number of strategic activities per annum Number of strategic activities performed/ Number of strategic activities planned Cumulative This does not have a 5 year trajectory D3_07: Established DOD strategic research capability status Policy Research Unit Concept document approved Policy Research Unit Concept document approved Approved Organisational Structure Funding and staffing of critical vacancies Funding and staffing of critical vacancies N/A Funding and staffing of critical vacancies 1.0 Funding and staffing of critical vacancies These s are of DOD domestic interest only D3_08: Percentage compliance with the progress of the establishment of the Military Strategic Direction Register 6% 48% 31% 9% 6% Cumulative 1.0 These s are of DOD domestic interest only D4_04: Percentage of recommendations agreed to by management to address the internal control gaps identified in audit reports D4_09: Number of scope coordination meetings with internal and external assurance providers to reduce audit fatigue across the DOD Non-cumulative Cumulative (5 year strategic target: Actual meetings [24]/ Planned meetings [24]) 1.0 DOD ANNUAL PERFORMANCE PLAN FOR 189

211 DOD Annual Plan for 2015 Table 14: DOD Core s that are Unrelated to Specific Strategic Outputs but are of importance to DOD Domestic Aspects (Internal Processes and Command) (continued) DOD Core s that are Unrelated to Specific Strategic Outputs but are of importance to DOD Domestic Aspects (Internal Processes and Command). Strategic Output Title Current Approved s 2015/16 / / / /20 Conversion (5 years) Weighting Consolidated These s are of DOD domestic interest only D4_12: External statutory responses to requests received status P1_23: Number of covenantal relationships with Religious Stakeholders (Religious Advisory Boards) Non-cumulative Cumulative P1_24: Number of marketing events to promote the Reserves Cumulative These s are of DOD domestic interest only P2_12: Number of vetting decisions taken in accordance with requirements P2_13: Level of Implementation of the Cyber Warfare Implementation Plan Cumulative Partial Implementation (Establish Cyber Command Centre HQ) Phase 2-3 Phase 4-5 Phase 6 Fully Implemented Report last value/ status Fully Implmented 1.0 Fully Implemented 77. This will be conducted through a phase approach which is as follows: Phase 1 Establish HQ, Phase 2 Finalise functions, Phase 3 Finalise structures, Phase 4 Obtain budget, Phase 5 Establish capabilities, Phase 6 Create cyber-awareness programme. Further s and s will be developed during the MSTF ( ) to address the DOD contribution to the MTSF Outcome 3 (Sub-outcome 4: Secure cyber space) establishment of a Cyber Command Centre, which must be fully operational by FY2018/

212 ANNEXURE D SA DEFENCE REVIEW 2015 (MILESTONE 1) IMPLEMENTATION WITHIN CURRENT FY/17 RESOURCE ALLOCATION This Annexure D serves to illustrate the SA Defence Review 2015 End-states and deliverables to be pursued during FY/17, with the main emphasis during this period being on establishing the necessary Defence Review MS 1 policy, strategy and planning constructs that will form the foundations for MS1 MS4. Annexure D reflects those Defence Review 2015 implementation deliverables that can be pursued within the FY/17 defence allocation. It however does not reflect those deliverables which require additional funding above the current defence allocation, and which will be indicated in the Defence Review MS1 detailed Implementation Plan. Annexure D thus indicates those minimal or no cost interventions which will be pursued during FY/17 and further indicates responsibilities for reporting thereon. During FY/17, quarterly and annual reporting will be in a narrative format. Appropriate s will be developed for FY2017/18. Table 1: SA Defence Review 2015 (Milestone 1) Implementation within current FY/17 Resource Allocation Ser No. SA Defence Review 2015 End-States (DOD Consolidation List) Responsibility Owner (Budget Programme) Deliverables for FY/17 Linkage to DOD Strategy Map Sustained Internal Operations Sustained Peace Missions Sustained Intervention Operations D1 1 Sustained Ordered Defence Commitments C SANDF (Chief Joint Operations) Sustained Support to Government Departments Sustained International Commitments Promulgated Joint Force Employment Strategy Promulgated Border Safeguarding Strategy D3 C SANDF (Chief Corporate Staff - Chief Military Policy, Strategy and Planning) Promulgated Military Strategy 2 Capability sustainment and renewal Sec Def (Chief Defence Matériel) National Defence Industry Council (Chief Defence Matériel in support) Promulgated Acquisition of Armaments in the DOD Policy (DAP 1000 Policy) Promulgated Defence Industry Policy D3 DOD ANNUAL PERFORMANCE PLAN FOR 191

213 DOD Annual Plan for 2015 Table 1: SA Defence Review 2015 (Milestone 1) Implementation within current FY/17 Resource Allocation (continued) Ser No. SA Defence Review 2015 End-States (DOD Consolidation List) Responsibility Owner (Budget Programme) Deliverables for FY/17 Linkage to DOD Strategy Map 3 Defence Facilities Maintained C SANDF (Chief Logistics) Defence Facilities, Maintained through the implementation of the long-term infrastructure and the Capital Plans Optimised utilisation of the DOD Works Capability R2 4 Restructuring of the SANDF C SANDF (Chief Corporate Staff Chief Military Policy, Strategy and Planning) Promulgated Blue-print force design D3 C SANDF (only) Promulgated Restructuring plan 5 DOD Human Resources Management Sec Def (Chief Human Resources) Promulgated Human Resources Strategy R1 6 Defence Academy established C SANDF (Chief Human Resources) Comprehensive appreciation on the establishment of a Defence Academy R1 7 Military Discipline Enhanced C SANDF (Chief Defence Legal Services) Submitted Military Discipline Bill to the Office of the Chief State Law Advisor and undergo Socio-economic Environmental Impact Assessment System R1 8 Relationship established between the DOD ETD programmes and accredited tertiary Institutions for civilian and military members Sec Def (Chief Human Resources) Promulgated Education Training and Development Policy R1 9 Defence Funding Model Developed Sec Def (Chief Financial Officer) C SANDF (Chief Logistics) Developed Defence Funding Model Promulgated Budgeting and Costing Tool R4 192

214 Ser No. SA Defence Review 2015 End-States (DOD Consolidation List) Responsibility Owner (Budget Programme) Deliverables for FY/17 Linkage to DOD Strategy Map 10 Defence Industry Engagements Established Sec Def (Chief Defence Matériel) Capability and technology programmes established with the defence industry F4 11 Strategic direction for the implementation of the SA Defence Review (MS1) Sec Def (Chief Defence Policy, Strategy and Planning) C SANDF (Chief Corporate Staff - Chief Military Policy, Strategy and Planning) Promulgated SA Defence Review MS1 Overarching Implementation Plan, s and Timelines D3 12 Strategic Communication Intervention Ministry (Head of Communication) C SANDF (Director Corporate Communication) Roll out of a SA Defence Review 2015 Communication Plan (internal and external) Promulgated Communication Strategy F5 D3 DOD ANNUAL PERFORMANCE PLAN FOR 193

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