DEPARTMENT OF DEFENCE (DOD)pmg-assets.s3-website-eu-west-1.amazonaws.com/docs/... · OVERARCHING STRATEGIC STATEMENT FOR FISCAL YEAR 2012 The Fiscal Year 2012 has been framed by the

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DEPARTMENT OF DEFENCE (DOD)

EXECUTIVE AUTHORITY’S

OVERARCHING ANNUAL STRATEGIC STATEMENT(EA OASS)

FOR 2012

“Doing things differently to achieve more with less”

Date of Tabling: 07 March 2012

2 Executive Authority’s Overarching Annual Strategic Statement (EA OASS)

FOREWORD: MINISTER OF DEFENCE AND MILITARY VETERANS, THE HONOURABLE MS L.N. SISULU: EXECUTIVE AUTHORITY’S OVERARCHING STRATEGIC STATEMENT FOR FISCAL YEAR 2012

The Fiscal Year 2012 has been framed by the strategic perspective adopted by

the Department of Defence in 2011, in response to the challenge issued by His

Excellency J.G. Zuma, President of the Republic of South Africa, during his State

of the Nation address of 11 February 2010. During this address the President

articulated the strategic focus of Government and its on going commitment to

build a strong developmental state, able to respond to the needs and aspirations

of the people of South Africa through an effective and responsive state. The

Departmental af rmation for 2012 to “do things differently to achieve more with

less” will give further effect within the Department of Defence to achieve more with

less.

Accordingly, 2012 has been situated within the context of the continued

Government pursuit to build a performance-orientated state, through the

optimising of planning as well as performance monitoring and evaluation, and the

measurement for efforts in terms of outcomes, with an emphasis on accountability

and an action orientation.

Within the parameters of this contextual framework, and in pursuit of the Vision of effective defence for a democratic

South Africa, a number of critical strategic priorities, outcomes, outputs and associated policy proposals for 2012

have been de ned.

Our priorities for the coming period, taking their lead from stated Government strategic intent, are to include, inter alia, a

focus on such pivotal elements as the execution of the border safeguarding function, the continued institutionalisation

of the new Service Dispensation for SANDF members, and the associated enactment of the requisite amendments

to pertinent Acts, the enhancement of the SANDF’s Landward Capabilities, the consolidation of the Southern African

Development Community (SADC) Maritime Security Strategy, recently rati ed within the structures of the SADC and

its subsidiary Organs, furthering the job creation agenda of Government, enhancement of the SANDF’s Peacekeeping

Formation, and the revitalisation of the Reserve Component. Other key agendas will include the continued restructuring

and support of the defence industry, and the formation of the Department of Defence Works Formation, which has

as its end-state an envisaged internal Departmental capacity for repair and maintenance, as well as a concomitant

furthering of the job creation agenda of Government.

The direction of focused, outcome based effort, towards the realisation of these priorities, will position the Department

in order to both optimally attain its key outcomes, viz enhanced civil control of the Department, and defence and

protection of the RSA, as well as to further the Government Programme of Action and the Government Medium Term

Strategic Framework.

In this regard, speci c focus will be directed at Outcome 11: Creating a better South Africa and contributing to

a better and safer Africa in the world. This outcome is fundamental to Defence process, and more speci cally,

to the attainment of the Mission, which provides, inter alia, that we “provide, manage, and employ defence

capabilities commensurate with the needs of South Africa as regulated by the Constitution, national legislation

and Parliamentary and Executive Direction”.

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A further additional supporting focus will be directed at Outcomes 2: A long and healthy life for all South Africans,

3: All people in South Africa are, and feel safe, 5: A skilled and capable workforce to support an inclusive growth

plan, and 12: An ef cient, effective and development orientated public service and empowered, fair and inclusive

citizenship.

It is clear that our strategic framework within the coming period is underpinned by the intent to narrow the nexus

between the Government Vision of establishing a Developmental State 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.

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.

In conclusion, the Department of Defence af rms its deepest commitment to achieving the full spectrum of its

Constitutional Mandate, ensuring the successful attainment of its outputs, 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.

(L.N. SISULU)

MINISTER OF DEFENCE AND MILITARY VETERANS, MP


CONTENTS EXECUTIVE AUTHORITY’S OVERARCHING ANNUAL STRATEGIC STATEMENT

FOREWORD BY THE MINISTER OF DEFENCE AND MILITARY VETERANS ......................................... 2

PART 1: STRATEGIC OVERVIEW....................................................................................................... 7

Vision………………………………………………………………………………….............................…………. 7

Mission……………………………………………………………………………..............................……………. 7

Constitutional and Legislative Mandates……………………………………………………............................... 7

Macro DOD Organisational Structure………………………………………………………............................... 8

Minister of Defence & Military Veterans (MOD&MV) Strategic Priorities ……………………………......………….. 9

MOD&MV Strategic Focus Area………………………………………………………………………………........ 10

Defence in Relation to Outcomes-Based Planning…………………………………………..................……….. 10

DOD Strategy Map………………………………………………………………………………………………….. Defence Outcomes……………………………………………………………………………………………… Defence Outputs………………………………………………………….......………………………………… Defence Activities…………………………………………………………………………………….………….. Defence Inputs (Resources)……………………………………………………………………………………... Defence Building-for-the Future………………………………………………………………………………….

101111111212

DOD Contribution and Alignment with the Medium Term Strategic Framework (MTSF) Priorities and Outcomes of Government ………………………………………………………………………………….....……

12

PART 2: FINANCIAL ALLOCATIONS OF THE DEFENCE PROGRAMMES

FY2012 BUDGET SUMMARY..............................................................................................................18

Composition of Defence Programme Budget Allocations ……………………………………………………… 18

PART 3: DOD PERFORMANCE INFORMATION MANAGEMENT............................................................ 19

DOD Annual Selected Performance Indicators for the Period FY2012/13……………………………………….. 20

Public Entities/Organs of State Reporting to the Executive Authority …………………………….……………. 21

Organs of State Reporting to the Executive Authority ………………………………………........................…. 21

GLOSSARY................................................................................................................................................ 22

APPENDIX

Appendix A: DOD Performance Information aligned with the DOD Srategy Map: FY2012 ...………….......... 23

LIST OF TABLES

Table 1: DOD Constitutional and Legislative Mandate…………………………………………………………. 7

Table 2: DOD Contribution and Alignment to the MTSF Priorities and Outcomes of Government …...…… 13

Table 3: Financial Allocations of the Defence Programmes…………………………………………...……… 18

Table 4: DOD Selected Performance Indicators and Targets: FY 2012 ……………………………………… 20

Table 5: Public Entities Reporting to the Executive Authority…………………………………………..…….. 21

Table 6: Performance Information Linked to DOD Strategy Map: Outputs…………………………….…… 23

Table 7: Performance Information Linked to DOD Strategy Map: Activities………………………………… 24

Table 8: Performance Information Linked to DOD Strategy Map: Inputs (Resources)……………………… 25

Table 9: Performance Information Linked to DOD Strategy Map: Building for the Future (DOD BFF)........ 26

LIST OF FIGURES

Figure 1: DOD Macro Organisational Structure......…………………………………………….…………... 8

Figure 2: DOD Strategy Map .......................……………………………………………………………...... 11

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CONTENTSDEFENCE SECRETARIAT ANNUAL PERFORMANCE PLAN

INTRODUCTION BY THE ACCOUNTING OFFICER……………………………………………...……….... 28

OFFICIAL SIGN-OFF.................................................................................................................................. 30

PART A: STRATEGIC OVERVIEW............................................................................................................ 31

Constitutional and Legislative Mandates……………………………..............………………....………………. 31

Vision………………………………………………………………………………………………………………… 31

Mission……………………………………………………………………………………………………………..... 31

Def Sec Value System……………..…………………………..................………………………………………. 31

Organisational Values………………………………………………...…………………………………………….. 31

Individual Values……………………………………………...…………………………………………………….. 32

Updated Situational Analysis……………………………...……………………………………………………….. 32

Performance Delivery Environment……………………………………………………………………………….. 35

Ministerial Priorities………………………………………………………………….....…………………………... 35

DOD Policy Proposals in Support of the Priorities of the MOD&MV………...……………………..…………… 36

Organisational Environment………………………………………………………………………......…………… 37

The DOD Strategic Planning Framework………………………………..................……………………………. 37

Revisions to Legislative and Other Mandates…………………………………………………….....……………. 38

Pending Court Rulings………………………………………………………………....…………………………… 38

PART B: OVERVIEW OF 2012 BUDGET AND MTEF ESTIMATES………………………………............... 39

Financial Consideration and Allocation for Administration Programme………………..................………..….. 39

Expenditure Trends for the Administration Programme over the FY2012/13 MTEF ……………...............…. 41

Def Sec Financial Information…………….…………………………………………………………..…………… 42

Expenditure Trends for the Def Sec Over the FY2012/13 MTEF................................................................... 42

PART C: PROGRAMME AND SUB-PROGRAMME PLANS…………………………………….................. 43

Overview of Programme 1: Administration………………………………………………………..…………….... 43

Administration Programme Purpose and Outputs……………………………………………….…………...….. 43

Changes to Budget Programme Structure…………………………………………………………………...….. 45

Corporate Performance Information Management ………………………………………………………...……. 45

Def Sec Strategy Map……………..………….……………………………………………..………………...… 45

Def Sec Outcome……………………………...………..…………………………………………………...…… 45

Def Sec Outputs…………………………………………………………………………………………...……… 45

Def Sec Activities …………………………………………...……………………………………………....…… 46

Def Sec Inputs (Resource Management)…………………………………………...………………...…....…… 46

Building for the Future…………………….………………………………………..…………...………..……… 46

Def Sec Performance Information …………………………………………...…………………………...……… 46

Strategic Outputs Annual Targets ………………………………..………………………………………..……… 48

Strategic Outputs Quarterly Targets ……………………………………………………………………..……….. 49

Core Programme Performance Indicators and Annual Targets .………………………………………....…….. 50

Core Programme Performance Indicators and Quarterly Targets ……………………………………....……… 53

6 Executive Authority’s Overarching Annual Strategic Statement (EA OASS)6666666 xxxecececeecututu ivvivee AuuAuA thhthooExEExEx66 xx66666 E66666 Defence Secretariat

PART D: LINKS TO OTHER PLANS (RESOURCE PLANS)..................................................................... 56

Links to the Def Sec Long-term Infrastructure and Other Capital Plans…………………………....………….. 56

Conditional Grants…………………………………….…………………………………...……………………….. 56

Overview of Public Private Partnerships………………………………………………………...………………… 56

Public Entities Reporting to the Executive Authority……………………………………….....………………….. 57

Consultant Utilisation……………………………………………………………................……………………… 58

Risk Management…………………………………………………………….……………………………………. 59

ANNEXUREAnnexure A: Amendments to the Performance Indicators that are Re ected in the Def Sec Strategic Plan for

the Fiscal Years 2011/12-2015/16…………………………………...............……………...…60

LIST OF TABLES

Table 1: Def Sec Constitutional and Legislative Mandate…………………..………….................................... 31

Table 2: Defence Budget Allocation Per Main Programme: FY2012/13 MTEF ...…...................................… 39

Table 3: Budget for the DOD Administration Programme Per Sub-Programme ...……................................. 40

Table 4: Budget for the DOD Administration Programme Per Economic Classi cation ……………………… 41

Table 5: Def Sec Full Cost for the FY2012/13 to the FY2014/15……..………...................................…….... 42

Table 6 : Administration Sub-Programme Purpose, Responsibility and Outputs……........….……………….. 43

Table 7: Def Sec Outputs…………………………………………………………………..……..……………….. 46

Table 8: Def Sec Activities…………………………………...………………………………….....………………. 46

Table 9: Def Sec Inputs………………………………………………………………….....………….…………… 46

Table 10: Def Sec: Building for the Future ……………………………………….…………………………….… 46

Table 11: Strategic Outputs Annual Targets…………………………………....………………………………… 48

Table 12: Strategic Outputs Quarterly Targets …………………............……………………………………….. 49

Table 13: Core Programme Performance Indicators and Annual Targets………………………….....……….. 50

Table 14: Core Programme Performance Indicators and Quarterly Targets………………....................…….. 53

Table 15: Public Entities Reporting to the Executive Authority…………….................................………..…… 57

Table 16: Consultant Utilisation and HDI Classi cation ….......………………………………………….………. 58

Table 17: Def Sec Enterprise Risks………………………………………………………………………………… 59

LIST OF FIGURES

Figure 1 Def Sec Macro Organisational Structure………………………………………..………………..…….. 37

Figure 2 Def Sec Strategy Map……………………………………………….......………………..……………… 45

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PART 1: STRATEGIC OVERVIEW

In the execution of its Constitutional and legislative mandate, the Vision and Mission Statements of the DOD are as

follows:

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 and 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”.

CONSTITUTIONAL AND LEGISLATIVE MANDATES

The Constitutional and legislative mandate governing the DOD is re ected in Table 1 below.

Table 1: DOD Constitutional Mandate and Legislative Mandate

Legislation Responsibilities

Constitution, Act 108 of 1996 Section 200(2): To provide for the defence and protection of the Republic, its territorial integrity and its people.

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 42 of 2002 Section 5: Establishment of the Defence Secretariat.

Section 11: Composition and Establishment of the South African National Defence Force.

Section 48: Establishment of Reserve Force Council.

Defence Amendment Act 22 of 2010

Section 4: Appointment of the Military Command Council.

Section 53/104: Rendering of service by the Reserve Force.

Section 62: Establishment and Functions of the Defence Service Commission.

Section 62 (A): Establishment and composition of the Defence Service Commission.

Public Service Act (3)(a) Subject to the provisions of paragraphs (c) and (d), a head of department shall be responsible for the ef cient 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.


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MINISTER OF DEFENCE AND MILITARY VETERANS (MOD&MV) STRATEGIC PRIORITIES

For the period ahead, the Minister has pronounced herself in terms of the Departmental Strategic Priorities as aligned

with the Government Medium Term Strategic Framework (MTSF) Agenda that shall be pursued by the Department for

the FY2012/13 planning cycle. These Strategic Priorities will inform subsequent Departmental planning instruments,

strategic budgeting, monitoring and evaluation and risk management functions. The execution of these ministerial

priorities will enhance the effective realisation of the Defence mandate through a strategically focused Department

supported by and within available resource availability and allocation. The strengthened Departmental Monitoring and

Evaluation of performance in support of these Ministerial priorities will test the extent to which the Defence function

is and will be able to “do things differently and achieve more with less”. The Ministerial Strategic Priorities for the

FY2012 and beyond as con rmed during the MOD&MV Strategic Worksession conducted during February 2012 are

as follows:

• Enhancement of the SANDF’s Landward Defence Capabilities. In order to undertake all required missions,

the enhancement of the Landward Defence Capabilities is essential. For the Landward Defence Capability to

operate jointly with the Air Defence and Maritime Defence Capabilities, this enhancement is considered a priority.

The Landward Defence Capability has not enjoyed the advantage of being part of the Strategic Defence Packages

and is thus lacking technologically advanced Primary Mission Equipment. The funding of this priority will form part

of the FY2012/13 onwards strategic budgeting function of the DOD.

• Maritime Security. The defence and security of South Africa is inextricably linked to that of the region and the

continent. Being a littoral country, South Africa requires a balanced maritime capability to effectively respond,

when so required, to arising maritime security threats affecting South Africa.

• Job Creation. In support of the Government’s new growth-path initiative aimed at job creation, the DOD will

continue to ensure that job creation, within available resourcing, will be effected through approved projects within

the Defence industry.

• Enhancement of the SANDF’s Peacekeeping Capability (SANDF Deployability). The role of the SANDF

in promoting peace and security in the region and on the African continent necessitates the enhancement of the

SANDF’s peacekeeping capability that will include the SANDF’s Forward Deployment Capability.

• National Youth Service (NYS). The Department will continue with the execution of the NYS programme through

the utilisation of core Defence capabilities to provide initial training to selected youth prior to absorption into

respective Government Institutions.

• Revitalisation of the Reserves. As part of the one-force concept, the Reserves will continue to be transformed

and revitalised to ful ll the various Defence roles allocated to them in support of the regulars.

• Restructuring and Support of the Defence Industry. The restructuring of the Defence Industry will focus on

required Defence capabilities and the sustainability thereof. The Defence Industry Framework and Function are

to be fully aligned in order to ensure synchronisation of these with the requirements and mandate of Defence.

The emphasis of the restructuring will be focused on the Governance, Risk Management, Compliance and

Accountability framework function applicable to the Defence Portfolio.

• Department of Defence Works Capability. The current state of the Defence Facilities Portfolio has called for

the review of the existing arrangements for the repair and maintenance programme of Defence facilities. The

establishment of the DOD Works Capability within the Support (Logistics) Programme seeks to achieve an end

state where the DOD will have a fully functional and resourced in-house capability that will ultimately assume full

responsibility for the Defence facilities repair and maintenance programmes.



MOD&MV STRATEGIC FOCUS AREA

During the course of 2012 and beyond, the DOD shall adopt a zero-tolerance attitude to all forms of corruption

and fraud within the department. The infrastructure to combat fraud and corruption is to be fully capacitated and

shall include the capacitation of the Military Justice System, Military Police and the Inspector General. The ght

against fraud and corruption must address ICT-based risk areas which must be responded to through skilled DOD

IT functionaries.

In order for Defence to remain at the forefront of innovation and best practice pertaining to fraud and corruption

practices and trends, benchmarking with other State organs are to be undertaken by Defence.

The management of DOD assets is the responsibility of commanders and managers within the DOD, and to ensure

accountability, this aspect shall be included in the Commanders’ and Managers’ Performance Agreements.

DEFENCE IN RELATION TO OUTCOMES-BASED PLANNING

During the course of FY2012/13, Defence will continue the already advanced implementation of the outcomes-

based strategic planning principles as legislated through the National Treasury (NT) Framework on Strategic and

Annual Performance Plans, 2010. The Framework compels Departments to ensure Constitutionally and legislatively

developed Departmental outcomes-based perspectives which shall include the following: Outcomes, Outputs,

Activities, Inputs and the additional DOD perspective “Building for the Future”. Each of the Departmental perspectives,

as presented in the DOD Strategy Map (Figure 2 below), is supported by well-de ned and developed auditable and

veri able performance indicators and targets, as a means of measuring progress towards the achievement of the

Departmental strategic priorities and planning instruments. The publication of “Technical Indicator Descriptions” for

each performance indicator will be published on the DOD’s website as prescribed by the NT Framework.

DOD STRATEGY MAP

The DOD Strategy Map is a visual presentation of the DOD’s high-level strategic focus as informed by the Constitutional

and legislative mandate pertaining to Defence. The DOD Strategy Map re ects various “horizontal” perspectives

which intersect with multiple vertical “outputs” depicting at the point of vertical and horizontal intersection, the

Departmental demand for service delivery and execution. Each of these vertical and horizontal intersecting “bubbles”

are individually supported by approved Departmental “core” performance indicators and targets that will inform the

level of performance that is required at that speci c intersection point. The set of performance indicators which support

the DOD Strategy Map intersection points are outlined in Appendix A to this Strategic Statement. The DOD Strategy

Map will form the basis for the development of subordinate Departmental strategy maps, performance information

development, strategic and annual planning instruments, strategic budgeting, monitoring and evaluation and risk

management processes. The top-down alignment of Departmental strategic planning processes and bottom-up

reporting against these processes will ensure a strategically focused Department and will ensure unity of effort and

resource allocation in support of the Defence mandate.

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Figure 2. DOD Strategy Map

DEFENCE OUTCOMES

Defence Outcomes are de ned as “that which we wish to achieve” and are the medium term results for speci c

bene ciaries that are the consequence of achieving speci c outputs. The Defence Outcomes as aligned with the

Constitutional and Legislative Imperatives are as follows:

• RSA is defended and protected.

• Enhanced civil control of Defence.

DEFENCE OUTPUTS

Defence Outputs are de ned as “what we produce or deliver” and include the nal products, goods and services

produced for delivery. The Departmental Outputs are as follows:

• Ordered Defence commitments in accordance with Government Policy and Strategy.

• Mission-ready Defence capabilities.

• Sound Defence direction.

• Defence compliance with Regulatory Framework.

DEFENCE ACTIVITIES

Defence activities are de ned 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. The Departmental activities are

as follows:



• Administrate the DOD.

• Enable the DOD.

• Employ the SANDF.

DEFENCE INPUTS (RESOURCES)

Defence inputs (resources) are de ned as “what we use to do the/our work on a daily basis” and include the resources

that contribute to the production and delivery of activities. The Departmental inputs are as follows:

• Provide professional and supported DOD Human Resources.

• Provide appropriate and sustainable Matériel.

• Provide integrated and reliable Defence information and intelligence.

• Provide sound nancial management of the DOD.

DEFENCE BUILDING FOR THE FUTURE (DEFENCE SUSTAINABILITY)

Defence building-for-the-future outlines how the DOD will ensure Defence’s ongoing sustainability and relevance

moving forward into the future through structure initiatives and processes. The Departmental building-for-the-future

perspectives are as follows:

• Ensure appropriate strategic reserves.

• Renew DOD main equipment and doctrine.

• Undertake DOD research and development.

• Promote an appropriate Defence industry.

• Ensure consensus on Defence.

DOD CONTRIBUTION AND ALIGNMENT WITH THE MEDIUM TERM STRATEGIC FRAMEWORK (MTSF) PRIORITIES AND OUTCOMES OF GOVERNMENT

The 2009 electoral mandate of the current administration has identi ed the following ve strategic priorities as the

cornerstone of the current national imperatives:

• Halve poverty and unemployment by 2014.

• Ensure a more equitable distribution of the bene ts of economic growth and reduce inequality.

• Improve the national health pro le and skills base and ensure universal access to basic services.

• Improve the safety of citizens by reducing incidents of crime and corruption.

• Build a nation free of all forms of racism, sexism, tribalism and xenophobia.

In support of the above-mentioned ve electoral mandate priorities of the current administration, the following ten

supporting strategic priorities have been identi ed as key drivers to the successful achievement of each of the ve

electoral mandate priorities. The table below provides a high-level synopsis of the alignment and support of Defence

to each of the ten priorities of the developmental agenda of Government. The ten Government strategic priority

outputs which will give effect to the above ve electoral mandate priorities are listed in Table 2, aligned with the

priorities of the DOD.

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Table 2: DOD Contribution and Alignment to the MTSF Priorities and Outcomes of Government

Government 10 MTSF Priorities

Primary Focus of the Government’s MTSF Priorities

DOD Alignment and Support with the Government’s MTSF Priorities

Strategic Priority 1. More inclusive economic growth, decent work and sustainable livelihoods.

Creation of decent employment, economic growth, broad-based industrialisation.

Ensure that procurement processes promote broad-based economic empowerment.

Review of the White Paper and development of a Defence industry strategy to strategically position the defence function to maximise the responsiveness of the defence industry in supporting the delivery of the defence mandate.

Enhancing of Defence sustainability through enhanced Defence research and development capabilities.

Intensify the implementation of the National Youth Service (NYS) by enhancing youth development through job creation in public sector programmes.

The DOD NYS and Military Skills Development System (MSDS) are a work in progress to meet the government’s priority of developing youth.

Strategic Priority 2. Massive programme to build economic and social infrastructure.

Development of robust, reliable, affordable and secure Information Communication Technology (ICT) infrastructure.

Promote partnerships with other organs of state at local and municipal level to accelerate the delivery of socio-economic needs.

Development of the DOD integrated cyber-security policy.

Establish an integrated management framework that will ensure synchronisation of DOD and Department of Publics (DPW) strategic objectives of facility infrastructure development and management that is compliant with regulatory requirements and meets strategic and operational requirements of both departments.

Operationalisation and capacitation of the DOD works capability formation to address lack of DPW capacity and simultaneously empower youth and underutilised DOD personnel.

Strategic Priority 3.

Rural development strategy linked to land and agrarian reform and food security.

Support other government departments in the aggressive implementation of land reform policies.

Facilitation of the Draft DPW Disposal Policy into a policy implementation document.

Finalisation of pending Defence land claims (land restitution).

Develop partnership with local Government and broad-based community organisation in optimal utilisation of underutilised military land and facilities. Engage relevant departments National Treasury (NT) and DPW in coordinated and focused disposal of excess military land and facilities (Endowment Properties).







Access to quality education.

Broaden access to post-secondary education and improve higher education.

Access to post-secondary education funding by means of bursaries.

Access to (part and full quali cation- based) NQF-linked training opportunities which included Reserves.

In partnership with identi ed academic institutions, develop DOD logistics training institutions into centres of excellence for supply chain management and life cycle management.

Restructuring of DOD logistics training capability to be streamlined towards force preparation objectives, broad-based skills and human resource development.

Ensure that training and skills development initiatives respond to the requirements of economy, rural development and social integration.

Enhanced MSDS system that widens the graduates’ talent and skills base in cultural activities and sport.

Ongoing Adult Basic Education and Training (ABET) programmes.

To provide the technical skills needed by the economy - there is a need to work very closely with state-owned enterprises to train people in the skills needed by the economy.

DOD will have to work with entities such as Armscor and the Castle Control Board to ensure that skills development is achieved.


Improved health care.

Increase institutional capacity to deliver health-system functions.

Hospital revitalisation programme.

Filling critical posts and improving remuneration of health and medical care personnel.

Improving treatment of TB. DOD awareness programmes.

Comprehensive plan for HIV/AIDS. DOD awareness programmes.


Intensify the ght against crime and corruption.

Develop the strategy and plan to inform DOD’s role in borderline safeguarding.

Ongoing phased-in implementation of the Cabinet decision regarding employment of the SANDF in a full spectrum of border safeguarding services, both internal to South Africa and externally in international waters (maritime security).

Combat the scourge of corruption in the public and private sectors by strengthening legal and policy frameworks.

Full implementation of anti-criminality strategy and plan.

Defence contribution to the Government’s crime prevention strategy which will include support to the Justice, Crime Prevention and Security (JCPS) Cluster.

Promote nancial disclosures at all levels.

Strengthen the Governance, Risk, Compliance and Accountability (GRCA) processes to address the ethical and duciary requirements that guide the securing of service providers.

Continued maturity of the DOD enterprise risk management level.

Support provided to other government institutions in the ght against crime and corruption and ensuring that people in SA are and feel safe.

Internal deployment of the SANDF.

Effective and ef cient Defence legal service. Strengthening of the military justice system and reducing military court case backlogs.


Build cohesive, caring and sustainable communities.

Implement comprehensive social assistance. Ongoing establishment and operationalisation of the Department of Military Veterans.

Promote shared value system. Intensify civic education programmes to include all DOD members and employees.

15





Creation of a better Africa and a better world.

Pursuing African advancement and enhanced international cooperation through the continued prioritisation of the African agenda.

Promote nationally identi ed outputs that relate to advancement of regional and global peace, security and sustainability.

Ensure that regional, continental and international peace security structures are capacitated and strengthened by appropriate deployments.

Enhanced coordinated Defence engagements in respective cluster/s.

Ensure that adequate legal instruments and frameworks exist to support the requisite deployments in peace missions and general military assistance missions.

External deployment/s of DOD/SANDF members as directed by government and as per international legal instruments.

Improving political and economic integration of the SADC region.

Improve governance within SADC in terms of Defence-speci c security sector reform programmes.

Strengthen South-South relations. Implementation and monitoring of India, Brazil and South Africa (IBSA) agreements and action plans relevant to the DOD.

Ensure alignment of agreements with the New Plan for African Development (NEPAD), revitalise the New Asia-Africa Strategic Partnership (NAASP), and support AU and UN efforts to guarantee lasting solutions to con icts.

Strengthening political and economic relations with emerging nations and forums.

Participation in the Brazil, Russia, India, China and South Africa (BRICS) Forum by South Africa to ensure that South Africa and Africa contribute to the growing world economy.

The DOD Foreign Relations Strategy to include the BRICS objectives.

Strategic Priority 9. Sustainable resources management and use.

Promote a culture of sustainable resource management.

Assist in protecting marine resources in cooperation with the police.Promote responsible management of land resources through collaboration to promote land use recycling.

Contribute to a system for environmental Impact Management Strategy.

Ensure compliance with National Environmental Management Act (NEMA) and the applicable protocols regarding sustainable resource management.

Effectively utilise the allocated radio frequency spectrum.

Promote prudent utilisation of Defence allocated bandwidth.

Implementation of national Framework for sustainable development.Develop a sustainable Supply Chain Management and Life Cycle Management framework that meets Force employment requirements and is compliant with NT resource management guidelines and requirements.

Compliance with relevant protocols to ensure sustainable environmental management.Ensure that the Logistics Intervention and Restructuring Programme objectives are accomplished and embraced within the DOD at all levels.






Strategic Priority 10.Building a developmental state, including improvement of public service.

Improving the capacity and ef cacy of the State.

The review of the Defence Secretariat to align it with the mandate for defence organisation and support requirements for the Minister of Defence and Military Veterans.Strengthening the DOD’s strategic planning, monitoring and evaluation and performance information management functions.Defence Review that responds to the country’s current and emerging trends and requirements.Development of a Human Resource (HR) Policy and Defence skills development plan.Development of a Defence scal and capability framework.Establishment of the of ce of the Military Ombudsman.Establishment of the new Service Dispensation.

In order to have a capacitated state that will ensure that service delivery is happening faster, there is a need to ll all funded vacant posts.

Linked to the Medium-Term Expenditure Framework (MTEF), the DOD will ensure that funded posts are capacitated.

Entrenching a culture and practice of an ef cient, transparent, honest and compassionate public service.

Continually project patriotism and high levels of discipline that characterise Defence.Deepen the understanding of the code of conduct that de nes the outlook of the members and employees of Defence.Improve DOD supply chain and nancial management to facilitate the payment of Small, Micro and Medium-Sized Enterprise (SMME’s) on time.Promote the responsible use of public resources and accountability through the realisation of a quali cation free audit.

The DOD must at all times adhere to its legislative mandate of protecting South Africa and in so doing promote the institutions of constitutional democracy of South Africa.

Defence to embrace the goals of the institutions such as Gender Commission on Gender Mainstreaming and issues of the Human Rights Commission.

17

Government’s MTSF furthermore provides support to the ten strategic priorities of government with the pronouncement

of twelve approved outcomes with their association performance indicators and targets for achievement by 2014.

Each of the twelve identi ed MTSF Outcomes is linked to a set of activities that will facilitate the achievement of the

speci c outcome. The content of each of the twelve MTSF outcomes have formed the basis for the formulation and

approval of a Delivery Agreement (DA) between an identi ed Cabinet member and the President. The MOD&MV is a

co-signatory for the co-ordination and reporting in terms of MTSF Outcome 11: “Creating a better South Africa and

contributing to a better and safer Africa in a better world”. Combined, these DAs re ect Government’s delivery and

implementation plans for its foremost priorities as discussed above.

The MTSF has informed Government Departments pertaining to the strategic focus of the Departmental ve-year

strategic plans, annual performance plans and budget/resource requirements taking into account the applicable

medium-term imperatives. These ve-year strategic plans, as with Defence, have been aligned with the applicable

MTSF priorities and outcomes of Government. The MTSF Outcomes to which Defence will indirectly contribute by

virtue of its ongoing legislative activities are as follows:

• Outcome 2: A long and healthy life for all South Africans.

• Outcome 3: All people in South Africa are and feel safe.

• Outcome 5: Skilled and capable workforce to support an inclusive growth path.

• Outcome 12: An ef cient, effective and development-oriented public service and empowered, fair and inclusive

citizenship.


PART 2: FINANCIAL ALLOCATIONS OF THE DEFENCE PROGRAMMES: FY2012 BUDGET SUMMARY

PART 2: FINANCIAL ALLOCATIONS OF THE DEFENCE PROGRAMMES: FY2012 BUDGET SUMMARY

COMPOSITION OF DEFENCE PROGRAMME BUDGET ALLOCATIONS

The composition of Defence Budget per Budget Programme Structure as published in the Estimate of National

Expenditure (ENE) 2012, Vote 22, is provided below.

Table 3: Financial Allocations of the Defence Programmes

Main Programme 2012/13 2013/14 2014/15

R’000 R’000 R’000

Administration 3,730,776 4,040,659 4,262,656

Force Employment 2,670,902 2,959,205 3,200,673

Landward Defence 12,686,731 13,751,279 14,253,986

Air Defence 6,749,665 7,204,878 7,709,470

Maritime Defence 2,551,307 2,755,491 3,198,209

Military Health Support 3,316,507 3,515,105 3,692,513

Defence Intelligence 709,663 740,475 778,507

General Support 5,077,403 4,977,568 5,236,095

TOTAL 37,492,954 39,944,660 42,332,109

19

PART 3: DOD PERFORMANCE INFORMATION MANAGEMENT

The DOD is in the process of developing the DOD Integrated Strategic Management Enabler (ISME) which will enable

the integration and full alignment of the DOD planning, budgeting, reporting and risk management functions thereby

ensuring a strategically focused DOD. The DOD ISME will enable the alignment between departmental outputs,

budgets and risks supported and enabled by a sound reporting system to ensure performance reporting/evaluation

and identi cation of deviation to plan. The development of the DOD ISME during the MTEF period and beyond will

see the phased-in implementation of key focused strategic elements of the planning, budgeting, reporting and risk

management process with an initial primary focus on DOD performance information management, and reporting.

The DOD ISME will at it’s core, ensure the enhancement of Departmental information systems which will enable the

effective and ef cient utilisation of state resources in support of the Defence mandate and support to Government

MTSF priorities.

The continuing enhancement of the DOD Performance Information Management (PIM) function, amongst others,

through the development of the DOD ISME, will ensure the accuracy and auditability of Departmental performance

information as a basis for the development of the Defence Chapter of the annual Estimate of National Expenditure

(ENE), and subsequent subordinate planning, budgeting, reporting and risk management functions within the DOD.

Table 4 below provides the current high-level performance indicators, aligned with the DOD Strategy Map and will form

the basis for the development of subordinate departmental planning instruments and also the basis of departmental

reporting.


PART 3: DOD PERFORMANCE INFORMATION MANAGEMENTD

OD

AN

NU

AL

SE

LEC

TE

D P

ER

FOR

MA

NC

E IN

DIC

ATO

RS

FO

R T

HE

PE

RIO

D F

Y20

12/1

3

Tab

le 4

: DO

D S

elec

ted

Per

form

ance

Ind

icat

ors

and

Tar

get

s: F

Y20

12

Ind

icat

or

Pro

gra

mm

eP

ast

Pro

ject

ions

2008

/09

2009

/10

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

Com

plia

nce

with

th

e S

AD

C

stan

dby

forc

e ag

reem

ents

and

Sou

th A

frica

n P

ledg

e w

hen

requ

ired

Forc

e E

mpl

oym

ent

--

--

Full

com

plia

nce

subj

ect t

o re

sour

ce a

lloca

tion

Tota

l num

ber

of d

efen

ce a

ttac

hé o

f ce

sA

dmin

istr

atio

n36

3737

3840

4040

Num

ber

of e

xter

nal o

pera

tions

1Fo

rce

Em

ploy

men

t-

-4

44

44

Ave

rage

num

ber

of p

erso

nnel

dep

loye

d da

ily

in e

xter

nal o

pera

tions

Forc

e E

mpl

oym

ent

2 93

12

480

2 04

12

280

2 25

02

250

2 25

0

Num

ber

of

forc

e em

ploy

men

t ho

urs

ow

n ea

ch y

ear

Air

Def

ence

11 0

9912

754

8 27

910

902

10 5

009

500

9 50

0

Num

ber

of h

ours

at

sea

per

year

2M

ariti

me

Def

ence

--

--

35 0

0035

000

35 0

00

Num

ber

of in

tern

al3

oper

atio

ns p

er y

ear

Forc

e E

mpl

oym

ent

45

54

44

4

Num

ber

of m

an d

ays

used

dur

ing

inte

rnal

op

erat

ions

Forc

e E

mpl

oym

ent

231

608

133

036

556

099

580

000

620

000

850

000

850

000

Num

ber o

f joi

nt, i

nter

depa

rtm

enta

l and

milit

ary

exer

cise

s co

nduc

ted

per

year

Forc

e E

mpl

oym

ent

108

86

89

8

Num

ber

of

milit

ary

skills

de

velo

pmen

t m

embe

rs in

the

syst

em p

er y

ear

Land

war

d D

efen

ce6

736

8 87

48

662

11 1

406

673

4 15

94

153

Num

ber

of h

ealth

car

e ac

tiviti

es p

er y

ear4

Milit

ary

Hea

lth

Sup

port

--

1 13

8 87

32

200

000

2 14

0 55

02

140

550

2 14

0 55

0

Num

ber

of a

ctiv

e R

eser

ves

per

year

Land

war

d D

efen

ce19

763

13 3

5212

362

13 8

1612

400

12 9

0013

500

Def

ence

For

ce S

ervi

ce C

omm

issi

on s

tatu

sA

dmin

istr

atio

nN

ew ta

rget

New

targ

etN

ew ta

rget

New

targ

etFu

lly fu

nctio

nal

and

reco

m-

men

datio

ns to

M

OD

&M

V a

nd

repo

rt to

Par

lia-

men

t

Impa

ct

Ass

essm

ent

(Rev

iew

) and

re

port

to

Par

liam

ent

Ass

essm

ent

ndi

ngs

(Rev

iew

ed)

and

repo

rt to

P

arlia

men

t

1 E

xter

nal o

pera

tions

incl

ude

peac

e su

ppor

t ope

ratio

ns a

nd g

ener

al m

ilitar

y as

sist

ance

ope

ratio

ns. T

his

was

pre

viou

sly

indi

cate

d as

larg

e sc

ale

oper

atio

ns.

2 Th

is in

dica

tor

has

been

cha

nged

from

FY

2012

/13.

The

pre

viou

s in

dica

tor

only

cap

ture

d th

e se

a ho

urs

on p

atro

l in

the

RS

A m

ariti

me

zone

s, w

here

as

the

amen

ded

gur

e is

all

enco

mpa

ssin

g as

it c

aptu

res

Forc

e P

repa

ratio

n an

d Fo

rce

Em

ploy

men

t hou

rs b

oth

in th

e R

SA

mar

itim

e zo

nes

as w

ell a

s fo

r m

issi

ons

abro

ad.

3 Th

is in

clud

es b

orde

r sa

fegu

ardi

ng a

nd o

pera

tions

in s

uppo

rt o

f oth

er g

over

nmen

t dep

artm

ents

.

4 Th

is in

dica

tor

was

not

incl

uded

in th

e E

NE

for

FY20

11/1

2. H

ealth

car

e ac

tiviti

es in

clud

e fo

r al

l elig

ible

pat

ient

s (ie

SA

ND

F pe

rman

ent f

orce

mem

bers

, MS

DS

mem

bers

, You

th s

ervi

ce m

embe

rs, R

eser

ves,

VIP

mem

bers

, Int

erna

tiona

l D

igni

tarie

s).

21

PUBLIC ENTITIES/ORGANS OF STATE REPORTING TO THE EXECUTIVE AUTHORITY

The DOD has a legislative oversight function in terms of two Public Entities which fall within Schedule 2 and 3

respectively of the Public Finance Management Act (PFMA) (Act No 1 of 1999) , namely Armscor and the Castle Control

Board. The Armscor receives allocations from the scus while the Castle Control Board generates its own revenue.

The summary of the mandate, outputs and annual budget for both the above-mentioned entities is provided in Table

5 below.

Table 5: Public Entities Reporting to the Executive Authority

Name of Public Entity

Legislative Mandate Outputs

Armscor Armscor’s mandate is derived from the Armscor Act 51 of 2003 to assist the DOD and MOD&MV with the following:

• To be a nodal centre for acquisition;

• Disposal of equipment;

• Decision support to defence matériel requirements of the DOD requirements;

• Conduct the Defence technology, research, development, analysis, test and evaluation requirements of the Department of Defence effectively, ef ciently and economically; and

• Custodian of Defence Matériel Intellectual Property, including an asset register.

• Funding and growth.

• People capabilities.

• Broad-based black economic empowerment.

• Stakeholder relationships.

• Support local industry.

• Operational ef ciency.

Castle Control Board The Castle Control Board as a public entity, under the Public Finance Management Act (Act No 1 of 1999) sec. 1, has the mandate to manage and protect the Castle of Good Hope on behalf of the MOD&MV having the ultimate ownership responsibility for the Castle.

• Compliance with Regulatory Framework.

• Preserved and protected military and cultural heritage site.

• Optimised tourism potential of the Castle of Good Hope.

• Optimise accessibility to the Castle of Good Hope by the general public.

ORGANS OF STATE REPORTING TO THE EXECUTIVE AUTHORITY

The following organs of State report to the Executive Authority:

• Department of Military Veterans.

• Defence Force Service Commission (DFSC).

• Of ce of the Military Ombudsman.


GLOSSARY

AU African Union

BRICS Brazil, Russia, India, China and South Africa

DA Delivery Agreement

DOD Department of Defence

ENE Estimate of National Expenditure

FY Financial Year

HR Human Resources

IBSA India, Brazil and South Africa

MTSF Medium Term Strategic Framework

MSDS Military Skills Development System

NAASP New Asia-Africa Strategic Partnership

NEPAD New Plan for African Development

NT National Treasury

NYS National Youth Service

SA South Africa

SADC South African Development Community

SMME Small, Micro and Medium-Sized Enterprise

UN United Nations

23

APPENDIX A

DOD PERFORMANCE INFORMATION ALIGNED WITH THE DOD STRATEGY MAP: FY2012

Table 6: Performance Information Linked to DOD Strategy Map: Outputs

DOD Output 1:Conduct ordered Defence Commitments in accordance with Government policy and strategy.

% Compliance with Force Levels for external operations.

% Compliance with serviceability of equipment of external operations.

% Of the value of claims reimbursed by the UN/AU.

Number of landward sub-units deployed.

% Compliance with UN Requirements rules and regulations for peace missions.

Average number of personnel deployed daily in external operations per year.

Number of force employment hours own per year.

Number of hours at sea per year.

% MOU Compliance with agreed force level for deployment in UN Missions.

Number of person days used during internal operations.

DOD Output 2:

Provide mission-ready Defence capabilities.

% Compliance with Joint Force Employment (JFE) Requirements.

DOD Output 3:

Provide sound Defence direction.

Number of positions lled against allocated quota for international institutions.

% Adherence to DOD governance promulgation schedule.

DOD Output 4:Ensure Defence compliance with Regulatory Framework.

Number of Adverse Audit Findings.

% Compliance with departmental controls.

Of ce of the Military Ombudsman status.


Table 7: Performance Information Linked to DOD Strategy Map: Activities

Activity 1:

Administrate the DOD.

% Achievement of signed and submitted performance Agreements by DOD SMS members.

% Increase in military court docket readiness rate.

% Reduction in military court case backlogs.

% Of PSAP disciplinary cases nalised within 120 days in the DOD.

% Payments in accordance with invoices / claims / charges, etc.

% Litigation settled in favour of the DOD.

% Collective grievances and disputes resolved.

% Of criminal cases successfully prosecuted.

% Availability at all times of mission-ready air traf c service units.

% Availability of air defence radars in continuous operation.

% Availability of mission-ready static control centres at all times.

Coordinated Defence engagements in Clusters.

DOD Enterprise Risk Management maturity level.

Activity 2:

Enable the DOD.

% Compliance with the approved Force Structure.

% Compliance with the approved Force Design.

% Compliance Force Sustainment Requirement.

Broader DOD Health / Fitness Status.

Trend of deployable status on Concurrent Health Assessments.

% Compliance with the number of Force Elements / Units Prepared.

% Ammunition disposed in accordance with disposal plan.

% Compliance with DOD training targets.

Activity 3:

Employ the SANDF.

% Compliance with Number of Ordered Commitments.

Number of Joint, Interdepartmental and Multinational (JIM) exercises conducted per year.

Number of Defence Attaché Of ces.

25

Table 8: DOD Performance Information Linked to DOD Strategy Map: Inputs (Resources)

DOD Input 1:Provide professional and supported DOD Human Resources.

Compliance with planned staf ng of funded posts.

Number of MSDS members in the system per year.

Number of Reserve Force members utilised.

% DOD Skills audit status.

Level of DOD morale.

DOD Input 2:Provide appropriate and sustainable Matériel.

% Compliance with DOD Refurbishment Programme annual schedule.

% Of approved Capital Works Plan projects completed as scheduled per year.

% Compliance with DOD codi cation requirements.

% Availability of medical stock at all times.

% Compliance with environmental services project requirements.

% Compliance with stock procurement and delivery requirements.

DOD Input 3:Provide integrated and reliable Defence information and intelligence.

% Compliance with the six DOD ICT Portfolios of the Defence Enterprise Information Systems Master Plan.

% Availability of the DOD telecommunication backbone capability at all times.

% Availability of the Mainframe Service provided to Corporate DOD at all times.

Number of promulgated Information Warfare (IW) Plans in accordance with the IW Master Plan.

% Availability of the Wider Area Network (WAN) provided to Corporate DOD at all times.

Number of policies promulgated that provide Information Security Systems (ISS) direction in accordance with the IS Policy Development Portfolio.

DOD Input 4:Provide sound Financial Management of the DOD.

Defence scal framework status.

Percentage (%) payments in accordance with invoices / claims / charges, etc.


Table 9: DOD Performance Information Linked to DOD Strategy Map: Building for the Future

DOD BFF 1:Ensure appropriate Defence reserves.

Level of Strategic Reserves.

DOD BFF 2:Renew DOD Main Equipment and Doctrine.

% Budget Allocation for the renewal of DOD Main Equipment in relation to the Total DOD Budget Vote.

DOD BFF 3:Undertake Defence Research and Development.

% Expenditure on Research and Development.

Defence Intangible Capital Assets (ICA) Status.

DOD BFF 4:Promote an Appropriate Defence Industry.

White Paper on Defence Industry Status.

Strategy on Defence Industry Status.

DOD BFF 5:Ensure consensus on Defence.

% Improvement Public Opinion of the SANDF (Value for money).

27

DEFENCE SECRETARIAT

ANNUAL PERFORMANCE PLAN (APP)

FOR 2012

Date of Tabling: 07 March 2012

28 Defence Secretariat

INTRODUCTION BY THE ACCOUNTING OFFICER

The Department of Defence comprises of two separate but related institutions

– the Defence Secretariat (Def Sec) and the South African National Defence

Force. The Def Sec is mandated to provide oversight over the South African

National Defence Force (SANDF). It is the primary responsibility of the Def

Sec to ensure that the Defence Institution adheres to good governance. In so

doing, the Defence Department will not only provide Parliament with relevant

information but also account to the public on what work was carried out by

the Department of Defence.

The Constitution of the Republic of South Africa, section 204 stipulates that

a Civilian Secretariat must be established by national legislation to function

under the direction of the Cabinet Member responsible for Defence. This

constitutional mandate for the Def Sec strengthens the oversight role required

to be played by the Def Sec. The Defence Act, Act 42 of 2002 compliments

this constitutional mandate.

The Def Sec has developed the Annual Performance Plan (APP) for the current Medium Term Expenditure Framework

(MTEF) taking into consideration the resource envelope as indicated in the White Book. It is therefore worth mentioning

that the alignment of the budget and the plan has been done. The basic purpose of this alignment is two fold. Firstly,

the Def Sec will be guided by the principles of good governance i.e. ensuring transparency at all times. By promoting

good governance, the Def Sec will assist the Executive Authority to adhere to section 92 of the constitution, which

states that the members of the Cabinet are accountable collectively and individually to Parliament for the exercising

of the powers and the performance of their functions and to provide Parliament with full regular reports concerning

matters under their control.

The clarion call made by President Zuma during his State of the Nation Address, namely that “We must do more with

less” is still applicable. One of the challenges facing the public sector is to use resources in a more effective way. It is

against this background that the Department of Defence commits itself to adopt a culture of clean audits. Secondly,

the Presidency has made strides to ensure that government focuses more on results. This important aspect, will

only be realised if plans are inextricably linked to budgets. Departments are encouraged to plan according to their

budgets. It has become apparent that the Public Sector is faced with huge challenges when it comes to managing

limited nancial resources.

The statistics released by the Auditor-General attest to this. It is therefore relevant to the Department of Defence to

ensure that the theme of government of “Working together we can do more” is maintained at all times. The Department

of Defence will be guided in its prioritization process by the signing of a performance agreement by the Minister of

Defence and Military Veterans (MOD&MV) and place a great deal on monitoring and measuring performance and

progress of identi ed targets. Through the identi cation of outcomes and the monitoring of the related chain of

outputs, inputs and activities, the Department of Defence will focus on the end product which is the results.

Over the next three years and as mandated by the PFMA and the Framework for Strategic Plans and Annual Performance

Plans the Department of Defence will remain in support to government for the achievement of government priorities.

At this point, I would like to mention some of the processes that the Department has put in place in order to ensure

29Annual Performance Plan2012

accountability to Parliament and compliance to legislative frameworks. The development of the Strategic Planning

Framework (SPF) will guide the Department of Defence to develop its plans according to the National Treasury

Regulations Chapter 5, as well as the National Planning Framework. The aim of the SPF is to provide a framework,

upon which the defence outcomes based strategic planning, budgeting, risk management and reporting process will

be executed in the realisation of the defence mandate.

The development of the Departmental Planning, Budgeting and Monitoring and Evaluation processes sets out the

timeframes that the department needs to take into account in respect of strategic planning, strategic budgeting

as well as monitoring and evaluation processes which enable the Department to deliver on its Constitutional and

legislative mandates. The aim of this document is to provide the DOD Planning, Budgeting as well as Monitoring

and Evaluation timeframes for the production of the various accountability documents that national departments are

required to produce at each stage of the planning, budgeting, implementation, monitoring and evaluation cycle, which

ensures alignment with the Government’s National Planning Framework.

In conclusion, the Department of Defence has noticed that the world economy is faced with challenges and the

economy is not recovering as it was expected to after the 2008 recession. The Department of Defence will therefore

commit itself into “Doing More With Less”.

(DR S.M. GULUBE)SECRETARY FOR DEFENCE : DIRECTOR-GENERAL


OFFICIAL SIGN-OFF

It is hereby certi ed that this APP

• was developed by the Defence Secretariat (Def Sec) Management under the guidance of the Accounting Of cer;

• was prepared in line with the current Strategic Plan of the Def Sec; and

• accurately re ects the strategic outcomes and outputs that the Def Sec programme/sub-programme will

endeavour to achieve given the resources made available in the budget for the FY2012/13-FY2014/15.

(MR M. DLABANTU)CHIEF FINANCIAL OFFICER: DEPUTY DIRECTOR-GENERAL

(DR T. GAMEDE)CHIEF DEFENCE POLICY, STRATEGY AND PLANNING: DEPUTY DIRECTOR-GENERAL

(DR S.M. GULUBE)SECRETARY FOR DEFENCE: DIRECTOR-GENERAL

Approved by:

(L.N. SISULU)EXECUTIVE AUTHORITY: MINISTER OF DEFENCE AND MILITARY VETERANS


PART A: STRATEGIC OVERVIEW

CONSTITUTIONAL AND LEGISLATIVE MANDATES

The Constitutional and Legislative mandate governing the Defence Secretariat (Def Sec) and the Secretary for Defence

as the head of the department is re ected in Table 1 below.

Table 1: Def Sec Constitutional and Legislative Mandate

Act Key Responsibilities Placed on the Def Sec

Section 204 of the Constitution of the RSA, 1996 (Act 108 0f 1996)

A civilian Secretariat for Defence must be established by a national legislation to function under the direction of the cabinet member responsible for Defence.

Defence Act 42 of 2002 Section 5: The Department of Defence consists of (a) the Def Sec.

Section 6: Establishment of the Def Sec.

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.

Public Service Act, 1994 Section 7 (3)(a): Each department shall have a head.

Section 7 (3)(b): Subject to the provisions of paragraphs (c) and (d), a head of department shall be responsible for the ef cient 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.

Public Finance Management Act 1 of 1999

Section 36: Appointment as the Accounting Of cer in terms of Section 36 of the Public Finance Management Act.

VISION

“Excellence in governance to ensure the ef cient and effective defence delivery”.

MISSION

“The Def Sec directs speci ed managerial, administrative and advisory services to achieve the ends of the Defence

Strategy and to enhance and effect the Minister of Defence & Military Veterans (MOD&MV) capacity for civil control”.

DEF SEC VALUE SYSTEM

The Def Sec value system is inextricably linked to that of the DOD. The Def Sec continues to abide by the DOD value

system by ensuring that organisational values are rooted in individual values, codes of conduct and unit cohesion.

The Def Sec values aim to ensure that the Def Sec executes its mandate, thereby enabling the DOD to meet its vision,

mission and ultimately, its constitutional mandate.

ORGANISATIONAL VALUES

The organisational values that the Def Sec aspires to achieve in order to attain its predetermined outputs and legislative

mandate are as follows:

• Service standards.

• Excellence.

• Ethics.



• Openness and transparency.

• Consultation rooted in effective and ef cient partnership and collaboration.

• People.

• Teamwork .

• Accountability.

• Discipline.

INDIVIDUAL VALUES

The individual values that shall be aspired to by the members of the Def Sec are as follows:

• Discipline.

• Transparency.

• Excellence through Leadership.

• Honesty and Integrity.

• Accountability.

• Fairness.

• Teamwork.

UPDATED SITUATIONAL ANALYSIS

Analysing the environment within which the Defence operates is crucial for its future positioning in terms of achieving

its mandate. The Def Sec operates within a dynamic environment that requires both an analysis of the internal and

external environments, not only to identify possible adverse trends which may impact negatively on the outputs of

the Def Sec, but also to exploit and mitigate opportunities and threats respectively as identi ed within the external

environment.

The situational analysis for the Def Sec is re ected in the Strategic Plan for the scal years 2011/12 to 2015/16 as

tabled during 2011. The Strategic Plan provides an overview of the factors that may in uence the output deliverables

of the Def Sec and include the following:

Departmental Impact of National Austerity Measures. The DOD is constantly confronted with the challenges

of high costs and extended planning periods (usually thirty years) required for capital acquisition of modern weapon

systems. It is therefore critically important that there is a predictable budgetary allocation to the Department, which

will be suf cient for sustainment of the SANDF operational requirements. While the DOD currently operates in a

‘peacetime’ mode, it has to be prepared to launch successful and sustainable operations when ordered to do so.

Hence, the review of the Defence policy is being nalised to accommodate the ‘peacetime’ requirements.

In line with the enhancement of ef ciency and effectiveness, full funding of all ordered operations is vital to ensure the

DOD long-term sustainability to fund current operations, e.g. peace support operations, border safe guarding and

internal safety and security operations.

The strategic risk being faced by the DOD is the widening (disconnect) between the defence mandate, government

priorities and expectations and the departmental fund allocation. The identi ed issues and risks could be a result of

33

cost cutting and cost saving measures that reduce the capacity to manage them. The observed decline in the buying

power of the Defence Vote will, over time, exacerbate the situation.

Contribution to the Government Medium-Term Strategic Framework (MTSF). Government’s MTSF is a

statement of intent that identi es the current development challenges facing South Africa as a nation. The MTSF

outlines the medium-term strategy for improving the conditions of the lives of all South Africans and the enhanced

contribution to the cause of creating a better South Africa and contributing to a better and safer Africa in a better

world. The DOD contributes both directly and indirectly to the MTSF outcomes by virtue of the departmental mandate

and on-going internal activities. The department indirectly contributes to the achievement of MTSF outcomes 3, 5

and 12 while playing a formal co-ordinating role in terms of Outcome 11 through the functioning of the International

Co-operation, Trade and Security (ICTS) cluster functions. The MTSF outcomes to which the department contributes

both directly and indirectly are outlined as follows:

• Outcome 3. All people in South Africa are and feel safe.

• Outcome 5. A skilled and capable workforce to support an inclusive growth path.

• Outcome 11. Creating a better South Africa and contributing to a better and safer Africa in a better world.

• Outcome 12. An ef cient, effective and development oriented public service and an empowered, fair and inclusive

citizenship.

Human Resources. A contributing factor to human resource challenges is the on-going deviation by the Department

from the structural blueprint articulated in the White Paper on Defence and the Defence Review regarding the

relationship between the Regulars and Reserves. Although the Military Skills Development System (MSDS) intakes

mitigate human resource expenditure in the Department by being a more affordable feeder system, too few Military

Skills Development System (MSDS) members are translated to the Reserves upon completing their initial two year

service. This calls for an alternative Reserves feeder system. The current review of the Defence Review will provide

direction in terms of a projected Defence footprint and blueprint, thereby articulating departmental future defence

capabilities, a force design, force structure and post establishment table that will endeavour to address the current

organisational challenges. Whilst awaiting the outcome of the Defence Review process, the department continues to

measure systemic and individual human capital management through applying the balanced score card methodology

and an individual performance management and development system, respectively.

Research and Development Capability. The declining research capability of Defence is impacting negatively on

the sustainability of development strategies and interventions which, in conjunction with the Defence Industry, are

under consideration, that will enable young graduates to be trained, thereby expanding the research capacity of the

institution.

Intangible Capital Assets (ICA). In the short and medium term, interventions to manage the ICA [of which Defence

Matériel intellectual property (IP) is a signi cant part] of the DOD will be strengthened in collaboration with Armscor

and the State Information Technology Agency (SITA) as custodians of such IP. Further, in the short and medium term,

the Defence capital assets will be managed as prescribed by National Treasury Regulations, contractually developed

or under development with Defence funding, which is essential to enhance its knowledge base and provide leverage

in terms of the scale of economies. The development of appropriate de nitions of military strategic IPs with the

requisite protocols and regimes for its protection from direct and indirect infringement both domestically, continentally

and globally will also receive signi cant attention during the periods mentioned.



Infrastructure/Facilities. A backlog in the maintenance of current DOD facilities maintenance has resulted in an

ongoing decline in the state of Defence facilities, and is exacerbated by the inability of the Department of Public Works

(DPW) to service its maintenance mandate as the custodian of State infrastructure. A phased-in strategy to relocate

the function of maintaining facilities from the DPW to the DOD is being pursued.

Information Management. Currently the DOD does not possess an integrated information management system.

To improve this situation, electronic interfaces between the DOD and its approved suppliers will be prioritised to align

with the Integrated Financial Management System (IFMS) which will enable the integration between the current DOD

information system and the Financial Management System (FMS). Ageing and obsolete technology continues to

hamper the effectiveness of the department.

Contribution to Clusters. Within the International Co-operation, Trade and Security (ICTS) Cluster, MOD&MV is the

chairperson of the cluster, responsible for the co-ordination of the functions thereof and reporting to the President.

By virtue of the MOD&MV’s and the Secretary for Defence’s positions within the cluster, the DOD co-ordinates and

executes the secretariat function, thereby ensuring that the documentation and content for meetings are prepared

and adequately presented.

New Growth Path of Government (Job Creation). In contributing to the Government’s new growth path, the DOD

commits itself to supporting the Government’s intent in terms of inherent available Defence capabilities and initiatives

such as the MSDS and the National Youth Service (NYS) system in contributing to national skills development and

job creation. The employability of young future leaders within both the private and public sectors will be of great

advantage to these members who graduate from the ranks of the DOD.

Stakeholder Engagement. Stakeholders with a legitimate interest in the DOD should be able to obtain a full, fair and

honest account of the DOD’s performance and challenges. Society demands greater transparency and accountability

regarding reports and communications. Issues such as social responsibility, environmental responsibility and sustainability

may be considered to be addressed with stakeholders as part of good corporate governance in the Def Sec.

Corporate Governance. Corporate governance refers to the formal and informal relationships between the Def

Sec and its stakeholders and its formal system of accountability. The Def Sec embraces corporate governance by

aligning its own outputs with those of its stakeholders/society that effect the strategic direction of the organisation.

The approach to corporate governance is re ected and enforced by the Def Sec values, actions and standards.

Strengthening Regional and Continental Organisations. The DOD’s stance with regard to international and

regional security organisations amongst others, the African Union (AU) and Southern African Development Community

(SADC) are to be clearly pronounced in the DOD Foreign Relations Strategy.

The Defence Review. The Defence Review will enable the DOD to determine the appropriate force design, force

structure and associated resource and capability requirements. The Def Sec continues to provide the secretarial and

resource/s support required to nalise this Review.

35

PERFORMANCE DELIVERY ENVIRONMENT

MINISTERIAL PRIORITIES

The performance delivery environment has been, and will continue to be in uenced by the alignment of the Divisions

of the Def Sec with its Constitutional mandate and contribute to the achievement of the overall DOD mandate and the

Government trajectory. Aspects noted within the Def Sec situational analysis will continue to inform the organisation

and development of the functions and activities within the Def Sec supported by auditable performance information.

The Def Sec performance delivery and organisational environments consider the factors within the external and

internal environments that have been identi ed as challenges that will affect service delivery requirements during 2012

and beyond.

The MOD&MV has re-con rmed her FY2011/12 priorities as relevant for the FY2012/13 and therefore form the basis

for the development of this 2012 Annual Performance Plan (APP). The execution of these Ministerial strategic priorities

will enhance and support the effective realisation of the Def Sec mandate while contributing to the national priorities of

Government. Ongoing monitoring and evaluation of Def Sec performance against these identi ed strategic priorities

will test the extent to which the Def Sec function has been able to “do things differently and achieve more with less”.

The Ministerial priorities which are applicable to the Def Sec for the FY2012 and beyond are as follows:

• Job Creation. In support of the Government initiative on job creation, the Def Sec environment will strive to

contribute to the creation of job opportunities in the Defence Industry through approved DOD projects.

• National Youth Service (NYS). The ongoing execution of the NYS system, although with reduced intake gures,

through the use of core Defence capabilities to provide initial training to the youth prior to absorption into service

delivery departments will be ongoing during 2012 and the MTEF.

• Restructuring and Support of the Defence Industry. The restructuring of the Defence industry will focus on

required Defence capabilities and the sustainability thereof. The Defence Industry Framework and function are

to be fully aligned in order to ensure synchronisation of these with the requirements and mandate of Defence.

The emphasis of the restructuring will be focused on the Governance, Risk Management, Compliance and

Accountability framework function applicable within the Defence portfolio.

It is envisaged that the White Paper on the Defence Industry will be nalised during the course of 2012

for implementation during 2013 while the Defence Industry Strategy will be nalised during the course of

2012 to strategically position the Defence function to maximise the responsiveness of the Defence Industry in

supporting the delivery of the Defence mandate.

The DOD during the course of 2012 and beyond shall adopt a zero tolerance approach to all forms of corruption

and fraud within the department. The infrastructure to combat fraud and corruption is to be fully capacitated and

shall include the capacitation of the Military Justice System, Military Police and the Inspector General. The ght

against fraud and corruption will address ICT based risk areas which will be responded to through skilled DOD

IT functionaries. In order for Defence to remain at the forefront of innovations and best-practices pertaining to the

prevention of fraud and corruption practices and trends, benchmarking with other State organs are to be undertaken

by Defence. The management of DOD assets is the responsibility of commanders and managers within the DOD

and to ensure accountability, this aspect shall be included in the Commanders and Managers 2012 Performance

Agreements.



DOD POLICY PROPOSALS IN SUPPORT OF THE PRIORITIES OF THE MOD&MV

In support of the MOD&MV ministerial priorities, the Def Sec will undertake the following policy proposals during 2012:

• During 2011, the development of a policy framework which forms the basis of the Defence Amendment Act 22

of 2010 and its implementation was developed. The approval of the policy framework will be undertaken during

the course of 2012.

• The contribution by Defence during 2011 to the crime prevention strategy of the Government will continue during

the course of 2012, which will continue to include support to the priorities and requirements of the Justice, Crime

Prevention and Security (JCPS) Cluster.

• During 2011, the investigation of the Research Capability organisation structural design was conducted. During

the course of 2012 approval will be sought for the structural design. This capability within the Defence Policy,

Strategy and Planning Division shall inform departmental policy development and formulation. In addition, this

capability will include resourced, international benchmarking and best practice analyses with other Defence

sectors.

• The restructuring of the Defence industry will focus on required Defence capabilities and the sustainability thereof.

The Defence Industry Framework and functions are to be fully aligned in order to ensure synchronisation of these

with the requirements and mandate of Defence. The emphasis of the restructuring will focus on the governance,

risk management, compliance and accountability framework function applicable within the Defence portfolio.

• The investigation into the repositioning of the DOD “Central Staff” will continue to receive attention during the

course of 2012 and shall allow for the execution of the distinct yet complimentary mandates of the Def Sec and

the SANDF.

• The Human Resource Development Strategy and Plan was concluded and approved during 2011 with the piloting

of the strategy within the DOD during the course of 2012. It is furthermore envisaged that 2012 will see the 25%

completion of the DOD skills audit.

• 2011 saw the development and conclusion of a Defence Fiscal and Defence Capability framework. It is, however,

expected that the Defence review process will be concluded during 2012 after which alignment between the two

latter documents will ensue.

• The approval of the DOD Armed Forces Day Policy Framework that facilitates engagements of the armed forces

with the national citizenry will be concluded during the course of 2012. Notwithstanding, the President of the

RSA, the Commander-in-Chief of the SANDF declared on 18 January 2012, that henceforth, 21 February 2012,

the day of the sinking of the SS 1Mendi will be commemorated as National Armed Forces Day.

The Def Sec will ensure that the above-mentioned Ministerial Priorities are executed within the framework of good

governance, risk, compliance and accountability management principles. The strategic resourcing of the above

mentioned priorities will underpin departmental funding initiatives and requirements to ensure full support to the

Executive Authority.

1 SS Mendi was a steamship of the Elder Dempster Line, chartered by the British government as a troopship, which sank off the Isle of Wight in 1917 with the loss of 646 lives. The Mendi sinking is considered one of the greatest tragedies in the history of the South African military, and was one of the worst maritime disasters of the 20th century in British waters.

37

ORGANISATIONAL ENVIRONMENT

The strengthening of departmental corporate governance initiatives initiated the consideration of macro organisational

repositioning, thereby serving as an enabler to the execution of the respective Def Sec and SANDF legislative mandates.

The envisaged repositioning of the Def Sec to ensure alignment with its constitutional and legislative mandate seeks to

strengthen the civil-control/oversight function of the Def Sec, inclusive of the corporate governance, risk, compliance

and accountability functions. Amongst others, the establishment of a departmental compliance and internal audit

structure will enhance the oversight mandate of the Def Sec.

The current macro organisational structure of the Def Sec is indicated in Figure 1.

Figure 1: Def Sec Macro Organisational Structure

DEFENCE SECRETARIAT MACRO ORGANISATIONAL DESIGN

Ministry of Defence &

Military VeteransLEVEL 0

LEVEL 1

DOD Central

Staff

Defence Secretariat

Human Resource Division

Defence Legal

Service Division

Defence Foreign

Relations Division

Defence Policy,

Strategy and Planning Division

Financial Management

Division

Defence Material Division

Defence International

Affairs

Internal Audit

Division

Defence Enterprise Information

Systems Management

Division DOD CENTRAL STAFF

HODSCI

THE DOD STRATEGIC PLANNING FRAMEWORK (SPF)

A departmental SPF has been developed within Defence with the aim to provide a comprehensive framework, within

which the Defence outcomes-based strategic planning, budgeting, risk management and reporting processes are

executed in the realisation of the Defence mandate. The outputs of the framework provide direction and support the

achievement of the following:

• Implementation of the outcomes based planning in the DOD.

• Alignment of the DOD strategic planning, budgeting, risk, monitoring and evaluation (reporting) processes

within the requirements of national legislation and the National Treasury Framework for Strategic and Annual

Performance Plans.

• Improved output delivery accountability.

• Defence performance information management is focused strategically on attaining the defence mandate as

aligned to the Government intent and priorities.



REVISIONS TO LEGISLATIVE AND OTHER MANDATES

Currently there are no revisions to the legislative mandate of the Def Sec. The Def Sec will, however, focus on drafting,

nalising and implementing the following legislation during the 2012:

• Military Discipline Bill, 2012. The Constitution enjoins the State to respect the dignity of all persons, but some of

the offences and penalties are not in line with this injunction. Scheduled to be tabled before cabinet during

May 2012 and Parliament in July 2012.

• Military Ombudsman Bill. To make provisions for the appointment of a Military Ombudsman to attend to complaints

by members of the SANDF.

• Defence and Related Acts Repeal and Amendment Bill, 2012. To repeal and amend Defence and Related Acts.

Scheduled to be tabled before cabinet during May 2012 and Parliament in July 2012.

• Defence Amendment Bill, 2012. To amend the Defence Act 2002 comprehensively. The Department is currently

conducting a Defence Act review as well as other strategic imperatives that will require legislative amendments.

Scheduled to be tabled before Cabinet between March to June 2012 and in Parliament in July 2012.

• Cluster Munitions Bill, 2012. To enact the provisions of the Conventions on Cluster Munitions into South African

Law. Scheduled to be tabled before cabinet during May 2013 and in Parliament in July 2013.

PENDING COURT RULINGS

There are no pending court rulings within the Def Sec which may in uence departmental policy.

39

PART B: OVERVIEW OF 2012 BUDGET AND MTEF ESTIMATES

FINANCIAL CONSIDERATION AND ALLOCATION FOR ADMINISTRATION PROGRAMME

The budget of the Def Sec is allocated within Programme 1: Administration. The budget of the Administration

programme of the Department of Defence is 9.95% of the total Defence Budget Vote while the Def Sec budget

comprises 3.55% of the total Defence Budget Vote. Furthermore, 57.42% of the Administration programme:

Programme 1 is allocated to the Def Sec. The Defence Budget Vote is provided in Table 2 below.

Table 2: Defence Budget Allocation Per Main Programme: FY2012/13 MTEF

Main Programme 2011/12 2012/13 2013/14 2014/15

R’000 R’000 R’000 R’000

Administration 3,718,428 3,730,776 4,040,659 4,262,656

Force Employment 2,332,012 2,670,902 2,959,205 3,200,673

Landward Defence 11,328,608 12,686,731 13,751,279 14,253,986

Air Defence 6,355,776 6,749,665 7,204,878 7,709,470

Maritime Defence 2,564,677 2,551,307 2,755,491 3,198,209

Military Health Support 3,244,263 3,316,507 3,515,105 3,692,513

Defence Intelligence 661,636 709,663 740,475 778,507

General Support 4,143,687 5,077,403 4,977,568 5,236,095

TOTAL 34,349,087 37,492,954 39,944,660 42,332,109

An overview of the budget allocation of the Administration programme of the DOD is provided in Table 3 below,

inclusive of the percentage allocation of the funds distribution to the sub-programmes within the Def Sec and the

SANDF.



Table 3: Budget for the DOD Administration Programme Per Sub-Programme

Administration Budget Vote2 % of Total Administration

Budget (2012/13)

Medium-Term Estimates

R’000 R’000

Sub-programmes 2011/12 2012/13 2012/13 2013/14 2014/15

Ministry3 55,694 1.74% 64,695 69,864 74,751

Departmental Direction4 38,740 1.49% 55,667 58,149 61,209

Policy and Planning 96,699 2.78% 103,877 109,170 114,367

Financial Services 266,091 7.54% 281,657 293,618 306,759

Human Resource Support Services 635,355 16.48% 614,659 639,308 666,089

Legal Services 160,942 4.69% 175,258 184,604 196,560

Inspection Services 69,759 2.09% 77,988 81,592 85,451

Acquisition Services 54,129 1.23% 46,115 49,128 51,287

Communication Services 29,652 0.84% 31,408 32,592 34,043

SANDF Command and Control 105,828 3.14% 117,084 121,575 126,692

Religious Services 9,628 0. 31% 11,652 12,219 12,779

Defence Reserve Direction 15,859 0.45% 16,856 17,648 18,572

Defence Foreign Relations 172,433 5.28% 196,982 207,750 271,991

Of ce Accommodation 1,961,950 50.54% 1,885,401 2,112,534 2,242,618

Military Veterans Management 45,370 1.37% 51,207 50,941 53,997

TOTAL 3,718,129 3,730,776 4,040,659 4,262,656

2 The FY2011/12 allocation will serve as the baseline for the calculation of gures within this table.

3 The budget of the Ministry includes the R5 million allocations for the Military Ombudsman that was allocated as additional funding during the 2012 MTEF process.

4 Departmental Direction includes the budget for the of ce of the Secretary for Defence, Defence Supply Chain Integration, Government Information Technology Of ce and the Defence Internal Audit.


Table 4: Budget for the DOD Administration Programme Per Economic Classi cation

Administration Budget Vote Medium-Term Estimates

R’000 R’000

Economic Classi cation 2011/12 2012/13 2013/14 2014/15

Current Payments 3,668,167 3,624,512 3,931,670 4,148,470

Compensation of Employees 1,235,176 1,301,586 1,373,615 1,440,233

Goods and Services 2,432,991 2,322,926 2,558,055 2,708,237

Transfer and Subsidies 36,440 90,116 91,327 94,730

Provinces and Municipalities 0 0 0 0

Departmental Agencies and Accounts 14,908 67,863 68,733 72,253

Universities and Technikons 0 0 0 0

Foreign Governments and International Organisations 0 0 0 0

Public Corporations and Private Enterprises 0 0 0 0

Non Pro t Institutions 5,917 6,213 6,523 6,850

Households 15,615 16,040 16,071 15,627

Payment for Capital Assets 13,522 16,148 17,662 19,456

Buildings and other Fixed Structures 0 0 0 0

Machinery and Equipment 13,522 16,133 17,662 19,456

Heritage Assets 0 0 0 0

Specialised Military Assets 0 0 0 0

Biological Assets 0 0 0 0

Land and Sub-soil Assets 0 0 0 0

Software and Other Intangible Assets 0 15 0 0

Total 3,718,129 3,730,776 4,040,659 4,262,656

EXPENDITURE TRENDS FOR THE ADMINISTRATION PROGRAMME OVER THE FY2012/13 MTEF

Expenditure for the Defence Administration Programme increased from R2.4 billion in 2008/09 to R3.7 billion in

2011/12 at an average annual rate of 15.1% and is expected to increase to R4.3 billion in 2014/15 at an average

annual rate of 4.7%. The slow rate of increase over the latter part of the MTEF is due to the decrease in the provision for

of ce accommodation of which the funds are being used to establish the Defence Works Formation. The expansion

of organisational structures within the of ce of the minister and the multi-media campaign launched by the ministry

resulted in increases of 139.1% and 94.1% in the Ministry sub-programme in 2009/10 and 2010/11.

The 31.6% increase in Policy and Planning in 2011/12 is due to an allocation for the implementation of a Balance

Scorecard and Structure Management Control System. The increase of 42.2% in Departmental Direction in 2012/13

is due to the establishment of a supply chain of ce in the Def Sec. The increase of 10.7% in Inspection Services

in 2012/13 is due to the appointment of staff to nalise the closing-down audits of the group headquarters and

commando units. The 22.9% increase in Defence Foreign Relations in 2011/12 is due to the establishment of

additional military attaché of ces. The decrease in goods and services in 2012/13 is also due to the decrease in the

provision for of ce accommodation.



DEF SEC FINANCIAL INFORMATION

The full cost and allocated budgeted amount per sub-programme of the Def Sec is indicated in Table 5. The full

cost indicates the variation between the required and allocated funds per sub-programme in order to achieve both

the sustained and change agenda of the Department. The full cost and the budget are linked to the current budget

programme structure.

The Def Sec budget is located within Programme 1: Administration of the current Defence budget programme

structure. The programme structure is structured according to the two Defence entities (Def Sec and SANDF) and not

the DOD as a whole. This will ensure that the Secretary for Defence (Sec Def) and the Chief of the SANDF (C SANDF)

take responsibility for their responsible areas.

The table below re ects the full cost of the sub-programmes within Programme 1: Administration. These gures

include the budget of the DOD Central Staff which includes the Defence Foreign Relations, Legal Services and

Human Resources Services entities.

Table 5: Def Sec Full Cost for the FY 2012/13 to the FY 2014/15

Administration 2012/13 2013/14 2014/15

R’000 R’000 R’000

Sub-programmes Full Cost Estimate Full Cost Estimate Full Cost Estimate

Ministry (Including the Rm5 budget allocation for the Military Ombudsman)

64,695 64,695 69,864 69,864 74,751 74,751

Departmental Direction

(Of ce of the Secretary for Defence, Government Information Technology Of ce, Defence Supply Chain Integration and Internal Audit)

55,667 55,667 58,149 58,149 61,209 61,209

Policy and Planning

(Defence Policy, Strategy and Planning)70,464 80,464 85,656 85,656 90,374 90,374

Financial Services 281,657 281,657 293,618 293,618 306,759 306,759

Human Resource Support Service 614,659 614,659 639,308 639,308 666,089 666,089

Legal Service 175,258 175,258 184,604 184,604 196,560 196,560

Acquisition Services 46,115 46,115 49,128 49,128 51,287 51,287

Defence Foreign Relations

(Defence International Affairs)14,902 14,177 15112 14,024 15,533 14,246

Total 1,323,417 1,332,,692 1,395,439 1,394,351 1,462,562 1,461,275

EXPENDITURE TRENDS FOR THE DEF SEC OVER THE FY2012/13 MTEF

Expenditure increased from R933 million in 2008/09 to R1.27 billion in 2011/12 at an average annual rate of 11.2

per cent and is expected to increase to R1.46 billion in 2014/15 at an average annual rate of 4.7 per cent. The high

increase at the beginning of the term is mainly due to the expansion of organisational structures within the of ce of

the minister, the multi-media campaign launched by the ministry and the implementation of the new remuneration

system for military personnel, especially within the Legal Services and HR Support Services sub programmes.

The high increase in Policy and Planning in 2011/12 is due to an allocation for the implementation of a balance

scorecard and structure management control system while the high increase in Departmental Direction in 2012/13

is due to the establishment of a supply chain of ce in the Def Sec. The high initial increases in the Defence Foreign

Relations (Defence International Affairs Division) are due to the staf ng of organisational structures as the Division was

established.


PART C: PROGRAMME AND SUB-PROGRAMME PLANS

OVERVIEW OF PROGRAMME 1: ADMINISTRATION

The Def Sec mandate nds expression within the Administration Programme (Programme 1) of the Estimate of

National Expenditure (ENE). This programme is mandated to facilitate the overall management of the Department,

discharging the responsibilities of the Accounting Of cer, pursuit of the Minister’s policy direction, as well as charging

Divisions with the development of norms and standards within the respective individual areas of responsibility. The

Administration Programme provides centralised human resource support, defence legal services and defence foreign

relations support functions. These functions include centralised governance risks and compliance expertise, the

determination of working methods and procedures that improve internal controls, as well as the veracity of information

provided.

ADMINISTRATION PROGRAMME PURPOSE AND OUTPUTS

The Administration Programme provides departmental administrative support, policy development and the overall

management of the DOD. To ensure strategic budgeting and reporting, the outputs of the Def Sec are presented in

terms of sub-programmes. The sub-programmes represent the contribution of the various Divisions in the Def Sec to

the overall mandate of the Def Sec.

Table 6: Administration Sub-programme Purpose, Responsibility and Outputs

Sub- Programme Purpose Responsibility Outputs

Ministerial Direction. To provide political direction to the DOD to ensure the democratic Defence of South Africa by meeting the required Defence commitments and providing appropriate Defence capabilities.

Minister and Deputy Minister of Defence and

Military Veterans

The Ministerial Direction sub-programme provides political direction to the DOD to ensure the defence of South Africa by meeting the approved ordered defence commitments and providing appropriate defence capabilities.5Of ce of the Military Ombudsman. To make provision for the attending to complaints by members of the SANDF.

Departmental Direction. To provide departmental direction to the DOD to ensure the effective, ef cient and proper conducting of Defence activities in accordance with legislation and policy.

Secretary for Defence The Departmental Direction Sub-programme provides corporate direction to the DOD through the following:• Provision of departmental direction to the DOD.• Policy advice to the Minister of Defence and Military

Veterans.• Management of DOD Parliamentary activities and

engagements.• Management of DOD’s participation in clusters, as well

as implementation of DOD obligations arising there from• Management of defence policy within the DOD.• Management of the National Convention Arms Control

Committee (NCACC) support activities.• The Supply Chain Integration Division Sub-programme

ensures the effective and ef cient procurement and disposal of goods and services in the DOD.

Policy and Planning. To advise on national security policy matters and co-ordinate the strategic direction process by developing, formulating, monitoring and adapting Defence policy, strategy and plans in accordance with national policy to enable the effective, ef cient and proper conduct of Defence activities.

Chief of Defence Strategy, Policy and Planning

The Defence Policy, Strategy and Planning Sub-programme provides the DOD’s defence policy, strategy and planning capability through the following:

• National Defence policy advice and policy support to the DOD.

• Defence strategic business architecture.• Strategic planning, risk management and performance

management and evaluation functions.Provision of secretariat and administrative support to the NCACC and its subcommittees.

5 Rm5 (FY2012/13), Rm8 (FY2013/14) and Rm10 (FY14/15) allocated for the 2012 during Nov 2011



Sub- Programme Purpose Responsibility Outputs

Financial Services. To provide a cost-effective nancial management service to the Minister of Defence, the Secretary for Defence and the Chief of the South African National Defence Force within the evolving regulatory framework, by means of a professional representative civilian nancial management corps and an appropriate nancial management system.

Chief Financial Of cer To provide a cost-effective nancial management service to the DOD within the evolving regulatory framework by means of a professional, representative civilian nancial management corps, which is supported by an appropriate nancial management system.

Acquisition Service. To optimally direct and manage acquisition of DOD speci ed materiel and technology requirements by means of competent personnel within the allocated budget and in accordance with policies and prescripts.

Chief of Defence Matériel The Acquisition Services sub-programme optimally directs and manages the acquisition of DOD speci ed matériel and technology requirements by means of competent personnel within the allocated budget and in accordance with policies and prescripts.

Inspection Services. To ensure the validity and veracity of the management information of the DOD.

Internal Audit The Inspection Services ensure the validity and veracity of the management information of the DOD.

Human Resources Support Services. To provide full human resource support services to the DOD.

Chief Human Resources

(DOD Central Staff)

To provide full human resources support services to the DOD.

Legal Service. To provide professional, legitimate and deployable Defence legal services and support commensurate to the needs of the DOD.

Chief of Defence Legal Services

(DOD Central Staff)

To provide professional, legitimate and deployable Defence legal services and support commensurate to the needs of the DOD.

Communication Services. To provide Defence communication, policy, strategy and plans in accordance with DOD policy and national (Government Communication and Information System – GCIS) policy, and provide a centralised corporate communication capability, services and products in order to enable effective, ef cient, interactive, two-way communication between the DOD and its public/stakeholders.

Head of Communication To provide Defence communication policy, strategy and plans in accordance with DOD policy and GCIS policy and provide a centralised corporate communication capability, services and products in order to enable effective, ef cient interactive, two way communication between DOD and its public/ stakeholders.

6Defence International Affairs. Formulate and provide policy advice on the determination and conduct of Defence foreign relations and the attendant Defence diplomatic engagement and ensure that such policy accords with evolving and emerging foreign policy of the country. Defence Foreign Relations. To provide the DOD and MOD with a foreign relations capability and services.

Chief of Defence International Affairs

(CDIA)

Chief of Defence Foreign

Relations

(DOD Central Staff)

The Defence International Affairs Sub-programme manages all defence international affairs and related activities.

Not applicable to the Def Sec.

Of ce Accommodation. To manage the payment of accommodation charges, leases and municipal services as a direct result of the devolution of a portion of the National Department of Public Works’ budget to national departments (Managed within General Support Programme).

Chief of Logistics Not applicable to the Def Sec.

6 The budget allocation of the CDIA is located within the Defence Foreign Relations sub-programme


CHANGES TO BUDGET PROGRAMME STRUCTURE

No changes have been made to the budget programme structure of the Def Sec. However, it is envisaged that the

budget programme structure will be aligned with the National Treasury Framework for Budget Programme Structure

for the MTEF FY2013/14-FY2015/16 (i.e. programmes have to be grouped within the three categories namely support

service programmes, service delivery programmes and enabling programmes). The departmental budget programme

structures should allow the linking and monitoring of resource/s allocation with the output deliverables of the defence

programme/sub-programme structures.

CORPORATE PERFORMANCE INFORMATION MANAGEMENT

DEF SEC STRATEGY MAP

Figure 2: Def Sec Strategy Map

Output Deliverables

Internal Processes

Resources Management

Building for the Future

D3: Provide sound defence direction



D4: Ensure defence in compliance with

Regulatory Framework





D1: Govern defence commitments in accordance with government policy and

strategy

D1: Govern defencecommitments in accordance with government policy and

strategy

D1: Govern defence commitments in accordance with government policy and

strategy

R1: Provide professional & Supported Def

Sec Human Resources

R1: Provideprofessional & Supported Def

Sec Human Resources

R1: Provide professional & Supported Def

Sec Human Resources

R2: Provide appropriate and

sustained Def Sec Equipment





R3: Provide integrated and

reliable Def Sec Information and

Intelligence



Intelligence



Intelligence

R4: Provide sound Financial Management of

the Sec Def

R4: Providesound FinancialManagement of

the Sec Def

R4: Provide sound Financial Management of

the Sec Def

F2: Acquire DOD Main

Equipment and Doctrine





F5: Ensure Consensus on

Defence

F5: EnsureConsensus on

Defence

F5: Ensure Consensus on

Defence

F3: Undertake Defence

Research & Development





F4: Promote and appropriate

DefenceIndustry


DefenceIndustry


DefenceIndustry

P1-1: Develop comprehensive

DefenceStrategy & Policy





P1-2: Provide comprehensive

Instructions Framework

P1-2: Providecomprehensive

InstructionsFramework

P1-2: Provide comprehensive

Instructions Framework

P1-3: Ensure efficient systems & Processes

for monitoring & evaluation in the DOD





P1-4: Ensure corporate support

function

P1-4: Ensurecorporate support

function

P1-4: Ensure corporate support

function

P1-5: Ensure information

management in the DOD





P1-6: Ensure financial

management for the DOD

P1-6: Ensurefinancial


P1-6: Ensure financial


Enhanced Civil Control of Defence

DEF SEC OUTCOME

Outcomes are de ned as “what the Def Sec ultimately wishes to achieve” as aligned with the legislative mandate of

the Def Sec. The outcome of the Def Sec is “Enhanced Civil Control of Defence” as informed by Section 8 of the

Defence Act 42 of 2002.

DEF SEC OUTPUTS

The outputs of the Def Sec are de ned as “what we produce or deliver”. The outputs of the Def Sec are aligned with

the outcome of the Def Sec and are indicated in Table 7.



Table 7: Def Sec Outputs

Output 1 Defence Commitments in accordance with Government Policy and Strategy.

Output 2 Sound Defence Direction.

Output 3 Defence in Compliance with Regulatory Framework.

DEF SEC ACTIVITIES

The activities of the Def Sec are described as “what we do”. The Activities of the Def Sec are indicated in Table 8.

Table 8: Def Sec Activities

Activity 1 Develop comprehensive Defence Strategy and Policy.

Activity 2 Provide a comprehensive instructions framework.

Activity 3 Ensure ef cient systems and processes for effective Monitoring and Evaluation in the DOD.

Activity 4 Ensure a corporate support function.

Activity 5 Ensure Information Management in the DOD.

Activity 6 Ensure Financial Management for the DOD.

DEF SEC INPUTS (RESOURCE MANAGEMENT)

Inputs are de ned as “the resources (inputs) we use to do our work”. The following inputs of the Def Sec in support

of the activities are listed in Table 9.

Table 9: Def Sec Inputs

Input 1 Provide professional and supported Def Sec Human Resources.

Input 2 Provide appropriate and sustained Def Sec equipment.

Input 3 Provide integrated and reliable Def Sec Information and Intelligence.

Input 4 Provide sound Financial Management of the Def Sec.

BUILDING FOR THE FUTURE

The building-for-the-future perspective outlines of the Def Sec will be managed so as to ensure a Def Sec that is well

positioned to meet the future demands placed on the organisation.

Table 10: Def Sec: Building for the Future

Future Perspective 1 Acquire DOD main Equipment and Doctrine.

Future Perspective 2 Undertake Defence Research and Development.

Future Perspective 3 Promote an appropriate Defence Industry.

Future Perspective 4 Ensure Consensus on Defence.

DEF SEC PERFORMANCE INFORMATION

A core element of the civil control/oversight function entails the ensuring of sound departmental direction through the

development of strategies and appropriate policies in support of the Defence mandate and Government priorities

while ensuring effective departmental risk management. This Def Sec APP situational and organisational environments

as discussed above, are translated to an outcomes-based planning approach which culminates in a core set of

performance indicators and targets. The performance information represents both the oversight and execution

functions of the Def Sec and the “DOD Central Staff” entities.


This set of performance indicators, currently still in various stages of maturity, is developed so that they re ect

performance results of the DOD in a manner that complies with regulatory requirements and is useful, reliable and

auditable. Furthermore, efforts are being enhanced to monitor and evaluate performance of the DOD in accordance

with these core performance indicator speci cations including an increase in the use of automated information

management systems.

Performance information, as an integral part of the organisational performance management system in the DOD, is

the key to ensure that the DOD achieves its mandate, ensure that performance can be improved over time and see to

it that stakeholders enjoy transparency through a systematic internal and external monitoring and evaluation process.

The performance information of the Def Sec is developed in support of both the national priorities of Government as

a “changed agenda” articulated within the Delivery Agreement between the President of the RSA and the respective

Minister/s. Secondly, the presented performance indicators align and support the execution of the legislative mandate

of the Def Sec’s “sustained agenda” and provide both annual and quarterly targets to ensure accurate and credible

reporting against veri able performance information. These are presented as follows:

• Strategic Outputs Annual Targets: Table 11

(Linked to the delivery agreement of the MOD&MV).

• Strategic Outputs Quarterly Targets: Table: 12

(Linked to the delivery agreement of the MOD&MV).

• Core Programme Performance Indicators and Annual Targets: Table 13

(Not linked to the delivery agreement of the MOD&MV).

• Core Programme Performance Indicators and Quarterly Targets: Table 14

(Not linked to the delivery agreement of the MOD&MV).


PART C: PROGRAMME AND SUB-PROGRAMME PLANSS

TR

AT

EG

IC O

UT

PU

TS

AN

NU

AL

TA

RG

ET

S

Tab

le 1

1: S

trat

egic

Ou

tpu

ts A

nn

ual

Tar

get

s7

Per

form

ance

Ind

icat

or

Aud

ited

/Act

ual

Per

form

ance

Est

imat

ed

Per

form

ance

Med

ium

-Ter

m T

arg

ets

MT

SF

Out

com

eR

esp

ons

ible

Sub

P

rog

ram

me

08/0

909

/10

10/1

120

11/1

220

12/1

320

13/1

420

14/1

5

Per

cent

age

of P

SA

P d

isci

plin

ary

case

s n

alis

ed

with

in 1

20 d

ays

in th

e D

OD

New

Ta

rget

New

Ta

rget

New

Ta

rget

New

Tar

get

40%

40%

40%

Out

com

e 3

(Out

put 3

PI’s

2.2

.1)

Hum

an R

esou

rces

S

uppo

rt S

ervi

ces

Num

ber

of N

atio

nal Y

outh

Ser

vice

Pro

gram

me

(NY

SP

) par

ticip

ants

trai

ned

per

year

N

ew

Targ

etN

ew

Targ

etN

ew

Targ

et15

002

000

2 00

02

000

Out

com

e 5

(Out

put 3

PI’s

3.6

.1)

Hum

an R

esou

rces

S

uppo

rt S

ervi

ces

Num

ber

of M

ilitar

y S

kills

Dev

elop

men

t m

embe

rs in

the

syst

em p

er y

ear9

New

Ta

rget

7 35

78

874

11 1

406

673

4 15

94

153

Out

com

e 5

(Out

put 3

PI’s

3.6

.1)

Hum

an R

esou

rces

S

uppo

rt S

ervi

ces

Per

cent

age

(%) c

ompl

ianc

e w

ith A

U a

nd U

N

requ

irem

ents

rul

es a

nd re

gula

tions

for

peac

e m

issi

ons

New

Ta

rget

New

Ta

rget

65%

100%

100%

100%

100%

Out

com

e 11

(Out

put

3 P

Is 3

.2)

Def

ence

In

tern

atio

nal A

ffairs

Per

cent

age

(%) M

OU

com

plia

nce

with

agr

eed

forc

e le

vel f

or d

eplo

ymen

t in

UN

Mis

sion

sN

ew

Targ

etN

ew

Targ

et75

%80

%85

%90

%95

%O

utco

me

11 (O

utpu

t 3

PIs

3.2

)D

efen

ce

Inte

rnat

iona

l Affa

irs

Per

cent

age

(%) c

ompl

ianc

e w

ith th

e D

OD

fu

nded

HR

str

engt

hN

ew

Targ

etN

ew

Targ

etN

ew

Targ

et90

%90

%90

% 9

0%O

utco

me

12(O

utpu

t 2 P

I’s 2

.2

and

2.3)

Hum

an R

esou

rces

S

uppo

rt S

ervi

ces

Num

ber

of a

dver

se a

udit

ndi

ngs

New

Ta

rget

New

Ta

rget

New

Ta

rget

10

00

Out

com

e 12

(Out

put 3

PI’s

3.7

.1)

Fina

ncia

l Ser

vice

s

App

rove

d D

OD

pol

icy

regu

latin

g re

sour

ce u

nit

cost

ing

stat

usN

ew

Targ

etN

ew

Targ

etN

ew

Targ

etA

ppro

ved

Pol

icy

App

rove

d P

olic

yP

olic

y(Im

plem

en-

tatio

n)

Pol

icy

(Mon

-ito

r Im

ple-

men

tatio

n)

Out

com

e 12

(Out

put 1

PI’s

1.4

.2)

Fina

ncia

l Ser

vice

s

Per

cent

age

(%) a

chie

vem

ent o

f sig

ned

and

subm

itted

per

form

ance

agr

eem

ents

by

DO

D

SM

S m

embe

rs

New

Ta

rget

New

Ta

rget

New

Ta

rget

100%

100%

100%

100%

Out

com

e 12

(Out

put P

I’s 2

.1.1

)H

uman

Res

ourc

es

Sup

port

Ser

vice

s

Num

ber

of P

SA

P a

tten

ding

trai

ning

pr

ogra

mm

esA

nnua

llyN

ew

Targ

etN

ew

Targ

et25

8725

8725

8725

87O

utco

me

12(O

utpu

t PI’s

2.4

.2)

Hum

an R

esou

rces

S

uppo

rt S

ervi

ces

% D

OD

ski

lls a

udit

com

plet

ion

stat

usN

ew

Targ

etN

ew

Targ

etN

ew

Targ

etN

ew T

arge

t25

%

Com

plet

ed75

%

Com

plet

ed10

0%

Com

plet

edO

utco

me

5(O

utpu

ts 4

.1.1

)H

uman

Res

ourc

es

Sup

port

Ser

vice

s

7 A

djus

ted

in te

rms

of

nal F

Y20

12/1

3 B

udge

t Allo

catio

n


STR

ATEG

IC O

UTP

UTS

QU

AR

TER

LY T

AR

GET

S

Tab

le 1

2: S

trat

egic

Ou

tpu

ts Q

uar

terl

y Ta

rget

s

Per

form

ance

Ind

icat

or

Rep

ort

ing

Per

iod

Ann

ual T

arg

et20

12Q

uart

erly

Tar

get

s

1st2nd

3rd4th

Per

cent

age

(%) o

f PS

AP

dis

cipl

inar

y ca

ses

nal

ised

with

in 1

20 d

ays

Ann

ually

40%

--

-40

%

Num

ber

of N

atio

nal Y

outh

Ser

vice

Pro

gram

me

(NY

SP

) par

ticip

ants

tr

aine

d pe

r ye

ar

Ann

ually

2 00

0-

--

2 00

0

Num

ber

of M

ilitar

y S

kills

Dev

elop

men

t m

embe

rs in

the

sys

tem

per

ye

arA

nnua

lly6

673

--

-6

673

Per

cent

age

(%) c

ompl

ianc

e w

ith A

U a

nd U

N R

equi

rem

ents

Rul

es

and

Reg

ulat

ions

for

peac

e m

issi

ons

Ann

ually

100%

--

-10

0%

Per

cent

age

(%)

MO

U

Com

plia

nce

with

ag

reed

fo

rce

leve

l fo

r de

ploy

men

t in

UN

Mis

sion

sA

nnua

lly85

%-

--

85%

Com

plia

nce

with

the

DO

D fu

nded

HR

str

engt

hA

nnua

lly90

%-

--

90%

Num

ber

of a

dver

se a

udit

ndi

ngs

Qua

rter

ly0

00

00

App

rove

d D

OD

pol

icy

regu

latin

g re

sour

ce u

nit c

ostin

gQ

uart

erly

App

rove

d P

olic

y C

once

ptua

lisat

ion

Dev

elop

men

t of

dr

aft S

trat

egy

Sta

ke

ho

lde

rs

Con

sulta

tion

Pol

icy

App

rove

d

% A

chie

vem

ent o

f sig

ned

and

subm

itted

Per

form

ance

Agr

eem

ents

by

DO

D S

MS

mem

bers

A

nnua

lly10

0%10

0%

Num

ber

of P

SA

P a

tten

ding

trai

ning

pro

gram

mes

Ann

ually

2587

--

-25

87

Per

cent

age

(%) D

OD

ski

lls a

udit

com

plet

ion

stat

usQ

uart

erly

25%

Com

plet

ed5%

Com

plet

ed5%

Com

plet

ed5%

Com

plet

ed10

% C

ompl

eted


PART C: PROGRAMME AND SUB-PROGRAMME PLANSC

OR

E P

RO

GR

AM

ME

PE

RF

OR

MA

NC

E I

ND

ICA

TO

RS

AN

D A

NN

UA

L T

AR

GE

TS

Tab

le 1

3: C

ore

Pro

gra

mm

e P

erfo

rman

ce In

dic

ator

s an

d A

nn

ual

Tar

get

s89

Per

form

ance

Ind

icat

or

Aud

ited

/Act

ual

Per

form

ance

Est

imat

ed

Per

form

ance

Med

ium

-Ter

m T

arg

ets

Res

po

nsib

le

Sub

-Pro

gra

mm

e

08/0

909

/10

10/1

120

11/1

220

12/1

320

13/1

420

14/1

5

Of

ce o

f the

Milit

ary

Om

buds

man

sta

tus

New

Ta

rget

New

Ta

rget

New

Ta

rget

New

Tar

get

Of

ce e

stab

lishe

dO

f ce

fully

func

tiona

l an

d re

com

men

datio

ns

to th

e M

OD

&M

V

Of

ce fu

lly fu

nctio

nal

and

reco

mm

enda

tions

to

the

MO

D&

MV

Min

istr

y of

Def

ence

Coo

rdin

ated

D

efen

ce

enga

gem

ents

in

cl

uste

rsN

ew

Targ

etN

ew

Targ

etN

ew

Targ

etC

lust

er re

late

d su

bmis

sion

s by

de

ned

ta

rget

dat

es

Clu

ster

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ted

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issi

ons

by d

e n

ed

targ

et d

ates

.

Clu

ster

rela

ted

subm

issi

ons

by d

e n

ed

targ

et d

ates

.

Clu

ster

rela

ted

subm

issi

ons

by d

e n

ed

targ

et d

ates

.

Sec

Def

Sup

port

an

d re

sour

ce

the

Def

ence

R

evie

w p

roce

ssN

ew

Targ

etN

ew

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etN

ew

Targ

etH

R re

quire

men

ts a

re

met

100

% a

ccor

ding

to

clie

nt’s

dem

and

Sup

port

requ

irem

ents

ar

e m

et a

t 100

%

acco

rdin

g to

clie

nt’s

de

man

d

Nil

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Pol

icy

and

Pla

nnin

g

% D

epar

tmen

tal

polic

ies

auth

oris

ed f

or

prom

ulga

tion

New

Ta

rget

New

Ta

rget

New

Ta

rget

>70

%>

70%

>75

%>

80%

Pol

icy

and

Pla

nnin

g

Tabl

ing

of D

OD

(D

ef S

ec &

SA

ND

F) A

PP

in

P

arlia

men

t in

lin

e w

ith

the

natio

nal

pres

crip

ts o

n pl

anni

ng.

New

Ta

rget

New

Ta

rget

New

Ta

rget

Tabl

ed b

y Fe

brua

ry

2011

8

Tabl

ed b

y Fe

brua

ry

2012

Tabl

ed b

y Fe

brua

ry

2013

Tabl

ed b

y Fe

brua

ry

2014

Pol

icy

and

Pla

nnin

g

DO

D e

nter

pris

e ris

k m

anag

emen

t mat

urity

le

vel9

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us.

New

Ta

rget

New

Ta

rget

Leve

l 2Le

vel 4

Leve

l 4Le

vel 4

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l 4P

olic

y an

d P

lann

ing

Tabl

ing

of

the

DO

D

Ann

ual

Rep

ort

in

Par

liam

ent i

n lin

e w

ith n

atio

nal p

resc

ripts

.N

ew

Targ

etN

ew

Targ

etN

ew

Targ

etTa

bled

by

31 A

ugus

t 20

11Ta

bled

by

31 A

ugus

t 20

12Ta

bled

by

31 A

ugus

t 20

13Ta

bled

by

31 A

ugus

t 20

14P

olic

y an

d P

lann

ing

DO

D re

sear

ch c

apab

ility

stat

us.

New

Ta

rget

New

Ta

rget

New

Ta

rget

Org

anis

atio

nal S

truc

ture

de

sign

inve

stig

atio

n co

nduc

ted

Org

anis

atio

nal s

truc

ture

ap

prov

edFu

ndin

g an

d st

af n

g of

cr

itica

l vac

anci

esO

pera

tiona

lP

olic

y an

d P

lann

ing

Per

cent

age

litig

atio

n se

ttle

d in

fav

our

of

the

DO

D.

New

Ta

rget

New

Ta

rget

New

Ta

rget

50%

100%

100%

100%

Def

ence

Leg

al

Ser

vice

s

Def

ence

Fo

rce

Ser

vice

C

omm

issi

on

stat

us.

New

Ta

rget

New

Ta

rget

New

Ta

rget

Est

ablis

hed

Fully

func

tiona

l and

re

com

men

datio

ns

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itted

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e M

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t re

view

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sses

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t n

ding

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plem

ente

dH

uman

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ourc

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port

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vice

s

8 D

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liam

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rogr

amm

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hedu

ling

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e R

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agem

ent m

atur

ity le

vel i

s m

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red

agai

nst t

he d

evel

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ent a

nd im

plem

enta

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e po

licy

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tegy

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n A

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ateg

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hich

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form

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pro

ject

pla

n,

incl

udes

all

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activ

ities

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nder

take

n to

impr

ove

the

risk

man

agem

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atur

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vel.


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form

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icat

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imat

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ay P

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port

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vice

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pute

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plem

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an R

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stem

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emen

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emen

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PART C: PROGRAMME AND SUB-PROGRAMME PLANSP

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lisat

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func

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OG

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FO

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OR

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ET

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le 1

4: C

ore

Pro

gra

mm

e P

erfo

rman

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dic

ator

s an

d Q

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terl

y Ta

rget

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form

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arg

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ain

App

rova

l


PART C: PROGRAMME AND SUB-PROGRAMME PLANSP

erfo

rman

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g

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rel

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tot

al

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ally

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cent

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l of

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rter

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rati

cat

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role

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pol

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ers

Obt

ain

rst d

raft

inpu

ts

for

the

polic

yO

btai

n 2nd

dra

ft in

puts

for

the

polic

yC

onso

lidat

e al

l inp

uts

and

prep

are

for

polic

y ap

prov

al p

roce

ss.

Pro

mul

gate

d D

epar

tmen

t of

D

efen

ce

Info

rmat

ion

Str

ateg

y.Q

uart

erly

Mon

itor

and

revi

ewM

onito

rM

onito

rM

onito

rM

onito

r an

d re

view

Pro

mul

gate

d In

form

atio

n an

d C

omm

unic

atio

n sy

stem

s po

licy

deve

lopm

ent p

lan.

Qua

rter

lyM

onito

r an

d re

view

Mon

itor

Mon

itor

Mon

itor

Mon

itor

and

revi

ew

Def

ence

sc

al fr

amew

ork

stat

us.

Ann

ually

Rev

iew

of D

efen

ce

scal

fra

mew

ork

in li

ne w

ith

Def

ence

str

ateg

y

--

-D

efen

ce

scal

fram

ewor

k re

view

ed in

line

with

D

efen

ce s

trat

egy


Per

form

ance

Ind

icat

or

Rep

ort

ing

P

erio

dA

nnua

l Tar

get

2012

Qua

rter

ly T

arg

ets

1st2nd

3rd4th

Per

cent

age

(%) p

aym

ents

in a

ccor

danc

e w

ith in

voic

es/c

laim

s/ch

arge

s.A

nnua

lly10

0%-

--

100%

Per

cent

age

(%) c

ompl

ianc

e w

ith o

utpu

ts

of d

iplo

mat

ic m

issi

ons

in l

ine

with

SA

fo

reig

n po

licy.

Ann

ually

75

%-

--

75%

DO

D F

orei

gn R

elat

ions

str

ateg

y st

atus

.Q

uart

erly

Pol

icy

App

rove

dS

ubm

it po

licy

to

stak

ehol

ders

for

inpu

tsP

rese

nt p

olic

y to

sen

ior

of c

ers

for

advi

ceP

rese

nt p

olic

y to

sen

ior

of c

ers

for

appr

oval

Pol

icy

App

rove

d

% o

f po

sitio

ns

lled

aga

inst

allo

cate

d qu

otas

of i

nter

natio

nal i

nstit

utio

ns.

Ann

ually

20%

--

-20

%

Per

cent

age

(%)

impr

ovem

ent

publ

ic

opin

ion

of th

e D

OD

(val

ue fo

r m

oney

).A

nnua

lly17

% im

prov

emen

t to

82%

--

17%

impr

ovem

ent t

o 82

%

Leve

l of m

oral

e w

ithin

the

Def

Sec

.A

nnua

lly>

3-

--

>3


PART D: LINKS TO OTHER PLANS

PART D: LINKS TO DOD PLANS (RESOURCE PLANS)

As required by Section 5 of Treasury Regulations, the resources necessary for the delivery of the Def Sec mandate are

provided herewith. This part deals with the presentation of supporting and functional resource areas which support

the execution of the Def Sec mandate. These resource areas are located within an acknowledged inextricable link that

exists between the vision and the enablers.

LINKS TO THE DEF SEC LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS

There are no Long-term Infrastructure and other Capital Plans within the Def Sec.

CONDITIONAL GRANTS

There are no conditional grants within the Def Sec for 2012.

OVERVIEW OF PUBLIC-PRIVATE PARTNERSHIPS

There are no registered Public Private Partnerships within the Def Sec for 2012.

PUBLIC ENTITIES REPORTING TO THE DOD (EXECUTIVE AUTHORITY)

The DOD has an oversight role for two Public Entities which fall under Schedule 2 and 3 of the Public Finance

Management Act (Act No1 of 1999) namely Armscor and the Castle Control Board. The Sec Def therefore as an

Accounting Of cer of the Department, will oversee the performance of these Public Entities. Armscor receives

allocations from the scus while the Castle Control Board generates its own revenue. The summary of the mandate,

outputs and annual budget for both the abovementioned entities are provided in the table below.


Tab

le 1

5: P

ub

lic E

nti

ties

Rep

orti

ng

to

the

Exe

cuti

ve A

uth

orit

y

Ser

no

.N

ame

of

Pub

lic E

ntit

yLe

gis

lati

ve M

and

ate

Out

put

Cur

rent

Ann

ual

Bud

get

1A

rmsc

orTh

e m

anda

te o

f Arm

scor

is d

eriv

ed fr

om th

e A

rmsc

or A

ct 5

1 of

20

03 to

ass

ist t

he D

OD

& M

V w

ith th

e fo

llow

ing:

• To

be

a no

dal c

entr

e fo

r a

cqui

sitio

n.•

Dis

posa

l of e

quip

men

ts.

• D

ecis

ion

supp

ort

to d

efen

ce m

atér

iel

requ

irem

ents

of

the

DO

D re

quire

men

ts.

• C

ondu

ct t

he D

efen

ce t

echn

olog

y, r

esea

rch,

dev

elop

men

t, an

alys

is, t

est a

nd e

valu

atio

n re

quire

men

ts o

f the

Dep

artm

ent

of D

efen

ce e

ffect

ivel

y, e

f ci

ently

and

eco

nom

ical

ly.•

Cus

todi

an o

f Def

ence

Mat

érie

l Int

elle

ctua

l Pro

pert

y, in

clud

ing

an a

sset

regi

ster

.

• Fu

ndin

g an

d gr

owth

.•

Peo

ple

capa

bilit

ies.

• B

road

bas

ed b

lack

eco

nom

ic e

mpo

wer

men

t.•

Sta

keho

lder

rela

tions

hips

.•

Sup

port

loca

l ind

ustr

y.•

Ope

ratio

nal e

f ci

ency

.

• FY

2012

/13

R87

4,07

7,68

1•

FY20

13/1

4 R

926,

314,

256

• FY

2014

/15

R99

0,10

0,98

0

2C

astle

Con

trol

B

oard

The

Cas

tle C

ontr

ol B

oard

as

a pu

blic

ent

ity,

unde

r th

e P

ublic

Fi

nanc

e M

anag

emen

t A

ct (A

ct N

o 1

of 1

999)

sec

. 1,

has

the

m

anda

te t

o m

anag

e an

d pr

otec

t th

e C

astle

of G

ood

Hop

e on

be

half

of th

e M

inis

ter o

f Def

ence

hav

ing

the

ultim

ate

owne

rshi

p re

spon

sibi

lity

for

the

Cas

tle.

• C

ompl

ianc

e to

Reg

ulat

ory

Fram

ewor

k.•

Pre

serv

ed a

nd p

rote

cted

milit

ary

and

cultu

ral h

erita

ge s

ite.

• O

ptim

ised

tour

ism

pot

entia

l of t

he C

astle

of G

ood

Hop

e.•

Opt

imis

e ac

cess

ibilit

y to

the

Cas

tle o

f Goo

d H

ope

by th

e pu

blic

.

No

stat

e fu

nds

are

allo

cate

d to

the

Cas

tle C

ontr

ol B

oard

.


PART D: LINKS TO OTHER PLANSC

ON

SU

LTA

NT

UT

ILIS

AT

ION

The

Con

sulta

nt U

tilis

atio

n is

re e

cted

in th

e ta

ble

belo

w

Tab

le 1

6: C

onsu

ltan

t U

tilis

atio

n a

nd

HD

I Cla

ssi

cati

on f

or F

Y20

12/1

3

Ser

ial

No

Pro

ject

Tit

leTo

tal N

umb

er o

f C

ons

ulta

nts

req

uire

d o

n th

e P

roje

ct

Per

cent

age

Ow

ners

hip

by

HD

I Gro

ups

Dur

atio

n W

ork

Day

sC

ont

ract

Val

ue in

Ran

d

1S

uppl

y C

hain

Str

ateg

ic P

lan

of A

ctio

n

CS

IR: C

PS

C/G

/230

/08.

538

032

(151

day

s pe

r co

nsul

tant

)

R54

973

801

2Tr

ansf

orm

atio

n M

anag

emen

t A

dvis

ory

Boa

rd (T

MA

Boa

rd).

10 P

erm

anen

t mem

bers

on

the

TMA

Boa

rd.

N/A

One

-day

Boa

rd m

eetin

gs p

er

annu

m.

Four

two-

day

visi

ts to

Ser

vice

s pe

r an

num

.

Cha

irper

son

per

day:

R12

112

Mem

bers

per

day

: R1

208

Tota

l: R

206

856

v [In

clus

ive

of

tran

spor

tatio

n co

sts]

3A

sset

Man

agem

ent

Sto

ck V

eri

catio

n P

rogr

amm

e C

lass

ic O

ne C

onso

rtiu

m:

B/G

/839

/08.

106

257

R47

219

391

4M

edia

mon

itorin

g.C

ompa

ny to

be

cont

ract

ed.

Con

tinuo

us

(mon

thly

ana

lysi

s an

d re

port

s)

R70

0 00

0

TOTA

L AMO

UNT

USED

FOR

CON

SULT

ANTS

R10

3’10

0’04

8.00


RIS

K M

AN

AG

EM

EN

T

The

mai

n en

terp

rise

risks

that

cou

ld im

pact

on

the

real

izat

ion

of th

e D

ef S

ec’s

out

puts

are

tabu

late

d be

low

toge

ther

with

the

miti

gatio

n ac

tion.

:

Tab

le 1

7: D

ef S

ec E

nte

rpri

se R

isks

SE

R N

OE

NT

ER

PR

ISE

RIS

KM

ITIG

ATIN

G A

CT

ION

1In

effe

ctiv

e an

d in

ef c

ient

per

form

ance

as

a re

sult

of n

on-in

tegr

ated

and

inco

mpa

tible

IT

(Ent

erpr

ise

Res

ourc

e M

anag

emen

t) sy

stem

s.•

Ana

lysi

s of

all

the

syst

ems

in th

e D

OD

with

the

inte

ntio

n of

inte

grat

ion.

• A

ppro

achi

ng N

atio

nal T

reas

ury

for

perm

issi

on to

pro

cure

DO

S in

tegr

ated

sys

tem

.

2U

nrel

iabi

lity

of

DO

D

Per

form

ance

In

form

atio

n,

incl

usiv

e of

th

e D

OD

n

anci

al

stat

emen

ts, d

ue to

the

non-

inte

grat

ion

of IT

sys

tem

s an

d no

n-av

aila

bilit

y of

sou

rce

docu

men

ts.

• E

nhan

cem

ent o

f res

ourc

e m

anag

emen

t sys

tem

s to

impr

ove

inte

rnal

con

trol

s.•

Alig

nmen

t of

DO

D a

ccou

ntin

g m

anua

ls w

ith G

ener

ally

Rec

ogni

sed

Acc

ount

ing

Pra

ctic

e (G

RA

P) S

tand

ards

.•

Em

pow

er s

taff

/ em

ploy

qua

li e

d pe

rson

nel w

ith e

mph

asis

on

nan

cial

man

agem

ent

and

perfo

rman

ce re

port

ing

skills

.•

Impl

emen

tatio

n P

lan

for

the

Inte

rim P

erfo

rman

ce In

form

atio

n M

anag

emen

t P

olic

y sy

stem

to

be

deve

lope

d an

d ro

lled

out.

3Lo

ss o

f sta

te a

sset

s an

d da

mag

e to

repu

tatio

n du

e to

pos

sibl

e te

nder

irre

gula

ritie

s an

d ot

her

form

s of

cor

rupt

ion

& fr

aud.

• R

evis

e po

licy

on S

uppl

y C

hain

Man

agem

ent G

ood

Cor

pora

te G

over

nanc

e.•

Enh

ance

effe

ctiv

e S

uppl

y C

hain

Man

agem

ent

Gov

erna

nce,

Ris

k &

Com

plia

nce

(GR

C)

perfo

rman

ce w

ithin

the

DO

D a

nd i

ts A

gent

s, e

.g.

Arm

scor

, S

ITA

(D

OD

Sup

ply

Cha

in

Man

agem

ent C

omm

unic

atio

n P

lan)

. •

Impl

emen

t the

late

st N

atio

nal T

reas

ury

Sup

ply

Cha

in M

anag

emen

t Ins

truc

tion

Not

e.•

Impl

emen

tatio

n of

DO

D F

raud

Pre

vent

ion

Pla

n.

4Li

mite

d op

erat

iona

l le

gal

advi

ce a

nd l

egal

sup

port

pro

vide

d to

SA

ND

F du

ring

depl

oym

ents

, op

erat

ions

an

d ex

erci

ses

and

cost

ly

litig

atio

n re

sulti

ng

in

inef

fect

iven

ess

and

loss

es.

• In

tens

ify t

he r

eten

tion

of s

carc

e sk

ills t

hrou

gh i

mpl

emen

tatio

n of

Occ

upat

ion

Spe

ci c

D

ispe

nsat

ion

for

Milit

ary

Lega

l Pra

ctiti

oner

s an

d en

sure

tha

t th

e D

efen

ce L

egal

Ser

vice

s D

ivis

ion

is fu

lly c

apac

itate

d w

ith s

uita

ble

expe

rtis

e.•

Util

isat

ion

of R

eser

ve F

orce

com

pone

nt to

sup

plem

ent t

he c

urre

nt s

hort

age

of e

xper

tise.

• A

ppoi

ntm

ent o

f Chi

ef D

efen

ce L

egal

Ser

vice

s.•

Aw

aitin

g M

inis

teria

l Leg

al A

udit

Com

mitt

ee (M

LAC

) rec

omm

enda

tions

on

how

to c

apac

itate

th

e D

ivis

ion

to e

xecu

te it

s fu

nctio

n ef

fect

ivel

y.•

Incr

ease

Def

ence

Leg

al S

ervi

ces

Div

isio

n’s

nan

cial

bas

elin

e.

5In

abilit

y to

sec

ure

roya

lties

and

rev

enue

from

Def

ence

Inte

llect

ual P

rope

rty

(IP) a

nd

to p

rote

ct s

trat

egic

def

ence

inta

ngib

le a

sset

s (s

peci

cal

ly D

efen

ce IP

). •

Inte

grat

ed m

anag

emen

t D

OD

Inta

ngib

le C

apita

l Ass

ets

(ICA

) whi

ch w

ill re

sult

in a

cen

tral

In

telle

ctua

l Pro

pert

y re

gist

er fo

r th

e D

OD

.

6La

ck o

f su

ppor

t to

the

Def

ence

Ind

ustr

y m

ay r

esul

t in

fai

lure

to

supp

ort

DO

D’s

D

efen

ce c

apab

ility.

• D

evel

op a

nd im

plem

ent D

efen

ce In

dust

ry S

trat

egy

by 3

1 Ju

ly 2

012.

• D

efen

ce In

dust

ry C

ounc

il le

d by

Dep

uty

Min

iste

r of D

efen

ce a

nd M

ilitar

y Ve

tera

ns is

to b

e es

tabl

ishe

d by

01

Apr

12.

7In

adeq

uate

in u

ence

in th

e m

ulti-

late

ral a

rena

, res

ultin

g in

S.A

. nat

iona

l int

eres

t not

be

ing

prom

oted

.•

Con

tinue

d lia

ison

with

DIR

CO

and

HR

Div

isio

n to

war

ds i

mpl

emen

tatio

n of

the

joi

nt

appr

oach

to

ll th

e S

A q

uota

.

8P

ossi

ble

qual

i ed

aud

it re

port

.•

DO

D O

pera

tion

Cle

an A

udit

proj

ect

whi

ch c

onta

ins

actio

n pl

ans

in t

he v

ario

us s

trea

ms/

area

s th

at a

re p

rone

to b

e qu

ali

ed b

y th

e A

udito

r G

ener

al.


AN

NE

XU

RE

A

AM

EN

DM

EN

TS

TO

TH

E P

ER

FO

RM

AN

CE

IN

DIC

AT

OR

S T

HA

T A

RE

RE

FL

EC

TE

D I

N T

HE

DE

F S

EC

ST

RA

TE

GIC

PL

AN

(S

P)

FO

R T

HE

F

ISC

AL

YE

AR

S 2

011/

12-2

015/

16

Ser

N

oLo

cati

on

of

Am

end

men

t/s

Per

form

ance

Ind

icat

or

as R

e e

cted

in t

he

SP

Am

end

men

t as

Re

ect

ed in

the

AP

P

2012

Rem

arks

1Ta

ble

10:

Def

S

ec

Tren

dabl

e P

erfo

rman

ce

Indi

cato

rs a

nd T

arge

ts (P

age

41)

Tabl

e 12

: D

ef

Sec

Tr

enda

ble

Per

form

ance

In

dica

tors

and

Tar

gets

(Pag

e 42

)

Fina

lisat

ion

of

the

DO

D

Bor

der

Man

agem

ent

Str

ateg

y

FY20

12/1

3: Im

plem

enta

tion

FY20

13/1

4: Im

plem

enta

tion

FY20

14/1

5: Im

plem

enta

tion

Del

eted

Res

pons

ibilit

y of

re

port

ing

lies

with

CJ

ops.

2Ta

ble

10:

Def

S

ec

Tren

dabl

e P

erfo

rman

ce

Indi

cato

rs a

nd T

arge

ts (P

age

41)

Tabl

e 11

: Tr

enda

ble

Per

form

ance

Ind

icat

ors

and

Targ

ets:

Job

Cre

atio

n (P

age

41)

Tabl

e 13

: Def

Sec

: Out

puts

and

Ann

ual T

arge

ts fo

r M

TSF

Out

com

e 5

(Pag

e 43

)

Thro

ughp

ut in

ter

ms

of t

he D

OD

Nat

iona

l You

th

Ser

vice

Con

cept

.

FY20

12/1

3: 2

000

FY20

13/1

4: 6

000

FY20

14/1

5: T

BD

Num

ber

of

Nat

iona

l Yo

uth

Ser

vice

P

rogr

amm

e (N

YS

P)

part

icip

ants

tra

ined

per

ye

ar.

FY20

12/1

3: 2

000

FY20

13/1

4: 2

000

FY20

14/1

5: 2

000

Rew

ordi

ng

of

Per

form

ance

In

dica

tor

and

amen

dmen

t of

ta

rget

. Fr

amew

ork

has

been

de

velo

ped

by C

HR

.

3Ta

ble

10:

Def

S

ec

Tren

dabl

e P

erfo

rman

ce

Indi

cato

rs a

nd T

arge

ts (P

age

41)

Tabl

e 15

: Def

Sec

: Out

puts

and

Ann

ual T

arge

ts fo

r M

TSF

Out

com

e 12

(Pag

e 45

)

App

rove

d D

OD

Ant

i-cor

rupt

ion

Pol

icy.

FY20

12/1

3: A

ppro

ved

FY20

13/1

4: Im

plem

enta

tion

(Mon

itor)

FY20

14/1

5: M

onito

r (C

ompl

ianc

e)

Del

eted

Per

form

ance

Mea

sure

and

Tar

get

is th

e re

spon

sibi

lity

of th

e S

AN

DF

(IG).

4Ta

ble

10:

Def

S

ec

Tren

dabl

e P

erfo

rman

ce

Indi

cato

rs a

nd T

arge

ts (P

age

41)

Per

cent

age

Litig

atio

n se

ttle

men

t/s

in fa

vour

of t

he

DO

D

FY20

12/1

3: 6

0%

FY20

13/1

4: 7

0%

FY20

14/1

5: 8

0%

Per

cent

age

litig

atio

n se

ttle

d in

fav

our

of t

he

DO

D

FY20

12/1

3: 1

00%

FY20

13/1

4: 1

00%

FY20

14/1

5: 1

00%

Per

form

ance

Indi

cato

r rep

hras

ed.

Targ

ets

amen

ded.


Ser

N

oLo

cati

on

of

Am

end

men

t/s

Per

form

ance

Ind

icat

or

as R

e e

cted

in t

he

SP

Am

end

men

t as

Re

ect

ed in

the

AP

P

2012

Rem

arks

5Ta

ble

10:

Def

S

ec

Tren

dabl

e P

erfo

rman

ce

Indi

cato

rs a

nd T

arge

ts (P

age

41)

Inst

itutio

nalis

atio

n of

th

e D

efen

ce

Forc

e C

omm

issi

on

FY20

12/1

3: F

ully

func

tiona

l

FY20

13/1

4: R

evie

w (I

mpa

ct A

sses

smen

t)

FY20

14/1

5: R

evie

w (I

mpa

ct A

sses

smen

t)

Def

ence

For

ce S

ervi

ce C

omm

issi

on s

tatu

s

FY20

12/1

3: F

ully

func

tiona

l

FY20

13/1

4: Im

pact

Ass

essm

ent (

revi

ew)

FY20

14/1

5: A

sses

smen

t n

ding

s( re

view

ed)

Per

form

ance

Indi

cato

r not

alig

ned

to ta

rget

.

Per

form

ance

Indi

cato

r rep

hras

ed.

6Ta

ble

11:

Tren

dabl

e P

erfo

rman

ce I

ndic

ator

s an

d Ta

rget

s: J

ob C

reat

ion

(Pag

e 41

)M

embe

rs in

the

MS

DS

per

yea

r

FY20

12/1

3: 1

1 14

0

FY20

13/1

4: 1

1 14

0

FY20

14/1

5: 1

1 14

0

Num

ber

of

Milit

ary

Ski

lls

Dev

elop

men

t M

embe

rs in

the

syst

em p

er y

ear

FY20

12/1

3: 6

673

(Nov

201

1 bu

dget

)

FY20

13/1

4: 4

159

(Nov

201

1 bu

dget

)

FY20

14/1

5: 4

153

(Nov

201

1 bu

dget

)

Per

form

ance

Indi

cato

r rep

hras

ed.

Targ

ets

amen

ded.

7Ta

ble

11:

Tren

dabl

e P

erfo

rman

ce I

ndic

ator

s an

d Ta

rget

s: J

ob C

reat

ion

(Pag

e 41

)N

umbe

r of

Act

ive

Res

erve

s pe

r Ye

arD

elet

edP

erfo

rman

ce M

easu

re a

nd T

arge

t is

the

resp

onsi

bilit

y of

the

SA

ND

F (C

Def

Res

).

8Ta

ble

11:

Tren

dabl

e P

erfo

rman

ce I

ndic

ator

s an

d Ta

rget

s: J

ob C

reat

ion

(Pag

e 41

)

Tabl

e 13

: Def

Sec

: Out

puts

and

Ann

ual T

arge

ts fo

r M

TSF

Out

com

e 5

(Pag

e 43

)

% V

acan

t fun

ded

post

s ll

ed b

y Ju

ne 2

011

FY20

12/1

3: 1

00%

FY20

13/1

4: 1

00%

FY20

14/1

5: 1

00%

Com

plia

nce

with

th

e D

OD

fu

nded

H

R

stre

ngth

FY20

12/1

3: 8

2 99

1 (7

9 80

2)

FY20

13/1

4: 8

2 99

1 (7

9 00

9)

FY20

14/1

5: 8

2 99

1 (7

9 72

3)

Per

form

ance

Indi

cato

r rep

hras

ed.

Targ

ets

amen

ded

in

brac

kets

ac

cord

ing

to N

ov 2

011

budg

et

adju

stm

ent.

8Ta

ble

11:

Tren

dabl

e P

erfo

rman

ce I

ndic

ator

s an

d Ta

rget

s: J

ob C

reat

ion

(Pag

e 41

)

Tabl

e 15

: Def

Sec

: Out

puts

and

Ann

ual T

arge

ts fo

r M

TSF

Out

com

e 12

(Pag

e 45

)

% D

eclin

e in

turn

over

rat

es

FY20

12/1

3: 5

%

FY20

13/1

4: 5

%

FY20

14/1

5: 5

%

Com

plia

nce

with

th

e D

OD

fu

nded

H

R

stre

ngth

FY20

12/1

3: 8

2 99

1

FY20

13/1

4: 8

2 99

1

FY20

14/1

5: 8

2 99

1

Per

form

ance

Indi

cato

r rep

hras

ed.

Targ

ets

amen

ded

and

com

bine

d w

ith a

bove

per

form

ance

indi

cato

r.

9Ta

ble

11:

Tren

dabl

e P

erfo

rman

ce I

ndic

ator

s an

d Ta

rget

s: J

ob C

reat

ion

(Pag

e 41

)E

stab

lishm

ent o

f a D

OD

Wor

ks C

apab

ility

func

tion

(Str

ateg

ic D

irect

ion)

FY20

12/1

3: M

onito

r (Im

plem

enta

tion)

FY20

13/1

4: M

onito

r (Im

pact

)

FY20

14/1

5:

Del

eted

Per

form

ance

Mea

sure

and

Tar

get

is th

e re

spon

sibi

lity

of th

e S

AN

DF

(C L

og).


Ser

N

oLo

cati

on

of

Am

end

men

t/s

Per

form

ance

Ind

icat

or

as R

e e

cted

in t

he

SP

Am

end

men

t as

Re

ect

ed in

the

AP

P

2012

Rem

arks

10Ta

ble

11:

Tren

dabl

e P

erfo

rman

ce I

ndic

ator

s an

d Ta

rget

s: J

ob C

reat

ion

(Pag

e 41

)C

reat

ion

of

job

oppo

rtun

ities

in

th

e D

efen

ce

indu

stry

acc

ordi

ng to

the

DO

D p

roje

cts

FY20

12/1

3: T

BD

FY20

13/1

4: T

BD

FY20

14/1

5: T

BD

Num

ber

of c

ontr

acts

use

d in

Bro

ad B

ased

B

lack

E

cono

mic

E

mpo

wer

men

t th

e D

OD

pr

ojec

ts

FY20

12/1

3: 1

20

FY20

13/1

4: 1

40

FY20

14/1

5: 1

50

Per

form

ance

Indi

cato

r rep

hras

ed.

Targ

ets

amen

ded

11Ta

ble

12: D

ef S

ec: O

utpu

ts a

nd A

nnua

l Tar

gets

for

MTS

F O

utco

me

3 (P

age

42)

Land

war

d C

apab

ility

requ

irem

ent a

ppro

ved

FY20

12/1

3: Im

plem

enta

tion

FY20

13/1

4: Im

plem

enta

tion

FY20

14/1

5: Im

plem

enta

tion

Del

eted

Per

form

ance

Mea

sure

and

Tar

get

is th

e re

spon

sibi

lity

of th

e S

AN

DF

(C A

rmy)

.

12Ta

ble

12: D

ef S

ec: O

utpu

ts a

nd A

nnua

l Tar

gets

for

MTS

F O

utco

me

3 (P

age

42)

App

rove

d S

trat

egy

to

faci

litat

e se

curin

g of

N

atio

nal K

ey p

oint

s

FY20

12/1

3: M

onito

r (Im

plem

enta

tion)

FY20

13/1

4: M

onito

r (C

ompl

ianc

e)

FY20

14/1

5: M

onito

r (E

ffect

iven

ess)

Del

eted

Per

form

ance

Mea

sure

and

Tar

get

is th

e re

spon

sibi

lity

of th

e S

AN

DF

(CJ

Ops

).

13Ta

ble

12: D

ef S

ec: O

utpu

ts a

nd A

nnua

l Tar

gets

for

MTS

F O

utco

me

3 (P

age

42)

% F

undi

ng a

lloca

tion

rece

ived

for

appr

oved

DO

D

Str

ateg

ic D

efen

ce P

acka

ge

FY20

12/1

3: 7

5%

FY20

13/1

4: 1

00%

FY20

14/1

5: 1

00%

% B

udge

t allo

catio

n re

ceiv

ed fo

r the

rene

wal

of

the

DO

D m

ain

equi

pmen

t in

rela

tion

to th

e to

tal D

OD

Vot

e

FY20

12/1

3: 3

0%

FY20

13/1

4: 3

0%

FY20

14/1

5: 3

0%

Per

form

ance

Indi

cato

r rep

hras

ed.

Targ

ets

amen

ded.

14Ta

ble

12: D

ef S

ec: O

utpu

ts a

nd A

nnua

l Tar

gets

for

MTS

F O

utco

me

3 (P

age

42)

App

rove

d N

atio

nal D

efen

ce S

ecur

ity S

trat

egy

FY20

12/1

3: M

onito

r (Im

plem

enta

tion)

FY20

13/1

4: M

onito

r (C

ompl

ianc

e)

FY20

14/1

5: M

onito

r (E

ffect

iven

ess)

Del

eted

Am

ende

d to

“D

efen

ce

cont

ribut

ion

to

Nat

iona

l Sec

urity

Str

ateg

y”, d

elet

ed.

Del

eted

as

the

task

was

na

lised

an

d ha

nded

ove

r to

the

Def

ence

re

view

Com

mitt

ee.


Ser

N

oLo

cati

on

of

Am

end

men

t/s

Per

form

ance

Ind

icat

or

as R

e e

cted

in t

he

SP

Am

end

men

t as

Re

ect

ed in

the

AP

P

2012

Rem

arks

15Ta

ble

12: D

ef S

ec: O

utpu

ts a

nd A

nnua

l Tar

gets

for

MTS

F O

utco

me

3 (P

age

42)

App

rove

d W

hite

Pap

er o

n D

efen

ce In

dust

ry

FY20

12/1

3: M

onito

r (Im

plem

enta

tion)

FY20

13/1

4: M

onito

r (C

ompl

ianc

e)

FY20

14/1

5: M

onito

r (E

ffect

iven

ess)

Whi

te P

aper

on

Def

ence

Indu

stry

sta

tus

FY20

12/1

3: F

inal

ised

dra

ft

FY20

13/1

4: A

ppro

val a

nd im

plem

enta

tion

FY20

14/1

5: P

olic

y re

view

that

is a

ligne

d w

ith

Whi

te P

aper

Per

form

ance

Indi

cato

r not

alig

ned

to t

arge

t, P

erfo

rman

ce I

ndic

ator

re

phra

sed

and

targ

ets

amen

ded.

16Ta

ble

13: D

ef S

ec: O

utpu

ts a

nd A

nnua

l Tar

gets

for

MTS

F O

utco

me

5 (P

age

43)

App

rove

d H

uman

Cap

ital D

evel

opm

ent

Str

ateg

y an

d P

lan

FY20

12/1

3: S

trat

egy

Pilo

ted

FY20

13/1

4: D

evel

opm

ent o

f Pol

icy

FY20

14/1

5: M

onito

r P

olic

y

Hum

an R

esou

rce

Dev

elop

men

t Str

ateg

y an

d P

lan

stat

us

FY20

12/1

3: S

trat

egy

Pilo

ted

FY20

13/1

4: D

evel

opm

ent o

f Pol

icy

FY20

14/1

5: P

rom

ulga

ted

Pol

icy

Per

form

ance

Indi

cato

r rep

hras

ed.

Targ

et a

men

ded.

17Ta

ble

13: D

ef S

ec: O

utpu

ts a

nd A

nnua

l Tar

gets

for

MTS

F O

utco

me

5 (P

age

43)

App

rove

d H

R S

kills

Dev

elop

men

t Pla

n

FY20

12/1

3: C

ondu

ct s

kills

aud

it

FY20

13/1

4: C

ompi

le D

OD

Mas

ter

Ski

lls P

lan

FY20

14/1

5:

App

rove

d D

OD

S

kills

G

ap

Dev

elop

men

t Pla

n

% D

OD

Ski

lls a

udit

FY20

12/1

3: 2

5%

FY20

13/1

4: 7

5%

FY20

14/1

5: 1

00%

Per

form

ance

Indi

cato

r rep

hras

ed.

Targ

et a

men

ded.

18Ta

ble

14: D

ef S

ec: O

utpu

ts a

nd A

nnua

l Tar

gets

for

MTS

F O

utco

me

11(P

age

44)

%

Com

plia

nce

with

ou

tput

s of

di

plom

atic

m

issi

ons

FY20

12/1

3: 7

5%

FY20

13/1

4: 8

0%

FY20

14/1

5: 8

5%

% C

ompl

ianc

e w

ith o

utpu

ts o

f di

plom

atic

m

issi

ons

in li

ne w

ith S

A fo

reig

n po

licy

FY20

12/1

3: 7

5%

FY20

13/1

4: 8

0%

FY20

14/1

5: 8

5%

Per

form

ance

Indi

cato

r rep

hras

ed.

19Ta

ble

15: D

ef S

ec: O

utpu

ts a

nd A

nnua

l Tar

gets

for

MTS

F O

utco

me

12 (P

age

45)

DO

D

Rep

rese

ntat

ion

%:

Cur

rent

nu

mbe

r of

po

sitio

ns

lled

ag

ains

t al

loca

ted

quot

as

of

inte

rnat

iona

l ins

titut

ions

FY20

12/1

3: 2

0%

FY20

13/1

4: 2

5%

FY20

14/1

5: 3

0%

Num

ber

of p

ositi

ons

lled

aga

inst

allo

cate

d qu

ota

for

inte

rnat

iona

l ins

titut

ions

FY20

12/1

3: 2

0%

FY20

13/1

4: 2

5%

FY20

14/1

5: 3

0%

Per

form

ance

Indi

cato

r rep

hras

ed.


Ser

N

oLo

cati

on

of

Am

end

men

t/s

Per

form

ance

Ind

icat

or

as R

e e

cted

in t

he

SP

Am

end

men

t as

Re

ect

ed in

the

AP

P

2012

Rem

arks

20Ta

ble

15: D

ef S

ec: O

utpu

ts a

nd A

nnua

l Tar

gets

for

MTS

F O

utco

me

12 (P

age

45)

% S

ecur

ity c

lear

ance

s A

lloca

ted

to D

ef S

ec s

taff

FY20

12/1

3: 1

00%

FY20

13/1

4: 1

00%

FY20

14/1

5: 1

00%

Del

eted

The

resp

onsi

bilit

y fa

lls w

ith C

DI

and

not D

ef S

ec.

21Ta

ble

15: D

ef S

ec: O

utpu

ts a

nd A

nnua

l Tar

gets

for

MTS

F O

utco

me

12 (P

age

45)

Aud

itor-

Gen

eral

Opi

nion

nd

ings

FY20

12/1

3: U

nqua

li e

d

FY20

13/1

4: U

nqua

li e

d

FY20

14/1

5: U

nqua

li e

d

Num

ber

of a

dver

se a

udit

ndi

ngs

FY20

12/1

3: 0

FY20

13/1

4: 0

FY20

14/1

5: 0

Per

form

ance

Ind

icat

or r

ephr

ased

an

d Ta

rget

am

ende

d to

re

ect

nu

mbe

r.

22Ta

ble

15: D

ef S

ec: O

utpu

ts a

nd A

nnua

l Tar

gets

for

MTS

F O

utco

me

12 (P

age

45)

Num

ber

of

disc

iplin

ary

case

s in

th

e D

ef

Sec

n

aliz

ed w

ithin

120

day

s

FY20

12/1

3: 1

00%

FY20

13/1

4: 1

00%

FY20

14/1

5: 1

00%

Per

cent

age

of d

isci

plin

ary

PS

AP

dis

cipl

inar

y ca

ses

nal

ised

with

in 1

20 d

ays

in th

e D

OD

FY20

12/1

3: 4

0%

FY20

13/1

4: 4

0%

FY20

14/1

5: 4

0%

Per

form

ance

Ind

icat

or r

ephr

ased

an

d ta

rget

s am

ende

d.

23Ta

ble

15: D

ef S

ec: O

utpu

ts a

nd A

nnua

l Tar

gets

for

MTS

F O

utco

me

12 (P

age

45)

Com

plia

nce

with

MIS

S a

nd In

form

atio

n se

curit

y

FY20

12/1

3: 1

00%

FY20

13/1

4: 1

00%

FY20

14/1

5: 1

00%

Del

eted

Per

form

ance

Mea

sure

and

Tar

get

is th

e re

spon

sibi

lity

of th

e S

AN

DF

(CC

MIS

.

Form

s pa

rt

of

the

broa

der

Info

rmat

ion

Str

ateg

y of

the

DO

D.

24Ta

ble

15: D

ef S

ec: O

utpu

ts a

nd A

nnua

l Tar

gets

for

MTS

F O

utco

me

12 (P

age

45)

App

rove

d D

OD

Ass

et a

nd F

acilit

ies

Man

agem

ent

Pol

icy

FY20

12/1

3: D

evel

opm

ent o

f sub

ordi

nate

pol

icie

s

FY20

13/1

4: Im

plem

enta

tion

of g

uide

lines

to

give

ef

fect

to p

olic

y

FY20

14/1

5: Im

plem

enta

tion

and

mon

itorin

g

Del

eted

Per

form

ance

Mea

sure

and

Tar

get

is th

e re

spon

sibi

lity

of th

e S

AN

DF

(C L

og)

25Ta

ble

13:

Pro

gram

me

Per

form

ance

Indi

cato

rs a

nd

Qua

rter

ly T

arge

ts fo

r 20

12S

uppo

rted

Def

ence

Rev

iew

pro

cess

Am

ende

d du

ring

the

cond

uctin

g of

th

e C

DP

SP

str

ateg

ic w

ork

sess

ion

(Dec

201

1)

to re

ad:

“Sup

port

and

res

ourc

e th

e D

efen

ce R

evie

w

Com

mitt

ee”

FY20

12/1

3 Ta

rget

: HR

requ

irem

ents

are

met

at

100

% a

ccor

ding

to c

lient

dem

and

Non

e.


Ser

N

oLo

cati

on

of

Am

end

men

t/s

Per

form

ance

Ind

icat

or

as R

e e

cted

in t

he

SP

Am

end

men

t as

Re

ect

ed in

the

AP

P

2012

Rem

arks

26D

OD

Ann

ual H

R s

uppo

rt p

lan

stat

usD

OD

Ann

ual H

R s

uppo

rt p

lan

stat

usP

erfo

rman

ce In

dica

tor d

elet

ed fr

om th

e Le

vel

1 D

ef S

ec A

PP

as

this

will

feat

ure

in t

he H

R

Div

Lev

el 2

AP

P

Non

e.

27Ta

ble

13:

Pro

gram

me

Per

form

ance

Indi

cato

rs a

nd

Qua

rter

ly T

arge

ts fo

r 20

12%

Pla

nned

org

anis

atio

nal s

truc

ture

pro

duct

s an

d se

rvic

es d

eliv

ered

Per

form

ance

indi

cato

r del

eted

from

the

Leve

l 1

Def

Sec

AP

P a

s th

is w

ill fe

atur

e in

the

HR

D

iv L

evel

2 A

PP

Non

e.

28Ta

ble

12:

Pro

gram

me

Per

form

ance

Indi

cato

rs a

nd

Ann

ual T

arge

ts fo

r 20

12D

efen

ce d

eplo

ymen

ts m

anda

ted

in c

ompl

ianc

e w

ith la

w.

Per

form

ance

Indi

cato

r del

eted

from

the

Leve

l 1

Def

Sec

AP

P a

s th

is w

ill fe

atur

e in

the

HR

D

iv L

evel

2 A

PP

Non

e.

29Ta

ble

12:

Pro

gram

me

Per

form

ance

Indi

cato

rs a

nd

Ann

ual T

arge

ts fo

r 20

12%

Dev

iatio

n fro

m a

ppro

ved

cash

ow

pla

nP

erfo

rman

ce In

dica

tor d

elet

ed fr

om th

e Le

vel

1 D

ef S

ec A

PP

as

this

will

feat

ure

in t

he H

R

Div

Lev

el 2

AP

P

Non

e.

30Ta

ble

12:

Pro

gram

me

Per

form

ance

Indi

cato

rs a

nd

Ann

ual T

arge

ts fo

r 20

12C

ompl

ianc

e w

ith b

udge

t tra

nsfe

rs p

resc

ripts

Per

form

ance

Indi

cato

r del

eted

from

the

Leve

l 1

Def

Sec

AP

P a

s th

is w

ill fe

atur

e in

the

HR

D

iv L

evel

2 A

PP

Non

e.

31Ta

ble

11: D

ef S

ec O

utpu

ts a

nd T

arge

ts fo

r out

com

e 12

DO

D

Rep

rese

ntat

ion

%:

Cur

rent

nu

mbe

r of

po

sitio

n ll

ed

agai

nst

allo

cate

d qu

otas

of

in

tern

atio

nal i

nstit

utio

ns

% o

f pos

ition

s ll

ed a

gain

st a

lloca

ted

quot

as

of in

tern

atio

nal i

nstit

utio

nsN

one.

32Ta

ble

12:

Pro

gram

me

Per

form

ance

Indi

cato

rs a

nd

Ann

ual T

arge

ts fo

r 20

12P

erce

ntag

e in

tera

ctio

n be

twee

n D

OD

and

fore

ign

trai

ning

(Def

Res

earc

h an

d D

evel

opm

ent)

Per

form

ance

Indi

cato

r del

eted

from

the

Leve

l 1

Def

Sec

AP

P a

s th

is w

ill fe

atur

e in

the

HR

D

iv L

evel

2 A

PP

Non

e.




Enquiries about this plan are to be forwarded toMr S Dlamini

Tel: +27 (12) 355 5663Fax: +27 (12) 347 0118

Email: [email protected]

RP89/2012ISBN: 978-0-621-40746-4

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DEPARTMENT OF DEFENCE (DOD)pmg-assets.s3-website-eu-west-1.amazonaws.com/docs/... · OVERARCHING STRATEGIC STATEMENT FOR FISCAL YEAR 2012 The Fiscal Year 2012 has been framed by the