department of defence 2017 - dod.mil.za app 2017 web 10 march.pdf · department of defence annual...

ANNUAL PERFORMANCE PLANDEPARTMENT OF DEFENCE

2017

i

DOD2017ANNUAL PERFORMANCE PLAN

DEPARTMENT OF DEFENCE

Annual Performance Plan for 2017

Date of tabling: 16 March 2017

“Together we move South Africa forward”

DOD 2017ANNUAL PERFORMANCE PLAN

ii

FOREWORD BY THE MINISTER OF DEFENCE AND MILITARY VETERANS, THE HONOURABLE MS N.N. MAPISA-NQAKULA, MP

This document constitutes the Annual Performance Plan of Department of Defence for the financial year 2017.

The Department of Defence continues to implement its Annual Performance Plan in accordance with prevailing prescripts and policies of Government during this Administration. The national strategic imperatives such as the National Development Plan Vision 2030, the Medium-term Strategic Framework 2014-2019 Outcomes of Government to name but a few have been used in the development of this DOD Annual Performance Plan. The Medium-term Strategic Framework further articulates and defines Government’s intent regarding policy directions, outputs and outcomes which continue to form the basis for the development and implementation of the Annual Performance Plan.

The Annual Performance Plan is developed to give effect to the two Constitutional entities that serve the Defence mandate, which are the South African National

Defence Force and the Defence Secretariat. The essence of the Delivery Agreement, entered into between myself and the Commander-in-Chief in terms of the Medium-term Strategic Framework Outcome deliverables, provides the resourced parameters and expectations that are considered achievable by Defence.

The Department of Defence Outcomes are defined as “that which the department wishes to achieve” and are the medium-term results for specific beneficiaries that are the consequences of achieving specific outputs. As stated in our previous Department of Defence Annual Performance Plan for 2016, I would like to reiterate that we must note that our capacity to attain our strategic intent will, to a large extent, be informed by a number of factors impacting on the performance delivery environment, most notably being the disconnect between the Constitutional mandate, the expectations of Government and the budget allocation, with the subsidiary risks. In addition, the continued constraints within our support domains, demand careful and directed management, in order for us to ensure adequate mitigation.

The alignment of Defence with the Constitutional and legislative mandate must be reflected through the pursuance of our identified Outcomes, Outputs, Vision and Mission statements, which will ensure that Defence remains relevant to the current dynamic environmental circumstances. Thus, the adoption and approval of the South African Defence Review 2015 provides us with an opportunity to align the organisation’s plans thereby ensuring that we deal with the constraints that confront us in a systematic and efficient manner.

The South African Defence Review 2015, which is mandate driven rather than finance driven, helps address the defence policy that is supportive of government’s priorities and strategic intent. It furthermore confirms the defence mandate with associated defence functions, high level tasks, strategic concepts, doctrine, capabilities, the level of effort and structures determining the Force Design and Force Structure blue print as well as the future defence, fiscal and resource framework.The South Africa Defence Review 2015 provides five “Milestones”, of which Milestone 1 was progressively addressed in the Department of Defence Annual Performance Plan for 2016, namely to “Arrest the decline in critical capabilities”. The financial year 2015/16 was devoted to plan the systematic resourced implementation of the South Africa Defence Review 2015, directed through Ministerial Priorities, whose implementation remains key to the realisation of the targets of the first stage of Milestone 1 of the South Africa Defence Review 2015.

iii


These Ministerial Priorities include, amongst others, the development of a Defence Funding Model, Human Resources Renewal, Capability Renewal and the continuance of ordered operational commitments. Substantial progress has been made towards the completion of a comprehensive costed Milestone 1 Plan to arrest the decline of South African National Defence Force capabilities.

There is no doubt that it is in our national interest to have a Defence Force capable of supporting our national security imperatives, foreign policy objectives and the Country’s economic interests. Such a force must have the capacity to defend and safeguard the sovereignty of the Republic of South Africa, keep and enforce peace outside its borders, and have an offensive capability to deter potential aggressors.

In order to achieve this, the Defence Force should be sufficiently resourced and skilled to execute operations across the full spectrum of conflict. An inadequately resourced Defence Force will have a negative impact on operational outputs, including the potential loss of life. We will continue, at all times, to work hard towards ensuring a balanced Defence Force able to carry out its mandate as expected by the Constitution of the Republic of South Africa.

I am confident that, through this Annual Performance Plan, we will be able to achieve our set Outcomes and Outputs in the financial year 2017, so that our work is aligned with the Government’s orientated monitoring and evaluation approach.

(N.N. MAPISA-NQAKULA)

MINISTER OF DEFENCE AND MILITARY VETERANS, MP

Date: 28 February 2017


iv

INTRODUCTION BY THE SECRETARY FOR DEFENCE AS THE ACCOUNTING OFFICER OF THE DEPARTMENT OF DEFENCE

It is with pleasure that I, as the Secretary for Defence, introduce this Department of Defence Annual Performance Plan for 2017, reflective of the resourced outputs that the department will pursue during 2017 in support of both our legislative mandate and prevailing national imperatives.

Section 204 of the Constitution and subsequent legislation of the Republic of South Africa provides for the establishment of a civilian Secretariat for Defence and the adoption of the functions as Secretary for Defence, the Head of the Department and the Accounting Officer of the Department of Defence.

During the 2017 period, the execution of my primary functions as the Secretary for Defence and the Accounting Officer will be to continue the provision of defence policy advice to the Executive Authority and the enhancing of civil control over the armed forces. The ongoing strengthening of effective, efficient and transparent systems of financial and risk management and internal controls

will be ensured throughout the period under review subject to the assurance provision function of the departmental internal audit system.

The Department of Defence as an Organ of State, will continue to enable the resourced institutionalisation of national imperatives thereby realising the long terms vision of government as articulated through the National Development Plan 2030. More specifically, this 2017 plan is guided by the Department of Defence Strategic Plan 2015-2020 with a primary focus on the resourced implementation of the South Africa Defence Review 2015, as the prevailing national defence policy instrument of government. The Defence Review 2015 continues to inform the defence strategic trajectory to be pursued over multiple Medium-term Strategic Framework periods, inclusive of five strategic planning milestones, as articulated in this plan, that form the firm milestones directing the long-term trajectory of Defence across multiple organisational functions. 2017 will see the continued resourced implementation of the Defence Review 2015 deliverables, as provided in Annexure D to this plan, with a primary focus on the establishment of the governance frameworks that will inform subsequent aligned strategy and planning activities into the extended future.

Whilst Defence remains constituted and organised in terms of its Constitutional mandate to defend and protect South Africa, its territorial integrity and its people, the ensuring of a significant return on investment to the people of South Africa in terms of the Defence contribution to the national economy, remains a developmental peace-time priority. Defence, from an economic perspective, continues to positively contribute in the key areas that affect the lives of South Africans on a daily basis whilst simultaneously ensuring the execution of the Defence mandate. The Department of Defence has and will continue to contribute to the following:

• Stimulating local economic activity and business development of entrepreneurs through decentralised procurement of

goods and services.

• Stimulating rural agricultural development through the targeted procurement of fresh produce and agricultural products

from beginner and small-scale farmers in support of the local defence footprint.

• Stimulating scientific and industrial technology innovation in the quest for tactical advantage in military operations with

a significant contribution effect to the wider economy.

v


• Stimulating industrial development capacity, job creation and production through the Defence’s support requirements

within the Aviation, Maritime, Landward and Medical sectors.

• Stimulating Information, Communication and Technology development in the cyber domain through the Defence’s

responsibility to provide cyber defence to South Africa as part of information warfare.

• Support to government’s Operation Phakisa, through the protection of the national ocean economy from acts, including

the illegal depletion of ocean reasources, whilst also ensuring the countering of piracy activities along the maritime

borders of South Africa.

• Protection of the national economy through the prevention of illegal goods crossing through our Southern African

borders.

From an internal governance perspective, I will continue to ensure the effective, efficient, economical and transparent use of departmental resources, inclusive of the management, safe-guarding and maintenance of departmental assets. The annual results of the national Management Performance Assessment Tool process continue to provide and assessment of prevailing departmental management practice areas that will inform our departmental response to address areas of both strengths and weaknesses. Continued efforts will be undertaken with identified stakeholders to address matters as pronounced in the departmental audit findings to ensure that the nature of the Defence function is taken into account during the annual audit cycle thereby ensuring ongoing improvement in this regard.

This Department of Defence Annual Performance Plan for 2017 articulates my Focus Areas, as the Secretary for Defence, in support of the pronounced Ministerial Priorities against the backdrop of on-going resource constraints across the Defence portfolio. The ability of the Department to fulfil its Constitutional mandate, to defend and protect the sovereignity of South Africa, its territorial integrity and its people, can only find operational expression when supported by an allocation that appropriately enables the execution of Constitutionally mandated defence functions. For the 2017 period, the Department will endeavour to give effect to a reduced budget allocation through ongoing engagements with identified stakeholders, to find lasting solutions that may include possible internal self-funding initiatives possibly reducing the burden by Defence on the national fiscus.

In conclusion, I have no doubt that the department will deliver on the commitments set out in this Plan for 2017, whilst continuing to render the required levels of defence output delivery to the citizens of South Africa, whilst we endeavour to “Do More With Less”. The Department of Defence will continue to be guided by the departmental Values that uphold as foremost, discipline, transparency, fairness, excellence through leadership, honesty and integrity.

I thank you.

(DR S.M. GULUBE)

SECRETARY FOR DEFENCE: DIRECTOR-GENERAL



vi

INTRODUCTION BY CHIEF OF THE SOUTH AFRICAN NATIONAL DEFENCE FORCE: GENERAL S.Z. SHOKE

The South African National Defence Force, notwithstanding the challenges it faces with regard to persistent budget cuts and ageing equipment will still be involved in, amongst others, Peace Support Operations in the African Continent; continue to contribute to Border Safeguarding; endeavour to improve its landward and maritime defence capabilities particularly in terms of mobility and embark in a process that will help Arrest the Decline of our capabilities as indicated in the Defence Review 2015.

In view of the ongoing cyber threats, the DOD will develop a Cyberwarfare Strategy in support of national cybersecurity measures led by the Security Cluster.

In this period (FY2017/18), the organisation will also make a concerted effort to look inwardly and restructure itself within the dictates of the new defence policy (SA Defence Review 2015) and a Military Strategy which will give strategic pointers on the most appropriate ways to utilise the military resources of the country. The SANDF will also pronounce on legislative framework that will enhance the proper management of discipline (Military Discipline Bill).

At the apex of the SANDF outputs for the FY2017/18 is the promulgation of a new Military Strategy with the corresponding Force Design and Force Structure as well as the enhancement of the landward and maritime capabilities. This does not negate the need to sustain the rest of the SANDF capabilities to ensure a combat ready defence force.

In the light of the need to utilise limited resources at the disposal of the DOD sparingly and account to oversight bodies, the SANDF command cadre will uphold the principle of accountability from the highest to the lowest level of command.

A viable South African National Defence Force in the light of compelling challenges facing the country and the continent is a strategic deterrence and pays a sobering peace dividend. It is with confidence that I consider this Plan valuable in the execution of the South African National Defence Force’s Constitutional mandate.

(S.Z. SHOKE)

CHIEF OF THE SOUTH AFRICAN NATIONAL DEFENCE FORCE: GENERAL


vii


Official Sign-off

It is hereby certified that this Department of Defence (DOD) Annual Performance Plan (APP):

• Was developed by the DOD (Defence Secretariat [Def Sec]) and South African National Defence Force [SANDF])

management under the guidance of the Minister of Defence and Military Veterans (MOD&MV).

• Was prepared in line with the current DOD Strategic Plan (2015 to 2020), relevant policies, legislation and other

mandates for which the DOD is responsible.

• Accurately reflects the performance information (performance indicators and targets) the DOD will endeavour to

achieve, within the available resources for the 2017 Medium-term Expenditure Framework (MTEF).

• Performance information included in this APP has been developed, managed and stored in terms of DOD

approved Standard Operating Procedures (SOP) No 07/2014: Development of DOD SOP for Performance

Information Management and DOD Instruction No 11/2014: “Development and refinement of the DOD

Performance Indicators emanating from the draft DOD Strategic Plan for the FY2015/16 to the FY2019/20”.

(MR E.S. SOKHELA)

CHIEF FINANCIAL OFFICER: DEPUTY DIRECTOR-GENERAL

Date 16 February 2017

(DR T. GAMEDE)

CHIEF DEFENCE POLICY, STRATEGY AND PLANNING: DEPUTY DIRECTOR-GENERAL


(S.Z. SHOKE)

CHIEF OF THE SOUTH AFRICAN NATIONAL DEFENCE FORCE: GENERAL


(DR S.M. GULUBE)

SECRETARY FOR DEFENCE: DIRECTOR-GENERAL


(N.N. MAPISA-NQAKULA)

MINISTER OF DEFENCE AND MILITARY VETERANS, MP



viii

ix


CONTENTS

TOPIC PAGE

GLOSSARY XVI

PART A: STRATEGIC OVERVIEW 1Vision .................................................................................................................................................................................................. 1

Mission ................................................................................................................................................................................................. 1

DOD Organisational Values .................................................................................................................................................................... 1

DOD Individual Values ........................................................................................................................................................................... 1

2017 Updated Situational Analysis ......................................................................................................................................................... 2

External Environment ................................................................................................................................................................. 2

Internal Environment .................................................................................................................................................................. 9

Constitutional and Legislative Mandates ............................................................................................................................................... 12

Revisions to Legislative and Other Mandates ....................................................................................................................................... 14

Policy Mandates .................................................................................................................................................................................. 14

The South African Defence Review 2015 .................................................................................................................................. 14

Pending Court Rulings . ........................................................................................................................................................................ 16

Performance Delivery Environment ...................................................................................................................................................... 17

DOD Contribution to National Imperatives of Government for the FY2017/18 to the FY2019/20 .................................................. 18

The Minister of Defence and Military Veterans Priorities for the FY2017/18 to the FY2019/20 .................................................... 24

The Secretary for Defence Focus Areas for the FY2017/18 to the FY2019/20 ............................................................................ 25

The Chief of the South African National Defence Force Focus Areas for the FY2017/18 to the FY2019/20 .................................. 26

Organisational Environment ................................................................................................................................................................. 29

DOD Overview of the FY2017/18 Budget and Medium-term Expenditure Framework Estimates .............................................................. 31

DOD Budget Programme Structure ........................................................................................................................................... 31

Changes to DOD Budget Programme Structure ......................................................................................................................... 31

DOD Expenditure Estimates ...................................................................................................................................................... 32

Relating 2017 MTEF Expenditure Trends to Strategic Outcome-oriented Outputs ....................................................................... 34

PART B: PROGRAMME AND SUB-PROGRAMME PLANS 37Description of the DOD Planning, Budgeting and Reporting Cycle ......................................................................................................... 37

National Outcomes-/Results-based Planning (Logic Model) ...................................................................................................... 39

Outcomes-based Planning DOD Logic Model (DOD Strategy Map) . ........................................................................................... 40


x

CONTENTS (CONTINUED)

TOPIC PAGE

DOD Strategy Map Overview ......................................................... ........................................................................................... 40

DOD Performance Information Aligned with the DOD Strategy Map: FY2017/18 to the FY2019/20 ........................................................ 59

DOD Selected Performance Indicators and Targets for the FY2017/18 to the FY2019/20 ....................................................................... 60

Core Outputs per Programme: Performance Indicators, Targets (Annual and Quarterly) and Reconciling Performance Targets with the

FY2017/18 to the FY2019/20 Budget Allocation1 .................................................................................................................................. 62

Programme 1: Administration (Purpose, Outputs, Performance Indicators and Budget) ............................................................ 62

Programme 2: Force Employment (Purpose, Outputs, Performance Indicators and Budget) .................................................... 110

Programme 3: Landward Defence (Purpose, Outputs, Performance Indicators and Budget) .................................................... 116

Programme 4: Air Defence (Purpose, Outputs, Performance Indicators and Budget) .............................................................. 120

Programme 5: Maritime Defence (Purpose, Outputs, Performance Indicators and Budget) ..................................................... 124

Programme 6: Military Health Support (Purpose, Outputs, Performance Indicators and Budget) ............................................. 128

Programme 7: Defence Intelligence (Purpose, Outputs, Performance Indicators and Budget) .................................................. 132

Programme 8: General Support (Purpose, Outputs, Performance Indicators and Budget) ....................................................... 136

PART C: LINKS TO OTHER PLANS 143Links to the DOD Long-term Infrastructure and Other Capital Plans ..................................................................................................... 143

Conditional Grants ............................................................................................................................................................................. 143

Public Entities Reporting to the Executive Authority ............................................................................................................................ 143

Public/Private Partnership ................................................................................................................................................................. 144

Consultant Utilisation ......................................................................................................................................................................... 144

DOD Enterprise Risks ........................................................................................................................................................................ 145

DOD Management Performance Assessment Tool ............................................................................................................................. 147

DOD Service Delivery Improvement Plan ............................................................................................................................................ 148

LIST OF TABLESTable 1: DOD Constitutional and Primary Legislative Mandates ........................................................................................................... 12

Table 2: DOD Pending Court Rulings .................................................................................................................................................. 16

Table 3: DOD Budget Programme Structure ....................................................................................................................................... 31

Table 4: DOD Expenditure Estimates for the FY2017/18 to the FY2019/20 .......................................................................................... 32

1. These Performance Information tables include Performance Indicator Targets that are actual targets and targets that are “Information classified”. Information classfieid in this DOD APP for 2017 refers to “Classified information that has not been published for the consumption of the public but managed through the appropriate mandated internal and external oversight institutions to which projections and subsequent reports will be available for audit purposes.”

xi



TOPIC PAGE

Table 5: DOD Outcome 1 ................................................................................................................................................................... 41

Table 6: DOD Outcome 2 ................................................................................................................................................................... 42

Table 7: DOD Output 1 ...................................................................................................................................................................... 43

Table 8: DOD Output 2 ...................................................................................................................................................................... 45

Table 9: DOD Output 3 ...................................................................................................................................................................... 46

Table 10: DOD Output 4 ...................................................................................................................................................................... 47

Table 11: DOD Internal Process 1 ........................................................................................................................................................ 49

Table 12: DOD Internal Process 2 ........................................................................................................................................................ 51

Table 13: DOD Internal Process 3 ........................................................... ............................................................................................. 52

Table 14: DOD Resources 1 ................................................................................................................................................................ 53




Table 18: DOD Building for the Future 1 ................................................................................................................................................ 57

Table 19 and Table 20: DOD Building for the Future 2 and Building for the Future 3 ................................................................................ 57

Table 21: DOD Building for the Future 4 ............................................................................................................................................... 58

Table 22: DOD Building for the Future 5 ............................................................................................................................................... 59

Table 23: DOD Selected Performance Indicators and Targets: The FY2017/18 to the FY2019/20 ........................................................... 60

Table 24: Sub-programme: Ministry: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20 ......................... 63

Table 25: Sub-programme: Ministry: Performance Indicators and Quarterly Targets for the FY2017/18 ................................................ 66

Table 26: Military Ombud: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20 ......................................... 68

Table 27: Military Ombud: Performance Indicators and Quarterly Targets for the FY2017/18 ................................................................. 69

Table 28: Reserve Force Council: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20 .............................. 71

Table 29: Reserve Force Council: Performance Indicators and Quarterly Targets for the FY2017/18 ...................................................... 71

Table 30: Defence Force Service Commission: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20 .......... 72

Table 31: Defence Force Service Commission: Performance Indicators and Quarterly Targets for the FY2017/18 .................................. 73

Table 32: Sub-programme: Departmental Direction (Office of the Secretary for Defence): Performance Indicators and

Annual Targets for the FY2017/18 to the FY2019/20 ................................................................................. 74

Table 33: Sub-programme: Departmental Direction (Office of the Secretary for Defence): Performance Indicators and

Quarterly Targets for the FY2017/18 ......................................................................................................... 75


xii


TOPIC PAGE

Table 34: Sub-programme: Departmental Direction (Defence Enterprise Information System Management): Performance

Indicators and Annual Targets for the FY2017/18 to the FY2019/20 ........................................................... 77

Table 35: Sub-programme: Departmental Direction (Defence Enterprise Information System Management): Performance

Indicators and Quarterly Targets for the FY2017/18 .................................................................................. 78

Table 36: Sub-programme: Policy and Planning: Performance Indicators and Annual Targets for the

FY2017/18 to the FY2019/20 ................................................................................................................... 79

Table 37: Sub-programme: Policy and Planning: Performance Indicators and Quarterly Targets for the

FY2017/18 ............................................................................................................................................... 80

Table 38: Sub-programme: Military Policy, Strategy and Planning Office: Performance Indicators and Annual

Targets for the FY2017/18 to the FY2019/20 ............................................................................................. 82

Table 39: Sub-programme: Military Policy, Strategy and Planning Office: Performance Indicators and Quarterly

Targets for the FY2017/18 ........................................................................................................................ 83

Table 40: Sub-programme: Financial Services: Performance Indicators and Annual Targets for the FY2017/18 to the

FY2019/20 ............................................................................................................................................... 84

Table 41: Sub-programme: Financial Services: Performance Indicators and Quarterly Targets for the FY2017/18 ................................ 85

Table 42: Sub-programme: Human Resources Support Services: Performance Indicators and Annual Targets for the

FY2017/18 to the FY2019/20 ................................................................................................................... 86

Table 43: Sub-programme: Human Resources Support Services: Performance Indicators and Quarterly Targets for the

FY2017/18 ............................................................................................................................................... 89

Table 44: Sub-programme: Legal Services: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20 .............. 91

Table 45: Sub-programme: Legal Services: Performance Indicators and Quarterly Targets for the FY2017/18 ...................................... 92

Table 46: Sub-programme: Defence Inspectorate Division: Performance Indicators and Annual Targets

for the FY2017/18 to the FY2019/20 ........................................................................................................ 93

Table 47: Sub-programme: Defence Inspectorate Division: Performance Indicators and Quarterly Targets

for the FY2017/18 .................................................................................................................................... 94

Table 48: Sub-programme: Internal Audit Division: Performance Indicators and Annual Targets

for the FY2017/18 to the FY2019/20 ........................................................................................................ 95

Table 49: Sub-programme: Internal Audit Division: Performance Indicators and Quarterly Targets

for the FY2017/18 .................................................................................................................................... 96

Table 50: Sub-programme: Acquisition Services: Performance Indicators and Annual Targets for the FY2017/18 to

the FY2019/20 ......................................................................................................................................... 97

xiii



TOPIC PAGE

Table 51: Sub-programme: Acquisition Services: Performance Indicators and Quarterly Targets for the FY2017/18 ............................. 98

Table 52: Sub-programme: Communication Services: Performance Indicator and Annual Targets for the FY2017/18 to

the FY2019/20 ....................................................................................................................................... 100

Table 53: Sub-programme: Communication Services: Performance Indicator and Quarterly Targets for the FY2017/18 ....................... 100

Table 54: Sub-programme: SANDF Command and Control: Performance Indicator and Annual Targets for the FY2017/18

to the FY2019/20 ................................................................................................................................... 101

Table 55: Sub-programme: SANDF Command and Control: Performance Indicator and Quarterly Targets for the FY2017/18 .............. 101

Table 56: Sub-programme: Religious Services: Performance Indicator and Annual Targets for the FY2017/18 to

the FY2019/20 ........................................................................................................................................ 102

Table 57: Sub-programme: Religious Services: Performance Indicator and Quarterly Targets for the FY2017/18 ................................ 102

Table 58: Sub-programme: Defence Reserve Direction: Performance Indicator and Annual Targets for the FY2017/18 to

the FY2019/20 ....................................................................................................................................... 103

Table 59: Sub-programme: Defence Reserve Direction: Performance Indicator and Quarterly Targets for the FY2017/18 ................... 103

Table 60: Sub-programme: Defence Foreign Relations: Performance Indicator and Annual Targets for the FY2017/18 to

the FY2019/20 ....................................................................................................................................... 104

Table 61: Sub-programme: Defence Foreign Relations: Performance Indicator and Quarterly Targets for the FY2017/18 .................... 104

Table 62: Sub-programme: Defence International Affairs Division: Performance Indicators and Annual Targets for

the FY2017/18 to the FY2019/20 ............................................................................................................ 105

Table 63: Sub-programme: Defence International Affairs Division: Performance Indicators and Quarterly Targets for

the FY2017/18 ....................................................................................................................................... 106

Table 64: Sub-programme: Office Accommodation: Performance Indicators and Annual Targets for the FY2017/18 to

the FY2019/20 ....................................................................................................................................... 107

Table 65: Sub-programme: Office Accommodation: Performance Indicators and Quarterly Targets for the FY2017/18 ....................... 107

Table 66: Programme 1: Administration: Reconciling Performance Targets with the Budget and 2017 MTEF ...................................... 108

Table 67: Programme 2: Force Employment: Performance Indicators and Annual Targets for the FY2017/18 to

the FY2019/20 ............................................................................................................................................ 110

Table 68: Programme 2: Force Employment: Performance Indicators and Quarterly Targets for the FY2017/18 .................................. 112

Table 69: Programme 2: Force Employment: Reconciling Performance Targets with the Budget and 2017 MTEF ............................... 114

Table 70: Programme 3: Landward Defence: Performance Indicators and Annual Targets for the FY2017/18 to

the FY2019/20 ............................................................................................................................................ 117


xiv


TOPIC PAGE

Table 71: Programme 3: Landward Defence: Performance Indicators and Quarterly Targets for the FY2017/18 .................................. 117

Table 72: Programme 3: Landward Defence: Reconciling Performance Targets with the Budget and 2017 MTEF ............................... 118

Table 73: Programme 4: Air Defence: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20 ..................... 120

Table 74: Programme 4: Air Defence: Performance Indicators and Quarterly Targets for the FY2017/18 ............................................. 121

Table 75: Programme 4: Air Defence: Reconciling Performance Targets with the Budget and 2017 MTEF .......................................... 122

Table 76: Programme 5: Maritime Defence: Performance Indicators and Annual Targets for the FY2017/18 to

the FY2019/20 ............................................................................................................................................ 124

Table 77: Programme 5: Maritime Defence: Performance Indicators and Quarterly Targets for the FY2017/18 ................................... 125

Table 78: Programme 5: Maritime Defence: Reconciling Performance Targets with the Budget and 2017 MTEF ................................. 126

Table 79: Programme 6: Military Health Support: Performance Indicators and Annual Targets for the FY2017/18 to

the FY2019/20 ............................................................................................................................................ 128

Table 80: Programme 6: Military Health Support: Performance Indicators and Quarterly Targets for the FY2017/18 ........................... 129

Table 81: Programme 6: Military Health Support: Reconciling Performance Targets with the Budget and 2017 MTEF ......................... 130

Table 82: Programme 7: Defence Intelligence: Performance Indicators and Annual Targets for the FY2017/18 to

the FY2019/20 ............................................................................................................................................ 132

Table 83: Programme 7: Defence Intelligence: Performance Indicators and Quarterly Targets for the FY2017/18 ................................ 133

Table 84: Programme 7: Defence Intelligence: Reconciling Performance Targets with the Budget and 2017 MTEF ............................. 134

Table 85: Programme 8: General Support: Joint Logistic Services: Performance Indicators and Annual Targets for

the FY2017/18 to the FY2019/20 ................................................................................................................. 137

Table 86: Programme 8: General Support: Joint Logistic Services: Performance Indicators and Quarterly Targets for

the FY2017/18 ............................................................................................................................................ 138

Table 87: Programme 8: General Support: Command and Management Information Systems Division: Performance

Indicators and Annual Targets for the FY2017/18 to the FY2019/20 .............................................................. 139

Table 88: Programme 8: General Support: Command and Management Information Systems Division: Performance

Indicators and Quarterly Targets for the FY2017/18 ...................................................................................... 139

Table 89: Programme 8: General Support: Military Police Capability: Performance Indicators and Annual Targets for

the FY2017/18 to the FY2019/20 ................................................................................................................. 140

Table 90: Programme 8: General Support: Military Police Capability: Performance Indicators and Quarterly Targets for

the FY2017/18 ............................................................................................................................................ 141

Table 91: Programme 8: General Support: Reconciling Performance Targets with the Budget and 2017 MTEF ................................... 141

xv



TOPIC PAGE

Table 92: Public Entities Reporting to the Executive Authority ............................................................................................................. 143

Table 93: DOD Consultant Utilisation and Broad Based Black Economic Empowerment for the FY2017/18 ......................................... 144

Table 94: DOD Enterprise Risks with Risk Responses ........................................................................................................................ 146

Table 95: MPAT Levels of Management Performance ......................................................................................................................... 147

Table 96: DOD Service Delivery Improvement Plan ............................................................................................................................ 149

LIST OF FIGURESFigure 1: Broad African Security Situation ........................................................................................................................................... 2

Figure 2: Sustainable Development Goals ........................................................................................................................................... 5

Figure 3: Planning the DOD Development Trajectory .......................................................................................................................... 15

Figure 4: Logic Model for the DOD Plan to Arrest the Decline ............................................................................................................. 15

Figure 5: NDP, Vision 2030 Plans ...................................................................................................................................................... 18

Figure 6: South Africa sovereignty, territorial integrity; including our air space, islands, territorial waters and EEZ ............................... 19

Figure 7: South Africa’s Regional Interest .......................................................................................................................................... 20

Figure 8: DOD Macro-organisational Structure .................................................................................................................................. 30

Figure 9: The DOD Planning, Budgeting and Reporting Cycle ............................................................................................................. 37

Figure 10: Key Performance Information Concepts (Logic Model) ....................................................................................................... 39

Figure 11: DOD Strategic Planning Framework (DOD Strategy Map) .................................................................................................... 41

Figure 12: DOD Management Key Performance Areas ....................................................................................................................... 148

ANNEXURESAnnexure A: DOD Performance Information aligned with and linked to National Imperatives of Government, DOD Strategy Map for the

FY2017/18 and the Strategic Outcomes and 5 year Strategic Plan Targets2 .................................................................... 151

Annexure B: Amendments to the Performance Indicators that are reflected in the DOD Strategic Plan 2015 to 2020 .......................... 171

Annexure C: DOD Strategic Indicator Description Table ..................................................................................................................... 178

Annexure D: SA Defence Review 2015 (Milestone 1 – Plan to Arrest the Decline) Implementation within the current FY2017/18

Resource Allocation ..................................................................................................................................................... 198

Annexure E: DOD Links to Long-term Infrastructure Plan .................................................................................................................. 203

2. DOD Performance Information for the FY2017/18 is supported by Technical Datasheets which are available on the DOD Intranet and DOD Website as required by National Regulatory Framework.


xvi

GLOSSARY

List of abbreviations used in this APP

ACIRC African Capacity for Immediate Response to CrisisAFB Air Force BaseAGSA Auditor General of South AfricaAPP Annual Performance PlanAMC Accountability Management CommitteeAMF Audit Management ForumArmscor Armament Corporation of South AfricaASB Army Support BaseAU African UnionBBBEE Broad-Based Black Economic EmpowermentBFF Building For the FutureBMA Border Management AgencyBMTT British Military Training TeamBPSTT British Peace Support Training TeamBRICS Brazil, Russia, India, People’s Republic of China and South AfricaCAE Chief Audit ExecutiveCCB Castle Control BoardCFO Chief Financial OfficerCiC Commander-in-ChiefCHA Concurrent Health AssessmentCHR Chief Human ResourcesCOIR New York State Partnership and Inter-allied Confederation of Reserve Officers (French abbreviation)C SANDF Chief of the South African National Defence ForceCSIRT Cyber Security Immediate Response TeamDA Delivery Agreement DACAF Directorate Anti-corruption and Anti-fraud Def Sec Defence SecretariatDDG Deputy Director-GeneralDDSI ARMSCOR Defence Decision Support InstitutionDERIs Defence Evaluation and Research Institutes DEP Defence Endowment Property DEISM Defence Enterprise Information System ManagementDICI Defence Information and Communication InfrastructureDIRCO Department of International Relations and CooperationDFR Defence Foreign RelationsDFSC Defence Force Service CommissionDLSD Defence Legal Services Division DMV Department of Military VeteransDOD Department of DefenceDPSA Department of Public Service AdministrationDPSP Defence Policy, Strategy and PlanningDRIPT Defence Review Implementation Project Team EA Executive Authority EU European UnionENE Estimate of National ExpenditureERM Enterprise Risk Management

xvii


ETD Education Training DevelopmentFOSAD Forum for South African Director-GeneralsFMD Financial Management DivisionFMPPI Framework for Managing Program Performance InformationFMS Financial Management SystemFY Financial YearGCIS Government Communication and Information SystemsGDP Gross Domestic ProductGITO Government Information Technology OfficerGMA General Military Assistance GP General Practitioners GRC Governance Risk ComplianceHOC Head of CommunicationHR Human ResourcesHRD Human Resources DevelopmentIA Intangible AssetICC International Criminal CourtICT Information Communication TechnologyICTS International Cooperation Trade and SecurityIDES Integrated Defence Enterprise SystemIED Improvised Explosive DevicesIG Inspector GeneralIPAP Industrial Policy Action PlanIT Information TechnologyIFMS Integrated Financial Management System IT FMS Information Technology Financial Management SystemJCPS Justice, Crime Prevention and Security ClusterJFE Joint Force EmploymentJI2M Joint Interdepartmental, Interagency and MultinationalKPA Key Performance AreasLOA Letter of AssistMCC Military Command CouncilMDG Millennium Development GoalsMHTF Military Health Training FormationM&E Monitoring and EvaluationMLAC Ministerial Legal Audit CommitteeMOD&MV Minister of Defence and Military VeteransMOU Memorandum of UnderstandingMPAT Management Performance Assessment ToolMS1-5 Milestone 1, Milestone 2, Milestone 3, Milestone 4 and Milestone 5MSDS Military Skills Development SystemMTEF Medium-term Expenditure FrameworkMTSF Medium-term Strategic FrameworkNACH National Anti-corruption HotlineNATO North Atlantic Treaty OrganisationNCACC National Convention Arms Control CommitteeNCO Non-commissioned OfficerNCOP National Council of ProvincesNDIC National Defence Industry CouncilNDP National Development Plan, Vision 2030NDPW National Department of Public WorksNGP National Growth PathNHI National Health Insurance


xviii

NSS National Security StrategyNT National Treasury NYS National Youth ServiceOCASC Operation Clean Audit Steering CommitteeOP OperationOPSC Office of the Public Service CommissionOCSLA Office of the Chief State Law AdviserPAIA Promotion of Access to Information Act, 2000 (Act 2 of 2000)PAJA Promotion of Administrative Justice Act, 2000 (Act 3 of 2000)PDSC Plenary Defence Staff CouncilPFMA Public Finance Management ActPInd Performance IndicatorPIMS Performance Information Management System PPP Public Private PartnershipPSAP Public Service Act PersonnelPSC Peace and Security CouncilPSIMF Public Service Integrity Management FrameworkPSO Peace Support OperationsPSR Public Service RegulationsRBM Result Based ManagementRFC Reserve Force CouncilRSA Republic of South AfricaR&D Research and DevelopmentSA South AfricaSADC Southern African Development CommunitySADIC South African Defence Intelligence CollegeSAFI South Africa Forces Institution SAI South African InfantrySANDU South African National Defence Force UnionSAMHS South African Military Health ServiceSANDF South African National Defence ForceSAPS South African Police ServiceSC Secretariat CouncilSCAMP Strategic Capital Acquisition Master PlanSDGs Sustainable Development GoalsSDP Strategic Defence PackageSDIP Service and Delivery Improvement ProgrammeSEC DEF Secretary for DefenceSEIAS Socio-economic Environmental Impact Assessment SystemSITA State Information Technology AgencySMME Small Medium Macro Enterprises SMS Senior Management ServiceSPF Strategic Planning Framework SPSS Statistical Package of Social Science SRMC Strategic Risk Management CommitteeSONA State of the Nation AddressSOP Standard Operation ProceduresTCC Troop Contribution CountriesUAMP User Assets Management PlanUN United Nations URTP University Reserve Training ProgrammeVIP Very Important Person/People

1


PART A: STRATEGIC OVERVIEW

VISION

“Effective defence for a democratic South Africa.”

MISSION“To provide, manage, prepare and employ Defence capabilities commensurate with the needs of South Africa as regulated by the Constitution, national legislation, parliamentary and executive direction. The above will be provided through the proper management, provision, preparedness and employment of Defence capabilities, which are in line with the domestic and global needs of South Africa”.

DOD ORGANISATIONAL VALUES

The DOD has committed itself to organisational values that are rooted in individual values, codes of conduct and unit cohesion. For the period under review, in delivering the Defence mandate, the DOD will pursue the following organisational values, as informed by the DOD Strategic Plan (SP) 2015-2020:

• Accountability.

• Consultation rooted in effective and efficient partnership and collaboration.

• Discipline.

• Ethics.

• Excellence.

• Openness and transparency.

• People.

• Service standards.

• Teamwork.

DOD INDIVIDUAL VALUES

The following individual values form the framework through which the individual values of DOD members will be pursued in support of the organisational values of Defence. The DOD individual values are as follows:

• Professionalism.

• Human dignity.

• Integrity.

• Leadership.


2

• Loyalty.

• Patriotism.

2017 UPDATED SITUATIONAL ANALYSIS

The updated departmental situational analysis for 2017 provides the external and internal environments that affect the outputs

of the DOD. The matters identified in the situational analysis are derived as a result of the DOD annual departmental planning

process. For this 2017 Annual Performance Plan (APP) an updated situational analysis is provided in terms of prevailing aspects

as contextualised in the DOD SP 2015-2020. Where changes in the external and/or internal environment were identified, that may

have a bearing on the DOD, such changes are presented as adjustments to the DOD SP 2015 – 2020 and included as Annexure B

to this plan. The DOD updated 2017 Situational Analysis that has informed subsequent planning processes of the department and

the applicable planning processes of the Public Entities and Organs of State, reporting to the Executive Authority, is outlined below.

EXTERNAL ENVIRONMENT

POLITICAL

Figure 1: Broad African Security Situation

Prevailing global political situations may affect the DOD as more unstable political situations, predominantly on the African

continent, continue to demand international peacekeeping operations. The DOD will remain ready to participate in resourced

peace support operations as ordered by Government. The following political aspects are relevant:

• Domestic, Regional and Continental Security: National Security Strategy (NSS). South Africa’s national

security is centred on the advancement of its sovereignty, democracy, national values and freedom and its political and

3


economic independence. The National Security furthermore includes dimensions of domestic, regional and continental

national security. National interests will continue to drive the involvement of major powers in Africa, especially where

vital interests are at stake. While ‘traditional’ interests such as oil and strategic minerals remain important, the perceived

threat posed by Islamic extremism to intra-state security is becoming increasingly more important. The emerging

norms for the coalition of the willing may in future require the Republic of South Africa (RSA) to become militarily

involved. Globalisation creates opportunities for transnationally operating aggressive non-state actors that make use

of global cyber networks, financial networks and transportation networks, especially when terrorist groups and criminal

groups have a common cause. The nodal points - seaports, airports, computer servers, banks – in all these networks

form the centres of gravity of their operations, with the ultimate end-state to bring about political instability. Domestically,

the DOD will continue to defend and protect the sovereignty and the related priorities of territorial integrity, constitutional

order, the security and continuance of national institutions, the well-being, prosperity and upliftment of the people,

the growth of the economy, and demonstrable good governance. Regionally, the RSA will continue to contribute to

the stability, unity and prosperity of the Southern African region and the African continent in general. The DOD will

continue to support resourced peacekeeping support operations of the United Nation’s (UN) and African Union (AU)

on the African continent as ordered by the National Government (See Figure 1). Defence has considered the tasks and

commitments arising from the NSS relating to the defence mandate and the support requirements of Government’s

intent both domestically, regionally and on the continent and will position itself to respond appropriately when called

upon to do so through ordered commitments in accordance with National Government policy.

ECONOMIC

• Economic Recession. Worldwide the economic recession is adversely impacting all spheres of the economic systems.

Lower economic growth for South Africa is expected for the year 2017, and the weakening of the currency against major

currencies will further affect economic growth. Foreign investment in the economy is expected to slow down due to

political instability and the possible announcements by Rating Agencies. Job reductions within the traditional work

force sectors, namely mining and agriculture, may contribute to industrial strikes which will further affect the economy

and the national security situation. These economic factors may slow job creation in the country, which will increasingly

create the possibility of conflict emanating from the unemployed youth.

• Defence Budget Allocation. Global military expenditure in 2014 was an estimated $1 776 billion, equivalent to 2.3%

of global Gross Domestic Product (GDP). Military spending increased in Asia and Oceania, the Middle East, Eastern

Europe and Africa.3 A country’s commitment to niche armaments production may be undermined when defence

budgets fall, affecting domestic arms purchases as in the case of Argentina, Brazil and South Africa. South African

Defence spending is approximately 1.02% of GDP. The origin of the guideline of spending 2% of GDP on defence

originates from an agreement between North Atlantic Treaty Organisation (NATO) countries to have each country carry

the same budgetary burden. It is foreseen that the decrease in the Defence allocations will continue into the MTEF

from 1.02% of GDP for 2017 and 0.92% of GDP in 2018. These budget cuts in 2017 have a direct bearing on the

implementation of Government policy as articulated through the SA Defence Review 2015 deliverables and will affect

defence renewal programs, the ability of the South African National Defence Force (SANDF) to prepare forces for

internal and external commitments and to effectively execute its Constitutional mandate. The DOD takes cognisance

of the current global economic climate with the associate impact on the national economy and resulting fiscal position.

The DOD budget allocation for the 2017 MTEF may not adequately fund force preparation and renewal in support of the

required defence commitments ordered by Government. The DOD will continue to consider the disjuncture between

its current budget allocation, its level of ambition as articulated by Government through the SA Defence Review 2015,

collective requirements of the UN, AU, Southern African Development Community (SADC) and its Constitutional and

Legislative mandate.

3. SIPRI www.sipri.org. Accessed on 19 August 2015.


4

• Defence Funding Model. Against the current global economic climate, the national economy and the Country's

fiscal position as well as the need to fund the implementation of the SA Defence Review 2015, the DOD intends to

possibly alleviate the funding burden on the national fiscus by developing alternative funding solutions for the short-,

medium- and long-term defence trajectory. This initiative will be addressed within the policy and strategy of the

Defence Funding Model that is at an advanced stage of development and will form the basis of discussion with internal

and external stakeholders to enable the identification and attraction of financial resourcing through various streams

of revenue generation to fund the Defence portfolio. The development of an integrated DOD Costing, Budgeting and

Control Tool will ensure the integrity of Defence financial management moving forward as the basis of stakeholder

discussions and negotiations.

SOCIAL

• Demographic Patterns. In the envisaged world of 2030 with an estimated 8.3 billion people, four primary demographic

trends will fundamentally shape the economic and political conditions in most countries and relations among countries.

These trends are: ageing of populations, youthful societies and states, migration, and growing urbanisation. Demands

for skilled and unskilled labour will spur global migration and there will be a tendency for people to migrate across

borders. Trans-national and crime syndicates continue to increase their illicit activities contributing to instability. The

resourced responsibility of the SANDF in terms of border safeguarding will be continued with the deployment of

15 sub-units during the FY2017/18 and will remain constant for the MTEF in support of the NSS.

• Social Protests. Although the percentage of South Africans who believe in strikes and demonstrations has remained

relatively unchanged at just under 40%, there has been an increase in the number of South Africans who report that

they participated in demonstrations, strikes and violent protests. Protest tipping points are not always based on

evidence, as a number of these tipping points have been researched to be basic security problems, such as violent

hot spots in specific communities causing violence against women, crime, political exclusion and land tenure. During

the FY2016/17, violent social protests increased and must be cited as a factor of the highest concern for political and

economic risk to South Africa. During the FY2017/18, it is expected that student protests will remain high to ensure that

Government implement policies toward free education. An increase in social protests and service delivery protests

may be expected during the FY2017/18 MTEF, in the build up to the 2019 National elections. The SANDF may be

required to co-operate on a more regular basis with the South African Police Service (SAPS) to ensure domestic peace

and security.

• Health Service Delivery. It is foreseen that health service delivery to the SANDF may be adversely affected by the

high frequency of SANDF deployments in an ever-growing complex and psychologically stressful environment. In

future this deployment frequency may lead to higher incidence of health issues amongst SANDF members that may

include emotional stress, social adjustment problems, suicide and low morale, thus influencing military commitments

both internally and externally. Trends over the last few years have indicated that South African Military Health Support

(SAMHS) such as military hospitals, sickbays and military medical clinics that are directly involved in healthcare service

delivery, over-expend on the allocated budget due to the increased number of members in spite of efforts to contain

cost. The medical environment is inappropriately funded to meet these increased demands and this has been confirmed

by the findings of the Defence Force Service Commission and the Ministerial Medical Task Team. Challenges that may

impact on health service delivery are the possibility of an increase in outsourcing and potential patient increase on the

Regular Force Medical Continuation Fund due to aging military personnel and their dependants.

• National Health Insurance (NHI). The NHI White Paper was issued during May 2014 for public comment and

inputs. The National Treasury (NT) has budgeted R18.1 billion for the MTEF for the health infrastructure grant and the

insurance grants. Close to R1.2 billion has been budgeted for the piloting with the General Practitioners (GPs) over the

5


MTEF period. The implementation of the NHI programme will impact on the SANDF once the rollout begins. The NHI

is prescriptive of what is required of a health facility to be registered but also provides a clear indication as to what the

RSA Government believes the minimum standard of a health facility should be for patients making use of public health

infrastructure. Although the SANDF is not a public health service provider, it could be argued that members of the

population who are entitled access to a military health service should at least be provided with the minimum standards

prescribed for the non-funded population of the RSA at an even higher standard.

• Employment of the Youth. The DOD, in support of the Department of Rural Development and Land Reform, as a service

provider to other Government departments for the Youth Leadership Development and Character-building Module, plans

to train approximately 2 000 youths during the FY2017/18 through current departmental infrastructure and resources. The

DOD depends on other Departments to provide the number of youths to be trained. A primary objective of Government

remains the accelerated employment of youth in institutions of Government. For the DOD, this may influence the numbers

that will need to be accommodated in the DOD Youth Development Programmes.

• Internship Programmes in Government. Every Government department and Public Entity are required to employ

interns for experiential training in support of the prevailing Government Job Creation Policy. The DOD will pursue the

approval and promulgation of the DOD Internship Policy during the FY2017/18, which will direct the DOD in terms of the

management of DOD internships. It is envisaged that the DOD will continue with an internship intake of approximately

200 interns during the FY2017/18.

SUSTAINABLE DEVELOPMENT GOALS

• The Heads of States met at the UN Headquarters in New York from 25 to 27 September 2015 to develop the new global Sustainable Development Goals (SDGs), that will build on the current Millennium Development Goals (MDGs). The SDGs is an agenda for a plan of action for people, planet and prosperity as reflected in Figure 2. The SDGs recognise that eradicating poverty in all its forms and dimensions, including extreme poverty, is the greatest global challenge and an indispensable requirement for sustainable development. All countries and stakeholders acting in collaborative partnership will implement the SDGs plan.

Figure 2: Sustainable Development Goals

SUSTAINABLE DEVELOPMENT

GOALS

Dignity:

to end poverty andfight

inequality.

to grow a strong,

inclusive, and transformative

economy.

Prosperity:

Justice: to promote

safe and peaceful societies, and strong

institutions.

to ensure healthy lives, knowledge, and the inclusion of

women and children.

People:

to protect our ecosystems

for all societies and our children.

Planet:

to catalyse global solidarity for sustainable development.

Partnership:


6

• The 17 SDGs and associated 169 targets which form the SDGs demonstrate the scale and ambition of this new universal agenda. These SDGs seek to build on the Millennium Development Goals and complete what was not achieved. These SDGs and targets will stimulate action over the next 15 years in areas of critical importance for humanity and the planet. The SDGs, as published by the Presidency, consist of the following goals:

– “Goal 1: End poverty in all its forms everywhere.

– Goal 2: End hunger, achieve food security and improved nutrition, and promote sustainable agriculture.

– Goal 3: Ensure healthy lives and promote well-being for all at all ages.

– Goal 4: Ensure inclusive and equitable quality education and promote life-long learning opportunities for all.

– Goal 5: Achieve gender equality and empower all women and girls.

– Goal 6: Ensure availability and sustainable management of water and sanitation for all.

– Goal 7: Ensure access to affordable, reliable, sustainable and modern energy for all.

– Goal 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and

decent work for all.

– Goal 9: Build resilient infrastructure, promote inclusive and sustainable industrialisation and foster innovation.

– Goal 10: Reduce inequality within and among countries.

– Goal 11: Make cities and human settlements inclusive, safe, resilient and sustainable.

– Goal 12: Ensure sustainable consumption and production patterns.

– Goal 13: Take urgent action to combat climate change and its impacts.

– Goal 14: Conserve and sustainably use the oceans, seas and marine resources for sustainable development.

– Goal 15: Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests

combat desertification, and halt and reverse land degradation and halt biodiversity loss.

– Goal 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all

and build effective, accountable and inclusive institutions at all levels.

– Goal 17: Strengthen the means of implementation and revitalise the global partnership for sustainable

development”.

• The DOD by virtue of its legislative mandate and inherent defence capabilities will indirectly support selected SDGs into the future trajectory of defence, and will participate in the work established by Statistics SA by providing statistics towards the SDGs as and when required.

TECHNOLOGICAL

• Information Warfare (Cyber Warfare). The elements under consideration include the following:

– Offensive. The commercialisation of big data implies that almost any country or belligerent group is able to gain

access to fast, high-powered computational/analytical capacity that can be used for military purposes. During

the FY2016/17 the DOD has developed a comprehensive departmental Cyber Warfare Strategy aligned with the

7


national policy regarding South Africa’s posture and capabilities related to offensive information warfare actions. It

is envisaged that the Cyber Warfare Strategy will be submitted for consideration by the Justice, Crime Prevention

and Security (JCPS) Cluster Ministers for approval of the strategy by the JCPS Cluster during the FY2017/18.

– Defensive. Information is an asset that requires protection commensurate with its value. Security measures must

be taken to protect information from unauthorised modification, destruction or disclosure whether accidental or

intentional. The DOD Cyber Security Incident Response Team (CSIRT) will be established to prevent or recover from

an information warfare incident through the establishment of a Cyber Warfare Command Centre Headquarters. For

the FY2017/18, the DOD will address phases 2 and 3 of the Cyber Warfare Implementation Plan which entails the

finalising functions and structures of the Cyber Warfare Command Centre Headquarters.

• Technology Research and Development (R&D). In the global market place the most successful nations

are those with a culture and infrastructure conductive to innovation and who spend a minimum of 2.5% of GDP

on R&D. In support of Chapter 9 of the National Development Plan (NDP) Vision 2030, “Improving Education,

Innovation and Training”, increasing R&D in the RSA and in specific industries, the DOD will continue to ensure

a DOD R&D capability. The establishment of an integrated DOD Strategic Research capability shall inform, co-

ordinate and enhance strategy, policy and capability development through the results of integrated departmental

strategic research. The DOD has undertaken to establish a DOD strategic research capability that establishes a

ready Defence Technology Base that is located in Defence Evaluation and Research Institutes (DERIs), Armaments

Corporation of South Africa (Armscor), and the Council for Scientific and Industrial Research (CSIR), specific test

ranges, specific niche and strategically essential capabilities in the SA defence industry. The Policy Research Unit

Concept document was developed during the FY2016/17 and further refinement and approval of the concept will

be pursued during the FY2017/18.

LEGAL

• The safeguarding of the air, land and sea borders of the RSA remains the Constitutional and legislative mandate

of the DOD. The DOD will continue to execute its border safeguarding function by addressing security threats and

vulnerabilities such as illegal cross-border movement of people, goods, services and hostile elements that threaten the

territorial integrity of the state and the well-being of its people. In the recent past, the SANDF performed peacekeeping

and internal operations as ordered by Government. It is however envisaged that a possible requirement for the

conducting of offensive operations with different applicable international legal requirements and implications may

become an ordered commitment requirement of Government. The SANDF will be required to continually ensure that

it operates within the requirements of applicable international law implying that SANDF personnel involved in military

operations will be required to ensure that all members are fully conversant with applicable international law regulating

the use of force. The DOD will continue to improve the effectiveness of the interface between the Defence Legal

Services Division (DLSD) and the State Attorney as well as Services/Divisions to ensure timeous compliance with court

decisions. The Military Legal Advisory Committee’s report and recommendations on the effectiveness and efficiency

of the legal process in the DOD are awaited.

PHYSICAL

• Climate Change. The current global climate changes and the associated impact on weather patterns and conditions

may result in increased regional flooding or/and drought. Government may in the foreseeable future require the SANDF

to provide increasing humanitarian assistance and disaster relief during General Military Assistance (GMA) operations

in the SADC region.


8

MILITARY

• While the nature of military conflict is not expected to change in the air, at sea, on land and the cyberspace in the coming decades, the means of warfare certainly will continue to evolve. Cyber and terror attacks remain a possibility to contemplate. Although no international armed conflict threat against South Africa is foreseen in the next five years, conflicts in Africa may require the deployment of SANDF members who will face armed groupings using heavy conventional weapons. During SANDF deployments in support of international peace support operations, the SANDF will increasingly face rising tensions globally, hybrid threats that contain a mixture of international and non-international forms of conflict, and the problem of weak and failing states. The use of improvised explosive devices (IEDs) is also expected to increase. While the nature of war is not expected to change, the SANDF takes note that the character of conflict and war is changing and constantly evolving. Conflicts will continue to evolve, as the SANDF and potential belligerents adapt to advances in science and technology, improved weapons, and changes in the security environment. While the very human nature of conflict in the air, at sea and on land is not expected to change in the coming decades, the means of warfare will certainly continue to evolve. The DOD takes note that future warfare is likely to be characterised by the following trends:

– A more complex environment for interventions.

– The increasing importance of information and the securing thereof.

– Expense of weaponry.

– Military innovation.

– The expansion and escalation of conflict beyond the traditional battlefield.

• The risk regarding international military conflict is growing. Although it is unlikely that there will be a direct military threat to South Africa itself, there is a possibility of international military crises drawing in South Africa through its treaty obligations. The DOD will focus on the preparation of its forces (structure and training doctrine) to encounter the future complex military situations.

• External Deployment of the SANDF. The external deployment of military personnel within the requirements of

international law has necessitated the SADC to heightened awareness of the legal implications of the actions of deployed

forces and a requirement for more sophisticated training led by objective and authoritative doctrine. Peace keeping

Operations are a critical element of prevention and deterrence, as well as a traditional conflict response. UN peacekeepers

are currently the largest deployed military force in the world. South Africa supports the UN Secretary-General’s efforts

to explore the needs of the next generation of UN peacekeeping missions while promoting reforms to improve planning,

troop deployment, and strengthen measures to prevent sexual exploitation and abuse. During the FY2017/18 the SANDF

deployment in peace support operations (PSOs) in the Democratic Republic of the Congo (DRC) under the auspices of

the United Nations Mission (MONUSCO) will continue with an Infantry Battalion plus supporting elements, supported by

Rooivalk and Oryx helicopters. Selected specialist SANDF elements, amongst them combat and construction engineers,

military observers and staff officers, are deployed in and around the capital city of Kinshasa, whilst the bulk of the SANDF

elements are deployed as part of the Force Intervention Brigade (FIB) in the eastern parts of the DRC.

• Internal Deployments of the SANDF. The DOD will continue to deploy SANDF members in the following operations:

– Internal Operations. The SANDF will continue to provide safety and security-related support in cooperation with

the SAPS which includes amongst others, support during the national and local elections, the inauguration of the

President of the RSA and opening of Parliament.

– SADC Maritime Security Strategy. The focus of the SA Navy continues to remain on the preparation of naval forces

for operations in support of the Maritime Security Strategy. The conducting of naval operations that involves patrols in

9


the Mozambique Channel for the prevention of piracy-related activities remains a National and Departmental priority.

It is envisaged that resourced naval operations, as part of anti-piracy operations may expand to the western coastline

of Africa in the future. Increased cooperation with Namibia and Angola will demand more SA Navy participation

and patrolling of the West Coast. Maritime Security will require continued capacity building in (regional) Maritime

Domain Awareness to ensure a safe and secured SADC Maritime environment. This can essentially be achieved

through Joint International Military exercises and other forms of military cooperation with strategic partners such as

the BRICS defence forces to cite but some. The focus is likely to remain on maritime crime relatively close to shore

and highlights the requirement for the littoral states to be able to effect control in their territorial waters and the DOD

role in protecting the maritime resources in support of the Department of Agriculture and Fisheries.

– Border Management Agency (BMA). It is envisaged that the BMA responsible for the management of South

Africa’s borderline and the Country’s ports of entry will be established by 2017. The South African Government has

prioritised the matter of the RSA’s porous borders that leads to the influx of undocumented migrants into South

Africa. As part of the BMA, the SANDF will continue to safeguard the borders (air, land and maritime borders) of

the RSA.

– Border Safeguarding. During the FY2017/18 the SANDF will continue to deploy 15 sub-units to execute resourced

border safeguarding in the Limpopo, Mpumalanga, KwaZulu-Natal, Free State, Eastern Cape, Northern Cape

and North West Provinces and will possibly remain constant for the MTEF. The DOD will ensure alignment and

cooperation with the BMA to effect the legal framework requirements as prescribe by the BMA Bill. Continued

participation and representation at all forums to facilitate the implementation and operationalisation of the BMA,

remain critical to the successful co-existence in the border environment.

– Disaster Support, Humanitarian Assistance and Essential Services. The SANDF will continue to provide assistance

as follows:

33 Drought Relief Support. The provision of water bunkers to assist Provincial Disaster Management Centres

through the delivery of water to communities in times of crises.

33 Search and Rescue Operations. The SANDF continues to provide search and rescue operations at sea and

on land. Many successful operations in the previous years bear testimony to this fact.

INTERNAL ENVIRONMENT

• Corporate Governance. The DOD ensures legislative compliance, embraces the principles of good governance and

accountability and continues to strengthen the departmental role in the governance, risk and compliance functions through

the following:

– Ethics and Integrity. The implementation of the Public Service Integrity Management Framework (PSIMF) in

Government Departments continues to inform the DOD’s Ethics Management Programme. The development and

approval of the DOD Ethics Policy and Strategy will continue during the FY2017/18. To give effect to ethics and

integrity in the DOD, the DOD shall focus on the following:

33 Establish a programme to implement an ethics management programme in the DOD that will include the

development of a DOD ethics policy, strategy and plan. The intention of the programme is to strengthen

departmental measures for managing ethical conduct and promoting integrity.

33 Continue with ethics awareness training in the DOD as a foundation for implementation of the PSIMF.


10

• DOD Audit Committee. During the FY2017/18 the DOD Audit Committee, as an independent oversight committee, will

continue to review the effectiveness of the DOD internal control systems, internal audit functions, DOD risk areas to be

covered in the scope of internal and external audits, the adequacy, reliability and accuracy of the financial information,

identification of possible accounting and auditing concerns thereby, ensuring compliance with legal and regulatory

provisions and oversight of the activities of the departmental internal audit function. The DOD Audit Committee is

constituted and will meet within the provisions of Section 76 and 77 of the Public Finance Management Act (PFMA) Act

No 1 of 1999.

• DOD Internal Audit. The mandate of the DOD internal audit function is derived from the PFMA, Act 1 of 1999,

Section 38(1)(a)(ii) directing the following key responsibilities of internal audit, namely to provide independent, objective

assurance and consulting service, designed to add value through a systematic and disciplined approach intended

to improve the DOD’s operations and ensure achievement of objectives (outputs). The DOD Internal Audit Plan was

approved by the DOD Audit Committee during the FY2015/16. During the FY2016/17, the Internal Audit Division

executed the DOD Internal Audit Plan by, for the first time, performing and delivering an audit report on the department’s

performance information. The capacitating of the Internal Audit Division within prevailing financial pressures will

continue to contribute to the execution of this function with available resources during the FY2017/18.

• Governance of Risk. The DOD continues to commit its efforts towards an effective enterprise risk management

approach through the following:

– The implementation of the DOD Risk Management Policy, Edition 2, as promulgated during the FY2014/15. The application

of the policy continues to direct the department towards an integrated, structured and systematic risk management

process for compliance in the DOD in support of the annual DOD Planning, Budgeting and Reporting Cycle.

– The DOD enterprise risks continue to be subjected to regular monitoring and scrutiny by relevant external and internal

management councils and supervisory governance structures inclusive of the DOD Strategic Risk Management

Committee, the Accountability Management Committee and the DOD Audit Committee. Members of the DOD

Strategic Risk Management Committee continue to receive annual training to ensure the appropriate capacitation

of committee members to execute their risk management mandate and functions. Continuing departmental

interventions will take place during the FY2017/18 to ensure that new members on the Strategic Risk Management

Committee are fully capacitated and trained to execute their functions.

– Risk management is substantially embedded in the strategic management process of the Department striving

towards the optimal achievement of the outputs of the Department through appropriate risk mitigation interventions.

Regular risk assessments are conducted aimed at minimising and controlling risk exposures in each departmental

programme, Sub-programme and functions of the DOD contributing towards the useful management of the relevant

DOD resources. The DOD continues to enhance the culture of risk management through awareness initiatives

such as training workshops and risk assessment sessions aimed at familiarising and equipping members with risk

management skills.

• Governance of Information Technology (IT).

– The DOD will strengthen its IT policy, strategy and plans by institutionalising the Public Service Governance

Framework, including the securing and development of IT platforms commensurate with military specific

requirements. The institutionalisation of the latter Framework will be achieved by the monitoring and evaluating of

its investment in, and expenditure on IT thereby ensuring that information assets are managed in the most effective

manner. The envisaged Integrated Defence Enterprise System (IDES), as a solution to ensure DOD interoperability

and connection with the Government-wide Integrated Financial Management System (IFMS) will be managed

within the context of Governmental progress in terms of the IFMS. The institutionalising of the Public Service and

11


Administration Corporate Governance of Information and Communication Technology Policy Framework in the

FY2017/18, the DOD will strengthen the following:

33 The active participation in the oversight of the formal Corporate Governance System of the department.

33 The facilitation of the alignment process between business and Information and Communication Systems

strategies and plans.

33 The process for defining business requirements to be supported by Information and Communication Systems.

33 The coordination of the development, implementation and maintenance of information and communication

systems policies, structures, processes, procedures, mechanisms, controls and plans.

33 The evaluation of major information and communication systems expenditure, ensuring that the expenditure

is made for valid business enabling reasons, monitoring and managing the benefits, opportunities, costs and

risks resulting from this expenditure.

– The above will be accomplished through the development of the first DOD Enterprise Architecture Capability

Framework and the DOD Corporate Governance of ICT Policy during the FY2017/18.

• Compliance Management. The functional structures of the DOD that address Human Resources (HR), Financial and

Procurement Governance, Risk and Compliance (GRC) continue to be strengthened through appropriate capacitating

and ensuring of compliance with prevailing legislative norms and standards in the respective functional areas.

• Financial Management. The absence of an integrated Financial Management System (FMS), with a lack of appropriate

technical support for the outdated FMS, remained an ongoing departmental risk to sound financial management

and integrated financial monitoring systems that complicate and limit the scope of credible, accurate and timely

management of information for reporting and decision-making. The department continues to refine departmental

financial processes, systems and policies with the view to ensure alignment with the Public Finance Management

Regulatory Framework in order to improve service delivery. The lack of integrated systems within the department

contributes to the selected non-payment of invoices within the prescribed 30 day period. The volume of invoices

processed by the department is extremely high and an integrated IT system remains the only possible solution to

manage this process. The implementation of a departmental Invoice Tracking System within the limited capabilities of

FMS and non-integrated logistical systems are continuously being refined to solve the challenges.

• Supply Chain Governance. The DOD Supply Chain Governance Framework is in the process of being developed and

will provide a policy framework for all policies related to the Defence Supply Chain management that will be implemented

during the FY2017/18. The DOD Procurement Policy will support the procurement of commodities from local suppliers

and contribute to support Small Micro-Medium Enterprises (SMME’s) in the areas where the SANDF is deployed.

• Corruption and Fraud. During the FY2017/18, the DOD through its established corruption and fraud nodal point,

and the implementation of the approved DOD Management of Anti-Criminality Policy will continue to manage issues

relating to corruption and fraud ranging from awareness training to the structured reporting of incidents through

the ‘whistle-blowing’ mechanism and other established departmental channels. The department will continue to

investigate the reported cases of alleged corruption and fraud, and the Defence Legal Services will through the

military courts, prosecute, where relevant, those cases that are not referred to a civilian court with a view to secure

a conviction.

• Court Decisions Affecting the DOD. It has become evident that numerous court decisions affecting the DOD are

not timeously implemented. Inclusive of slow progress regarding departmental compliance with court rulings that may


12

result in further litigations and labour unrest tarnishing the image of the DOD. The DOD will continue to improve the

effectiveness of interface between the State Attorney and the DOD to ensure timely compliance with court decisions.

• Stakeholder Relations Management. The DOD will endeavour to achieve the appropriate balance between its

various stakeholders in the best interests of the DOD and the State. Through the SA Defence Review 2015, the

Country has initiated an intervention to promote consensus on defence that has enabled engagements with relevant

stakeholders in pursuance of the defence mandate on a variety of topics in the interest of the public.

CONSTITUTIONAL AND LEGISLATIVE MANDATES

The Constitutional and primary legislative mandates governing the DOD are reflected in Table 1.

Table 1: DOD Constitutional and Primary Legislative Mandates

Legislation Responsibilities

Constitution of the Republic of South Africa, 1996

Section 200: To provide for a structured disciplined military force and the primary objective, which is to defend and protect the Republic, its territorial integrity and its people.Section 201: To provide for the political responsibility and employment of the Defence force. Section 202: The President as head of the national executive is the Commander-in-Chief of the Defence Force, and must appoint the Military Command of the Defence Force.Section 204: A civilian secretariat for Defence must be established by national legislation to function under the direction of the Cabinet member responsible for Defence.

Defence Act, 2002(Act No. 42)

Section 4A: Composition of the Military Command. Section 5: Composition of the Department of Defence.Section 6: Establishment of the Defence Secretariat.Section 7: Appointment of the Secretary for Defence as head of the department.Section 8: Functions of the Secretary for Defence. Section 9: Delegation of Powers and Assignment of Duties by the Secretary for Defence.Section 10: Departmental Investigations by the Secretary for Defence.Section 11: Composition and Establishment of the South African National Defence Force.Section 14: Functions of the Chief of the Defence Force.Section 33: Intelligence Division of Defence Force.Section 34: Application of Strategic and Operational Intelligence.Section 43: Establishment and composition of the Council of Defence.Section 48: Establishment of Reserve Force Council.

Defence Amendment Act, 2010(Act No. 22)

Section 4: Appointment of the Military Command Council.Section 53/104: Rendering of service by the Reserve Force.Section 53(3A): Compulsory call-up of reserve force members by the Commander Section 62: Establishment and Functions of the Defence Force Service Commission.Section 62 (A): Establishment and Composition of the Defence Force Service Commission.Section 62(B): Functions of the Defence Force Service Commission.

Public Service Act, 1994 Section 7 (3)(a): Each department shall have a head who shall be the incumbent of the post on the establishment bearing the designation mentioned in column 2 of Schedule 1, 2 or 3 opposite the name of the relevant department or component, or the employee who is acting in that post.

Section 7 (3)(b): Subject to the provisions of paragraphs (c) and (d), a head of department shall be responsible for the efficient management and administration of his or her department, including the effective utilisation and training of staff, the maintenance of discipline, the promotion of sound labour relations and the proper use and care of State property, and he or she shall perform the functions that may be prescribed.

13


Legislation Responsibilities

Public Finance Management Act, 1999 (Act No. 1)

Section 36: Appointment as the Accounting Officer. Furthermore, among other things, the Accounting Officer is to ensure the provision and maintenance of effective, efficient and transparent systems of financial and risk management and internal control in accordance with Sections 13; 29 2 (a)(b); 38; 39; 40; 41; 42; 43; 44; 45; 46; 47(1)(a); 63; 64; 65; 81 and 89.

Section 38 (a) (ii): A system of internal audit under the control and direction of an Audit Committee complying with and operating in accordance with regulations and instructions prescribed in terms of Sections 76 and 77.

Military Ombud Act, 2012 (Act No. 4)

Provides for the establishment and mandate of the Office of the Military Ombud.

Castle Management Act, 1993 (Act No 207)

Castle Control Board to govern and manage the Castle of Good Hope on behalf of the Minister of Defence and Military Veterans.

ARMSCOR Act, 2003 (No. 51)

Non-proliferation of Weapons of Mass Destruction Act, 1993 (Act No. 87).

Armscor is to adhere to accepted corporate governance principles, best business practices and generally accepted accounting practices within a framework of established norms and standards that reflects fairness, equity, transparency, economy, efficiency, accountability and lawfulness.

Subject to the Act on Non-proliferation of Weapons of Mass Destruction, which Armscor performs on behalf of the DOD for or on behalf of any sovereign state.

National Conventional Arms Control Act, 2002 (Act No. 41)

Section 9 (2).

Ensure compliance with the policy of the Government in respect of arms control.

Ensure that trade in conventional arms are conducted in compliance with the Act and that all regulatory processes of the Act are adhered to.

National Strategic Intelligence Act, 1994 (Act No. 39)

Section 2(3)(4) referring to the collection of information.

Defence Special Account Act, 1974 (Act No. 6)

Section 2(c) states that moneys in the account shall be utilised to defray expenditure and purchases of the DOD (relates to the Strategic Capital Acquisition Master Plan [SCAMP]).

Promotion of Access to Information Act, 2000 (Act No. 2)

Each public and private body must make provision, in the manner prescribed insection 17 of the Promotion of Access to Information Act, with the necessary changes,for the designation of—(a) such a number of persons, if any, as deputy information officers as is necessaryto perform the duties and responsibilities as set out in section 55(1) of this Act;and(b) any power or duty conferred or imposed on an information officer by this Actto a deputy information officer of that public or private body.


14

REVISION TO LEGISLATIVE AND OTHER MANDATES

The following legislative and other mandates are in the process of being revised:

• Military Discipline Bill. The Constitution enjoins the State to maintain and structure the SANDF as a disciplined military force. The draft Bill seeks to achieve this Constitutional imperative by providing for the proper administration of the Military Justice System in a manner that achieves this main aim and promotes equality, fairness, transparency and accountability in the Defence Force. The draft Bill was approved by the DOD during the FY2012/13 and pre-certified by the OCSLA during May 2016. The DOD team consulted the JCPS Cluster and its Development Committee on 16 May 2016 and 07 June 2016 respectively. By the end of June 2017 the draft Bill will be presented to Cabinet for approval in preparation for tabling in Parliament.

• Hydrographic Bill. The draft Bill served before the JCPS Development Committee, but the Committee required that consultation take place with the Economic Cluster. The draft Bill was subsequently presented to and approved by the Economic Cluster. On 06 December 2016 the Bill was presented to the JCPS Cluster and recommended for further processing to Cabinet during the FY2017/18.

• Defence Amendment Bill, 2015. The draft Bill was presented to and approved by the JCPS Cluster for processing to Cabinet in order to obtain approval for the introduction of the draft Bill into Parliament. The draft Bill will be presented to Cabinet through the Office of the MOD&MV during the FY2017/18.

POLICY MANDATE

THE SOUTH AFRICAN DEFENCE REVIEW 2015

The SA Defence Review 2015 was approved by Cabinet on 19 March 2014, and endorsed by the National Assembly and the National Council of Provinces on 04 June 2015 and 24 June 2015 respectively.

The SA Defence Review 2015 provides the national defence policy for South Africa that informs the defence trajectory to be pursued over multiple Medium-term Strategic Framework (MTSF) periods as depicted in Figure 3. The SA Defence Review 2015 maps out five strategic planning milestones as firm foundations to direct the development of South Africa’s defence capabilities through a DOD Extended Long-term Defence Development Plan, inclusive of an aligned funding trajectory integrated into both the national and departmental planning, budgeting and reporting cycle.

The first four milestones will provide the initial impetus to ensuring an adequate, appropriate and relevant defence capability for South Africa. Milestone five will remain the Constitutional contingency which can be achieved from the firm foundation provided by Milestone 4:

• Milestone 0 (MS 0). The current situation within the DOD.

• Milestone 1 (MS1). Arresting the decline in critical capabilities through immediate, direct interventions.

• Milestone 2 (MS2). Re-balance and re-organise the Defence Force as the foundation for future growth.

• Milestone 3 (MS3). Create a sustainable Defence Force able to meet ordered defence commitments.

• Milestone 4 (MS4). Enhance the Defence Force’s capacity to respond to emerging threats and a wide range of strategic challenges.

• Milestone 5 (MS5). Defence of the Republic against any directed threat.

15


Figure 3: Planning the DOD Development Trajectory

The approved DOD SP 2015-2020 provided focus to the process of implementation over the Milestone 1 period of “arresting

the decline within the available resource allocation”. The plan to arrest the decline of the SANDF will be addressed by

amongst others, the following key areas:

• Identification of the minimal cost-driven interventions that will improve efficiencies and effectiveness within the DOD.

• Identification of cost-driven urgent preservation funding interventions for those capabilities that are required to support existing ordered operational commitments.

During 2016 the DOD completed the ‘DOD Plan to Arrest the Decline’ which is now in the final stages of approval. This plan

is fully costed and contains five (5) work packages that will inform the departmental focus over the remainder of the current

MTSF and the subsequent MTSF period. These work packages are depicted in Figure 4 below.

Figure 4: Logic Model for the DOD Plan to Arrest the Decline

Deliverables to maintain

comprehensive Defence

Capabilities

Capital Interventions

for Priority Capabilities

Capital Interventions

for Priority Support System

Functional Strategic Intents,

Strategies & Plans

Critical Organisational &Efficiency

Interventions

Critical Success Factors• DirectedbytheCommander-in-Chief• Cabinetsupported• Appropriatelyfunded.• Nationalconsensus• Commanddriven• Interactivetimeline• Valuepropositionfocus• Strategicpartners

5 WORK PACKAGES

ADDITIONAL FUNDING REQUIRED

Deliverables

(Within Allocation) (Within Allocation)


16

The approved DOD Plan to Arrest the Decline will form the basis of a strategic level negotiation process between stakeholders,

the DOD and National Treasury (and other stakeholders where so identified) so as to ensure the appropriate resourcing of

the defence portfolio. In addition, this Plan will also inform the development of the national Mandate Paper that will guide

both Government’s and Parliament’s resource allocation from the fiscus to defence.

Notwithstanding this, the DOD will continue to implement the interventions that can be achieved within the MTEF defence

allocation and attached as Annexure D to this plan. These interventions will be focussed on achieving improved organisational

effectiveness and efficiency whilst at the same time provide the departmental functional policy, strategy and plans that will

inform the next DOD Strategic Plan.

As and when additional funding is allocated, the priority cost driven interventions, which are focussed on the execution of

ordered defence commitments, will be implemented.

PENDING COURT RULINGS

The following pending court rulings against the DOD, are reflected in Table 2.

Table 2: DOD Pending Court Rulings

SerialNo

Pending Court Case Description Implication/s of Pending Court Case

1

The amount in Claims against the State relates to a commission claim of EUR 192 180 623 with a rand value of Rb3.2. The difference of R20 000 000 is legal fees. The difference in the prior year amount vs the new year relates to the foreign exchange rate. The matter is defended in a Civil Court of Lisbon, Portugal. The matter was dismissed by the Lisbon court during October 2011 on the basis that no jurisdiction exist to hear the case. On appeal the court found in favour of the plaintiff. This decision of the court was however appealed by ARMSCOR where the court ruled in favour of the plaintiff. At a preliminary hearing on 29 April 2014 the court ruled that the preservation of evidence should be undertaken by the parties. The preservation of evidence in commission was held during March 2015 and was chaired by a neutral person appointed by the Lisbon Court. The matter will now proceed in the Civil Court of Lisbon and it is expected that a court date will be set in the first quarter of 2017.

This may have a negative impact on the DOD’s financial resources (financial losses) that could reduce the operational budget of the department should there be an unfavourable ruling against the DOD.

17


PERFORMANCE DELIVERY ENVIRONMENT

During the FY2016/17, the DOD realised the following strategic achievements:

• The Sec Def, as the Head of the Department and Accounting Officer, provided strategic direction to the DOD through

various governance activities and strategic interventions. In its capacity as at the Secretariat to the JCPS Cluster

and Inter-Ministerial Committee (IMC), the DOD planned, convened and supported the JCPS Director Generals and

Ministers in various actions, events and activities to support and to achieve the National Government imperatives, such

as the MTSF 2014-2019, NDP and Forum of South African Director-Generals (FOSAD) Action Plan.

• The Sec Def ensured that the DOD maintained and implemented all the Ministerial, Cabinet, Parliamentary and Cluster

decisions, applicable to the DOD for accountability purposes.

• In pursuance of the Government's support for peace, security and stability in the region and the continent (MTSF

Outcome 11), the SANDF continued to play a pivotal role. In this regard, the SANDF continued to participate in the

UN/AU Peace Support Operation (PSO) in the DRC and supported the Mozambican Defence Force with counter piracy

operations in the Mozambique Channel.

• The DOD continued to fully adhere to the National Regulatory Framework by ensuring the in-time tabling in Parliament

of the DOD Annual Report for the FY2015/16 on 26 September 2016, and the DOD Planning Instruments for 2017 (DOD

APP, Armscor Corporate Report, the Castle Control Board APP and the Military Ombud APP) on 11 March 2016.

• The SANDF continued to provide safety and security related support in co-operation with the SAPS where so directed.

During the FY2016/17, the DOD encountered various challenges that hampered the achievement of the department's

mandate and that could possibly continue to impact on the performance delivery of the defence portfolio during the

FY2017/18. The challenges included, amongst others, the following:

• Reduction in the DOD Human Resources Budget Allocation. The reduction of the “compensation of employees”

ceiling by Rb1,897 for the FY2017/18, Rb2,912 for the FY2018/19 and Rb4,809 for the FY2019/20 may have an adverse

impact on the ability of the DOD to achieve its Constitutional mandate and the security of the country. The DOD is not in

a position to reduce members due to the absence of a viable exit mechanism to exit those members no longer meeting

the operational profile of the SANDF. Approximately 50% of the Regulars in the DOD have a contract until retirement age

and cannot be exited without a viable exit mechanism. The Commander-in-Chief has also not reduced the operational

commitments of the SANDF and therefore the SANDF cannot withdraw from its ordered commitments without Cabinet

approval. The DOD will continue maintaining an average strength of 77,500 and Reserve Force mandays of 2,700,000

to execute its mandate throughout the 2017 MTEF.

• Defence Reserves Empowerment. The University Reserve Training Programme (URTP) is one of the mechanisms in

the SANDF that seeks to address the ageing of the current Reserve Force members and providing a sufficient number

as well as improving the quality of junior leaders in terms of both officers and Non-Commissioned Officers. The short

term focus of the SA Army is to ensure that members currently in the system complete their functional and corps training

and that appropriate canidates are offered Core Service System contracts.

• DOD Human Resources Information Technology (IT) System. The lack of an integrated DOD Human Resources

IT system as well as the ageing departmental human resources PERSOL system.

4. In terms of the National Treasury Regulation 4.3 “The annual budget sets out what funds an institution is allocated to deliver services. The Annual Performance Plan shows funded service-delivery targets and projections” and Chapter 4 Section 27(4) of the PFMA “when the annual budget is introduced in the National Assembly or a provincial legislature, the Accounting Officer for each department must submit to Parliament or to the provincial legislature, as may be appropriate, measurable objectives for each main division within the department’s vote”. Currently the DOD, within the current Budget Envelope, is only able to fund a total of 74 000 employees. Should the department continue with the average strength of 77 500 for the 2017 MTEF it will result in a departmental deficit on the compensation of employees with projected overexpenditure figures of Rb1 930 in the FY2017/18, Rb3 962 in the FY2018/19 and Rb3 915 in the FY2019/20.


18

• Non-compliance with National Regulatory Framework. Due to prevailing resource constraints, progress with the development and promulgation of the DOD Corporate Governance of Information and Communication Systems Policy was not made during the FY2016/17.

• Limited capabilities of FMS. The delay in the implementation of IFMS together with the lack of appropriate technical support for the current ageing departmental legacy FMS remains a threat to sound departmental financial management. Current accounting and computerised management systems remain non-integrated and hamper the provision of credible, accurate and timely management of information to enable reporting and decision-making. The ongoing unreliability of departmental performance information, creates a challenge in terms of compliance with national prescripts due to the

non-integration of current departmental IT systems and non-availability of source documents.

DOD CONTRIBUTION TO NATIONAL IMPERATIVES OF GOVERNMENT FOR THE FY2017/18 TO THE FY2019/20

In pursuance of its Constitutional and legislative mandate, the DOD contributes to the following national imperatives informing the development of departmental Performance Information, as reflected in Annexure A to this plan, through inherent Defence capabilities:

• The NDP, Vision 2030. The NDP, vision 2030 and its related policies provide a national framework that will inform the envisaged contribution by National Departments to the objectives of the NDP. Figure 5 indicates the aspects that form the corner-stone of the NDP, Vision 2030 to which the defence portfolio, where relevant, will contribute.

Figure 5: NDP, Vision 2030 Plans

• The specific aspects of the NDP, Vision 2030 relevant to the defence portfolio inclusive of the envisaged contribution by defence as articulated in the DOD SP 2015-2020 are as follows:

– "Envisaged reduction in Youth Unemployment (Chapter 3: Economy and Employment).

– Provision of assistance in disaster aid and disaster relief (Chapter 5: Environmental sustainability and resilience and Chapter 12: Building safer community).

19


– Support the combating of maritime piracy along the East Coast of Africa (Chapter 7: South Africa in the region and the world).

– Strengthen the national research and development capacity (Chapter 9: Improving Education, Training and Innovation).

– Build safer communities (Chapter 12: Building safer community).

– Build a capable and development State (Chapter 13: Build a capable and development State).

– Reduction in prevalent corruption and fraud (Chapter 14: Fight corruption)."

• The MTSF (2014-2019). Cabinet approved the MTSF on 23 July 2014 that was designed to be the mechanism through which departments are expected to align their planning instruments in support of the NDP, Vision 2030. The MTSF provides fourteen approved MTSF Outcomes with their associated performance indicators and targets for achievement during the MTSF 2014–2019 period. Each of the fourteen MTSF Outcomes is linked to a set of activities and performance indicators and targets aimed at facilitating the achievement of the specific outcomes. The content of each of the fourteen MTSF Outcomes are linked to and support specific chapters within the NDP Vision 2030. The content of each of the fourteen MTSF Outcomes has formed the basis for the formulation and approval of a Delivery Agreement between an identified Cabinet member and the President of the RSA. By pursuing the DOD legislative mandate and utilising its inherent Defence capabilities, the DOD will continue to provide support to the Governmental MTSF Outcomes (2014 – 2019) relevant to the Defence mandate as articulated in the DOD SP 2015 – 2020. The defence contribution to the MTSF Outcomes is linked to defence activities and programme performance targets aimed at facilitating the achievement of the specific MTSF Outcome. The content of each of the MTSF Outcomes has formed the basis for the formulation and approval of a Delivery Agreement (DA) between an identified Cabinet member and the President of the RSA. The MOD&MV is a co-signatory responsible for the co-ordination and chairpersonship of the Joint International Cooperation Trade and Security and a member of the Justice, Crime Prevention and Security (JCPS) Cluster for MTSF Outcomes 3 and 11 respectively that relate to the sustained and change agenda of Defence. These MTSF Outcomes that Defence will engrave (sustained agenda) are as follows:

– Outcome 3: “All people in South Africa are and feel safe”.

33 Sub-outcome 3: South Africa’s borders effectively defended, protected, secured and well-managed. Defence will contribute to this Outcome through the resourced deployment of 15 sub-units during the FY2017/18 of the Border Safeguarding Strategy (sub-strategy) in support of the overarching strategy to defend, protect, secure, and ensure well-managed borders by securing the land, airspace and maritime borders (see Figure 6).

Figure 6: South Africa’s sovereignty, territorial integrity; including our air space, islands, territorial waters and EEZ


20

33 Sub-outcome 4: Secure Cyber Space. The DOD will contribute to the development of the National Cyber Warfare Strategy and Implementation Plan. During the 2017 MTEF, Defence will continue with the implementation of the Cyber Warfare Plan and will contribute, pending resource allocation, towards capacitating a Cyber-security Institution through the establishment of a Cyber Command Centre Headquarters, scheduled for the FY2018/19.

33 Sub-outcome 7: Corruption in the public and private sectors reduced. The DOD’s contribution is to assist in the reduction of corruption in the JCPS Cluster. The DOD as well as the Public Entities and Organs of State will reduce departmental levels of corruption where prevalent thus contributing to improving investor perception, trust in and willingness to invest in South Africa.

– Outcome 11: “Creating a better South Africa and contributing to a better and safer Africa in a better

World”.

33 Sub-outcome 3: Political cohesion in Southern Africa to ensure a peaceful, secure and stable Southern

African region. Defence will contribute to conflict prevention, peacekeeping, peace, security and post-conflict

reconstruction and development as ordered by Government.

33 Therefore the SANDF will continue to contribute to AU/UN peace operations and through the department’s

Defence International Affairs and Defence Diplomacy Policies (see Figure 7).

Figure 7: South Africa’s Regional Interest

– The MTSF outcomes to which Defence will indirectly (change agenda) contribute by virtue of its legislative

mandate and inherent capabilities are as follows:

33 Outcome 2: “A long and healthy life for all South Africans”. This implies that the DOD has the duty to ensure

a long and healthy military community.

33 Outcome 5: “A skilled and capable workforce to support an inclusive growth path”.

33 Outcome 12: “An efficient, effective and development-oriented public service and empowered, fair and

inclusive citizenship”.

21


• The National Growth Path (NGP). Government released the Framework of the NGP aimed at enhancing economic

growth, job creation and equity. The principal target of the policy is to create five million jobs by the year 2020. The

NGP identifies strategies that will enable South Africa to grow in a more equitable and inclusive manner while attaining

South Africa’s developmental agenda. The DOD will endeavour to support the NGP through the following actions:

– DOD Internships. Every government department and public entity will be required to employ interns for experiential

training. In this regard, the DOD during the FY2017/18 will pursue the approval and implementation of the DOD

Internship Policy which will direct the department in terms of the management of DOD internships.

– National Youth Services. The DOD will continue to support the Governmental Imperative by providing support to

the Department of Rural Development and Land Reform towards the Youth Leadership Development Programme

through the current defence inherent capabilities and available capacity on a cost recovery bases.

– Defence Industry. In the long term, it is foreseen that job opportunities within the Defence Industry will be created in

accordance with approved DOD projects. Further departmental direction will be provided by the National Defence

Industry Council (NDIC), which was launched on 03 March 2016, through the development of the Defence Industry

Policy and Strategy for approval and promulgation during the FY2017/18.

• The Industrial Policy Action Plan (IPAP). The IPAP is located in the NDP Vision 2030 and forms one of the principal

pillars of the NGP. The DOD will play a role and support the IPAP in Public Procurement where a Defence Industry Policy

will be developed to guide long-term acquisition and procurement of defence capabilities. The NDIC, will constitute the

highest consultative body between the DOD, Defence Industry and the Department of Small Business Development on

matters of policy formulation and compliance, export support, armament acquisition and joint planning. The DOD will be

directed by the functions of the NDIC relating to Defence Industry matters. The continued operationalisation of the NDIC

and the implementation of the Defence Instrustry Strategy, NDIC will continue to focus on the work streams for development

and cooperation with other State departments during the FY2017/18 that include amongst others, the following:

– Defining industry categorisation.

– Develop alternative funding models.

– Implication of collaboration vs competitive acquisition.

– Ability to supply complete systems (turn key solutions).

– Exploitation of Department of Trade and Industry (DTI) incentives.

– Establishment of production/maintenance facilities in Africa.

– Use of Department of International Relations and Cooperation (DIRCO) and other Departments for marketing of

RSA products (speaking with one voice).

– Structuring of the NDIC Secretariat and interaction with various stake holders.

– Small industry policy application and exemption.

– Socio-economic scoring of different project types.

– Initiatives focussed on Africa.

– Technological prioritization and implication on industry for short term.

– Leveraging of Intellectual Property.


22

– Expedited Acquisition.

– Development of industry Sector Strategy.

• The FOSAD Action Plan (2014-2019). The FOSAD Action Plan (2014–2019) was adopted by Government and finds

expression in the DOD SP 2015-2020, APPs and individual performance agreements. The DOD has identified and shall

support the following FOSAD Action Plan deliverables:

– Service Delivery Improvement Plan (SDIP). During the FY2015/16 the DOD put in place initial service delivery

standards that were developed through a process of consultation with stakeholders to develop plans for addressing

the identified disjuncture between current and required service delivery levels and standards. During the FY2017/18,

the DOD will continue to monitor compliance with the DOD SDIP to gauge improvement in the departmental service

delivery standards.

– Reduction in the time it takes to fill a vacancy. The DOD will continue to strive to reduce the time it takes to fill a

funded vacancy in the DOD to ensure alignment with the broader Public Service of a reduced period from 9 to 4

months during the FY2017/18.

– Payment of Suppliers within 30 Days. The DOD will strive to ensure compliance with the PFMA requirement to

pay suppliers within 30 days of receipt of a legitimate invoice5 during the FY2017/18. The lack of an integrated

departmental IT system and the on-going submission of non-legitimate invoices by suppliers contribute to the non-

payment of legitimate invoices within the prescribed 30 day period. The implementation of an Invoice Tracking

System within the limited capabilities of the current ageing departmental FMS and non-integrated logistical systems

continue to be refined to address the timeous payment of suppliers within 30 days.

– Finalisation of Disciplinary Cases. The Department will continue to increase the number of disciplinary cases finalised

within 90 days through a reduction in the current average time to finalise disciplinary cases. For the FY2017/18 it is

envisaged that the number of military disciplinary backlog cases within the department will be reduced.

– Improved Feedback to the Public on Anti-corruption Hotline. The department will continue to provide timely

feedback to the public on cases registered with the Presidential Hotline and National Anti-Corruption Hotline

(NACH) cases relevant to the DOD.

– Reduction in Audit Findings. The DOD will continuously endeavour to strive for a clean audit in consultation with

internal and external assurance providers for the period of this Plan enabled through the approved DOD Internal

Audit Plan, internal controls and recommendations by the DOD Audit Committee.

– Timely Submission of DOD Accountability Documents (Strategic Plans, Annual Performance Plans and Annual

Reports) to Parliament. The DOD, Public Entities and Organs of State will endeavour to ensure the timely submission

of departmental accountability documents (Strategic Plans, Annual Performance Plans, Annual Reports and

Financial Management documents) as prescribed by applicable legislation.

– Timely Responses to Chapter 9 Institutions. During the FY2017/18, the DOD will continue to respond to Chapter

9 Institutions, through appropriate internal control mechanisms, within the shortest possible time when and if so

required. Chapter 9 Institutions include the office of the Public Protector, the SA Human Rights Commission, and

the Gender Equality Commission.

– Timely Responses to the Chapter 10 Institutions. During the FY2017/18, the DOD will continue to timely submit the

Head of Department’s (HOD’s) performance agreement and departmental SMS Financial Disclosure forms to the

Office of the Public Service Commission (OPSC) as per the legislative requirement.

5. Legitimate invoice is defined as invoices that comply with the detail/specifications of the order placed against the supplier for goods and services and which adhere to the DOD prescripts.

23


• The SONA (2014-2017). During the SONAs held on 17 June 2014, 12 February 2015, 11 February 2016 and

09 February 2017, respectively, the President indicated that Government had embarked on a radical socio-economic

transformation to address the triple challenges of poverty, inequality and unemployment. The pronouncements of the

SONA that continue to have a bearing on the defence portfolio are as follows:

– Promotion of Local Procurement (SONA 2014). The DOD will continue to promote local procurement through its

decentralised procurement processes. The DOD has also completed a draft procurement policy which awaits the

completion of the Procurement Bill for implementation.

– Employment of the Youth (SONA 2014). For the FY2017/18, the DOD will continue to provide support to the

Department of Rural Development and Land Reform, through current departmental infrastructure and resources,

as a service provider to other Government departments for the Youth Leadership Development and Character-

building Module.

– Expansion of Internship Programmes in Government (SONA 2014). The DOD will through the development

and approval of the departmental Internship policy, continue to support this initiative of Government during the

FY2017/18.

– Resourcing the Defence Mandate (SONA 2014). The DOD will, through internal budgeting processes and liaison

with identified national stakeholders, continue to strive to obtain the required resources needed to execute the

departmental mandate during the FY2017/18.

– Improved implementation of the Financial Disclosures Framework (SONA 2014). The DOD will continue to,

through internal human resources processes, ensure compliance with the submission dates of DOD accountability

documents (eg Senior Management Staff members’ Financial Disclosures and Performance Agreements) to the

Department Public Service and Administration during the FY2017/18.

– Employment of the SANDF (interim ACIRC, conflict prevention and peacekeeping on the African continent) (SONA

2015). The ACIRC initiative by the African Volunteering Nations and their defence forces continues until the end of

the FY2018/19. It is envisaged that by then the African Standby Force will reach its full operational capacity.

– Spending of Public Funds and reducing expenditure (SONA 2016). The DOD has aligned its cost containment

measures with that of the National Treasury. During the FY2017/18, the DOD will continue to build internal capacity,

thereby reducing reliance on external service providers (Consultants).

– The African Continent Remains Central to our Foreign Policy Engagements (SONA 2016). The DOD will continue

to support peace and security and regional economic integration through participation in the AU and the SADC

initiatives during the FY2017/18.

– Unlocking Growth and Peacekeeping Operations (SONA 2017). In unlocking growth in implementing the NDP

Vision 2030, the DOD continues to participate in the Operation Phakisa, a unique initiative to address NDP Vision

2030 highlighted aspects such as poverty, unemployment and inequality. Departmental preparation will continue

during the FY2017/18, to host the government garage concept for all state-owned vessels in Simon’s Town,

including the maintenance and repair of government-owned vessels, through the newly established South African

Navy/ARMSCOR/Denel partnership. The DOD will continue to support government ordered commitments in terms

of peacekeeping operations, and peace-making initiatives in the region and on the continent.

• The Nine Point Economic Intervention Plan. In his SONA of 2015, President Zuma announced the National

Government’s Nine Point Plan aimed to increase economic growth and to create much needed job opportunities in

the RSA. Operation Phakisa, as part of the Nine Point Plan, as a results-driven approach to planning and execution of


24

programmes in unlocking the economic potential of certain sectors as emanating from the NDP Vision 2030. The initial

implementation is headed by the Department of Environmental Affairs and addresses the unlocking of the economic

potential of the South African Oceans. The South African Navy will continue to represent the DOD in the Interdepartmental

Working groups within the Marine Protection Services and Governance Laboratory of Operation Phakisa. Further

contributions will be made regarding aspects such as the National Marine Spatial Planning Framework, development of

a National Organising Framework of Occupations and the establishment of the National Oceans and Coast Information

Management System. The rejuvenation and capacity building of the Naval Dockyard in Simon’s Town, as well as the

envisaged local building of patrol and survey vessels for the South African Navy will rejuvenate the entire ship building

industry within South Africa and set a baseline for future ship building projects, that will provide a major impetus to the

continuing roll-out of Operation Phakisa.

THE MINISTER OF DEFENCE AND MILITARY VETERANS PRIORITIES FOR THE FY2017/18 TO THE FY2019/20

The evolving FY2017/18 Ministerial Priorities as contextualised in the approved DOD SP 2015-2020 that give impetus to

the execution of the Defence mandate through Ministerial direction over the short, medium and long term within available

resources are confirmed as follows.

• Defence Strategic Direction. This priority relates to ensuring the provision of Ministerial strategic direction to the

DOD over the short, medium and long term. The following evolving deliverables will, amongst others, be pursued in

support of this Ministerial Priority:

– Strategic direction provided to guide the implementation of the SA Defence Review 2015 (Defence Plan to Arrest

the Decline) with targets and timelines.

– Strategic direction provided for the engagement of the SA Defence Review 2015 Strategic Trajectory with National

Stakeholders.

– Strategic direction provided to guide the DOD International Engagements.

– Strategic direction provided for the development, and promulgation of the Defence Strategy, the Defence

Secretariat Strategy (Governance and Accountability), the Military Strategy, the Blue-print force design, the Joint

Force Employment Strategy and the Border Safeguarding Strategy.

• Strategic Resourcing Direction. This priority relates to the directing of the developing of an appropriate Defence

Funding Model thereby ensuring the adequate resourcing of the Defence function over multiple MTSF periods aligned

with prevailing defence policy. The following evolving deliverables will, amongst others, be pursued in support of this

Ministerial Priority:

– Strategic direction provided to guide the development of a Defence Funding Model.

– Strategic direction provided to guide the development of a Budgeting and Costing Tool.

• Organisational Renewal Direction. This priority relates to the directing of the renewal of the defence organisation to achieve greater efficiencies and effectiveness across the defence functions. The following evolving deliverables will, amongst others, be pursued in support of this Ministerial Priority:

– Strategic direction provided to inform the restructuring of the DOD (renewed force structure) and the repositioning of the Defence Secretariat.

– Strategic direction provided to inform the development of costed Defence Force Establishment Tables.

25


• Human Resources Renewal Direction. This priority relates to the directing of the renewal of the departmental human resources function to ensure that the personnel profile is able to meet both current and future defence obligations. The following evolving deliverables will, amongst others, be pursued in support of this Ministerial Priority:

– Strategic direction provided to inform the DOD Human Resources Management function (Policies and Strategies).

– Strategic direction provided to inform the DOD Human Resources Development (development of civilian and military members).

– Strategic direction provided to enhance Military Discipline.

• Capability Sustainment Direction. This priority relates to reviewing the Defence direction to the Defence Industry, technology development and directing defence acquisition in line with the four milestones of the SA Defence Review 2015. The following evolving deliverables will, amongst others, be pursued in support of this Ministerial Priority:

– Strategic direction provided to sustain and renew Defence capability through infrastructure and the Capital Plans; and optimised utilisation of the DOD Works Capability.

– Strategic direction provided to establish the Cyber Warfare Capability in the SANDF.

– Strategic direction provided to guide Defence Industry engagements through the development and promulgation of the Defence Industry Policy and Strategy.

• Ordered Defence Commitments Direction. This priority relates to the ordered defence commitments in line with the prevailing defence policy and therefore the MOD&MV will continue to provide strategic direction to sustain Ordered Defence Commitments as directed and required by Government.

THE SECRETARY FOR DEFENCE FOCUS AREAS FOR THE FY2017/18 TO THE FY2019/20

Emanating from the MOD&MV Priorities, the Sec Def forms a departmental policy perspective that has identified Focus Areas that will inform the functions and strategic direction of the Defence Secretariat (Def Sec) over the short, medium and long term. The DOD APP for 2017 is in support of the pronounced MOD&MV Priorities. The Sec Def Focus Areas are as follows:

• Defence Strategic Direction. This Focus Area relates to ensuring strategic direction of the defence programme over the short-, medium- and long-term. The following evolving deliverables will, amongst others, be pursued in support of this Focus Area:

– Ensured the implementation of departmental instructions and guidelines relating to the SA Defence Review 2015 (Defence Plan to Arrest the Decline with targets and timelines).

– Ensured SA Defence Review 2015 Strategic Trajectory engagements with National Stakeholders.

– Ensured the development of the Defence Strategy to inform subsequent departmental strategies.

– Ensured the promulgation of the approved Defence International Relations (Affairs) Policy.

• Strategic Resourcing Direction. This Focus Area relates to the developing an appropriate funding model ensuring

the adequate resourcing of the Defence function. The following evolving delivery will, amongst others, be pursued in

support of this Focus Area:

– Ensured the promulgation of the approved Defence Funding Model.

• Human Resources Renewal. This Focus Area relates to the renewal of the DOD Human Resources component. The

following evolving delivery will, amongst others, be pursued in support of this Focus Area:


26

– Ensured DOD Human Resources Management.

– Ensured the development of the Human Resources Strategy.

– Ensured the development of a Human Resources Development Policy, that includes the Education Training and

Development Policy and the establishment of relationship between the DOD ETD programmes and accredited

tertiary Institutions for civilian and military members.

• Organisational Renewal. This Focus Area relates to the renewal of the DOD organisational structure by the

development of policies and strategies that will inform the updating of the DOD Macro-organisational structure. The

following evolving deliveralbes will, amongst others, be pursued in support of this Focus Area:

– Ensured the development of the Defence Secretariat (Governance and Accountability) Strategy.

– Ensured the development of the DOD Restructuring Plan, addressing the repositioning of the Defence Secretariat

aspect.

– Ensured the development of the Defence Force Establishment Tables.

• Capability Sustainment and Renewal. This Focus Area relates to the improvement of the DOD acquisition processes

which will support the acquisition of main equipment needed to equip the SANDF for deployment during internal and

external operations and ordered defence commitments in line with the four milestones of the SA Defence Review 2015.

The following evolving deliverables will, amongst others, be pursued in support of this Focus Area:

– Ensured resources allocation to enable Defence capability sustainment and renewal.

– Established Defence Industry engagements through capability and technology programmes.

• Ordered Defence Commitments. This Focus Area relates to the enabling of the SANDF to be deployed in support

to the RSA Government’s external commitments. The following evolving deliverable will, amongst others, be pursued

in support of this Focus Area:

– Ensured appropriate authorisation of applicable legal instruments to enable and sustain ordered Defence commitments.

THE CHIEF OF THE SOUTH AFRICAN NATIONAL DEFENCE FORCE FOCUS AREAS FOR THE FY2017/18 TO THE FY2019/20

Emanating from the MOD&MV Priorities, the C SANDF forms a departmental policy perspective that has identified Focus

Areas that will inform the functions and strategic direction of the SANDF over the short, medium and long term and the DOD

APP for 2017 in support of the pronounced MOD&MV Priorities. The C SANDF Focus Areas are as follows:

• Military Strategic Direction. The C SANDF is the Military Strategic Authority accountable to the Commander-in-Chief

under the direction of the MOD&MV, commands the military resources of the DOD and is essentially an integral part of

the military strategic direction in the department. The following evolving deliverables will, amongst others, be pursued

in support of this Focus Area:

– Ensured the implementation of departmental instructions and guidelines relating to the SA Defence Review 2015

(Defence Plan to Arrest the Decline with targets and timelines). Ensured the promulgation of the approved Military

Strategy.

– Ensured the development of the Blue-print Force Design.

27


– Ensured the promulgation of the approved Border Safeguarding Strategy.

– Ensured the development of the Joint Force Employment Strategy.

– Ensured the development of the Defence International Engagements Strategy (Defence Diplomacy Strategy).

– Enabled sustained ordered Defence commitments through force preparation and deployment of the SANDF.

• Restructuring of the SANDF. In support of the MOD&MV Priority “Organisational Renewal”, C SANDF will restructure

the SANDF on a phased approach within a newly designed command and control philosophy recognising the

significance of civil control. This command and control philosophy will provide clear distinction between command

and staff functions. As such, in the medium-term, C SANDF with the concurrence of the MOD&MV and Sec Def will

promulgate an appropriate command and control philosophy to underpin the ‘Accountability Model’ in the department.

Based on this command and control philosophy, C SANDF will promulgate a restructuring plan that will be rolled-out

systematically throughout the MTEF period and beyond as allowed by resources. The following evolving deliverables

will, amongst others, be pursued in support of this Focus Area:

– Ensured the development of the DOD Restructuring Plan, addressing the restructuring of the SANDF.

– Ensured the development of the Defence Force Establishment Tables.

• Renovation of the DOD Facilities. In support of the MOD&MV priority area, “Capability Sustainment and Renewal

Direction”, C SANDF will also focus on the renovation of DOD facilities to arrest the deterioration of DOD facilities and

support the achievement of the Defence policy (SA Defence Review 2015) particularly ‘Milestone 1’ and the long-

term plans. In the medium term, C SANDF will champion the process to devolve the responsibility for the Defence

Endowment Property (DEP) from the National Department of Public Works (NDPW) to the DOD. Through the Defence

Works Capability the DOD will utilise its own manpower and material or appoint its own consultants and contractors

to undertake the work. The result will be an enhanced and focussed renovation of DOD facilities through the facilities

master plan (long-term infrastructure plan as extrapolated in the General Support Programme [Joint Logistic Support]).

The following evolving deliverable will, amongst others, be pursued in support of this Focus Area:

– Ensured approval of the Overarching Logistic Strategy.

– Ensured the sustainment and renewal of Defence capability.

– Ensured the maintaince of Defence facilities, maintained through the implementation of the Long-term Infrastructure

and Capital Plans.

– Ensured the optimise utilisation of the DOD Works Capability.

• Development and Maintenance of Strategic Reserves. In support of MOD&MV priority “Capability Sustainment

Direction,” C SANDF will determine the different stock levels (strategic, operational and tactical) required for possible

emergencies, unforeseen fluctuations and consumption, delays in production, and transit accidents. In the medium

term, C SANDF will promulgate a reserves policy that will sanction and define the different levels of reserves, direct the

pre-positioning of sustainment at identified geographic positions and determine static installations to support day-to-

day activities and operations, storage, and the distribution networks (such as petrol depots). The disposal of redundant

stock will receive due attention to enable the Organisation to streamline its strategic reserves. The following evolving

deliverable will, amongst others, be pursued in support of this Focus Area:

– Ensured approval of the Overarching Logistic Strategy

– Ensured the disposal of redundant equipment and ammunition programmatically.


28

– Ensured the development of the stock level strategy.

• Implementation of the Human Resources Strategy. In support of the MOD&MV priority “Human Resources renewal

direction”, C SANDF will ensure an integrated approach in supporting the DOD to appropriately compose, empower

and manage a Defence Human Resources component that is capable of executing the SANDF mandate and mission.

As such a DOD Overarching Human Resources Strategy and sub-strategies derived there from inclusive of a Human

Resources Charter supporting the concept of “Cradle to Grave” will be promulgated and implemented systematically

as allowed by resource allocation. Key in the implementation is the right-sizing of the Human Resources component

of the SANDF capable of executing the mandate of the organisation. The following evolving deliverable will, amongst

others, be pursued in support of this Focus Area:

– Ensured DOD Human Resources Management.

– Ensured the development of a comprehensive appreciation on the establishment of a Defence Academy.

• Enforcement of Military Discipline. The maintenance and enforcement of discipline are regulated by Section 200(1)

of the Constitution of 1996 which requires the SANDF to be structured and managed as a disciplined military force.

To this effect, the DOD has completed a draft Military Discipline Bill currently in the approval process for approval by

Cabinet in preparation for final tabling in Parliament. This will be done in support of the MOD&MV priorities, ‘Defence

Strategic Direction’ and ‘Human Resources Renewal’. The following evolving deliverable will, amongst others, be

pursued in support of this Focus Area:

– Ensured enhancement of Military Discipline through the Military Discipline Bill.

• Development of SANDF Capabilities. A capability development philosophy and approach informing the development

of long-term plans under the auspices of Defence Policy and Military Strategy will be promulgated in the Military Strategic

Direction Register in support of the MOD&MV priorities “Capability Sustainment and Renewal Direction”. Physical

development of appropriate capabilities will materialise in acquisition plans commensurate with available funding.

The focus of the physical development of capabilities will be on the landward defence capability. Over the MTEF, the

Maritime defence will investigate the establishment of the Coastguard for the RSA as contemplated by Government.

The following evolving deliverable will, amongst others, be pursued in support of this Focus Area:

– Ensured the establishment of a Cyber Warfare Capibility in the SANDF.

• Force Protection. Force Protection includes issues of military security, and counter-intelligence as well as the

procurement of critical ammunition to enhance the abilities of the SANDF to honour its ordered commitments. The

following evolving deliverables will, amongst others, be pursued in support of this Focus Area:

– Enhanced Corps of Professional Intelligence Analysts.

– Enhanced Corps of Military Police.

– Restored Tactical, Operational and Strategic Intelligence Capability.

– Improved Force Preparation and Force Employment Stock levels.

• Border Safeguarding. The systematic increase of the SANDF footprint on the borderline of the RSA in accordance with

available resources as well as promulgation of the Border Safeguarding strategy preceded by a new Military Strategy

during the MTEF. The following evolving deliverable will, amongst others, be pursued in support of this Focus Area:

– Ensured the optimised Border safeguarding capability.

29


• Revitalisation and Effective Utilisation of Reserves. In support of the MOD&MV priority “Human Resources

Renewal Direction”, a policy and strategy on the revitalisation and transformation of the Reserves will be promulgated

and implemented systematically in the medium term. The policy will ensure that the Reserves have a feeder system of

new recruits together with a leader group development system (including the University Reserve Training Programme)

that gives the required capacity to fulfil their role including augmenting the Regulars, forming part of the standing and

surge military capability, providing for the expansion capacity of the SANDF as well as providing certain specialist

scarce skills.

• Renewal of Landward Defence Capability. The ‘renewal of the landward’ programme remains a C SANDF Focus

Area in support of the MOD&MV priority under “Capability Sustainment Direction”. This capability did not form part of

the Strategic Defence Packages. The DOD has taken the initiative to develop a multipurpose-support-vehicle called

“Truck Africa”, designed to enhance the Landward Defence Programme. The FY2017/18 will see the development of

the initial prototype and the resourced production in the FY2018/19.

ORGANISATIONAL ENVIRONMENT

The DOD Macro-organisational structure is informed by the departmental Constitutional mandate, prevailing defence policy

and the applicable defence Output deliverables. The DOD comprises of the SANDF, established in terms of Section 200

of the Constitution of the RSA, 1996 (Act No. 108 of 1996), and the Def Sec, established in terms of Section 204 of the

Constitution of the RSA, 1996 (Act No. 108 of 1996).

The DOD Macro-organisational structure is inclusive of the Public Entities6 (ARMSCOR and the Castle Control Board)

and Organs of State (Defence Force Service Commission, Military Ombud and Reserve Force Council) reporting to the

MOD&MV, as the Executive Authority responsible for the oversight of these entities in terms of the PFMA Act 1 of 1999.

During the period of the Plan, the DOD Macro-organisational structure may be reconfigured to reflect the prevailing defence

policy (SA Defence Review 2015 imperatives) requirements as reflected in Annexure D, Serial 10.

To enable the corporate management and reporting arrangements of the “DOD Central Staff” as reflected on the DOD

Macro-organisational structure inclusive of Human Resources, Defence Legal Services and the Defence Foreign Relations

functions, policy-related outputs of the central staff will be directed, account and report to the Sec Def and execution-related

aspects will be directed, account and report to the C SANDF in terms of the legislative mandate of the aforementioned.

6. “Green” component of the DOD Macro-organisational structure refers to Public Entities and Organs of State, that are not part of the DOD Macro-organisational structure but are reporting to the Executive Authority.


30

The DOD Macro-organisational structure is provided in Figure 8.

Figure 8: DOD Macro-organisational Structure

LEVEL 0

Castle Control Board

Defence Force Service Commission

ARMSCORReserve Force

Council

LEVEL 1

Department of Defence

DOD CENTRAL STAFF

Human Resources

Division

Defence Legal

Services Division

Defence Foreign

Relations Division

Defence Policy,

Strategy and

Planning Division

Financial Management

Division

Defence Matériel Division

Defence International

Affairs Division

Internal Audit

Division

Defence Enterprise

Information Systems

Management Division

SA National Defence Force

GENERAL SUPPORT

Military Policy, Strategy and

Planning Office

Defence Reserves

Chaplain Service

Joint Operations

DivisionSA Army

SA Air Force

SA Navy

SA Military Health Service

Defence Intelligence

Division

Corporate Staff

Division

Defence Inspectorate

Division

LEVEL 2

Defence Secretariat

MINISTRY OF DEFENCE

AND MILITARY VETERANS

Logistics Division

Military Police

Division

Command and Management Information

Systems Division

SA Military Ombud

Chief of Staff

31


DOD OVERVIEW OF THE FY2017/18 BUDGET AND MEDIUM-TERM EXPENDITURE FRAMEWORK ESTIMATES

DOD BUDGET PROGRAMME STRUCTURE

The overall purpose of the budget programmes within the budgetary system is to enable the allocation of funds aligned with

and to enable the required performance of a budget programme in terms of specific activities/functions and/or the delivery of a

particular category of services in support of the Defence mandate. The eight DOD Budget Programmes are depicted in Table 3.

Table 3: DOD Budget Programme Structure

Budget Programme

Budget Programme Structure Purpose of the DOD Budget Programme

1 AdministrationTo provide strategic leadership, management and support services to the DOD; and provide for military veterans’ benefits through the Department of Military Veterans

2 Force EmploymentTo provide and employ defence capabilities, including an operational capability, to successfully conduct all operations as well as joint, interdepartmental, interagency and multinational military exercises

3 Landward Defence To provide prepared and supported landward defence capabilities for the defence and protection of South Africa

4 Air Defence To provide prepared and supported air defence capabilities for the defence and protection of South Africa

5 Maritime Defence To provide prepared and supported maritime defence capabilities for the defence and protection of South Africa

6 Military Health Support To provide prepared and supported health capabilities and services for the defence and protection of South Africa

7 Defence Intelligence To provide defence intelligence and counter-intelligence capabilities

8 General Support To provide general support capabilities and services to the department

CHANGES TO DOD BUDGET PROGRAMME STRUCTURE

The possible restructuring of the current departmental budget programme structures to ensure alignment with the National

Treasury prescripts, prevailing defence policy (SA Defence Review 2015) and the DOD Strategic Planning Framework (SPF)

will receive attention as a result of a restructured DOD, in Annexure D Serial 10.


32

DOD EXPENDITURE ESTIMATES

The Defence Budget for the 2017/18 MTEF amounts to 1,02% of the expected GDP of the RSA. The composition of the

budget vote allocation for Defence per DOD main budget programme as published in the Estimate of National Expenditure

(ENE) 2017, is indicated in Table 4.

Table 4: DOD Expenditure Estimates for the FY2017/18 to the FY2019/20

Budget Programme

Audited Outcome Adjusted Budget Medium-term Expenditure Estimates

R’000 R’000 R’000 R’000 R’000 R’000 R’000

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Administration 4 510 985 4 658 985 4 981 493 5 358 623 5 380 834 5 628 302 5 947 122

Force Employment 3 346 655 3 631 441 3 602 801 3 601 216 3 688 564 3 660 971 3 749 832

Landward Defence 13 599 123 14 049 116 15 118 951 15 557 451 16 550 196 17 134 255 18 160 822

Air Defence 6 031 523 6 913 523 7 085 719 6 971 367 6 628 007 7 145 827 8 572 240

Maritime Defence 3 226 378 3 802 369 3 732 748 4 407 050 4 790 003 4 893 359 4 482 369

Military Health Support 3 733 603 4 053 113 4 243 150 4 474 092 4 586 699 4 905 576 5 371 285

Defence Intelligence 774 683 819 775 830 060 900 248 917 277 947 915 1 002 206

General Support 5 224 571 4 914 059 5 476 612 5 966 418 6 077 210 6 294 109 6 680 560

Total 40 447 521 42 842 381 45 071 534 47 236 465 48 618 790 50 610 314 53 966 436

Economic classification

Current payments 32 747 930 34 343 473 36 227 597 39 594 071 38 022 001 39 388 856 42 042 876

Compensation of employees 21 332 701 23 005 809 24 788 024 27 361 559 26 447 971 27 116 696 29 177 565

Goods and services 11 415 229 11 337 664 11 439 573 12 232 512 11 574 030 12 272 160 12 865 311

Transfers and subsidies 6 422 070 7 400 180 8 003 263 7 354 582 9 180 066 9 762 099 10 435 572

Provinces and Municipalities 0 54 61 87 91 96 100

33


Budget Programme

Audited Outcome Adjusted Budget Medium-term Expenditure Estimates

R’000 R’000 R’000 R’000 R’000 R’000 R’000

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Departmental agencies and accounts 4 697 768 6 144 266 6 840 117 6 196 402 7 747 080 8 251 406 8 894 227

Higher Education Institutions 0 0 0 0 0 0 0

Foreign Governments and International Organisations

303 347 0 5 804 0 0 0 0

Public corporations and private enterprises

1 336 996 1 114 145 1 022 379 1 025 387 1 296 901 1 375 137 1 418 577

Non-profit Institutions 7 701 7 909 8 081 9 460 8 901 9 324 9 744

Households 76 258 133 806 126 821 123 246 127 093 126 136 112 924

Payments for capital assets 1 265 510 1 081 225 837 997 287 812 1 416 723 1 459 359 1 487 988

Buildings and other fixed structures 216 975 64 877 82 597 121 935 958 840 1 068 956 1 111 077

Machinery and equipment 1 045 591 1 010 517 696 655 164 538 455 741 388 962 374 952

Heritage Assets 0 0 0 0 0 0 0

Specialised Military Assets 244 4 386 58 098 993 1 743 993 1 489

Biological Assets 1 245 0 0 0 0 0 0

Land and Sub-soil Assets 0 0 0 0 0 0 0

Software and Other Intangible Assets 1 455 1 445 647 346 399 448 470

Payment for financial assets 12 011 17 503 2 677 0 0 0 0

Total 40 447 521 42 842 381 45 071 534 47 236 465 48 618 790 50 610 314 53 966 436


34

RELATING 2017 MTEF EXPENDITURE TRENDS TO STRATEGIC OUTCOME-ORIENTED OUTPUTS

DOD EXPENDITURE TREND OVER THE 2017 MTEF

Over the medium term, the Department of Defence will prioritise maintaining South Africa’s defence capabilities, expanding

and maintaining its infrastructure, safeguarding the country’s borders and territorial integrity, participating in peace support

operations, and institutionalising policy on cyber security. These activities supports the realisation of Outcome 3 (“all

people in South Africa are and feel safe”) and Outcome 11 (“create a better South Africa and contribute to a better Africa and

a better world”) of the Government’s 2014-2019 MTSF.

Almost 80 per cent of the department’s budget over the medium term is allocated to spending on compensation of

employees and related goods and services as the department’s core activities are labour intensive. The department’s

budget for compensation of employees was reduced by R1.9 billion in the FY2017/18 and R2.9 billion in the FY2018/19,

following Cabinet’s decision to lower the national aggregate expenditure ceiling. Reduction of the DOD Budget over the

years created a distortion that we are over-subscribed with regards to HR. Despite the reduction, the department aims to

maintain the number of landward sub-units deployed for border safeguarding at a number of 15 per year over the medium-

term and the number of Defence Attaché Offices at 44 offices. However, the number of Military Skills Development members

in the system per year is expected to decrease from 4 001 in the FY2016/17 to 3 545 in the FY2019/20. The department’s

goods and services budget has also been reduced by R109.1 million in the FY2017/18, R98 million in the FY2018/19 and

R125.5 million in the FY2019/20. These reductions will be effected mainly on property payments, specifically day-to-day

maintenance, and non-core goods and services items such as consultants and catering.

Maintaining defence capabilities

The SA Defence Review 2015 sets out the long-term policy for meeting the country’s defence needs over the next 20 to 30

years. The department has developed comprehensive plans, based on the review, to “Arrest the Decline” decline of critical

defence capabilities by focusing on immediate and directed interventions, mostly in the Landward Defence, Air Defence, Maritime

Defence and Military Health Support programmes. The final plan is awaiting departmental approval. The Defence Funding Model

for the implementation of the review, developed in partnership with the Treasury, is scheduled for completion in the FY2017/18.

Efforts to maintain and modernise defence capabilities are set to increase spending on departmental agencies and accounts

by 12.8 per cent, or R2.7 billion, over the medium term. The department plans over the medium term to: replace its infantry

combat vehicles; and develop a modern command-and-control capability, mobile water-provisioning system, and new

geographic systems. This is reflected in the projected increase in expenditure of 9.5 per cent, or R1.9 billion in the Infantry

Capability sub-programme and 15.1 per cent, or R248 million in the Artillery Capability sub-programme over the medium

term, both in the Landward Defence programme. The DOD’s new initiative of a locally built multipurpose-support-vehicle

called Truck Africa (a registered Project), will see a prototype being produced in the FY2017/18 and will be funded for

production in the FY2018/19. The acquisition of medium and light transport aircraft in the Transport and Maritime Capability

sub-programme, and precision-guided air force ammunition and new-generation mobile communication capability in the

Command and Control Capability sub-programme are expected to increase spending in the Air Defence programme in

the FY2019/20 by 20 per cent, or R1.4 billion. The department has reprioritised the planned acquisition of a hydrographic

vessel to the FY2017/18 and the acquisition of offshore patrol vessels to the FY2018/19. This is expected to increase

spending in the Maritime Combat Capability sub-programme in the Maritime Defence programme in those years.

Over the medium term, the department plans to maintain a health support capability of five medical battalion groups,

including one specialist group for deployed and contingency forces; and a comprehensive, multi-disciplinary military health

35


service to a projected patient population of 302 000 people per year. The department has reprioritised R951.6 million from

spending on goods and services to provide for comprehensive health care to members of the SANDF, their dependants

and retired military personnel. These funds are expected to cover the increasing costs of essential medicine and medical

supplies in the Military Health Support programme over the medium term.

Expanding and maintaining infrastructure

Over the medium term, the department’s infrastructure programme will focus on the construction and refurbishment of

military health facilities; the refurbishment of military bases and units; and improvements to accommodation, kitchen and

security facilities. The policy objective for the infrastructure programme is to improve facilities that contribute to the renewal

and preservation of defence capabilities. Significant projects include the construction of a base hospital in Port Elizabeth;

and the refurbishment of the Army and Air Force Headquarters in Pretoria, the 1 Military Hospital in Pretoria, the 2 Military

Hospital in Cape Town, the 6 South African Infantry Battalion in Grahamstown, the Air Force Bases in Bloemspruit and

Overberg, and A-Mess military base in Thaba Tshwane. Fixed equipment will be replaced and kitchens will be upgraded

at a projected 31 military bases over the medium-term. Unserviceable infrastructure will be demolished at Tempe Military

Base in Bloemfontein and the School of Engineers in Kroonstad. The budget for this work is an estimated R3.1 billion over

the medium term and this is budgeted for mainly under the General Support programme.

The Defence Works Formation, which was established in the FY2012/13 to maintain and repair department’s facilities, will

perform facility maintenance functions throughout the country, with R2.3 billion budgeted for this over the medium term. A

number of projects will be undertaken by the units over the medium term, including the upgrading of the Sandhurst Building

in Thaba Tshwane, the construction of houses at the Military Academy in Saldanha, and the renovation of military quarters

at Camden Military Base in Mpumalanga.

Safeguarding South Africa’s borders and territorial integrity

Over the medium term, the department will deploy an expected 15 landward sub-units on South Africa’s borders with

Zimbabwe, Swaziland, Mozambique, Lesotho, Botswana and Namibia. Border safeguarding in the Support to the People

sub-programme in the Force Employment programme is budgeted at R3 billion over the medium term. As part of the

maritime security strategy, the South African Navy will continue to upgrade the naval station in Durban to a fully-fledged

naval base. A further R1.4 billion over the medium term is budgeted for the implementation of the maritime security strategy.

Participating in peace support operations

The department will provide defence force support to bring economic and political stability to the continent in four external

operations: one UN/AU-mandated peace support operation in the Democratic Republic of the Congo; two general military

assistance operations, which include advising and assisting the armed forces of the Democratic Republic of the Congo

with writing and printing military strategy handbooks and training its defence forces; and one support operation to the

Mozambican government to counter piracy. A total of R4.1 billion over the medium term is provided in the Force Employment

programme for these activities.

Establishing cyber security institutional capacity

The department will focus on institutionalising a cybersecurity policy over the medium term, with plans to implement the

cyberwarfare strategy in the FY2017/18 and establish a cyber-command centre by the FY2018/19. These activities are

assigned to the Defence Intelligence programme, and are allocated R72 million over the medium term.


36

37


PART B: PROGRAMME AND SUB-PROGRAMME PLANS

DESCRIPTION OF THE DOD PLANNING, BUDGETING AND REPORTING CYCLE

The DOD SPF, as developed and approved during 2012, provides the departmental norms and standards within which the

defence outcomes-based planning, budgeting, reporting and risk management process are executed in the realisation of

the Defence mandate. The DOD SPF aims primarily at ensuring the following high levels aspects:

• The implementation of the departmental outcomes-based (logical model) planning, budgeting, reporting and risk

management in the DOD.

• The alignment of planning, budgeting, monitoring and evaluation (reporting) processes and risk management of the

DOD with the requirements of national legislation.

• Improved output delivery accountability.

• Defence performance information management focused strategically on meeting the Defence mandate as aligned with

the intent and priorities of Government to ensure the delivery of value to the citizens of the RSA.

The DOD Planning, Budgeting and Reporting Cycle is outlined in Figure 9 with a subsequent brief description of each of

the main components of the cycle.

Figure 9: The DOD Planning, Budgeting and Reporting Cycle

Develop new and/or revise Departmental Policies/

Instructions

Programme of Action (PoA), State of the

Nation Address (SONA) National Budget Speech

Election Mandate

Develop new and/or revise

Defence Policies

Environmental Analysis (EA)

Develop Long-term Strategy MOD&MV

Priorities, DOD Def Sec & SANDF

Planning Guidelines

Develop/Revise DOD Strategic Plans (5 years)

Align with 5 year Electoral Cycle and

Annual National Imperatives

Develop Annual Performance Plans (APP)

Budgets (MTEF)Operational Plans

DOD Mid-term and End-term Performance

Reviews (every 2½ and 5 years,

respectively)

Programme of Action (PoA) End-

Year-Report

Annual Reports

Implementation/ Spending

Monthly Financial Reports

Quarterly PerformanceReports

Strategic Planning

Long-term Reporting

End-Year Reporting

In-Year Reporting

Annual Performance Appraisal of Individuals

Individual Performance Agreements

Quarterly Performance

review of Individuals

Medium-term Strategic Framework (MTSF

Outcomes) Medium-term Policy Budget Statement

DELIVERINGVALUE TO CITIZENS


38

The DOD Planning, Budgeting and Reporting Cycle (here after refer to as the DOD Cycle) ensures an alignment between

the National Planning, Budgeting and Reporting Cycle and the DOD Cycle and associated processes. The DOD Cycle

enables the translation of national policy direction and imperatives into departmental policies which inform the development

of departmental strategies and planning instruments. The DOD Cycle includes the following primary components:

• National Oversight and Direction. National oversight is a constitutionally mandated function over legislative organs

of state and public entities. Numerous national institutions have a legislative oversight over the DOD’s institutional

performance thereby ensuring that desired departmental outputs are achieved commensurate with the resource

allocation and value to citizens. National oversight entities evaluate the content of the DOD planning instruments,

performance reports and review and address the adherence to what was planned and what was ultimately achieved.

Evaluation feedback by the national oversight entities includes inputs related to adherence/compliance or non-

adherence/non-compliance with the departmental change and sustained agenda.

• DOD Policy Development. DOD Policy development entails the development and maintenance of departmental

policies and guidelines, formulated as a result of the annual departmental analysis of the prevailing internal and external

environment and associated factors that have a bearing on the defence operations and plans. The corporate defence

policy (core and functional) directs the further development of departmental strategies, plans and management

interventions in support of the Defence mandate through formulated departmental output deliverables.

• DOD Strategy Development. The strategy development component of the DOD Cycle addresses the requirement for

a corporate Department of Defence Strategy that informs subsequent Def Sec and SANDF long-term departmental (core

and functional) strategies. The strategic development component takes into consideration the annual assessment of

the prevailing departmental strengths, weaknesses, opportunities and threats analysis (SWOT) to which the department

is exposed and which are to be taken into consideration during the strategy formulation and adjustment processes.

• DOD Planning and Budgeting. The planning and budgeting component of the DOD Cycle informs the development

of the DOD Extended Long-term Development Plan (20-30 years), the Def Sec and SANDF Long-term plan and the

DOD SP (5 year period). The DOD SP informs both the Def Sec and SANDF SP and subsequent core and functional

APPs. The planning process is the resourced implementation mechanism through which departmental strategy is

enabled within the prevailing resource considerations for the period under consideration. The annual departmental

review of the external and internal environment as informed by the annual SWOT/environmental scanning process is

conducted and informs the annual adjustments, when and if so required to the DOD Strategic Plan and inform the

development of the annual DOD APP inclusive of resourced DOD performance information (Performance Indicators

and Targets). The revised performance information is formally endorsed through the relevant management forums of

the DOD and is finally appended to the DOD APP. Should major policy shifts impact on the DOD, a review of the DOD

Policy, Strategy and Planning instruments is undertaken.

• Implementation. This component of the DOD Cycle addresses the in-year implementation of the approved

departmental APP. The DOD APP is implemented by, amongst others, departmental Implementation Orders, Instructions

and individual performance agreements that include agreed upon measureable individual performance outputs, duties

and responsibilities of the individual appointed to a specific post. The performance agreement sets specific agreed

upon performance information (measures and targets), linked to the DOD SP, APP, operational plans and annual budget

that are to be attained by the individual.

• Monitoring and Evaluation. This component of the DOD Cycle consists of in-year, end-term and long-term

performance reporting and evaluation. In-year performance reporting consists of the following three sub-functions

namely; monthly financial performance reporting and evaluation, quarterly performance reporting and evaluation and

additional performance reporting and evaluation when and if so required. Long-term Performance Reviewing consists

of the End of Term Performance Reviewing and Performance Reviewing since 1994.

39


NATIONAL OUTCOMES-/RESULTS-BASED PLANNING (LOGIC MODEL)

The DOD Logic Model7 (DOD Strategy Map) is developed in alignment with the National Treasury “Logic/Results-Based

Model” (Figure 86) requirements as prescribed in the National Treasury Framework for the Managing Programme

Performance Information. Defence outcomes-based planning, budgeting, reporting and risk management process will be

executed in the realisation of the Defence mandate as translated into the DOD Strategy Map and as prescribed in the DOD

SPF. The Logic Model Concepts (DOD Strategy Map) as implemented in the DOD is depicted in Figure 10.

Figure 10: Key Performance Information Concepts (Logic Model)

Indicators

Indicators

Indicators

Indicators

Indicators

INPUTS

ACTIVITIES

OUTCOMES

IMPACTS

Equity

Effectiveness

Efficiency

Economy

OUTPUTS

The following key components of the logic model are outlined and formalised in the DOD SPF:

• Impacts. Defence Impacts, managed through the achievement of planned outcomes. “Equity” indicators at the

“outcome/impact” level of the model explores whether services are being provided impartially, fairly and equitably to

all stakeholders.

• Outcomes. Defence Outcomes are defined as “that which we wish to achieve” and are the medium term results for

specific beneficiaries that are the consequence of achieving specific outputs.

• Outputs. Defence Outputs are defined as “what we produce or deliver” and include the final products, goods and

services produced for delivery. Outputs, as with activities and inputs are planned and budgeted for, and implemented

under the control of the Department.

• Activities. Defence Activities are defined as “what we do on a daily basis” and include the processes or actions that

utilise a range of inputs (resources) to produce the desired outputs and, ultimately, outcomes. “Economy” indicators at

the “input/activity” level of the models explore whether specific inputs are acquired at the lowest cost and at the right

time and whether the method of producing the requisite outputs is economical.

• Inputs. Defence Inputs (resources) are defined as “what we use to do the work on a daily basis” and include the

resources that contribute to the production and delivery of outputs.

7. Terminology aligned with NT Framework on SP and APP (Figure 6 Key Performance Information Concepts).


40

The Logic/Results-Based Model (DOD Strategy Map) and the highlighted components provided therein, add value to the

department when supported by well-defined and auditable performance information (Performance Indicators and Targets)

thereby providing for and enabling the “measuring of what must be done and what has been achieved”.

OUTCOMES-BASED PLANNING DOD LOGIC MODEL (DOD STRATEGY MAP)

DOD STRATEGY MAP OVERVIEW

The DOD has and remains committed to adhere to the national prescripts relating to planning, budgeting and reporting.

The DOD Strategy Map8, as a representation of the core (sustained agenda) legislative Defence mandate is presented in

Figure 11 and informs departmental planning, budgeting, reporting and risk management processes across all levels and

functionalities of the Defence portfolio. The DOD Strategy Map is aligned with the national logic model requirements and

provides the DOD Outcomes, Output deliverables, Internal processes (Activities), Resource management (Inputs) and the

additional DOD perspective “Building for the Future”, to ensure the relevance of the DOD along the defence trajectory.

Linked to the corporate DOD Strategy Map are the DOD Core Performance Indicators (detail provided in Annexure A to this

plan) linked with each perspective of the DOD Strategy Map providing the comprehensive set of performance indicators and

responsible execution entities that contribute to the overall performance of each element of the DOD Strategy Map. In addition

to the performance information provided in Annexure A to this plan, technical indicator datasheets for each of the strategic

and operational performance indicators are available and published on the DOD website (with the exception of classified

performance information) to provide the technical detail of each performance indicator that will be utilised during the internal

and external performance information audits conducted by the DOD and the Auditor General of South Africa (AGSA).

The DOD in support of the DOD SP 2015-2020 has developed mandate-driven Strategic (five year) and core performance

annual indicators that support the Outputs of the DOD and either programme specific and/or transversal to the eight DOD

budget programmes and are indicated in Tables 7 to 10 of this APP and attached at Annexures A and C to this Plan.

Annexure A provides an overview of the respective budget programmes that enable the execution of the respective outputs

of defence whilst contributing to the national imperatives applicable to the defence portfolio whereas Annexure C provides the

departmental strategic performance indicators with associated 5 year strategic targets aligned with the DOD SP 2015-2020.

This DOD APP for 2017 expresses in the subsequent section the departmental 5 year strategic targets linked to each

element of the DOD Strategy Map that will be pursued in support of the DOD SP 2015 to 2020, and will enable DOD End

of Term Reporting.

It should be noted that the five year strategic performance indicator targets, as indicated in Tables 5 to 22 as well as in

Annexures A and C of this APP, will not correspond with the 5 year strategic targets as published in the DOD SP 2015 to

2020 (Annexure A) due to resource allocations and various budget reductions to the Department as well as additional

ordered commitment assigned to the Department, which resulted in an expansion or decline of applicable performance

indicator targets and newly identified performance indicators. However, Annexure B to this APP will reflect all changes to

the published DOD SP 2015 to 2020 which will include amended 5 year strategic targets and where applicable new required

performance indicators and associated targets.

The progressive realisation of the 5 year strategic and programme targets will be reflected in Annexure C as the FY2015/16

performance indicator targets were audited and published in the DOD Annual Report of the FY2015/16.

8. DOD Logic Model equivalent

41


Figure 11: DOD Strategic Planning Frameworks (DOD Strategy Map)9

Output Deliverables

Internal Processes

Resources Management

Building for the Future

Department of Defence

Defence Outcomes

Defence outcomes are defined as “that which the DOD wishes to achieve” and are the medium-term results for specific

beneficiaries that are the consequence of achieving specific outputs. Defence outcomes are directly related to/aligned with

the Constitutional and legislative mandate of Defence as provided below:

Table 5: DOD Outcome 1

Strategic Outcome 1of the DOD

RSA is Defended and Protected (SANDF)

Short Definition This DOD strategic outcome encompasses the central purpose of the DOD and includes the following three main elements:

• Comprehensive defence capabilities are enhanced, maintained and ready.

• Peace, stability and security in the RSA, region, continent and world are promoted.

• The people of South Africa are defended and protected.

Measures associated with Strategy Map elements D1, D2, P2, P3, R1 to R4 and F1 to F3 relate to the DOD Outcome 1.

9. The “green” strategy map elements represent the Def Sec responsibilities and the “light brown” the responsibilities of the SANDF.


42


RSA is Defended and Protected (SANDF)

Baseline All Defence commitments10 related to the following:

• Accomplished Operations.

• Ordered defence commitments.

• Operations support compliance.

• Border safeguarding.

• Joint Force Employment Requirements (including the Southern African Development Standby Force Pledge).

Note: The abovementioned will exclude classified information.

Justification Outcome 1 relates to the degree to which the Defence commitments contribute to promote peace, stability and security in the RSA, the SADC region, the rest of the African continent and the world.

Links MTSF Outcome 11 “Creating a better South Africa and contributing to a better and safer Africa in a better World” (main contribution) and Outcomes 02, 03, 05 and 12.

Strategic Outcome Indicator Strategic Outcome (SO_1) Percentage compliance with defending (and protecting) the RSA

5 Year Strategic Target 100%

Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20

100% 100% 100% 100% 100%

Table 6: DOD Outcome 2


Enhanced Civil Control of Defence (Def Sec)

Short Definition This DOD strategic outcome is related to sub-processes that involve the formulation of defence policy and strategy, defence functional (resource and compliance) policies and strategies, defence management and administration and the accompanying enterprise architecture to affect resource accounting. This outcome also includes the accompanying planning, budgeting, risk management, control and reporting processes. This outcome refers to the function of providing strategic direction through the following sub-processes:

• Formulation of defence policy and strategy.

• Defence functional (resource and compliance) policies (norms and standards), strategies and plans.

• Defence management and administration.

• The accompanying enterprise architecture to effect resource accounting.

• The accompanying planning, budgeting, reporting and risk management processes.

• Actively contest corruption and fraud as part of the Government incentive.

Measures associated with Strategy Map elements D1-4, P1, P2, R1 to R4 and F1 to F5 relate to the DOD Outcome 2.

Baseline All activities and principally administrative activities to ensure or enhance Defence compliance with the National Regulatory Framework.

Justification The importance of Output 2 relates to the degree to which the DOD adheres to (active) and abides by (passive) the National Regulatory Framework, to ensure transparency, accountability and in general good citizenship.

Table 5: DOD Outcome 1 (continued)

10. The deployment of the SANDF by the President, as Commander-in-Chief, is in relation to the compliance with the number of ordered commitments (external and internal operations). The MOD&MV has thus resolved to comply with all (100%) ordered commitments (external and internal operations). The actual numbers cannot be pre-determined and can only be reported on after the finalisation of the audit process.

43



Enhanced Civil Control of Defence (Def Sec)


Strategic Outcome Indicator Strategic Outcome (SO_2) Percentage compliance with Civil Control of Defence

5 Year Strategic Target 92.37%


92.37% 92.37% 92.37% 92.37% 92.37%

Defence Output Deliverables

Defence outputs are defined as “what the DOD produces or delivers” and include the final products, goods and services

produced for delivery. The departmental outputs are provided in the Table below:

Table 7: DOD Output 1

Strategic Objective/Strategic Output 1

Conduct ordered Defence commitments in accordance with Government policy and strategy

Short Definition This DOD strategic output addresses the degree to which the SANDF executed / participated in defence commitments (Joint and Multi National Operations) in accordance with the mandate provided. These commitments must be managed by the required legal instrument(s) ie a Memorandum of Understanding, Letter of Assist or Directive.

Baseline All operations conducted by Force Employment, including internal and external operations.

Measures associated with Strategy Map elements D1_04, P1, P2, R1 to R4 and F1 to F4 relate to the DOD Outcome 2.

Justification The importance of this strategic output relates to the degree to which the SANDF executes / participates in ordered defence commitments (Joint and Multi National Operations) as part of its core responsibility in support of the National Government imperatives.


D_1.1 Strategic Output Indicator11 Percentage Defence commitments accomplished (per annum or over 5 year period)

Short Definition This DOD strategic output is to conduct ordered Defence commitments in accordance with Government policy and strategy. The Output deliverable can be measured, namely:

Defence Commitments Accomplished. The 5 year strategic target for percentage Defence commitments accomplished is estimated at 100%. The contributing Performance Indicators are:

• The compliance with force levels for external operations. The 5 year strategic target is to comply with the DOD operational commitments (Information Classified).

11. The budget programme associated with each Performance Indicator that is categorised under the Strategic Output Indicator is indicated in Annexure A, DOD Performance Information aligned and link to Government Outcomes, DOD Strategy Map for the FY2016/17 and the Strategic Outcomes and 5 year Strategic Plan Targets, and Annexure C, DOD Strategic Indicator Description Table.


44



Short Definition • The force employment hours flown per year contributes to Defence commitments. The 5 year strategic target is to achieve all (100%) of the planned flying hours (26 500).

• The hours at sea per year contributes to Defence commitments. The 5 year strategic target is to achieve all (100%) to the planned hours at sea (60 000).

• The compliance with ordered commitments are focusing on internal (within the borders of South Africa) DOD commitments. The 5 year strategic target is to comply 100% with the DOD ordered commitments.

Baseline 100%



100% 100% 100% 100% 100%

Progressive Realisation of the 5 year strategic target

100% - - - -

D_1.2 Strategic Output Indicator

Percentage Defence commitments support compliance

Short Definition This DOD strategic output is to support the Defence commitments. The strategic output consists of two Performance Indicators, namely:

• Compliance with Serviceability of Main Equipment for External Operations. The Performance Indicator target related to compliance with serviceability of main equipment for external operations. The 5 year strategic target is classified and is therefore not included in the calculation of the Strategic Output target/result.

• Defence Commitments Support Compliance. Defence commitments support compliance entails the compliance with serviceability of main equipment for external operations as well as the compliance with self-sustainment of personnel on deployment. The 5 year strategic target is classified and is therefore not included in the calculation of the Strategic Output target/result.

Baseline Information classified12

5 Year Strategic Target Information classified


Information classified Information classified Information classified Information classified Information classified


Information classified - - - -

Table 7: DOD Output 1 (continued)

12. The DOD refers to Information Classified as “Classified information that has not been published for the consumption of the public but managed through the appropriate mandated internal and external oversight institutions”. However, projections and subsequent reports will be available for audit purposes.

45





Percentage border safeguarding commitments status

Short Definition This DOD strategic output is to conduct Border safeguarding commitments. This strategic output entails the DOD responsibility to provide landward sub-units deployed for border safeguarding per year. The 5 year strategic target is to achieve 100% compliance to deploy a total of 15 landward sub-units.

Baseline 100% commitment to provide 15 sub-units per year, 15 sub-units over 5 years.



100%(15)

100%(15)

100%(15)

100%(15)

100%(15)


100%(15)

- - - -



Provide mission ready Defence capabilities

Short Definition This DOD strategic output addresses the degree to which the SANDF provides mission ready capabilities to Joint Force Employment and the Southern African Development Community Standby Force Pledge.

Baseline The SANDF main outputs, namely the provision of Ready Defence.

Justification The importance of the strategic output relates to the degree to which the SANDF produces one of the main outputs namely the provision of mission ready Defence capabilities in accordance with the approved Joint Force Employment Requirement, as part of its core responsibility. It is an important cost driver for the department.


D_2.1/2.3 Strategic Output Indicator

Percentage compliance with Joint Force Employment Requirements as resourced (including the Southern African Development Community Standby Force Pledge)

Short Definition This DOD strategic output addresses the degree to which the SANDF provides mission ready capabilities to Joint Force Employment and the Southern African Development Community Standby Force Pledge. The 5 year strategic target is to achieve 100% compliance with the Southern African Development Community Standby Force Pledge, as the target related to the SANDF to providing mission ready capabilities to Joint Force Employment is classified.

Baseline 100% compliance with the Southern African Development Community Standby Force Pledge.



46


Provide mission ready Defence capabilities


100% 100% 100% 100% 100%


100% - - - -



Provide sound Defence direction

Short Definition This DOD strategic output addresses the provision of external direction and advice so that Governmental bodies and organisations are well informed and advised on trends in the SANDF. It also includes the adoption and formulation of appropriate defence policy, strategy and internal direction and advice to ensure effective Defence. This strategic output addresses the degree to which the DOD adheres to the governance schedule set by higher authority as well as the DOD Risk Management maturity level achieved.

Baseline The 5 year strategic target is to achieve 100% compliance with the DOD governance schedule for policies and strategies. The 5 year strategic target for compliance with submission dates of DOD accountability documents is 100%. No deviation can be tolerated and the target therefore is not negotiable. The Risk Management Maturity Level target is Level 4 (66.67%). The consolidated target therefore is 93.33%.

Justification The importance of the strategic output relates to the DOD’s contribution to national security and Defence. It also includes internal direction and advice (policies and strategies) to ensure effective Defence.

Links MTSF Outcome 12: “An efficient, effective and development-oriented public service and empowered, fair and inclusive citizenship” (main contribution) and Outcome 03, 05 and 11.


Percentage compliance by the DOD with National Governance

Short Definition This DOD strategic output addresses the degree to which the DOD adheres to the governance schedule and the DOD compliance with the submission of DOD accountability documents set by higher authority as well as the DOD Risk Management maturity level achieved. The 5 year strategic target is to adhere to 93.33% compliance with the DOD governance schedule.

Baseline 93.33% adherence to the DOD governance schedule.



95.8% 93.33% 93.33% 93.33% 93.33%


92.21% - - - -


47




Ensure Defence compliance with Regulatory Framework

Short Definition This DOD strategic output addresses the degree to which the DOD complies with the Regulatory Framework as well as the degree to which the DOD deals with corruption and fraud in the DOD.

Baseline Directly indicative of DOD compliance with the regulatory framework and combatting corruption, fraud and mal-administration - to be reported on by order of higher authority.

Justification The importance of this strategic output relates to the obligation of the DOD to ensure that it conducts its responsibility within the Regulatory Framework.

Links MTSF Outcome 12: “An efficient, effective and development-oriented public service and empowered, fair and inclusive citizenship” (main contribution) and Outcomes 02, 03 and 11.


Percentage Defence compliance with Regulatory Framework

Short Definition This DOD strategic output addresses the degree to which the DOD complies with the Regulatory Framework. The strategic output consists of the following Performance Indicators that can be measured, namely:

• Number of Audit Qualifications. The 5 year strategic target is to have no audit qualifications per year, which will effect a 100% result.

• Deployments including Training Exercises, where applicable, Supported with appropriate Legal Instruments. The 5 year strategic target for deployments including training exercises, where applicable, supported with appropriate legal instruments is 100%. All deployments must be authorised properly, therefore, no deviation can be tolerated, and the target is not negotiable.

• Management Performance Assessment Tool (MPAT), assessment achieved. The MPAT is a beneficial Indicator to access the DOD contribution to the Defence compliance with the Regulatory Framework. All attempts will be made to achieve an MPAT Level 3 score by 2018. However, for the 5 year period an average of Level 2.6 score or 65% is planned.

• Percentage Payments within 30 Days from receipt of legitimate invoices. The ideal would be to finalise all payments within 30 days. However too many variables are not under the control of the Indicator owner. The target of 75% is based on the benchmark determined by trends experienced by other National Departments and pending the establishment of a new FMS.

Baseline 86.6%



81.25% 85% 85% 85% 85%


70.88% - - - -


48


Ensure Defence compliance with Regulatory Framework


Percentage corruption and fraud prevention status

Short Definition This DOD strategic output addresses the degree to which the DOD deals with corruption and fraud in the DOD. This includes corruption and fraud (where and if prevalent) detected internally as well as by external sources. The strategic output consists of four Performance Indicators that can be measured, namely:

• Corruption and Fraud incidents detected for Investigation. Detection investigations of corruption and fraud conducted entails the detection of reported corruption and fraud in order to establish the realities pertaining to the matter. The 5 year strategic target is to investigate all (100%) incidents detected for corruption and fraud reported.

• Cases of Corruption and Fraud Investigated. Cases of corruption and fraud investigated entail the actual Police or Military Police investigation of cases of corruption and fraud. The 5 year strategic target is to investigate all (100%) of all cases of corruption and fraud handed over for investigation as well as cases of corruption and fraud investigated.

• Cases of Corruption and Fraud Prosecuted. Cases of corruption and fraud prosecuted entail the legal proceedings to prosecute persons involved in corruption and fraud. The 5 year strategic target is to investigate (100%) of all cases of corruption and fraud handed over for prosecution.

• Written Complaints Finalised within the Office of the Military Ombud. This aspect deals with written complaints finalised per year. The 5 year strategic target is to finalise (70%) of all written complaints reported.

Baseline • Corruption and Fraud incidents detected for Investigation: 100%.

• Cases of Corruption and Fraud Investigated: 100%.

• Cases of Corruption and Fraud Prosecuted: 100%.

• Written Complaints Finalised: 70%.



90% 92.5% 92.5% 92.5% 92.5%


88.16% - - - -

Defence Internal Process (Activities)

Defence activities are defined as “what the DOD does on a daily basis” and include the processes or actions that utilise

a range of inputs (resources) to produce the desired outputs and, ultimately, outcomes. The departmental activities are

provided on the following page.


49


Table 11: DOD Internal Process 1

Internal Process 1 Administrate the DOD

Short Definition This DOD strategic internal process addresses the DOD Administration activity that includes the following components:

• The formulation of defence administration-related policy and strategy, defence functional (resources and compliance) policies and strategies, defence management and administration and the accompanying enterprise architecture to effect resource accounting.

• The formulation of defence instructions framework emanating from defence-related policies, strategy and legislation.

• The organisational arrangements (systems and processes) to support effective planning, monitoring and evaluation, reporting and risk management in the DOD.

• The organisational arrangements to ensure corporate support which consists of HR, Legal and Defence Foreign Relations.

• The organisational arrangements (systems, capacity and processes) to effectively manage information in the DOD.

• The organisational arrangements to manage and account for and report on the DOD finances.

• The organisational arrangements to manage crime prevention, discipline, disputes and ethics in the DOD.

Baseline Directly indicative of DOD compliance with the Regulatory Framework specifically related to Defence Administration.

Justification The importance of this strategic internal process relates to the obligation of the DOD to ensure that it conducts its responsibility within the Regulatory Framework.


P1.1 Strategic Output Indicator Percentage Defence administration compliance index

Short Definition This DOD strategic internal process addresses the degree to which the DOD deals with internal administration. The strategic output consists of the following Performance Indicators that can be measured, namely:

• Percentage reduction of military court cases outstanding (backlog).

• Percentage military court cases finalised (in-year).

• Percentage of disciplinary cases in the DOD finalised within 90 Days (Military court cases).

• Percentage of disciplinary cases in the DOD finalised within 90 Days (PSAP cases).

• Percentage litigation attended to in the best interest of the DOD (settlements and wins).

• Percentage collective grievances and disputes resolved.

Baseline 72.5%



72.5% 72.5% 72.5% 72.5% 72.5%


66.19% - - - -


50

Internal Process 1 Administrate the DOD

P1.2 Strategic Output Indicator Percentage Defence crime prevention activities

(Includes anti-corruption and anti-fraud activities)

Short Definition This DOD strategic internal process addresses the degree to which the DOD complies with Regulatory Framework. The strategic output consists of the following Performance Indicators that can be measured, namely:

• Projected number of deliberate crime prevention operations.

• Percentage of National Anti-corruption Hotline incidents detected for investigation.

• Number of awareness activities on Corruption and Fraud.

Baseline 100%



100% 100% 100% 100% 100%


108.19% - - - -

P1.3 Strategic Output Indicator Percentage reduction of criminal cases

Short Definition This DOD strategic internal process addresses the degree to which the DOD complies with Regulatory Framework. The strategic output refers to the DOD support to MTSF (2014-2019) Outcome 3: sub-output 7: "Corruption in the Public and Private Sectors reduced" and consists of the following Performance indicators that can be measured, namely:

• Perentage criminal cases investigated (backlog).

• Percentage criminal cases investigated (in-year).

Baseline 45%



45% 45% 45% 45% 45%


40% - - - -

Table 11: DOD Internal Process 1 (continued)

51



Internal Process 2 Enable the DOD

Short Definition This DOD strategic internal process addresses the DOD activities related to sub-processes in the SANDF required to enable service delivery. It includes the provision of defence capabilities by the Services and Division in accordance with the military strategic objectives and their provision, preparation and maintenance for operational readiness and operational employment.

Baseline 100%

Justification This DOD strategic internal process addresses the degree to which the DOD complies with the enablement of the DOD through:

• Defence health care activities.

• Defence primary military preparation activities.

Links MTSF Outcome 2: “A long and healthy life for all South Africans” (main contribution) and Outcomes 03, 11 and 12.

P2.1 Strategic Output Indicator Number of Defence health care activities

Short Definition This DOD strategic internal process addresses the number of Defence health care activities within the department. The strategic internal process consists of the following Performance Indicators that can be measured, namely:

• Broader SANDF health status (Information classified). The 5 year strategic target is classified and is therefore not included in the calculation of the strategic output target/result.

• Trend of deployable status on concurrent health assessments (Information classified). The 5 year strategic target is classified and is therefore not included in the calculation of the strategic output target/result.

• Number of health care activities per year.

Baseline 2 140 550 health care activities per year.

5 Year Strategic Target 10 702 750


2 257 785 2 140 550 2 140 550 2 140 550 2 140 550


10 819 985 - - - -

P2.2 Strategic Output Indicator Percentage Defence primary military preparation activities

Short Definition This DOD strategic internal process addresses the Defence primary military preparation activities. The strategic output consists of the following Performance Indicators that can be measured, namely:

• Percentage compliance with DOD Training Targets.

• Number of Defence Intelligence Products.

Baseline 100%



100% 100% 100% 100% 100%


108.55%


52


Internal Process 3 Employ the SANDF

Short Definition This DOD strategic internal process addresses the activities related to sub-processes in the SANDF required for employment of the SANDF in Joint, Interdepartmental, Interagency and Multinational (JI²M) exercises as directed by Government. It includes military exercises and mission readiness training activities.

Baseline 18 exercises for the 5 year term.

46 Defence Attaché Offices.

Justification This DOD strategic internal process addresses the degree to which the DOD complies with the employment of the DOD through:

• DOD military exercises.

• Defence relationship (diplomacy) through Defence Attaché Offices.

Links MTSF Outcome 3: “All people in South Africa are and feel safe” (main contribution) and Outcomes 02 and 11.

P3.1 Strategic Output Indicator Number of DOD military exercises

Short Definition This DOD strategic internal process addresses the number of Joint, Interdepartmental, Interagency and Multinational military exercises conducted per year.

Baseline 18 exercises for the 5 year term.

5 Year Strategic Target 17


5 4 3 2 3


18 - - - -

P3.2 Strategic Output Indicator Number of Defence Attaché Offices

Short Definition This DOD strategic internal process addresses the number of active Defence Attaché Offices internationally with the purpose to promote diplomacy as the first line of defence.

Baseline 46 Defence Attaché Offices.

5 Year Strategic Target 45 Defence Attaché Offices


45 46 44 44 44


44 - - - -

53


Defence Resources Management (Resources)

Defence resources (inputs) are defined as “what the DOD utilises to do our work on a daily basis” and include the resources

that contribute to the production and ultimate delivery of legislative outputs. The departmental resources considerations

are as follows:

Table 14: DOD Resources 1

Resources Deliverable 1 Provide professional and supported DOD Human Resources

Short Definition This DOD strategic resource management output is an overarching aspect to ensure that human resources meet the demands of the department, are professional as well as supported in order to engage in the main processes of the department.

Baseline 100%

Justification This DOD strategic resource management output addresses the degree to which the DOD complies with:

• Utilisation of Reserve Forces (mandays).

• SANDF Battle fitness requirements. The 5 year strategic target is classified and is therefore not included in the calculation of the strategic output target/result.


R1.1 Strategic Output Indicator Percentage HR utilisation index

Short Definition This DOD strategic resource management output addresses the utilisation of Reserve Force members within the DOD.

Baseline Reserve Force members utilised over the term: 13 266 335 mandays (100%).

5 Year Strategic Target 100% (10 225 167)


100% 100% 100% 100% 100%


103.19%(10 551 357)

- - -

R1.2 Strategic Output Indicator Number of military skills development members in the system per year

Short Definition This DOD strategic resource management output addresses the number of military skills development members in the system that were trained per year.

Baseline Number of persons who had undergone military skills development by end of the term: 19 759.

5 Year Strategic Target 18 592


3 863 4 001 3 997 3 949 3 949


18 673 - - - -


54

Resources Deliverable 1 Provide professional and supported DOD Human Resources

R1.3 Strategic Output Indicator Level of morale in the DOD

Short Definition This DOD strategic resource management output addresses the measurement of the level of morale as experienced by members in the DOD.

Baseline Positive morale.

5 Year Strategic Target Positive


Positive Positive Positive Positive Positive


Positive - - - -


Resources Deliverable 2 Provide appropriate and sustainable Matériel

Short Definition This DOD strategic resource management output is an overarching departmental aspect to ensure defence matériel meets the requirements of the department in order to engage in the main processes of the department. This strategic output includes items (facilities, ships, tanks, self-propelled weapons, aircraft, related spares, repair parts, and support equipment, including real property, installations, and utilities) necessary to equip, operate, maintain, and support military activities without distinction as to their application for administrative or combat purposes.

Baseline Adherence to infrastructure, critical stock levels and logistic compliance: 95%.

Justification This DOD strategic resource management output addresses the degree to which the DOD complies with:

• Percentage expenditure in accordance with facilities plan.

• Percentage utilisation of endowment property

Links MTSF Outcome 11 “Creating a better South Africa and contributing to a better and safer Africa in a better World” (main contribution) and Outcomes 02, 03 and 12.

R2.1 Strategic Output Indicator Percentage Defence infrastructure revitalisation status

Short Definition This DOD strategic resource management output addresses the revitalisation of Defence infrastructure through the management (expenditure control) of the facilities plan and the utilisation of DOD endowment property (property under the direct control of the DOD).

Baseline 90%



New Indicator 95% 95% 95% 95%

Table 14: DOD Resources 1 (continued)

55


Resources Deliverable 2 Provide appropriate and sustainable Matériel


- - - - -

R2.2 Strategic Output Indicator Percentage Defence critical stock level status

Short Definition This DOD strategic resource management output addresses the Defence critical stock level. The 5 year strategic target is classified and is therefore not included in the calculation of the strategic output target/result.

Baseline Information classified

5 Year Strategic Target Information classified





R2.3 Strategic Output Indicator Percentage Logistics compliance status

Short Definition This DOD strategic resource management output addresses the Logistics compliance in the DOD. Procurement requests that are fully completed within 90 days from the day of registration are, in particular, a good indication of a healthy procurement and payment system.

Baseline 99%



100% 95% 95% 95% 95%


94.8% - - - -


Resources Deliverable 3 Provide integrated and reliable Defence Information Systems

Short Definition This DOD strategic resource management output is an overarching departmental aspect to ensure that information systems meet the requirements of the department in order to engage in the main processes of the department. This strategic output includes management information and management intelligence also known in the private sector as "business intelligence" (not to be confused with military intelligence).

Baseline 94.95%

Justification This DOD strategic resource management output addresses the degree to which the DOD complies with its Information and ICT demands.

Links MTSF Outcome 3: “All people in South Africa are and feel safe” (main contribution) and Outcomes 02, 11 and 12


56

Resources Deliverable 3 Provide integrated and reliable Defence Information Systems

R3.1 Strategic Output Indicator Percentage Defence ICT status

Short Definition This DOD strategic resource management output addresses the degree to which the DOD complies with its ICT demands.

Baseline 96.50%

Justification This DOD strategic resource management output addresses the degree to which the DOD complies with its Information and ICT demands.



New Indicator 92.45% 97.54% 97.87% 98.12%


- - - - -


Resources Deliverable 4 Provide sound Financial Management to the DOD

Short Definition This DOD strategic resource management output is an overarching departmental aspect to ensure that departmental financial management remains sound in terms of the regulatory requirements and guidelines and that financial reporting is performed accordingly.

Baseline Less than 8% deviation.

Justification This DOD strategic resource management output addresses the degree to which the DOD complies with financial management requirements.

Links MTSF Outcome 12 “An efficient, effective and development-oriented public service and empowered, fair and inclusive citizenship” and Outcomes 02, 03 and 11.

R4.1 Strategic Output Indicator Percentage deviation from approved drawing schedule

Short Definition This DOD strategic resource management output addresses the degree to which the DOD complies with its financial management demands.

Baseline Less than 8% deviation.

5 Year Strategic Target Less than 8% deviation.


<8% <8% <8% <8% <8%


<6.68% - - - -

Table 16: DOD Resources 3 (continued)

57


Defence Building for the Future (Defence Sustainability)

The Defence perspective Building for the Future (BFF) outlines how defence will endeavour to ensure its future sustainability

and relevance moving forward into the MTEF and beyond through structured departmental initiatives and processes. The

departmental building for the future perspective elements are provided below:

Table 18: DOD Building for the Future 1

Future Deliverable 1 Ensure appropriate Strategic Reserves

Short Definition This DOD strategic building for the future output addresses the requirement to ensure that critical commodities and/or items are available at all times to enable and support expected and unforeseen defence commitments (e.g. fuel, ammunition).

Baseline Information classified.

Justification This DOD strategic building for the future output addresses the degree to which the DOD ensures that critical commodities and/or items are available at all times to enable and support expected and unforeseen defence commitments.

Links MTSF Outcome 11 “Creating a better South Africa and contributing to a better and safer Africa in a better World” (main contribution) and Outcome.

F1.1 Strategic Output Indicator Level of strategic reserves

Short Definition This DOD strategic building for the future output addresses the degree to which the DOD complies with strategic reserves demands. The 5 year strategic target is classified and is therefore not included in the calculation of the strategic output target/result.

Baseline Information classified.

5 Year Strategic Target Information classified.





Tables 19 and 20: DOD Building for the Future 2 and Building for the Future 3

Future Deliverable 2/3 Renew DOD Main Equipment and Systems (including technology development)

Short Definition This DOD strategic building for the future output addresses the requirement to ensure that the DOD invests in the development and acquisition of equipment and associated doctrine to ensure the DOD’s long-term sustainability and relevance.

Baseline 80%

Justification This DOD strategic building for the future output addresses the renewal of armament through acquisition and technology development commitments approved.

Links MTSF Outcome 11 “Creating a better South Africa and contributing to a better and safer Africa in a better World” (main contribution) and Outcomes 02, 03 and 12.


58

Future Deliverable 2/3 Renew DOD Main Equipment and Systems (including technology development)

F2.1 Strategic Output IndicatorF3.1 Strategic Output Indicator

Percentage Defence armament acquisition commitments statusUndertake Defence Research and Development

Short Definition This DOD strategic building for the future output addresses the degree to which the DOD renew armament through acquisition and technology development commitments approved.

Baseline Armamentacquisitionprocesscompliance,≥85%.

Technologydevelopmentcommitmentsapproved,≥85%.

5 Year Strategic Target ≥83%


80% 80% ≥83% ≥83% ≥83%


≥86.60 - - - -


Future Deliverable 4 Promote an appropriate Defence Industry

Short Definition This DOD strategic building for the future output addresses the requirement to ensure that the RSA's Defence Industry remains appropriate and relevant with regard to global military technology development (and trends) in order to enable and sustain the RSA's military capacity/capability requirement and relevance in our area of influence.

Baseline Defence Industry Policy to be developed.

Percentage of Capability and Technology programmes established with the defence industry.

Justification In terms of the SA Defence Review 2015 Implementation Plan for Milestone 1, the National Defence Industry Council will develop a Defence Industry Policy and Acquisition Services will continue to establish Capability and Technology programmes with the defence industry.

Links MTSF Outcome 3: “All people in South Africa are and feel safe” (main contribution) and Outcomes 11 and 12.



New Indicator 100% 100% 100% 100%


- - - -

Tables 19 and 20: DOD Building for the Future 2 and Building for the Future 3 (continued)

59



Future Deliverable 4 Promote an appropriate Defence Industry

Short Definition This DOD strategic building for the future output addresses the requirement to ensure that stakeholders internal and external to the DOD are engaged to enable national cohesion relating to the role and functions of the Defence portfolio in support of the RSA Constitutional Imperatives.

Baseline Public positive opinion of 77%.

Justification It is required to ensure that stakeholders internal and external to the DOD are engaged to enable national cohesion relating to the role and functions of the Defence Constitutional Imperatives.

Links MTSF Outcome 12 “An efficient, effective and development-oriented public service and empowered, fair and inclusive citizenship”.

F5.1 Strategic Output Indicator Status of Public Opinion of the DOD

Short Definition This DOD strategic building for the future output addresses the public opinion of the DOD to determine:

• The DOD’s relationship with the general public.

Baseline Public positive opinion of 77%



77% 77% 75% 75% 75%


74.80% - - -

DOD PERFORMANCE INFORMATION ALIGNED WITH THE DOD STRATEGY MAP: FY2017/18 TO FY2019/20

The DOD has institutionalised outcomes-based planning in support of Government outcomes and as such, the following DOD Performance Indicators underline the department’s commitments thereto. Annexure A to this Plan displays the alignment between the DOD performance information, prevailing national imperatives, the DOD Strategy Map and the 5 year strategic targets of the DOD.

Two sets of Performance Targets (Annual and Quarterly) are provided in the DOD APP for 2017 for each level of the DOD SPF to enable performance monitoring of the Defence mandate, as reflected in the tables under the departmental budget programme and Sub-programmes. The included performance information includes both cumulative and non-cumulative targets for which quarterly progress will be reported during departmental internal processes.

In the Performance Information tables, under each departmental budget programme and Sub-programme, reference is made to “Information Classified”, which is defined as "Classified information that has not been published for the consumption of the public but managed through the appropriate mandated internal and external oversight institutions. However, projections and subsequent reports will be available for audit purposes”.

This APP reflects Performance Indicators inclusive of strategic and operational performance information. According to the NT Performance Information Handbook dated April 2011, “some operational performance indicators need to be elevated to higher proxy status due to objectives (outputs) under measurement at a higher level”. Therefore, the DOD has included

operational Performance Indicators, that support strategic performance information in this APP.


60

DO

D S

ELEC

TED

PER

FORM

AN

CE IN

DIC

ATO

RS A

ND

TA

RGET

S FO

R TH

E FY

2017

/18

TO T

HE

FY20

19/2

0

The

DO

D S

elec

ted

Perfo

rman

ce In

dica

tors

and

Tar

gets

for t

he F

Y201

7/18

to th

e FY

2019

/20,

as

refle

cted

in T

able

23,

form

the

basi

s of

the

DO

D c

ontri

butio

n to

the

Nat

iona

l Bud

get 2

017

Est

imat

es o

f Nat

iona

l Exp

endi

ture

(DO

D 2

017

Def

ence

and

Mili

tary

Vet

eran

s Vo

te 1

9).

The

DO

D S

elec

ted

Perfo

rman

ce In

dica

tors

refle

ct th

e m

ain

outp

uts

and

activ

ities

of t

he D

OD

in s

uppo

rt of

the

MTS

F (2

014-

2019

) and

DO

D S

P 2

015-

2020

.

Tab

le 2

3: D

OD

Sel

ecte

d P

erfo

rman

ce In

dic

ato

rs a

nd T

arg

ets:

Th

e FY

2017

/18

to t

he

FY20

19/2

0

MTS

F Ou

tcom

e to

w

hich

it c

ontr

ibut

ed

and

Indi

cato

r ID

Perf

orm

ance

In

dica

tor

Audi

ted/

Actu

al P

erfo

rman

ceEs

timat

ed

Perfo

rman

ceM

ediu

m-te

rm

Targ

ets

Budg

et P

rogr

amm

e

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

Outc

ome

11P3

_03

Tota

l num

ber o

f Def

ence

Atta

ché

Offic

es43

4344

4613

4414

4444

Adm

inis

tratio

n(D

efen

ce F

orei

gn R

elat

ions

)

Outc

ome

5R1

_1B

Num

ber o

f mili

tary

skil

ls

deve

lopm

ent m

embe

rs in

the

syst

em15

7 00

53

889

3 94

44

001

3 65

13

532

3 54

5Ad

min

istra

tion

(Hum

an R

esou

rces

Se

rvic

es)

Outc

ome

3R1

_1C

Num

ber o

f res

erve

forc

e m

anda

ys16

New

Indi

cato

r2

695

742

2 76

8 98

22

701

681

1 81

7 10

41

571

203

1 69

2 38

7Ad

min

istra

tion

(Hum

an R

esou

rces

Se

rvic

es)

Outc

ome

11D2

_03

Perc

enta

ge c

ompl

ianc

e wi

th th

e So

uthe

rn A

frica

n De

velo

pmen

t Co

mm

unity

Sta

ndby

For

ce

Pled

ge17

79%

79%

10

0%10

0%10

0%10

0%10

0%Fo

rce

Empl

oym

ent

13.

The

num

ber o

f 46

Def

ence

Atta

ché

Offi

ces

com

pris

e ou

t of 1

0 of

fices

with

in th

e SA

DC

Reg

ion,

16

offic

es in

the

Res

t of A

frica

and

Mid

dle

East

and

20

offic

es in

the

Res

t of t

he W

orld

.

14.

The

num

ber o

f 44

Def

ence

Atta

ché

Offi

ces

com

pris

e ou

t of 1

0 of

fices

with

in th

e SA

DC

Reg

ion,

15

offic

es in

the

Res

t of A

frica

and

Mid

dle

East

and

19

offic

es in

the

Res

t of t

he W

orld

. Th

e re

duct

ion

in th

e nu

mbe

r of D

efen

ce A

ttach

é O

ffice

s fro

m 4

6 in

FY2

016/

17 to

44

in F

Y201

7/18

is m

ainl

y du

e to

bud

get l

imita

tions

.

15.

Dur

ing

the

MO

D&M

V Bu

dget

Vot

e (M

ay 2

015)

an

anno

unce

men

t by

the

MO

D&M

V w

as m

ade

with

rega

rd to

the

MSD

S m

embe

rs “W

e ne

ed to

incr

ease

the

inta

ke o

f MSD

S re

crui

ts to

reju

vena

te th

e D

efen

ce F

orce

”. T

here

fore

the

MSD

S ta

rget

was

revi

sed

by C

HR

from

3 9

16 to

4 0

01 fo

r the

FY2

016/

17.

16.

Dur

ing

the

FY20

17/1

8 th

e ph

rasi

ng o

f the

Per

form

ance

Indi

cato

r “N

umbe

r of r

eser

ve fo

rce

pers

onda

ys” w

as a

men

ded

to “N

umbe

r of r

eser

ve fo

rce

man

days

”. T

he P

erfo

rman

e In

idca

tor t

arge

t for

the

FY20

17/1

8 in

dica

ted

a re

duct

ion

in th

e nu

mbe

r of r

eser

ve fo

rce

man

days

util

ised

due

to th

e re

duct

ion

in th

e H

R b

udge

t allo

catio

n to

the

depa

rtmen

t. T

he E

NE

for 2

017

refle

cts

the

phra

sing

“Num

ber o

f res

erve

forc

e pe

rson

days

”, w

hich

will

only

be

amen

ded

durin

g th

e FY

2018

/19.

17.

Prev

ious

ly re

ad a

s “P

erce

ntag

e co

mpl

ianc

e w

ith th

e So

uth

Afric

an D

evel

opm

ent C

omm

unity

sta

ndby

forc

e ag

reem

ent a

nd S

outh

Afri

can

Pled

ge”.

61

DOD2017ANNUAL PERFORMANCE PLANTa

ble

23:

DO

D S

elec

ted

Per

form

ance

Ind

icat

ors

and

Tar

get

s: T

he

FY20

17/1

8 to

th

e FY

2019

/20

(co

ntin

ued

)

MTS

F Ou

tcom

e to

w

hich

it c

ontr

ibut

ed

and

Indi

cato

r ID

Perf

orm

ance

In

dica

tor

Audi

ted/

Actu

al P

erfo

rman

ceEs

timat

ed

Perfo

rman

ceM

ediu

m-te

rm

Targ

ets

Budg

et P

rogr

amm

e

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

Outc

ome

11D1

_10

Perc

enta

ge c

ompl

ianc

e wi

th

num

ber o

f ord

ered

com

mitm

ents

(e

xtern

al o

pera

tions

)

83%

(5)

140%

(7)18

100% (3)

100%

100%

1910

0%10

0%Fo

rce

Empl

oym

ent

Outc

ome

3D1

_10

Perc

enta

ge c

ompl

ianc

e wi

th

num

ber o

f ord

ered

com

mitm

ents

(in

tern

al o

pera

tions

)20

100% (4)

100% (4)

100% (4)

100%

100%

100%

100%

Forc

e Em

ploy

men

t

Outc

ome

11P3

_02

Num

ber o

f joi

nt, i

nter

depa

rtmen

tal,

inte

rage

ncy

and

mul

tinat

iona

l m

ilita

ry e

xerc

ises

con

duct

ed21

55

64

32

3Fo

rce

Empl

oym

ent

Outc

ome

3D1

_02

Num

ber o

f lan

dwar

d su

b-un

its

depl

oyed

on

bord

er s

afeg

uard

ing

1313

1515

2215

1515

Forc

e Em

ploy

men

t

Outc

ome

11D1

_05

Num

ber o

f for

ce e

mpl

oym

ent h

ours

flo

wn

4 47

15

026.

394

785.

185

00023

5 00

0245

000

5 00

0Ai

r Def

ence

Outc

ome

11D1

_06

Num

ber o

f hou

rs a

t sea

11

081

8 95

1.53

10 7

10.7

012

000

12 0

0012

000

12 0

00M

ariti

me

Defe

nce

18.

Two

addi

tiona

l ope

ratio

ns w

ere

cond

ucte

d ov

er a

nd a

bove

, nam

ely

Op

MET

AAL

and

Op

LOAP

I.

19.

The

depl

oym

ent o

f the

SAN

DF

by th

e Pr

esid

ent,

as C

omm

ande

r in

Chi

ef, i

s in

rela

tion

to th

e co

mpl

ianc

e w

ith n

umbe

r of o

rder

ed c

omm

itmen

ts (e

xter

nal a

nd in

tern

al o

pera

tions

). T

he M

OD

&MV

has

thus

reso

lved

to c

ompl

y w

ith a

ll (1

00%

) ord

ered

com

mitm

ents

(ext

erna

l and

inte

rnal

ope

ratio

ns).

The

act

ual n

umbe

rs c

anno

t be

pre-

dete

rmin

ed a

nd c

an o

nly

be re

porte

d on

afte

r the

fina

lisat

ion

of th

e au

dit p

roce

ss.

20.

Inte

rnal

ope

ratio

ns in

clud

e bo

rder

saf

egua

rdin

g an

d op

erat

ions

in s

uppo

rt of

oth

er g

over

nmen

t dep

artm

ents

(saf

ety

and

secu

rity

supp

ort,

disa

ster

aid

and

dis

aste

r rel

ief a

nd s

earc

h an

d re

scue

).

21.

Ref

inem

ent o

f the

MTS

F (2

014

– 20

19) b

y Pr

esid

ency

(DPM

E) to

geth

er w

ith C

JO

ps to

ok p

lace

and

it w

as d

ecid

ed th

at th

e de

partm

ent w

ould

add

ress

onl

y th

e SA

ND

F’s

parti

cipa

tion

on th

e hi

gher

leve

l of S

ADC

and

inte

rdep

artm

enta

l/in

tera

genc

y ex

erci

ses,

as

Sout

h Af

rica

is n

ot a

lway

s th

e le

adin

g co

untry

dur

ing

thes

e ex

erci

ses.

22.

Dur

ing

the

MO

D&M

V Bu

dget

Vot

e (M

ay 2

015)

the

Min

iste

r ind

icat

ed th

at th

e nu

mbe

r of s

ub-u

nits

for b

orde

r saf

egua

rdin

g w

ill in

crea

se fr

om 1

3 to

15

sub-

units

. D

urin

g th

e de

partm

enta

l bud

get p

roce

sses

it w

as d

ecid

ed th

at th

e nu

mbe

r of

sub

-uni

ts w

ill be

incr

ease

d fro

m 1

3 to

15

sub-

units

from

the

FY20

16/1

7 on

war

ds.

23.

1 00

0 ho

urs

will

be fl

own

for V

IP o

pera

tions

and

4 0

00 h

ours

for j

oint

forc

e em

ploy

men

t req

uire

men

ts s

ubje

ct to

reso

urce

allo

catio

n.

24.

1 00

0 ho

urs

will

be fl

own

for V

IP o

pera

tions

and

4 0

00 h

ours

for j

oint

forc

e em

ploy

men

t req

uire

men

ts s

ubje

ct to

reso

urce

allo

catio

n.


62

CORE OUTPUTS PER PROGRAMME: PERFORMANCE INDICATORS, TARGETS (ANNUAL AND QUARTERLY) AND RECONCILING PERFORMANCE TARGETS WITH THE FY2017/18 TO THE FY2019/20 BUDGET ALLOCATION

PROGRAMME 1: ADMINISTRATION25

OVERVIEW

The Administration mandate finds expression in the DOD Administration Budget Programme (Programme 1) responsible

for providing departmental administrative support, development of defence policy and the management and administration

of the department.

The Administration programme provides centralised Human Resource Support, Defence Legal Services and Defence

Foreign Relations Support Functions to the DOD. Furthermore, the Administration programme includes governance risks

and compliance functions, the determination of working methods and procedures that improve internal controls, as well as

the veracity of information provided.

Since the establishment of the Planning, Monitoring and Evaluation Community of Practice (CoP) for Public Entities in

2015, the DOD Administration Budget Programme provided an oversight function over the Public Entities and Organs of

State, reporting to the Executive Authority to ensure alignment with the national and departmental imperatives and National

regulatory framework in terms of planning, budgeting and reporting.

PURPOSE

The purpose of the Administration programme is to provide strategic leadership, management and support services to the

DOD and provide for military veterans’ benefits through the Department of Military Veterans.

OUTPUTS

The outputs of the Administration programme are as follows:

• To provide Ministerial direction.

• To provide departmental direction.

• To provide defence policy advice.

• To provide departmental strategic direction.

• To provide corporate planning, budgeting and reporting.

Budget Allocation. An amount of R5 380 834 000 is allocated to the Administration Programme for the 2017 MTEF.

25. The Administration Programme consists of both Defence Secretariat and SANDF Sub-programmes.

63


OVERVIEW OF ADMINISTRATION SUB-PROGRAMME: MINISTRY

Responsibility. Minister of Defence and Military Veterans.

Purpose. The purpose of the Sub-programme is to provide political direction to the DOD thereby ensuring the democratic defence of South Africa by meeting the required defence commitments and providing appropriate defence capabilities.

Outputs. The outputs of the Sub-programme Ministry are as follows:

• To provide Political direction to the DOD.

• To ensure the defence of South Africa by meeting the approved ordered defence commitments and providing appropriate defence capabilities.

• To oversee the applicable Public Entities (ARMSCOR and Castle Control Board [CCB]).

• To oversee the Organs of State (Military Ombud, Defence Force Service Commission [DFSC] and Reserve Force Council [RFC]).

Budget Allocation. An amount of R74 051 000 is allocated to the Sub-programme Ministry for the 2017 MTEF.

Performance Indicators and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicators and

Targets (Annual and Quarterly) associated with the Sub-programme.

Table 24: Sub-programme: Ministry: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Targets

Audited/Actual Performance

Estimated Performance Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Output 3 Provide sound Defence direction

D3_05

Percentage compliance with submission dates of DOD accountability documents

(Annual Performance Plans and Corporate Plan tabled in Parliament)

100%

100%(APPs were tabled by 13 March

2014)

100%(APPs were

tabled in line with the

Parliamentary Programme on

11 March 2015)

100%(4 APPs were

tabled on 11 March

2016)

100%(4 APPs

tabled in line with

National Prescripts)

100%(4)

100%(4)

100%(4)

(DOD APP tabled in Parliament)

100%

100%(The DOD APP

was tabled on 13 March

2014)

100%(The DOD APP

was tabled in line with the Parliamentary Programme on

11 March 2015)

100%(1 DOD APP

was tabled on 11 March

2016)

100%(Tabled in line

withNational

Prescripts)

100%(1)

(DOD APP tabled in line

with National

Prescripts)

100%(1)

(DOD APPtabled in line

withNational

Prescripts)

100%(1)

(DOD APPtabled in line

withNational

Prescripts)


64

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Targets



2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

D3_05

(Armscor Corporate Plan tabled in Parliament)

100% -

100%(The Armscor Corporate Plan was tabled in line with the

Parliamentary Programme on

11 March 2015)

100%(1 Armscor Corporate Plan was tabled on 11 March

2016)

100%(Tabled in line

with National

Prescripts)

100%(1)

(Armscor Corporate Plan tabled in line

with National

Prescripts)

100%(1)

(Armscor Corporate Plantabled in line

withNational

Prescripts)

100%(1)

(Armscor Corporate Plantabled in line

withNational

Prescripts)

(Castle Control Board APP tabled in Parliament)

100%

100%(The Castle

Control Board APP was tabled

on 13 March 2014)

100%(The Castle

Control Board APP was tabled in line with the Parliamentary Programme on

11 March 2015)

100%(1 Castle Control

Board APP was tabled

on 11 March 2016)

100%(Tabled in line

with National

Prescripts)

100%(1)

(Castle Control Board APP

tabled in line with


100%(1)


tabled in line with


100%(1)


tabled in line with


(Military Ombud APP tabled in Parliament)

100%New

Indicator

100%(1 Military

Ombud APP was tabled on

11 March 2015)

100%(1 Military

Ombud APP was tabled

on 11 March 2016)

100%(Tabled in line

with National

Prescripts)

100%(1)

(Military Ombud APP tabled in line

with National

Prescripts)

100%(1)

(Military Ombud APPtabled in line

withNational

Prescripts)

100%(1)

(Military Ombud APPtabled in line

withNational

Prescripts)


(Annual Reports tabled in Parliament)

100% 100% 100% 100% 100%100%

(6)100%

(6)100%

(6)

(DOD Annual Report tabled in Parliament)

100% 100% 100%

100%(1 DOD

Annual Report was tabled on 29 September

2015)

100%(1 DOD

Annual Report was tabled on 26 September

2016)

100%(1)

(DOD Annual Report

tabled in line with


100%(1)

(DOD Annual Report

tabled in line with


100%(1)

(DOD Annual Report

tabled in line with


Table 24: Sub-programme: Ministry: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20 (continued)

65

DOD2017ANNUAL PERFORMANCE PLANDO

D Ou

tput

an

d In

dica

tor

ID Performance Indicator

5 Year Strategic

Plan Targets



2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

D3_05

(Armscor Annual Report tabled in Parliament)

100% 100% 100%

100%(1 Armscor

Annual Report was

tabled on 29 September

2015)

100%(Annual Reporttabled in line

with National

Prescripts)

100%(1)

(Armscor Annual Report tabled in line

with National

Prescripts)

100%(1)

(Armscor Annual Reporttabled in line

with National

Prescripts)

100%(1)

(Armscor Annual Reporttabled in line

with National

Prescripts)

(Castle Control Board Annual Report tabled in Parliament)

100% 100% 100%

100%(1 Castle

Control Board Annual Report

was tabled on

29 September 2015)

100%(Annual Reporttabled in line

with National

Prescripts)

100%(1)

(Castle Control Board Annual

Reporttabled in line

with National

Prescripts)

100%(1)



with National

Prescripts)

100%(1)


Report tabled in line

with National

Prescripts)

(Military Ombud Annual Report tabled in Parliament)

100% 100% 100%

100%(1 Military

Ombud Annual Report

was tabled on

29 September 2015)

100%(Annual Report tabled in line

with National

Prescripts)

100%(1)

(Military Ombud Annual


with National

Prescripts)

100%(1)



with National

Prescripts)

100%(1)



with National

Prescripts)

(Annual Report regarding Military Ombud Activities tabled in Parliament)

100%New

IndicatorNew

IndicatorNew

IndicatorNew

Indicator

100%(1)

(Annual Report regarding

Military Ombud Activities tabled

in Parliament in line with Legislative Prescripts)

100%(1)




100%(1)




(Annual Report regarding DFSC Activities and Findings tabled in Parliament)

100% 100% 100%

(1 Annual Report

regarding DFSC

activities tabled in

Parliament on 30 May 2015)

(1 Annual Report

regarding DFSC

activities tabled in

Parliament)

100%(1)

(Annual Report regarding DFSC Activities and

Findings tabled in Parliament in line with Legislative Prescripts)

100%(1)



100%(1)




66

Table 25: Sub-programme: Ministry: Performance Indicators and Quarterly Targets for the FY2017/18

DOD

Outp

ut

and

Indi

cato

r ID

Performance Indicator

Reporting Period

Annual Target

FY2017/18

Quarterly Targets

1st 2nd 3rd 4th


D3_05


(APPs and Corporate Plans tabled in Parliament)

Annually100%

(4)

(DOD APP tabled in Parliament) Annually

100%(4)

- - -

100%(1)

(DOD APPtabled in line with


(Armscor Corporate Plan tabled in Parliament)

Annually - - -

100%(1)

(Armscor Corporate Plan

tabled in line withNational Prescripts)

(Castle Control Board APP tabled in Parliament)

Annually - - -

100%(1)



(Military Ombud APP tabled in Parliament)

Annually - - -

100%(1)

(Military Ombud APPtabled in line with



(Annual Reports tabled in Parliament)

Annually

100%(6)

(DOD Annual Report tabled in Parliament)

Annually -

100%(1)

(DOD Annual Reporttabled in line with


- -

67


D Ou

tput

an

d In

dica

tor

ID


Reporting Period

Annual Target

FY2017/18

Quarterly Targets

1st 2nd 3rd 4th

D3_05

(Armscor Annual Report tabled in Parliament)

Annually

100%(6)

-

100%(1)

(Armscor Annual Report


- -

(Castle Control Board Annual Report tabled in Parliament)

Annually -

100%(1)

(Castle Control Board Annual Report


- -

(Military Ombud Annual Report tabled in Parliament)

Annually -

100%(1)

(Military Ombud Annual Report


- -

(Annual Report regarding Military Ombud Activities tabled in Parliament)

Annually

100%(1)

(Annual Report regarding Military Ombud Activities

tabled in Parliament in line with Legislative

Prescripts)

- - -

(Annual Report regarding DFSC Activities and Findings tabled in Parliament)

Annually

100%(1)


Findings tabled in Parliament in line with Legislative

Prescripts)

- - -

The MOD&MV is responsible for oversight of Organs of State (Military Ombud, DFSC and RFC) as listed on the following

page. These entities receive budget allocations from the DOD and they are responsible and report to the Executive Authority.


68

OVERVIEW OF THE MILITARY OMBUD

Responsibility. The Military Ombud.

Purpose. The Military Ombud is responsible to investigate and ensure that complaints are resolved in a fair, economical

and expeditious manner.

Output. The output of the Military Ombud is as follows:

• Investigate as well as resolve complaints lodged in writing by:

– A member regarding his or her service conditions.

– A former member regarding his or her conditions of service.

– A member of the public regarding the official conduct of a member of the Defence Force.

– A person acting on behalf of a member of the Defence Force.

Budget Allocation. An amount of R46 463 699 from the budget of Legal Services is allocated to the Military Ombud for the

2017 MTEF.


Targets (Annual and Quarterly) associated with the Military Ombud.

Table 26: Military Ombud: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Targets


Estimated Performance

Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Reporting to the Ministry


D3_05


(Military Ombud APP submitted to the Executive Authority)

100%New

Indicator

100%(1 APP

submitted in line with


100%(1 APP



100%(1)

(APP submitted

to the Executive Authority)

100%(1)

(APP submitted


100%(1)

(APP submitted


100%(1)

(APP submitted



(Annual Report submitted to the Executive Authority)

100%New

Indicator

100%(1)

(Annual Report



100%(1)

(Annual Report



100%(1)

(Annual Report

submitted to the

Executive Authority)

100%(1)

(Annual Report

submitted to the


100%(1)

(Annual Report

submitted to the


100%(1)

(Annual Report

submitted to the


69


D Ou

tput

an

d In

dica

tor


5 Year Strategic

Plan Targets



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

D3_05


(Annual Report regarding Military Ombud Activities submitted to the Executive Authority)

100%New

IndicatorNew

IndicatorNew

IndicatorNew

Indicator

100%(1)

(Annual Report

regarding Military Ombud

Activities submitted


100%(1)

(Annual Report




100%(1)

(Annual Report




Output 4 Ensure Defence compliance with Regulatory Framework

D4_08

Percentage of written complaints finalised within the Office of the Military Ombud

70%New

Indicator43% 76%26 60%

70%(70%

finalised in-year

and 80% finalised

from previous

year)

75%(70%

finalised in-year

and 80% finalised

from previous

year)

75%(70%

finalised in-year

and 80%finalised

from previous

year)

Table 27: Military Ombud: Performance Indicators and Quarterly Targets for the FY2017/18

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period

Annual TargetFY2017/18

Quarterly Targets

1st 2nd 3rd 4th



D3_05


(Military Ombud APP submitted to the Executive Authority)

Annually

100%(1)

(APP submitted to the Executive

Authority)

- - -

100%(1)

(APP submitted to the Executive

Authority)

26. A number of 365 out of 483 active compliance cases were assessed and finalised. A number of 118 cases will be carried over to the next financial year.


70

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period


Quarterly Targets

1st 2nd 3rd 4th

D3_05


(Annual Report submitted to the Executive Authority)

Annually

100%(1)

(Annual Report submitted to the Executive

Authority)

-

100%(1)

(Annual Report submitted to the Executive

Authority)

- -


(Annual Report regarding Military Ombud Activities submitted to the Executive Authority)

Annually

100%(1)


Military Ombud Activities

submitted to the Executive

Authority)

100%(1)


Military Ombud Activities


Authority)

- - -


D4_08Percentage of written complaints finalised within the Office of the Military Ombud

Quarterly

70%(70% finalised

in-year and 80% finalised from previous

year)

70%(70% finalised


year)

70%(70% finalised


year)

70%(70% finalised


year)

70%(70% finalised


year)

Table 27: Military Ombud: Performance Indicators and Quarterly Targets for the FY2017/18 (continued)

71


OVERVIEW OF RESERVE FORCE COUNCIL (RFC)

Responsibility. Chairperson of the Reserve Force Council.

Purpose. The RFC is a consultative and advisory body representing the Reserve Force to promote and maintain the force as an integral part of the Defence Force and must be consulted on any legislation, policy or administrative measures affecting the Reserve Force.

Outputs. The outputs of the RFC are as follows:

• Provide policy advice with regard to the Reserve Force function.

• Provide consultative and advice services to the MOD&MV and DOD Structures.

• Promote and maintain the Reserve Force System pertaining to the Reserve Force function.

Budget Allocation. An amount of R7 929 184 is allocated to the RFC for the 2017 MTEF as part of the budget allocation for the Defence Reserve Direction.

Performance Indicator and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicator and Targets (Annual and Quarterly) associated with the RFC.

Table 28: RFC: Performance Indicator and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Targets



2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20



D3_05


(Reports on RFC Activities submitted to the Executive Authority)

100%New

IndicatorNew

Indicator

100%(2 Reports on RFC Activities submitted in

line with National

Prescripts)

100%(2 Reports on RFC Activities


Authority)

100%(2)

(Reports on RFC

Activities submitted to the Executive

Authority)

100%(2)

(Reports on RFC Activities


Authority)

100%(2)

(Reports on RFC Activities


Authority)

Table 29: RFC: Performance Indicators and Quarterly Targets for the FY2017/18

DOD

Outp

ut a

nd

Indi

cato

r ID


Reporting Period


Quarterly Targets

1st 2nd 3rd 4th



D3_05


(Reports on RFC Activities submitted to the Executive Authority)

Bi-annually

100%(2)

(Reports on RFC Activities submitted to

the Executive Authority)

-

100%(1)

(Report on RFC Activities submitted to the Executive Authority)

-

100%(1)

(Report on RFC Activities submitted to the Executive Authority)


72

OVERVIEW OF DEFENCE FORCE SERVICE COMMISSION (DFSC)

Responsibility. Chairperson of the Defence Force Service Commission.

Purpose. The DFSC is to submit, on an annual basis, recommendations to the MOD&MV on improvements of salaries and service benefits of SANDF members; on policies in respect of conditions of service and promote measures and set standards to ensure effective and efficient implementation of policies related to conditions of service in the SANDF.

Outputs. The outputs of the DFSC are as follows:

• Provide annual salary/service benefits recommendations.

• Provide recommendations on conditions of service policies.

• Ensure the effective and efficient implementation of policies on conditions of service within the Defence Force.

Budget Allocation. An amount of R12 403 982 is allocated to the DFSC for the 2017 MTEF as part of the budget allocation to the Ministry.

Performance Indicator and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicator and Targets (Annual and Quarterly) associated with the DFSC.

Table 30: DFSC: Performance Indicator and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Targets



2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20



D3_05


(Annual Report regarding DFSC Activities and Findings submitted to the Executive Authority)

100%New

IndicatorNew

Indicator

100%(1 Annual

Report on DFSC Activities submitted in line with


100%(1 Annual

Report regarding

DFSC Activities


Authority)

100%(1)


DFSC Activities and Findings submitted to the Executive

Authority)

100%(1)



Authority)

100%(1)



Authority)


(Report on the DFSC Findings and Recommendations Gazetted)

100%New

IndicatorNew

IndicatorNew

IndicatorNew

Indicator

100%(1)

(Report on the DFSC

Findings and Recommendations

Gazetted)

100%(1)

(Report on the DFSC


Gazetted)

100%(1)

(Report on the DFSC


Gazetted)

73


Table 31: DFSC: Performance Indicator and Quarterly Targets for the FY2017/18

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period


Quarterly Targets

1st 2nd 3rd 4th



D3_05


(Annual Report regarding DFSC activities and findings submitted to the Executive Authority)

Annually

100%(1)


Findings submitted to the Executive

Authority)

100%(1)


Findings submitted to the Executive

Authority)

- - -


(Report on the DFSC Findings and Recommendations Gazetted)

Annually

100%(1)

(Report on the DFSC Findings and Recommendations

Gazetted)

- -

100%(1)

(Report on the DFSC Findings and Recommendations

Gazetted)

-

OVERVIEW OF ADMINISTRATION SUB-PROGRAMME: DEPARTMENTAL DIRECTION

OFFICE OF THE SECRETARY FOR DEFENCE

Responsibility. Secretary for Defence (Sec Def).

Purpose. The Sec Def is responsible to assist the MOD&MV to execute civil control and to ensure the provision and

maintenance of effective, efficient and transparent financial systems, risk management and internal controls within the

Defence portfolio.

Outputs. The outputs of the Sub-programme Departmental Direction are as follows:

• As the primary Policy Advisor, to provide Government security policy to the MOD&MV.

• As the Head of the Department, to ensure Organisational structure and management of the employees of the Department.

• As Accounting Officer, to ensure efficient internal administration, including the establishment of internal systems and

internal control to manage the resources allocated to the DOD.

• As Head of the Secretariat, to promote on-going co-operation between the Defence Secretariat and the SANDF.

Budget Allocation. An amount of R58 586 000 is allocated to the Sub-programme Departmental Direction for the 2017 MTEF.




74

Table32:Sub-programme:DepartmentalDirection(OfficeoftheSecDef):PerformanceIndicatorsandAnnualTargets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Targets



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Reporting to Sec Def

OFFICE OF THE SEC DEF


D3_01B

Percentage adherence to DOD governance schedule

(SA Defence Review 2015 Implementation status)

100%New

IndicatorNew

Indicator

100%(SA Defence Review 2015

Implementation Plan in

progress)

100%(Monitor

implementation of the approved

SA Defence Review 2015

Implementation Plan)27

100%(Monitor



Implementation Plan)

100%(Monitor




100%(Monitor




D3_05


(DOD APP submitted to the Executive Authority)

100%New

Indicator

100%(Tabled in

line with the Parliamentary Programme

on 11 March

2015)

100%(1)

(DOD APP tabled on 11 March

2016)

100%(1)

(DOD APP submitted to the Executive

Authority)

100%(1)


Authority)

100%(1)


Authority)

100%(1)


Authority)


(DOD Annual Report submitted to the Executive Authority)

100%New

Indicator

100%(1)

(DOD Annual Report

tabled in Parliament

on 30 September

2014)

100%(1)

(DOD Annual Report

tabled in Parliament

on 29 September

2015)

100%(1)

(DOD Annual Report


Authority)

100%(1)

(DOD Annual Report


Authority)

100%(1)

(DOD Annual Report


Authority)

100%(1)

(DOD Annual Report


Authority)

27. During the FY2016/17 the DOD reported, in addition to the Performance Indicators under the various DOD Budget Programmes, on the SA Defence Review 2015 Deliverables as reflected in Annexure D to the DOD APP for 2016.

75


D Ou

tput

an

d In

dica

tor


5 Year Strategic

Plan Targets



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

D3_07

Established DOD strategic research capability status28

Funding and

staffing of critical vacancies

New Indicator

Policy Research

Unit Concept document not compiled or

approved

The DOD Strategic Research Capability will be incorporated into the structure and function of the Chief Defence Scientist. A position paper

was compiled and submiited to the DRIPT

for inclusion in the SA Defence Review 2015 (Milestone 1) Implementation Plan

Policy Research

Unit Concept document approved

Policy Research

Unit Concept document approved

Approved Organisational

Structure

Funding and staffing of critical vacancies


D4_12

Status of external statutory responses to requests received

100%New

IndicatorNew

Indicator 66%29 100% 100% 100% 100%

Table33:Sub-programme:DepartmentalDirection(OfficeoftheSecDef):PerformanceIndicatorsandQuarterlyTargets for the FY2017/18

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period


Quarterly Targets

1st 2nd 3rd 4th


OFFICE OF THE SEC DEF


D3_01B


(SA Defence Review 2015 Implementation status)

Annually

100%(Monitor

implementation of the approved SA Defence Review


- - -

100%(Monitor

implementation of the approved SA Defence

Review Implementation Plan)

28. Various forms of strategic research are conducted by the DOD in support of the National Government imperatives with regard to research and development.

29. A total of 61 statutory requests from Chapter 9 and 10 Institutions were received of which 40 requests were fully processed.


76

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period


Quarterly Targets

1st 2nd 3rd 4th

D3_05


(DOD APP submitted to the Executive Authority)

Annually

100%(1)


Authority)

- - -

100%(1)


Authority)


(DOD Annual Report submitted to the Executive Authority)

Annually

100%(1)

(DOD Annual Report submitted to the


-

100%(1)

(DOD Annual Report submitted to the


- -

D3_07Established DOD strategic research capability status

AnnuallyPolicy Research Unit Concept document

approved- - -

Policy Research Unit Concept document

approved


D4_12Status of external statutory responses to requests received

Quarterly 100% 100% 100% 100% 100%

DEFENCE ENTERPRISE INFORMATION SYSTEM MANAGEMENT (DEISM)

Responsibility. Government Information Technology Officer (GITO).

Purpose. The purpose of the Sub-programme Defence Enterprise Information System Management is to provide departmental direction to the DOD ensuring efficient Defence Information and Communication Technology and the administration of all Promotion of Access to Information requests.

Outputs. The outputs of the Sub-programme Departmental Direction (Defence Enterprise Information System Management) are as follows:

• To develop the DOD Information and Communication Technology governance to direct the department to ensure internal and external communication enabling effective and efficient decision-making in achieving departmental outcomes and outputs.

• To direct the modernisation of Information Communication and Technology within the DOD.

• To monitor and evaluate DOD Information and Communication Technology compliance to ensure adherence to the prescribed DOD Information and Communication System governance.

• To conduct DOD Information and Communication Technology risk analysis to make Information and Communications Technology related risks and the associated implications visible to senior management in order for the department to develop the mitigating actions to minimise the risks within the department.

• To administer the Promotion of Access to Information requests.

Table33:Sub-programme:DepartmentalDirection(OfficeoftheSecDef):PerformanceIndicatorsandQuarterlyTargets for the FY2017/18 (continued)

77


Budget Allocation. An amount of R19 002 000 is allocated to the sub-programme Departmental Direction (Defence

Enterprise Information System Management) for the 2017 MTEF.



Table 34: Sub-programme: Departmental Direction (DEISM): Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID


5 Year Strategic

Plan Targets



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20


DEISM


D3_01A


(Compliance to the DOD Corporate Governance of ICT Policy status)

100%New

IndicatorNew

IndicatorNew

IndicatorNew

Indicator

100%(Development

and submission for approval of the DOD Corporate

Governance of ICT Policy)

100%(Implementation

of the DOD Corporate


100%(Monitoring and Review of the DOD Corporate


D3_01B


(Defence Enterprise Architecture Capability Established and Integrated)

100%New

IndicatorNew

IndicatorNew

IndicatorNew

Indicator

25%(Development

and submission for approval of the Enterprise Architecture Capability

framework)

60%(Capacitate

the Enterprise Architecture

function)

95%(Develop

Architectures for Integrated

Defence Enterprise System)


78

Table 35: Sub-programme: Departmental Direction (DEISM): Performance Indicators and Quarterly Targets for the FY2017/18

DOD

Outp

ut a

nd

Indi

cato

r ID


Reporting Period


Quarterly Targets

1st 2nd 3rd 4th


DEISM


D3_01A


(Compliance to the DOD Corporate Governance of ICT Policy status)

Annually

100%(Development and

submission for approval of the DOD Corporate


- - -

100%(Development and

submission for approval of the DOD Corporate


D3_01B


(Defence Enterprise Architecture Capability Established and Integrated)

Annually

25%(Development and

submission for approval of the Enterprise Architecture

Capability framework)

- - -

25%(Development and

submission for approval of the Enterprise Architecture

Capability framework)

OVERVIEW OF ADMINISTRATION SUB-PROGRAMME: POLICY AND PLANNING

Responsibility. Chief Defence Policy, Strategy and Planning.

Purpose. The purpose of the Sub-programme is to advise on defence policy matters and co-ordinate the departmental strategic direction process by developing, formulating, monitoring and adapting Defence policy, strategy and plans in accordance with national policy to enable the effective, efficient and proper conduct of Defence activities.

Outputs. The outputs of the Sub-programme Policy and Planning are as follows:

• To ensure defence policies are aligned with National legislation through providing credible policy direction.

• To provide DOD strategy, planning, risk management, performance monitoring and evaluation and structure management.

• To provide secretariat and administrative support to the National Conventional Arms Control Committee (NCACC).

• To manage the participation of the DOD in clusters, as well as the implementation of arising obligations.

Budget Allocation. An amount of R119 058 000 is allocated to the Sub-programme Policy and Planning which includes a budget allocation to the following two Divisions:

• An amount of R94 824 426 is allocated to the Defence Policy, Strategy and Planning Division for the 2017 MTEF.

• An amount of R24 234 261 is allocated to the Military Policy, Strategy and Planning Division for the 2017 MTEF.

Performance Indicators and Targets (Annual and Quarterly). The following tables reflect the Performance Indicators and


79


Table 36: Sub-programme: Policy and Planning: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20

DODO

utpu

t an

d In

dica

tor


5 Year Strategic

Plan Targets



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20



D3_01A

Percentage adherence to DOD governance schedule30

(Policy)

100% 100% 100% 100% 100% 100% 100% 100%

D3_01B

Percentage adherence to DOD governance schedule (Strategy)

100% 100% 100% 100% 100% 100% 100% 100%

Percentage adherence to DOD governanceschedule

(Defence Secretariat Strategy [Defence Governance and Accountability Strategy] status)

New Indicator

New Indicator

New Indicator

New Indicator

New Indicator

100% (Defence

Secretariat Strategy [Defence

Governance and

Accountability Strategy]

developed)

100% (Defence


Governance and Accountability

Strategy] approved and

promulgated by the DOD)

100%(Defence


Governance and

Accountability Strategy]

implementation as approved by

the DOD)

D3_05


(DOD Annual Report submitted in line with National Prescripts)

(DOD APP submitted in line with National Prescripts)

100%New

Indicator100%

100%(1 DOD Annual

Report and 1 DOD APP submitted in

line with National

Prescripts)

100%(1 DOD Annual


line with National

Prescripts)31

100%(1)

(DOD Annual Report

submitted in line with National

Prescripts)

100%(1)

(DOD Annual Report


Prescripts)

100%(1)

(DOD Annual Report


Prescripts)

100%New

Indicator100%

100%(1 DOD Annual


line with National

Prescripts)

100%(1 DOD Annual


line with National

Prescripts)

100%(1)

(DOD APP submitted in

line with National

Prescripts)

100%(1)


line with National

Prescripts)

100%(1)


line with National

Prescripts)

30. All Departmental policies and strategies are to adhere to the following phases, namely Phase 1 – Registration of the Policy; Phase 2 – Development of the Policy; Phase 3 – Functionally Approved Policy; Phase 4 – Corporate Approved Policy. All approved departmental policies and strategies are implemented in the department through departmental instructions.

31. The Performance Indicator target “submitted in line with National Prescripts” refers to the submission of the DOD APP and DOD Annual Report to the Accounting Officer for approval and submission to AGSA, NT and Presidency (DPME) as required by National Regulatory Framework as well as departmental internal control processes.


80

DODO

utpu

t an

d In

dica

tor


5 Year Strategic

Plan Targets



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

D3_06DOD Enterprise Risk Management maturity level achieved

73.33% (Level 4)

DOD ERM

maturity level 5

achieved

DOD ERM

maturity level 4

achieved32

DOD Enterprise

Risk Management

maturity level 5

achieved

Level 4 Level 433 Level 4 Level 4


D4_10

DOD Management Performance Assessment Tool, assessment level achieved

65%(Level 2.6)

Level 2.4 achieved

Level 2.1 achieved

Level 2.7 achieved

Level 2.6 Level 2.8 Level 3 Level 3

Table 37: Sub-programme: Policy and Planning: Performance Indicators and Quarterly Targets for the FY2017/18

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period


Quarterly Targets

1st 2nd 3rd 4th



D3_01A


(Policy)

Annually 100% - - - 100%

D3_01B


(Strategy)

Annually 100% - - - 100%

32. The Enterprise Risk Management maturity is a requirement by National Treasury and therefore included in the DOD APP. Assessed in terms of National Treasury risk management questionnaire as part of the Financial Management Capability Maturity Model.

33. Although the DOD received a score of “Level 5 maturity level” for DOD Enterprise Risk Management maturity level during the FY2015/16, the 2017 MTEF targets will remain Level 4 until a score of “Level 5 maturity level” is sustained by the department over the MTEF.

Table 36: Sub-programme: Policy and Planning: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20 (continued)

81


D Ou

tput

an

d In

dica

tor

ID


Reporting Period


Quarterly Targets

1st 2nd 3rd 4th

D3_01B


(Defence Secretariat Strategy [Defence Governance and Accountability Strategy] status)

Annually

100% (Defence Secretariat

Strategy [Defence Governance and Accountability

Strategy] developed)

- - -

100% (Defence Secretariat Strategy [Defence Governance and Accountability

Strategy] developed)

D3_05


(DOD Annual Report submitted in line with National Prescripts)

(DOD APP submitted in line with National Prescripts)

Annually

100%(1)

(DOD Annual Report submitted in line

withNational Prescripts)

-

100%(1)

(DOD Annual Report submitted in line

withNational Prescripts)

- -

Annually

100%(1)

(DOD APP submitted in line with


- - -

100%(1)

(DOD APP submitted in line with


D3_06DOD Enterprise Risk Management maturity level achieved

Annually Level 4 - - - Level 4


D4_10

DOD Management Performance Assessment Tool, assessment level achieved

Annually Level 2.8 - - - Level 2.8

OVERVIEW OF ADMINISTRATION SUB-PROGRAMME: MILITARY POLICY, STRATEGY AND PLANNING OFFICE

Responsibility. Chief of Staff (Chief of Military Policy, Strategy and Planning).

Purpose. The purpose of the Sub-programme is to advise on military policy matters and to co-ordinate the military strategic direction process. This process includes developing policy, formulating strategies and plans, monitoring the execution of plans and the reporting thereof.

Outputs. The outputs of the Sub-programme Military Policy, Strategy and Planning Office are as follows:

• To manage the strategic planning and control process of the SANDF.

• To provide a military strategising capability and service for the C SANDF.

Performance Indicator and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicator and



82

Table38:Sub-programme:MilitaryPolicy,StrategyandPlanningOffice:PerformanceIndicatorsandAnnualTargets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Reporting to C SANDF


D3_01B


(Military Strategy status)

100%New

IndicatorNew

IndicatorNew

IndicatorNew

Indicator

Military Strategy approved

and promulgated

Military Strategy

Implemented

Military Strategy Monitor

and Review

D3_05


(SANDF quarterly reports submitted to the Executive Authority)

100%New

IndicatorNew

Indicator 100%

(4)

100% (4 SANDF

quarterly reports submitted to the Executive

Authority)

100%(4)

(SANDF quarterly reports


Authority)

100%(4)



Authority)

100%(4)



Authority)


D3_08

Percentage compliance with the progress of the establishment of the Military Strategic Direction Register34

100%New

IndicatorNew

IndicatorNew

Indicator48% (17)

49% (19)35

28%(11)

10%(4)

34. This Performance Indicator measure the extent to which C SANDF contributes to the direction and guidance of the DOD's military component. The Military Strategic Direction Register consists of various strategic departmental products/documents which must be completed in a specific year. Therefore the number of strategic departmental products/documents will be reduced over the 2017 MTEF in line with the requirements stated within the SA Defence Review 2015.

35. The Performance Indicator target for the FY2017/18 includes strategic products/documents that were a roll-over from the FY2016/17 due to reprioritisation by the department.

83


Table39:Sub-programme:MilitaryPolicy,StrategyandPlanningOffice:PerformanceIndicatorsandQuarterlyTargets for the FY2017/18

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period


Quarterly Targets

1st 2nd 3rd 4th



D3_01B


(Military Strategy status)

Annually

Military Strategy

approved and promulgated

-

Military Strategy

approved and promulgated

- -

D3_05


(SANDF quarterly reports submitted to the Executive Authority)

Quarterly

100%(4)

(SANDF quarterly reports submitted to the Executive

Authority)

25%(1)

25%(1)

25%(1)

25%(1)


D3_08Percentage compliance with the progress of the establishment of the Military Strategic Direction Register

Annually49%(19)

- - -49%(19)

OVERVIEW OF ADMINISTRATION SUB-PROGRAMME: FINANCIAL SERVICES

Responsibility. Chief Financial Officer.

Purpose. The purpose of the Sub-programme is to provide an innovative, cost-effective financial management departmental

service for the MOD&MV, Sec Def and C SANDF within the regulatory framework.

Outputs. The outputs of the Sub-programme Financial Services are as follows:

• To assist the Sec Def in carrying out his financial management responsibilities in areas ranging from budget preparation to financial reporting.

• To develop and maintain internal control policies and procedures.

• To implement financial reforms at the direction of the Sec Def.

Budget Allocation. An amount of R372 613 000 is allocated to the Sub-programme Financial Services for the 2017 MTEF.




84

Table 40: Sub-programme: Financial Services: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target

Audited/Actual Performance Estimated Performance

Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20



D3_05


(Percentage compliance with DOD financial management products)

100%New

Indicator100%

100%(37 Financial management

products submitted in

line with National

Prescripts)

100% (37 Financial management


line with National

Prescripts)

100%(37)

(Financial management


line with National

Prescripts)

100%(37)



line with National

Prescripts)

100%(37)



line with National

Prescripts)


D4_01Number of Audit Qualifications36

100% (0)

1 1 1 0 037 0 0

D4_11

Percentage payments within 30 days from receipt of legitimate invoices38

76.02% 85% 73% 80.09% 75%39 75% 75% 75%

Input 4 Provide sound Financial Management of the DOD

R4_01

Percentage deviation from approved drawing schedule40

<8%New

IndicatorNew

Indicator1.4% <8% <8% <8% <8%

36. The department strives to achieve an unqualified audit opinion by the AGSA on the last audit cycle.

37. The DOD planned to receive a zero number of Audit Qualifications. However due to the inherent nature of the Special Defence Account, that contain mainly classified information, the department will receive an Audit Qualification. Discussion with National Treasury and the Auditor-General of South Africa is underway aimed at amending legislation in this regard.

38. Treasury Regulation 8.2.3 states “Unless determine otherwise in a contract or other agreements, all payments due to creditors must be settled within 30 days from receipt of an invoice.”

39. The DOD confirms legitimate invoices as invoices that comply with the detail/specifications of the order placed against the supplier for goods and services and which adhere to the DOD prescripts for a legitimate payment.

40. This Performance Indicator monitors and reports on the departmental performance as required in terms of Section(40)(4)(1-c) of the PFMA. Compliance indicates the ability to control expenditure and revenue collection against the approved budget allocation for the year.

85


Table 41: Sub-programme: Financial Services: Performance Indicators and Quarterly Targets for the FY2017/18

DOD

Outp

ut

and

Indi

cato

r ID Performance Indicator Reporting

PeriodAnnual Target

FY2017/18

Quarterly Targets

1st 2nd 3rd 4th



D3_05


(Percentage compliance with DOD financial management products)

Quarterly

100%(37)

(Financial management products submitted in line with National Prescripts)

24%(9)

28%(10)

24%(9)

24%(9)


D4_01 Number of Audit Qualifications Annually 0 - - - 0

D4_11Percentage payments within 30 days from receipt of legitimate invoices

Quarterly 75% 75% 75% 75% 75%

Input 4 Provide sound Financial Management of the DOD

R4_01Percentage deviation from approved drawing schedule

Quarterly <8% <8% <8% <8% <8%

OVERVIEW OF ADMINISTRATION SUB-PROGRAMME: HUMAN RESOURCES SUPPORT SERVICES (DOD CENTRAL STAFF)

Responsibility. Chief Human Resources.

Purpose. The purpose of the Sub-programme is to provide full Human Resources Support Services to the DOD.

Outputs. The outputs of the Sub-porgramme Human Resources Support Services are as follows:

• To provide Human Resources Services in support of the provision of contingency ready defence capabilities.

• To provide sound Human Resources Direction and Advice.

• To provide sound Human Resources Policy and Administration.

Budget Allocation. An amount of R777 263 000 is allocated to the Sub-programme Human Resources Support Services

for the 2017 MTEF.




86

Table 42: Sub-programme: Human Resources Support Services: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Reporting to Def Sec


D3_01A


(Internship Policy status)

100%New

IndicatorNew

IndicatorNew

Indicator

100% (Policy

Development)

100%(Internship

Policy submitted for

approval)

100%(Internship

Policy Promulgation and Implementation as approved by

the DOD)

100%(Internship

Policy Monitor

and Review Implementation as approved by

the DOD)


(Human Resources Development Policy status)

100%New

IndicatorNew

IndicatorNew

IndicatorNew

Indicator

100%(Human

Resources Development

Policy Developed

100% (Human


Policy submitted for approval)

100% (Human


Policy Promulgation and Implementation as approved by

the DOD)

D3_01B


(Human Resources Strategy status)

100%New

Indicator

Human Resources Strategy Piloted

New Indicator

New Indicator

100%(Human

Resources Strategy

Developed)41

100%(Human

Resources Strategy

submitted for approval)

100%(Human

Resources Strategy

Promulgation and Implementation as approved by

the DOD)


(DOD Ethics Management status)

Monitor and Review

New Indicator

New Indicator

DOD Ethics

Policy in progress

100%(DOD Ethics

Policy Approved)

100%(DOD Ethics

Strategy submitted for approval)42

100%(DOD Ethics

Strategy Promulgation

and Implementation as approved by

the DOD)

100%(DOD Ethics

Strategy Monitor

and Review Implementation as approved by

the DOD)

41. This Performance Indicator Target for the FY2017/18 is aligned to the SA Defence Review 2015 target as set in the DOD APP for 2016, Annexure D as well as the SA Defence Review 2015 targets as reflected in Annexure D of this APP.

42. The envisaged approval of the DOD Ethics Policy during the FY2016/17 has no impact on the intended target of the DOD Ethics Strategy approval during the FY2017/18.

87


D Ou

tput

an

d In

dica

tor


5 Year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

D3_05


(SMS financial disclosures submitted)

100% 92% 89%93% (255)

100% 100%43 100% 100%


(SMS performance agreements submitted)

100% 88% 87%84% (255)

100% 100%44 100% 100%

Activity 1 Administrate the DOD

P1_05

Percentage of disciplinary cases in the DOD finalised within 90 days45

(PSAP Disciplinary Cases)

100%

29%(58 of 203

cases within 90 days)

39 2046 100% 100%47 100% 100%

P1_08

Percentage collective grievances and disputes resolved

85% 87% 78% 71% 85% 85% 85% 85%

Activity 2 Enable the DOD

P2_06

Percentage compliance with DOD training targets

(Number of PSAP attending training programmes)

80%66%

(1 716)88.3%(2 284)

99.88%(2 584)

100%(2 587)

80%48

(2 067)80%

(2 067)80%

(2 067)

43. The actual number will only be provided after the DOD Annual Report for that specific financial year has been audited and tabled.


45. During the FY2016/17 the phrasing of the Performance Indicator was amended from “Number of disciplinary cases in the DOD finalised within 90 days” to “Percentage of disciplinary cases in the DOD finalised within 90 days”.

46. The Performance Indicator name was amended during the FY2016/17 to read “Percentage of disciplinary cases in the DOD finalised within 90 days” (PSAP Disciplinary Cases).


48. The Performance Indicator target is set at 80% of the planned number of PSAP attending training programmes.


88

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Reporting to the C SANDF


D3_02

Number of positions filled against allocated quota for international institutions

12 14 18 8 12 12 12 12


P2_06


(Non-combat professional military development courses)

80%140%(179)

165%(3 254)

142%(2 744)

100%(3 000)

80%(1 360)

80%(1 360)

80%(1 360)


(Re-skilling)

100%250%(30)

592%(71)

174%(124)

70% 100% 100% 100%

Input 1 Provide professional and supported DOD Human Resources

R1_1B

Number of military skills development members in the system

18 592 7 005 3 889 3 944 4 001 3 53249 3 545 3 696

R1_1CNumber of reserve force mandays

100% (10 225 167)

New Indicator

2 695 742 2 768 982 2 701 681 1 817 104 1 571 203 1 692 387

R1_1G

Percentage compliance with SANDF Battle fitness requirements

Information classified

New Indicator

New Indicator

0%Information classified




Table 42: Sub-programme: Human Resources Support Services: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20 (continued)

49. This Performance Information Target is a non-cumulative target and only the last reported value will be reported.

89


Table 43: Sub-programme: Human Resources Support Services: Performance Indicators and Quarterly Targets for the FY2017/18

DOD

Outp

ut

and

Indi

cato


PeriodAnnual Target

FY2017/18

Quarterly Targets

1st 2nd 3rd 4th

Reporting to the Sec Def


D3_01A


(Internship Policy status)

Annually

100%(Internship Policy


- - -

100%(Internship Policy



(Human Resources Development Policy status)

Annually

100%(Human Resources Development Policy

Developed)

- - -

100%(Human Resources Development Policy

Developed)

D3_01B


(Human Resources Strategy status)

Annually

100%(Human Resources

Strategy Developed)50

- - -

100%(Human Resources

Strategy Developed)


(DOD Ethics Management Strategy status)

Annually

100%(DOD Ethics Management

Strategy submitted for approval)

- - -

100%(DOD Ethics Management

Strategy submitted for approval)

D3_05


(SMS financial disclosures submitted)

Bi-annually 100%75%

submitted100%

submitted- -


(SMS performance agreements submitted)

Bi-annually 100%75%

submitted100%

submitted- -


P1_05

Percentage of disciplinary cases in the DOD finalised within 90 days

(PSAP Disciplinary Cases)

Quarterly 100% 100% 100% 100% 100%

50. This Performance Indicator Target for the FY2017/18 is aligned with the SA Defence Review 2015 target as set in the DOD APP for 2016, Annexure D.


90

DOD

Outp

ut

and

Indi

cato


PeriodAnnual Target

FY2017/18

Quarterly Targets

1st 2nd 3rd 4th

P1_08Percentage collective grievances and disputes resolved

Quarterly 85% 20% 20% 20% 25%


P2_06


(Number of PSAP attending training programmes)

Annually80%

(2 067)- - -

80%(2 067)



D3_02Number of positions filled against allocated quota for international institutions

Annually 12 - - - 12


P2_06


(Non-combat professional military development courses)

Annually80%

(1 360)- - -

80%(1 360)


(Re-skilling)

Annually 100% - - - 100%


R1_1BNumber of military skills development members in the system

Annually 3 532 - - - 3 532

R1_1CNumber of reserve force mandays

Annually 1 817 104 - - - 1 817 104

R1_1GPercentage compliance with SANDF Battle fitness requirements

Bi-annuallyInformation classified

-Information classified

-Information classified

Table 43: Sub-programme: Human Resources Support Services: Performance Indicators and Quarterly Targets for the FY2017/18 (continued)

91


OVERVIEW OF ADMINISTRATION SUB-PROGRAMME: LEGAL SERVICES (DOD CENTRAL STAFF)

Responsibility. Chief of Defence Legal Services.

Purpose. The purpose of the Sub-programme is to provide professional, legitimate and deployable Defence legal services and support commensurate with the needs of the DOD.

Outputs. The outputs of the Sub-programme Legal Services are as follows:

• To administrate Military Justice in the SANDF.

• To provide legal advice to the DOD/SANDF regarding operational and force preparation and support.

• To provide legal advice and litigation support to the DOD.

• To provide legal support during deployments.

Budget Allocation. An amount of R300 110 00051 is allocated to the Sub-programme Legal Services for the 2017 MTEF.

Performance Indicators and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicators

and Targets (Annual and Quarterly) associated with the Sub-programme.

Table 44: Sub-programme: Legal Services: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID Performance Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20



P1_07Percentage litigation cases finalised in the best interest of the DOD

50%45%(23)

80.6%(25/31)

88.87%(24/27)

50% 50%52 50% 50%



D4_07Percentage of cases of Corruption and

Fraud prosecuted53 100%New

Indicator13.4%(23)

5% (9)

40% 40% 40% 40%


P1_04APercentage reduction of military court cases outstanding (backlog)

60%New

Indicator83% 20% 60% 60%54 60% 60%

P1_04BPercentage military court cases finalised (in-year)

40%New

Indicator33% 3% 40% 40% 40% 40%

51. According to the DOD Budget Structure for the FY2017/18, the Budget allocation of R300 110 000 for the Sub-programme Legal Services includes an amount of R46 463 699 allocated to the Military Ombud. The Budget allocated to the Defence Legal Services is R253 646 833 for the FY2017/18.

52. The Performance Indicator target of 50% is the result of the HR budget limitations.

53. The Performance Indicator “Percentage of cases of Corruption and Fraud prosecuted” includes cases referring to “Conviction rate of persons R5 million and over”. As it is an MTSF requirement. Outcome 3: Sub-outcome 7 “Corruption in the Public and Private Sectors Reduced” will remain in Annexure A of this Plan to indicate the DOD contribution towards this MTSF requirement.

54. During the FY2016/17 Military Judges were assigned on 07 June 2016. For the FY2017/18 extended court hours will be instituted to address the backlog of military cases.


92

DOD

Outp

ut

and

Indi

cato


5 Year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

P1_05


(Military Disciplinary Cases)

100%New

Indicator1 265 70 100%55 100%56 100% 100%

Table 45: Sub-programme: Legal Services: Performance Indicators and Quarterly Targets for the FY2017/18

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period


Quarterly Targets

1st 2nd 3rd 4th



P1_07Percentage litigation cases finalised in the best interest of the DOD

Annually 50% - - - 50%


Output 4 Ensure Defence compliance with the Regulatory Framework

D4_07Percentage of cases of Corruption and Fraud prosecuted

Annually 40% - - - 40%


P1_04APercentage reduction of military court cases outstanding (backlog)

Annually 60% - - - 60%

P1_04BPercentage military court cases finalised (in-year)

Annually 40% - - - 40%

P1_05


(Military Disciplinary Cases)

Annually 100% - - - 100%

55. During the FY2016/17 the phrasing of the Performane Indicator was amended from “Number of disciplinary cases in the DOD finalised within 90 days” to “Percentage of disciplinary cases in the DOD finalised within 90 days”.


Table 44: Sub-programme: Legal Services: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20 (continued)

93


OVERVIEW OF ADMINISTRATION SUB-PROGRAMME: INSPECTION AND AUDIT SERVICES

The Sub-programme Inspection and Audit Services consists of two components, namely Defence Inspectorate Division and

Internal Audit Division.

DEFENCE INSPECTORATE DIVISION

Responsibility. Inspector General DOD

Purpose. The purposes of the Sub-programme are as follows:

• To provide independent and objective internal- and closing down audits.

• To provide Military Inspections.

• To provide Perception surveys.

• To provide Anti-corruption and fraud prevention services.

Output. The output of the Sub-programme Defence Inspectorate Division (Inspector-General) is to provide an independent, comprehensive, value-added and responsive risk analysis function.

Budget Allocation. An amount of R143 025 000 is allocated to the Sub-programme Inspection and Audit Services for the 2017 MTEF57. The amount of R90 330 678 is allocated to the Defence Inspectorate Division for the 2017 MTEF.


Targets (Annual and Quarterly) associated with the Sub-programme Defence Inspectorate Division.

Table 46: Sub-programme: Defence Inspectorate Division: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID


5 Year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20




D4_05Percentage of Corruption and Fraud incidents detected for investigation

100%6.8%(17)

14.23%(30) 1958 100% 100% 100% 100%


P1_21Percentage of National Anti-corruption Hotline (NACH) incidents detected for investigation

100%(5 years)

New Indicator

New Indicator 1259 100% 100% 100% 100%

57. According to the DOD Budget Structure for the FY2017/18, the Budget allocation of R143 025 000 for the Sub-programme Inspection and Audit Services includes an amount of R90 330 678 allocated to the Defence Inspectorate Division and an amount of R52 694 224 that is allocated to the Internal Audit for the FY2017/18.

58. Performance Indicator name change from “Number of detection investigations of Corruption and Fraud conducted” to “Percentage of Corruption and Fraud incidents detected for investigation”.

59. Performance Indicator name change from “Number of detected National Anti-corruption Hotline (NACH) cases conducted” to “Percentage of National Anti-corruption Hotline (NACH) incidents detected for investigation”.


94

DOD

Outp

ut

and

Indi

cato

r ID


5 Year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

P1_22Number of awareness activities on corruption and fraud

100%(240)

(5 years)

New Indicator

New Indicator

86 48 48 48 48


R1_03 Measure the level of DOD Morale Positive Neutral Neutral Positive Positive Positive60 Positive Positive

Table 47: Sub-programme: Defence Inspectorate Division: Performance Indicators and Quarterly Targets for the FY2017/18


DOD

Outp

ut

and

ndic

ator

ID


Reporting Period


Quarterly Targets

1st 2nd 3rd 4th



D4_05 Percentage of Corruption and Fraud incidents detected for investigation Annually 100% - - - 100%


P1_21Percentage of National Anti-corruption Hotline (NACH) incidents detected for investigation

Annually 100% - - - 100%

P1_22Number of awareness activities on corruption and fraud

Annually 48 - - - 48


R1_03 Measure the level of DOD Morale Annually Positive - - - Positive

60. The measurement is done based on the Scientific method of measurement as set by the Statistical Package of Social Science (SPSS) program. The mean score of measurement is as follows:

• Meanscoreof2.5andlower:Negative.

• Meanscoreof2.5to2.9:Neutral.

• Meanscoreof3.0andhigher:Positive.

Table 46: Sub-programme: Defence Inspectorate Division: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20 (continued)

95


INTERNAL AUDIT DIVISION

Responsibility. Chief Audit Executive.

Purpose. The purpose of the Sub-programme is to provide internal audit services to the DOD.

Outputs. The outputs of the Sub-programme Internal Audit Division are to:

• Provide effective and efficient internal audit assurance services.

• Provide relevant consulting services intended to improve the Organisation’s operations by continuously responding to emerging risks in support of the achievement of Defence outputs and outcomes.

• Provide comprehensive Forensic/Fraud Audit services.

• Periodically and continuously co-ordinate with other providers of assurance and ensure statutory (external) audit is co-ordinated in accordance with Standards, National Treasury Regulations and leading practices.

• Co-ordinate and facilitate Audit Committee activities according to the National Treasury Regulations, Audit Committee Charter and leading governance practices.

Budget Allocation. An amount of R52 694 224 is allocated to the Internal Audit Division for the 2017 MTEF.


Targets (Annual and Quarterly) associated with the Sub-programme Internal Audit Division.

Table 48: Sub-programme: Internal Audit Division: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic Plan

Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20


Reporting to the Sec Def and the DOD Audit Committee


D4_04

Percentage of recommendations agreed to by management to address the internal control gaps identified in audit reports

100%New

IndicatorNew

IndicatorNew

Indicator100% 100% 100% 100%


96

Table 49: Sub-programme: Internal Audit Division: Performance Indicators and Quarterly Targets for the FY2017/18

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period


Quarterly Targets

1st 2nd 3rd 4th


Reporting to the Sec Def and the DOD Audit Committee


D4_04

Percentage of recommendations agreed to by management to address the internal control gaps identified in audit reports

Quarterly 100% 100% 100% 100% 100%

OVERVIEW OF ADMINISTRATION SUB-PROGRAMME: ACQUISITION SERVICES

Responsibility. Chief Defence Matériel.

Purpose. The purpose of the Sub-programme is to optimally direct and manage Defence Matériel Acquisition and

Governance by means of appropriate resources to deliver solutions effectively, efficiently and transparently within the

applicable regulatory frameworks.

Outputs. The outputs of the Sub-programme Acquisition Services are as follows:

• To optimally direct and manage acquisition of DOD specific matériel and technology development requirements.

• To provide governance on defence matériel and technology development in accordance with Government policy and strategy.

• To provide policy advice to Sec Def relating to Supply Chain, Matériel, Logistic Services, Facilities and Environmental matters.

• To implement (develop and roll out) and manage a supply Chain GRC Framework and monitor compliance.

• To optimally direct and govern Defence Intangible Assets (IA).

Budget Allocation. An amount of R125 743 000 is allocated to the Sub-programme Acquisition Services for the 2017 MTEF.



97


Table 50: Sub-programme: Acquisition Services: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20



D3_01A


(Defence Intangible Assets Management Policy status)

100%

Establishment of a

Defence ICA Management Organisation

Structure and organisation in place. The

approved policy is

under review

A policy has been

implemented and is currently being reviewed

to align with National Policy

100%(A functioning Defence ICA Management Organisation

[Policy Implementation

and Monitoring[)

100%(A functioning

Defence IA Management Organisation

[Policy Review])

100%(A functioning

Defence IA Management Organisation

[Policy Review])

100%(A functioning

IA Management Organisation

[Policy implementation

and monitoring])

Percentage adherence to DOD governance schedule (Policy)

(Promulgated Acquisition of Armaments in the DOD Policy [DAP 1000] status)

100%New

IndicatorNew

IndicatorNew

Indicator

100%(Updated

Acquisition of Armaments in the DOD Policy

[DAP 1000] Approved)

100%(Acquisition of Armaments in the DOD Policy

[DAP 1000] promulgation

and implementation as approved by

the DOD)


[DAP 1000] monitor the


the DOD)


[DAP 1000] monitor the


the DOD)


(Promulgated Technology Development in the DOD Policy [DAP 5000] status)

100%New

IndicatorNew

IndicatorNew

IndicatorNew

Indicator

100%(Technology

Development in the DOD Policy

[DAP 5000] developed)

100%(Technology


[DAP 5000] developed)

100%(Technology


[DAP 5000] submitted for

approval)


98

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

BFF 2 Renew DOD Main Equipment and Systems

F2_02

Percentage Armament Acquisition Process compliance

≥81%New

Indicator97,14% 98%

≥75%by 31 March of each year

≥85% ≥85% ≥85%

BFF 3 Undertake Defence Research and Development

F3_02

Percentage technology development commitments approved

≥85%New

Indicator99.94% 98%

85% - 100% by 31 March of

each year≥85% ≥85% ≥85%

BFF 4 Promote an appropriate Defence Industry

F4_01

Percentage of Capability and Technology programmes established with the defence industry

100%New

IndicatorNew

IndicatorNew

IndicatorNew

Indicator 100%61 100% 100%

Table 51: Sub-programme: Acquisition Services: Performance Indicators and Quarterly Targets for the FY2017/18

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period


Quarterly Targets

1st 2nd 3rd 4th



D3_01A


(Defence Intangible Assets Management Policy status)

Annually

100%(A functioning Defence IA Management Organisation [Policy Implementation and

Monitoring])

- - -

100%(A functioning Defence IA

Management Organisation [Policy Implementation and Monitoring])

61. Due to the number of programmes that differ annually, the actual number of Capability and Technology programmes established with Defence Industry will only be reported on after the audited process of the previous financial year has been completed.

Table 50: Sub-programme: Acquisition Services: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20 (continued)

99


D Ou

tput

an

d In

dica

tor

ID


Reporting Period


Quarterly Targets

1st 2nd 3rd 4th

D3_01A


(Promulgated Acquisition of Armaments in the DOD Policy [DAP 1000] status)

Annually

100%(Implementation of the

Promulgated Acquisition of Armaments in the DOD

Policy [DAP 1000])

- - -

100%(Implementation of the

Promulgated Acquisition of Armaments in the DOD

Policy [DAP 1000])


(Technology Development in the DOD Policy [DAP 5000] status)

Annually

100%(Technology Development in the DOD Policy [DAP 5000]

developed)

- - -

100%(Technology Development in the DOD Policy [DAP 5000]

developed)

BFF 2 Renew DOD Main Equipment and Systems

F2_02Percentage Armament Acquisition Process compliance

Annually ≥85% - - - ≥85%

BFF 3 Undertake Defence Research and Development

F3_02Percentage technology development commitments approved

Annually ≥85% - - - ≥85%

BBF 4 Promote an appropriate Defence Industry

F4_01Percentage of Capability and Technology programmes established with the defence industry

Annually 100% - - - 100%

OVERVIEW OF ADMINISTRATION SUB-PROGRAMME: COMMUNICATION SERVICES

The Sub-programme Communication consists of two components, namely the Head of Communication reporting to the MOD&MV and Sec Def and Corporate Communication Division.

Responsibility. Head of Communication and Director Corporate Communication.

Purpose. The purpose of the Sub-programme is to provide Defence Communication, policy, strategy and plans in accordance with DOD policy and national (Government Communication and Information system – GCIS) policy, and a decentralised corporate implementation, services and products in order to enable effective, efficient, asymmetric two-way communication between the DOD and its stakeholders in support of DOD outputs.

Outputs. The outputs of Sub-programme Communication Services are as follows:

• To provide corporate communication policy, strategy and specialist advice.

• To provide corporate communication products and services.

Budget Allocation. An amount of R46 397 000 is allocated to the Sub-programme Communication Services for the 2017 MTEF.

Performance Indicator and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicator and Targets (Annual and Quarterly) associated with the Sub-programme.


100

Table 52: Sub-programme: Communication Services: Performance Indicator and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20



D3_01B


(Strategy)

(Promulgated Communication Strategy)

100%New

IndicatorNew

IndicatorNew

Indicator

New Indicator(Communication

Strategy submitted for approval)62

100%(Communication

Strategy Implementation as approved by

the DOD)

100%(Communication

Strategy Monitor of the

Implementation as approved by

the DOD)

100%(Communication

Strategy Monitor of the


the DOD)

BFF 5 Promote consensus on Defence

F5_01Status of Public Opinion of the DOD

75.80%New

Indicator72% 72% 77% 75% 75% 75%

Table 53: Sub-programme: Communication Services: Performance Indicator and Quarterly Targets for the FY2017/18

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period


Quarterly Targets

1st 2nd 3rd 4th


D3 Provide sound Defence direction

D3_01B


(Strategy)

(Promulgated Communication Strategy status)

100%

100%(Communication

Strategy implementation as approved by the

DOD)

- - -

100%(Communication

Strategy implementation as approved by the

DOD)

BFF 5 Promote consensus on Defence

F5_01 Status of Public Opinion of the DOD Annually 75% - - - 75%

62. This Performance Indicator is part of the SA Defence Review 2015 Performance Indicators for 2016 as reflected in the DOD APP for 2016 (Annexure D Serial No 12)

101


OVERVIEW OF ADMINISTRATION SUB-PROGRAMME: SANDF COMMAND AND CONTROL

Responsibility. C SANDF.

Purpose. The purpose of the Sub-programme is to command the SANDF.

Outputs. The outputs of the Sub-progamme SANDF Command and Control are as follows:

• To provide Strategic Military Direction.

• To provide Instructions / Orders to ensure execution of the SANDF’s Constitutional mandate as directed by Government.

Budget Allocation. An amount of R156 217 000 is allocated to the Sub-programme SANDF Command and Control for the

2017 MTEF.



Table 54: Sub-programme: SANDF Command and Control: Performance Indicator and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20



D3_03Number of Strategic Activities per annum

64New

IndicatorNew

Indicator10 12 14 14 14

Table 55: Sub-programme: SANDF Command and Control: Performance Indicator Quarterly Targets for the FY2017/18

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period

Annual Target

FY2017/18

Quarterly Targets

1st 2nd 3rd 4th



D3_03Number of Strategic Activities per annum

Quarterly 14 3 4 3 4


102

OVERVIEW OF ADMINISTRATION SUB-PROGRAMME: RELIGIOUS SERVICES

Responsibility. Chaplain General.

Purpose. The purpose of the Sub-programme is to provide a chaplain service that cares for all DOD members and their dependants, and to promote spiritual growth, social support and ethical conduct.

Outputs. The outputs of the Sub-programme Religious Services are as follows:

• To provide Strategic guidance on spiritual, ethical and social support to the SANDF.

• To provide Chaplains to the SANDF.

• To provide a sound Covenantal relationship and good communication with religious organisations to which chaplains belong.

Budget Allocation. An amount of R14 008 000 is allocated to the Sub-programme Religious Services for the 2017 MTEF.



Table 56: Sub-programme: Religious Services: Performance Indicator and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato


5 Year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20



P1_23

Number of Covenantal relationships with Religious stakeholders

(Religious Advisory Boards)

25 5 5 5 5 5 5 5

Table 57: Sub-programme: Religious Services: Performance Indicator and Quarterly Targets for the FY2017/18

DOD

Outp

ut

and

Indi

cato


PeriodAnnual Target

FY2017/18

Quarterly Targets

1st 2nd 3rd 4th



P1_23

Number of Covenantal relationships with Religious stakeholders

(Religious Advisory Boards)

Quarterly 5 2 1 1 1

103


OVERVIEW OF ADMINISTRATION SUB-PROGRAMME: DEFENCE RESERVE DIRECTION

Responsibility. Chief of Defence Reserves.

Purpose. The purpose of the Sub-programme is to direct the development and maintenance of the Reserve system, to provide specialist advice on Reserve matters and to promote/market the Reserves and the volunteer Reserve system.

Outputs. The outputs of the Sub-programme Defence Reserve Direction are as follows:

• To provide specialist advice on Reserve Policy, Strategy and Plans.

• To market and promote the Reserve System to all stakeholders and employer support.

• To provide administrative support to the SANDF’s participation in the United State National Guard Partnership Programme and in the New York State Partnership and Inter-allied Confederation of Reserve Officers (CIOR) Military Skills and Writing Competitions.

• To maintain relations with Reserves of International Defence Forces, as well as other international Reserve Organisations.

Budget Allocation. An amount of R28 501 000 is allocated to the Sub-programme Defence Reserves Direction for the 2017 MTEF.

Performance Indicator and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicator and Targets (Annual and Quarterly) associated with the Sub-programme.

Table 58: Sub-programme: Defence Reserve Direction: Performance Indicator and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato


5 Year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20



P1_24Number of marketing events to promote the reserves

180New

IndicatorNew

Indicator24 36 36 36 36

Table 59: Sub-programme: Defence Reserve Direction: Performance Indicator and Quarterly Targets for the FY2017/18

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period

Annual Target

FY2017/18

Quarterly Targets

1st 2nd 3rd 4th



P1_24 Number of marketing events to promote the reserves Quarterly 36 9 9 9 9


104

OVERVIEW OF ADMINISTRATION SUB-PROGRAMME: DEFENCE FOREIGN RELATIONS (DFR) (DOD CENTRAL STAFF)

Responsibility. Chief of Defence Foreign Relations.

Purpose. The purpose of the Sub-programme is to provide a DOD and MOD&MV foreign relations capability and service.

Outputs. The outputs of Sub-programme Defence Foreign Relations are as follows:

• To provide Defence diplomacy administrative support to the SANDF and Foreign Military Dignitaries.

• To provide administrative support to SANDF Defence Attaché offices abroad.

• To manage and maintain a VIP Lounge facility at OR Tambo International Airport for Internal and External dignitaries.

Budget Allocation. An amount of R274 458 000 is allocated to the Sub-programme Defence Force Relations, which includes a budget allocation to the following two Divisions:

• An amount of R256 201 058 is allocated to the Defence Foreign Relations Division for the 2017 MTEF.

• An amount of R18 256 383 is allocated to the Defence International Affairs Division for the 2017 MTEF.



Table 60: Sub-programme: Defence Foreign Relations: Performance Indicator and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato


5 Year Strategic

Plan Target



Medium-termTargets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20


Activity 3 Employ the SANDF

P3_03 Total number of Defence Attaché Offices 45 43 43 44 4663 4464 44 44

Table 61: Sub-programme: Defence Foreign Relations: Performance Indicator and Quarterly Targets for the FY2017/18

DOD

Outp

ut

and

Indi

cato


PeriodAnnual Target

FY2017/18

Quarterly Targets

1st 2nd 3rd 4th



P3_03 Total number of Defence Attaché Offices Annually 44 - - - 44

63. The number of 46 Defence Attaché Offices comprise out of 10 offices in the SADC Region, 16 offices in the Rest of Africa and Middle East and 20 offices in the Rest of the World.

64. The number of 44 Defence Attaché Offices comprise out of 10 offices in the SADC Region, 15 offices in the Rest of Africa and Middle East and 19 offices in the Rest of the World. The reduction in the number of Defence Attaché Offices from 46 in the FY2016/17 to 44 in the FY2017/18 is mainly due to budget limitations.

105


OVERVIEW OF ADMINISTRATION SUB-PROGRAMME: DEFENCE INTERNATIONAL AFFAIRS DIVISION

Responsibility. Chief of Defence International Affairs.

Purpose. The purpose of the Sub-programme is to formulate and provide policy advice on the determination and conduct

of Defence international affairs and the attendant Defence diplomatic engagement and to ensure that such a policy accords

with the evolving and emerging foreign policy of the Country.

Outputs. The outputs of the Sub-programme Defence International Affairs are as follows:

• To provide appropriate International Legal Instruments.

• To provide policy to ensure compliance with national foreign policy.

• To provide policy products in pursuit of Defence Diplomacy



Table 62: Sub-programme: Defence International Affairs Division: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target

Audited/Actual Performance Estimated Performance Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20



D3_01A


(Policy Products in pursuit of Defence Diplomacy)

100%

Continuous Updating of

Policy Products and Positions

to ensure Relevance and good Quality

100%

Ensure 100% relevant,

quality policy products










(Defence International Affairs Policy status)

100%Stakeholder Consultation

Process

In process to be

completed by the end of 201565

Policy in progress

100%(Monitor Policy Implementation)

100%(Defence

International Affairs Policy Promulgation

and Implementation as approved by

the DOD)

100%(Defence

International Affairs Policy

Monitor and Review


the DOD)

100%(Policy

Revision and Provide Policy

Advice)


D4_03

Percentage external deployments including training exercises, where applicable, supported with appropriate legal instruments

100% 100% 100%

100% (Appropriate

approved legal

instrument in place)

100% (Appropriate

approved legal instrument to be

in place)

100% (Appropriate

approved legal instrument to be in place)

100% (Appropriate


100% (Appropriate


65. The policy on Defence Foreign Relations was incorporated into a new policy during the FY2014/15, namely: “Defence International Affairs Policy”.


106

Table 63: Sub-programme: Defence International Affairs Division: Performance Indicators and Quarterly Targets for the FY2017/18

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period


Quarterly Targets

1st 2nd 3rd 4th



D3_01A


(Policy Products in pursuit of Defence Diplomacy)

AnnuallyEnsure 100% relevant, quality policy products

- - -Ensure 100% relevant, quality policy products


(Defence International Affairs Policy status)

Annually

100%(Defence International

Affairs Policy Promulgation and Implementation as

approved by the DOD)

- - -

100%(Defence International

Affairs Policy Promulgation and Implementation as

approved by the DOD)


D4_03

Percentage external deployments including training exercises, where applicable, supported with appropriate legal instruments

Quarterly

100% (Appropriate approved legal instrument to be

in place)

100% (Appropriate

approved legal

instrument to be in place)

100% (Appropriate

approved legal


100% (Appropriate

approved legal


100% (Appropriate approved legal instrument to be

in place)

OVERVIEW OF ADMINISTRATION SUB-PROGRAMME: OFFICE ACCOMMODATION

Responsibility. Chief of Logistics.

Purpose. The purpose of the Sub-programme is to manage the payment of accommodation charges, leases and municipal services as a direct result of the devolution of a portion of the buget of the National Department of Public Works’ to National Departments (Managed within General Support Programme [Joint Logistic Services]).

Outputs. The outputs of Sub-programme Office Accommodation are as follows:

• To ensure the payment of leases.

• To ensure the payment of accommodation charges.

• To ensure the payment of municipal services.

Budget Allocation. An amount of R2 268 693 000 is allocated to the Sub-programme Office Accommodation for the 2017 MTEF.



107


Table64: Sub-programme:OfficeAccommodation:PerformanceIndicatorandAnnualTargetsfortheFY2017/18to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID


5 Year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20


Input 2 Provide appropriate and sustained Matériel

R2_07

Percentage of expenditure in accordance with facilities plan

(Payment of leases, accommodation charges and municipal services)

100%New

Indicator New

Indicator 110%66 100% 100% 100% 100%

Table65: Sub-programme:OfficeAccommodation:PerformanceIndicatorandQuarterlyTargetsfortheFY2017/18

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period

Annual Target

FY2017/18

Quarterly Targets

1st 2nd 3rd 4th



R2_07Percentage of expenditure in accordance with facilities plan

(Payment of leases, accommodation charges and municipal services)Annually 100% - - - 100%

OVERVIEW OF ADMINISTRATION SUBPROGRAMME MILITARY VETERANS MANAGEMENT Responsibility. Director-General Military Veterans.

Purpose. Formulate policies and standards aimed at providing a comprehensive delivery system to military veterans and their dependants in recognition of their role in the democratisation of South Africa.

Outputs. The outputs of the Sub-programme Military Veterans Management are as follows:

• To provide Department of Military Veterans Direction.

• To provide Military Veteran Socio-economic Support Services.

• To ensure Military Veteran Empowerment and Stakeholder Relations.

• To provide sound Policy and Administration.

66. Payment of leases was 133%, payment for municipality services was 97% and payment of accommodation charges was 100%.


108

67. According to the DOD Budget Structure for the FY2017/18, the Budget allocation of R300 111 532 to the Sub-programme Legal Services includes an amount of R46 463 699 allocated to the Office of the Military Ombud and an amount of R253 646 833 allocated to the Defence Legal Services Division.

68. According to the DOD Budget Structure for the FY2017/18, the Budget allocation of R143 024 902 to the Sub-programme Inspection Services includes an amount of R90 330 678 allocated to the Defence Inspectorate Division and an amount of R52 964 224 allocated to the Internal Audit Division.

69 According to the DOD Budget Structure for the FY2017/18, the Budget allocation of R274 457 441 to the Sub-programme Defence Foreign Relations includes an amount of R256 201 058 allocated to the Defence Foreign Relations Division and an amount of R18 256 383 allocated to the Defence International Affairs Division.

The Performance Information related to the Sub-programme Military Veterans Management is reflected in the Department of Military Veterans APP for the FY2017/18 and therefore not part of the DOD APP for 2017.

Budget Allocation. An amount of R622 111 000 is allocated to the Sub-programme Military Veterans Management for the 2017 MTEF.

PROGRAMME 1: ADMINISTRATION BUDGET AND MTEF (FY2017/18 TO FY2019/20)

Table 66 reflects Administration Programmes with the respective budget allocation attached to the Sub-programmes for the 2017 MTEF. The allocated budget of the DOD Administration Programme amounts to 11,06% of the total Defence Budget Vote.

These budget allocations include the budget allocations of the “DOD Central Staff” Divisions, which include Human

Resources Services, Legal Services and the Defence Foreign Relations function.

Table 66: Programme 1: Administration: Reconciling Performance Targets with the Budget and 2017 MTEF

AdministrationAudited

OutcomeAdjusted Budget

Medium-term Expenditure Estimates

Sub-programmes2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

R’000 R’000 R’000 R’000 R’000 R’000 R’000

Ministry 86 867 81 987 111 963 76 168 74 051 77 377 81 975

Departmental Direction 50 035 43 673 66 980 50 565 58 586 60 034 64 394

Policy and Planning 84 289 93 673 94 433 119 285 119 058 122 452 130 612

Financial Administration 285 028 325 176 324 266 472 499 372 613 381 763 409 206

HR Support Services 652 202 714 358 736 370 810 393 777 263 790 980 845 140

Legal Services67 242 626 266 262 278 596 308 363 300 110 305 662 326 959

Inspection Services68 82 887 106 914 115 948 145 890 143 025 145 261 154 164

Acquisition Services 46 544 58 828 82 192 112 742 125 743 133 834 88 237

Communication Services 49 785 48 486 43 826 45 211 46 397 47 716 50 493

SANDF Command and Control 136 607 143 742 135 727 155 201 156 217 159 526 170 964

Religious Services 11 405 12 736 18 257 15 844 14 008 14 532 15 605

Defence Reserves Direction 23 240 24 575 25 192 29 342 28 501 29 344 31 081

Defence Foreign Relations69 227 309 255 538 262 199 258 246 274 458 299 472 344 119

Office Accommodation 2 180 730 1 978 877 2 103 343 2 161 267 2 268 693 2 400 257 2 534 671

Military Veteran Management 351 431 504 160 582 201 597 607 622 111 660 092 699 502

Total 4 510 985 4 658 985 4 981 493 5 358 623 5 380 834 5 628 302 5 947 122

109


AdministrationAudited

OutcomeAdjusted Budget

Medium-term Expenditure Estimates

Sub-programmes2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

R’000 R’000 R’000 R’000 R’000 R’000 R’000


Current payments 4 074 548 4 029 089 4 309 580 4 704 853 4 686 740 4 894 681 5 172 385



Transfers and subsidies 387 292 557 075 628 287 644 947 667 500 706 189 745 645


Departmental agencies and accounts 370 367 525 174 604 791 618 289 643 185 682 063 722 572



0 0 0 0 0 0 0

Public corporations and private enterprises 451 188 0 0 0 0 0

Non-profit Institutions 6 869 7 140 7 192 8 620 7 929 8 326 8 742

Households 9 605 24 556 16 280 18 008 16 354 15 767 14 297

Payments for capital assets 43 116 59 659 43 373 8 823 26 594 27 432 29 092

Buildings and other fixed structures 38 28 17 0 0 0 0

Machinery and equipment 43 078 58 780 42 784 8 823 26 550 27 384 29 042


Specialised Military Assets 0 0 0 0 0 0 0

Biological Assets 0 0 0 0 0 0 0


Software and Other Intangible Assets 0 0 0 0 0 0 0

Payment for financial Assets 6 029 13 162 253 0 0 0 0

Total 4 510 985 4 658 985 4 981 493 5 358 623 5 380 834 5 628 302 5 947 122


110

PROGRAMME 2: FORCE EMPLOYMENT

OVERVIEW

Responsibility. Chief of Joint Operations.

Purpose. The purpose of the programme is to provide and employ defence capabilities, including an operational capability, to successfully conduct all operations as well as joint, interdepartmental, interagency and multinational military exercises.

Output. The output of the programme is to ensure successful joint force employment over the medium term by:

• Providing and employing a special operations capability in accordance with national requirements.

• Ensuring full participation in the number of peace missions as instructed by the President.

• Conducting eight joint, interdepartmental, interagency and multinational military force preparation exercises from the FY2017/18 to the FY2019/20, excluding Special Forces exercises.

• Conducting four operations per year, protecting the territorial integrity and sovereignty of South Africa, supporting other Government departments and complying with international obligations on an ongoing basis.

Budget Allocation. An amount of R3 688 564 000 is allocated to the programme Force Employment for the 2017 MTEF.

Performance Indicators and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicators and Targets (Annual and Quarterly) associated with the programme. In the tables reference is made to “Information classified”, which is defined as “Classified information that has not been published for the consumption of the public but managed through the appropriate mandated internal and external oversight institutions. However, projections and subsequent reports will be available for audit purposes”.

Table 67: Programme 2: Force Employment: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID


5 Year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20


Output 1 Conduct ordered Defence commitments in accordance with Government policy and strategy

Regional Security

D1_10

Percentage compliance with number of ordered commitments (external operations)

100% 75%.

(3)140%70

(7)100%.

(3)100% 100%71 100% 100%

D1_01APercentage compliance with force levels for external operations


96% 98%Information classified





70. Two additional operations were conducted over and above, namely Op METAAL and Op LOAPI.


111


D Ou

tput

an

d In

dica

tor

ID


5 Year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

D1_01B

Percentage compliance with serviceability of main equipment for external operations


77%Information classified






D1_01CPercentage of the value of reimbursement by the UN/AU recognised







D1_01DPercentage compliance with self-sustainment of personnel







Support to the People

D1_02Number of landward sub-units72 deployed on border safeguarding

100%(15)

13 13 15 15 15 15 15

D1_10

Percentage compliance with number of ordered commitments (internal operations)

100%100%

(4)100%

(4)100%

(4)100% 100%73 100% 100%

Output 2 Provide mission ready Defence capabilities

D2_01Percentage compliance with Joint Force Employment requirements as resourced









D2_03

Percentage compliance with the Southern African Development Community Standby Force Pledge

100% 79% 100% 100% 100% 100% 100% 100%


D3_01B


(Sub-strategy, to support overarching strategy by securing land, airspace and maritime borders [Border Safeguarding Strategy] status)74

100%New

IndicatorNew

IndicatorNew

IndicatorSub-strategy

approved

Sub-strategy approved

Implementation through a phase

approach

Implementation through a phase

approach75

72. A typical sub-unit (eg Infantry company) consists of 170 members.


74. The measurement of the Sub-strategy can be developed only as soon as the Overarching Strategy ito Border Management Agency (BMA) is developed and promulgated where after the Joint Operations Division will develop a Standard Operating Procedure (SOP) and Technical Datasheet.

75. The Performance Indicator “Border Safeguarding Strategy” is aligned to the MTSF Outcome 3, sub-outcome 3 “Secure Cyber space”. The MTSF target is fully implementation for the FY2019/20. The DOD will only be able to achieve depending resource allocations.


112

DOD

Outp

ut

and

Indi

cato

r ID


5 Year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

D3_01B


(Joint Force Employment Strategy status)

100%New

IndicatorNew

IndicatorNew

IndicatorNew

Indicator

Joint Force Employment

Strategy developed


Strategy approved and promulgated


Strategy implementation


Strategic Direction

P3_02

Number of joint, interdepartmental, interagency and multinational military exercises conducted76

17 5 5 6 4 3 2 3

Table 68: Programme 2: Force Employment: Performance Indicators and Quarterly Targets for the FY2017/18

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period

Annual Target

FY2017/18

Quarterly Targets

1st 2nd 3rd 4th


Output 1 Conduct ordered defence commitments in accordance with Government policy and strategy

Regional Security

D1_10Percentage compliance with number of ordered commitments (external operations)

Quarterly 100% 100% 100% 100% 100%

D1_01APercentage compliance with force levels for external operations

QuarterlyInformation classified


D1_01BPercentage compliance with serviceability of main equipment for external operations



D1_01CPercentage of the value of reimbursement by the UN/AU recognised



Table 67: Programme 2: Force Employment: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20 (continued)

76. Excluding Special Forces and SADC Standby Force exercises

113


D Ou

tput

an

d In

dica

tor

ID


Reporting Period

Annual Target

FY2017/18

Quarterly Targets

1st 2nd 3rd 4th

D1_01DPercentage compliance with self-sustainment of personnel



Support to the People

D1_02Number of landward sub-units deployed on border safeguarding

Quarterly 15 15 15 15 15

D1_10

Percentage compliance with number of ordered commitments

(internal operations)

Quarterly 100% 100% 100% 100% 100%



AnnuallyInformation classified


D2_03Percentage compliance with the Southern African Development Community Standby Force Pledge

Annually 100% - - - 100%


D3_01B


(Sub-strategy, to support overarching strategy by securing land, airspace and maritime borders [Border Safeguarding Strategy] status)

AnnuallySub-strategy

approved - - -

Sub-strategy approved

D3_01BPercentage adherence to DOD governance schedule

(Joint Force Employment Strategy status)Annually


Strategy developed

- - -


Strategy developed


Strategic Direction

P3_02Number of joint, interdepartmental, interagency and multinational military exercises conducted

Quarterly 3 0 2 1 0


114

Table 69 reflects the Force Employment Programme respective budget allocation attached to the 2017 MTEF. The allocated

budget of the Force Employment Programme amounts to 7,58% of the total Defence Budget Vote.

Table 69: Programme 2: Force Employment: Reconciling Performance Targets with the Budget and 2017 MTEF

Sub-programme

Audited Outcome(R‘000)

Adjusted Budget(R‘000)

Medium-term Expenditure Estimates(R‘000)

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Strategic Direction 119 771 125 918 164 315 186 949 155 948 165 463 167 781

Operational Direction 253 043 257 001 286 236 307 758 331 429 340 044 338 606

Special Operations 666 472 708 723 756 469 822 021 824 403 821 231 872 156

Regional Security 1 608 559 1 638 636 1 572 998 1 177 658 1 410 813 1 340 029 1 339 418

Support to the People 698 810 901 163 822 783 1 106 830 965 971 994 204 1 031 871

Total 3 346 655 3 631 441 3 602 801 3 601 216 3 688 564 3 660 971 3 749 832


Current Payments 2 938 725 3 053 107 3 038 310 3 252 461 3 232 385 3 305 015 3 370 808





Departmental agencies & accounts 149 131 276 855 412 349 241 405 256 677 226 901 241 859


Foreign Governments and International Organisations 0 0 5 804 0 0 0 0

Public corporations & private enterprises 9 037 8 086 8 000 8 424 8 871 9 341 9 808

Non-profit Institutions 0 0 0 0 0 0 0

Households (HH) 5 470 3 096 5 399 4 714 7 335 7 299 7 545


115


Sub-programme



Medium-term Expenditure Estimates(R‘000)

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Buildings & other fixed structures 11 721 491 9 974 1 160 400 400 420



Specialised military Assets 0 0 0 993 993 993 1 043



Software & intangible Assets 44 0 0 0 0 0 0

Payments for financial Assets 78 45 13 0 0 0 0

Grand Total 3 346 655 3 631 441 3 602 801 3 601 216 3 688 564 3 660 971 3 749 832


116

PROGRAMME 3: LANDWARD DEFENCE

OVERVIEW

Responsibility. Chief SA Army

Purpose. The purpose of the programme is to provide prepared and supported landward defence capabilities for the

defence and protection of South Africa.

Output. The output of the programme is to defend and protect South Africa and its territory over the medium term by:

• Providing an infantry capability, including C SANDF Reaction Force, for external deployment and for internal safety and security including border safeguarding.

• Exercising a tank and armoured car capability and providing a squadron for internal deployment per year.

• Exercising a composite artillery capability and providing a battery for internal deployment per year.

• Exercising an air defence artillery capability and providing a battery for internal deployment per year.

• Providing a sustained composite engineer capability for external deployment, as well as for internal safety and security and exercising a field engineer capability per year.

• Providing a signal capability for external deployment and for internal signal support and exercising a composite signal capability per year.

• Provides Strategic Direction by directing, orchestrating and controlling the South African Army to achieve its mission to prepare and provide supported landward capabilities per year.

• Providing an operational intelligence capability for external deployment, internal operational intelligence support and exercising one composite intelligence troop per year.

• Providing combat-ready tactical command and control capabilities for integrated forces during force preparation exercises and force employment per year.

• Provides a support capability for external and internal deployment through first-, second- and fourth-line support by two first and second line maintenance units and two field workshops and fourth-line depots per year.

• Provides general training capabilities through basic military training, junior leader training common landward training, command and management training, force preparation exercises and training courses per year.

Budget Allocation. An amount of R16 550 196 000 is allocated to the programme Landward Defence for the 2017 MTEF.


Targets (Annual and Quarterly) associated with the programme. In the tables reference is made to “Information classified”,

which is defined as “Classified information that has not been published for the consumption of the public but managed

through the appropriate mandated internal and external oversight institutions. However, projections and subsequent reports

will be available for audit purposes”.

117


Table 70: Programme 3: Landward Defence: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID


5 year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20



D1_10


(General Military Assistance)77

100%100%

(1)100%

(1)100%

(1)100% 100%78 100% 100%












Training Capability (General Training for Regular and Reserve Members)

P2_06Percentage compliance with DOD training targets79 80%

New Indicator

75%(3 232)

84%(3 315)

80%(2 214)

80%(2 302)

80%(2 302)

80%(2 302)

Table 71: Programme 3: Landward Defence: Performance Indicators and Quarterly Targets for the FY2017/18

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period

Annual Target

FY2017/18

Quarterly Targets

1st 2nd 3rd 4th



D1_10


(General Military Assistance)

Quarterly 100% 100% 100% 100% 100%

77. The phrasing “General Military Assistance” refers to non-combat operations that provide military assistance training and expertise over a wide range of activities ie support to peace building as well as post conflict reconstruction and development.


79. Performance Indicator name change. Previously read as “Percentage compliance with DOD formal training targets (number of successful learners on planned courses)”.


118

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period

Annual Target

FY2017/18

Quarterly Targets

1st 2nd 3rd 4th






Training Capability (General Training for Regular and Reserve Members)

P2_06 Percentage compliance with DOD training targets Quarterly80%

(2 302)26%(739)

33%(938)

18%(525)

3%(100)

Table 72 reflects the Landward Defence Programme respective budget allocation for the 2017 MTEF. The allocated budget

of the Landward Defence Programme amounts to 33,99% of the total Defence Budget Vote.

Table 72: Programme 3: Landward Defence: Reconciling Performance Targets with the Budget and 2017 MTEF

Sub-programme



Medium-term Expenditure Estimate(R‘000)

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20


Infantry Capability 4 759 699 5 403 955 6 102 469 6 059 291 6 889 647 7 364 030 7 950 558

Armour Capability 356 755 374 685 399 336 447 896 449 485 466 879 493 482

Artillery Capability 383 202 425 602 527 555 473 688 486 548 477 500 721 681

Air Defence Artillery Capability 425 105 478 055 561 608 588 879 681 730 619 550 539 713

Engineering Capability 587 191 623 073 675 942 718 993 745 915 778 511 814 224

Operational Intelligence 176 843 188 262 202 548 252 520 236 675 247 389 259 110

Command and Control Capability 168 679 177 810 188 949 204 155 209 283 216 348 230 631

Support Capability 4 858 211 4 428 168 4 414 820 4 464 721 4 680 408 4 747 615 4 819 744

General Training Capability 390 971 411 522 397 699 585 823 474 083 484 458 523 705

Table 71: Programme 3: Landward Defence: Performance Indicators and Quarterly Targets for the FY2017/18 (continued)

119


Sub-programme




2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Signal Capability 1 072 079 1 119 012 1 205 196 1 286 793 1 269 575 1 314 998 1 383 716

Total 13 599 123 14 049 116 15 118 951 15 557 451 16 550 196 17 134 255 18 160 822







Departmental agencies & accounts 2 391 470 2 158 389 2 451 220 2 048 860 3 619 704 3 707 730 3 745 280



0 0 0 0 0 0 0

Public corporations & private enterprises 54 509 50 185 33 571 38 400 35 185 30 620 0


Households (HH) 27 989 43 190 43 762 40 390 32 977 35 155 37 579


Buildings & other fixed structures 334 925 67 132 5 097 5 354 5 253



Specialised military Assets 0 0 0 0 0 0 446

Biological Assets 1 245 0 0 0 0 0 0



Payments for financial Assets 3 525 760 1 296 0 0 0 0

Grand Total 13 599 123 14 049 116 15 118 951 15 557 451 16 550 196 17 134 255 18 160 822


120

PROGRAMME 4: AIR DEFENCE

OVERVIEW

Responsibility. Chief Air Force.

Purpose. The purpose of the programme is to provide prepared and supported air defence capabilities for the defence and

protection of South Africa.

Output. The output of the programme is to defend and protect South Africa and its airspace over the medium term by

providing:

• Four helicopter squadrons and one combat support helicopter squadron per year.

• Three medium transport squadrons which will include one VIP squadron, one maritime and transport squadron, one light transport squadron and nine reserve squadrons per year.

• One air combat squadron per year.

• 24-hour air command and control capability.

Budget Allocation. An amount of R6 628 007 000 is allocated to the programme Air Defence for the 2017 MTEF.






Table 73: Programme 4: Air Defence: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID


5 year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20



D1_05Number of force employment hours flown

100% (26 500)

4 471 5 099.37 4 785.18 5 00080 5 00081 5 000 5 000











80. A number of 1 000 hours will be flown for VIP operations and 4 000 hours for joint force employment requirements subject to resource allocation.

81. A number of 1 000 hours will be flown for VIP operations and 4 000 hours for joint force employment requirements subject to resource allocation.

121


D Ou

tput

an

d In

dica

tor

ID


5 year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20


Training Capability (General Education, Training and Development of personnel)


New Indicator

72%(902)

119%(1 241)

80%(742)

80%(682)

80%(586)

80%(586)

Table 74: Programme 4: Air Defence: Performance Indicators and Quarterly Targets for the FY2017/18

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period

Annual Target

FY2017/18

Quarterly Targets

1st 2nd 3rd 4th



D1_05 Number of force employment hours flown Annually 5 000 - - - 5 000







P2_06 Percentage compliance with DOD training targets Quarterly80%(682)

20%(167)

19%(164)

24%(207)

17%(144)

82. Performance Indicator name change. Previously read as “Percentage compliance with DOD formal training targets (number of learners on planned courses)”.


122

Table 75 reflects the Air Defence Programme respective budget allocation for the 2017 MTEF. The allocated budget of the

Air Defence Programme amounts to 13,63% of the total Defence Budget Vote.

Table 75: Programme 4: Air Defence: Reconciling Performance Targets with the Budget and 2017 MTEF

Sub-programme




2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20


Operational Direction 247 937 183 763 255 332 208 681 170 185 184 224 165 530

Helicopter Capability 996 286 817 145 619 683 769 253 814 824 880 540 916 465

Transport and Maritime Capability 485 389 1 138 780 684 446 773 323 798 324 866 546 1 721 722

Air Combat Capability 909 905 1 108 324 1 368 811 1 277 210 1 043 221 1 034 632 1 015 660

Operational Support and Intelligence Capability 312 633 270 938 297 730 321 486 286 307 281 715 299 389

Command and Control Capability 343 112 508 715 884 586 610 765 560 423 912 666 1 250 724

Base Support Capability 1 723 986 1 848 057 1 823 734 1 859 454 1 773 537 1 756 229 1 911 707

Command Post 30 871 57 395 60 528 62 499 63 630 65 178 67 377

Training Capability 206 393 200 584 492 224 581 047 612 819 643 889 669 586

Technical Support Services 758 181 761 524 577 815 472 245 474 110 489 264 522 783

Total 6 031 523 6 913 523 7 085 719 6 971 367 6 628 007 7 145 827 8 572 240





Transfers and subsidies 815 669 1 630 860 1 852 934 1 179 077 859 029 1 213 838 2 220 180


Departmental agencies & accounts 806 142 1 618 149 1 837 617 1 160 610 841 102 1 198 145 2 204 215


123


Sub-programme




2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20


0 0 0 0 0 0 0

Public corporations & private enterprises 40 100 0 0 0 0 0


Households (HH) 9 487 12 609 15 315 18 464 17 924 15 690 15 962


Buildings & other fixed structures 545 90 12 746 0 0 0 0








Grand Total 6 031 523 6 913 523 7 085 719 6 971 367 6 628 007 7 145 827 8 572 240


124

PROGRAMME 5: MARITIME DEFENCE

OVERVIEW

Responsibility. Chief Navy.

Purpose. The purpose of the programme is to provide prepared and supported maritime defence capabilities for the

defence and protection of South Africa.

Output. The output of the programme is to defend and protect South Africa and its maritime zones over the medium term

by providing:

• A surface combat and patrol capability of three frigates, one combat support vessel, two offshore patrol vessels and three inshore patrol vessels in each annual operational cycle.

• A sub-surface combat capability of two submarines in each annual operational cycle.

• A mine warfare capability of two vessels in each annual operational cycle to ensure safe access to South Africa’s harbours and mine clearance where required83.

• A maritime reaction squadron capability, comprising an Operational Boat Division, an Operational Diving Division and a Naval Reaction Division in each annual operational cycle.

• A hydrographic survey capability to ensure safe navigation by charting areas and to meet international obligations.

Budget Allocation. An amount of R4 790 003 000 is allocated to the programme Maritime Defence for the 2017/18 MTEF.






Table 76: Programme 5: Maritime Defence: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID


5 year Strategic

Plan Target


EstimatedPerformance

Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20



D1_06 Number of hours at sea 100%

(60 000)11 081 8 951.53 10 710.70 12 000 12 000 12 000 12 000

83. Currently no mine warfare capability, awaiting the operationalisation of Project MOTSU.

125


D Ou

tput

an

d In

dica

tor

ID


5 year Strategic

Plan Target


EstimatedPerformance

Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20













P2_06Percentage compliance with DOD training targets84

80%New

Indicator103%(548)

100.85%(532)

80%(438)

80%(438)

80%(438)

80%(438)

Table 77: Programme 5: Maritime Defence: Performance Indicators and Quarterly Targets for the FY2017/18

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period

Annual Target FY2017/18

Quarterly Targets

1st 2nd 3rd 4th



D1_06 Number of hours at sea Annually 12 000 - - - 12 000








11%(58)

43%(235)

23%(126)

3%(19)



126

Table 78 reflects the Maritime Defence Programme respective budget allocation for the 2017 MTEF. The allocated budget

of the Maritime Defence Programme amounts to 9,93% of the total Defence Budget Vote.

Table 78: Programme 5: Maritime Defence: Reconciling Performance Targets with the Budget and 2017 MTEF

Sub-programme




2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Maritime Direction 488 771 524 851 586 213 593 512 582 180 640 010 619 878

Maritime Combat Capability 585 054 1 129 323 1 238 808 1 719 678 2 073 088 2 038 749 1 471 937

Maritime Logistic Support Capability 1 136 996 1 103 963 803 862 934 892 980 721 1 086 839 1 166 657

Maritime Human Resources and Training Capability

397 131 445 218 497 655 516 629 538 634 518 781 566 620

Base Support Capability 618 426 599 014 606 210 642 339 615 380 608 980 657 277

Total 3 226 378 3 802 369 3 732 748 4 407 050 4 790 003 4 893 359 4 482 369




Goods and services 836 821 917 813 700 728 719 230 761 216 849 189 826 154

Transfers and subsidies 475 245 867 619 836 662 1 366 999 1 769 439 1 757 983 1 198 277


Departmental agencies & accounts 167 743 648 874 601 987 1 123 038 1 483 973 1 462 991 889 616



0 0 0 0 0 0 0

Public corporations & private enterprises 301 388 208 897 219 884 226 287 269 991 283 679 298 437


Households (HH) 6 114 9 848 14 791 17 674 15 475 11 313 10 224


127


Sub-programme




2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Buildings & other fixed structures 3 509 592 1 463 0 1 500 1 500 0








Grand Total 3 226 378 3 802 369 3 732 748 4 407 050 4 790 003 4 893 359 4 482 369


128

PROGRAMME 6: MILITARY HEALTH SUPPORT

OVERVIEW

Responsibility. Surgeon General.

Purpose. The purpose of the programme is to provide prepared and supported health capabilities and services for the defence and protection of South Africa.

Output. The output of the programme is to ensure prepared and supported health capabilities and services by providing:

• A health support capability of five medical battalion groups, including one specialist medical battalion group, for deployed and contingency forces.

• A comprehensive, multidisciplinary military health service to a projected patient population of 302 000 members per year.

Budget Allocation. An amount of R4 586 699 000 is allocated to the programme Military Health Support for the 2017 MTEF.

Performance Indicators and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicators and Targets (Annual and Quarterly) associated with the programme. In the tables reference is made to “Information Classified”, which is defined as “Classified information that has not been published for the consumption of the public but managed through the appropriate mandated internal and external oversight institutions. However, projections and subsequent reports will be available for audit purposes”.

Table 79: Programme 6: Military Health Support: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut a

nd

Indi

cato

r ID


5 year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20



D2_01

Percentage compliance with Joint Force Employment requirements as resourced










P2_04Broader SANDF health status









P2_05Trend of deployable status on concurrent health assessments









P2_10Number of health care activities per year85 10 702 750 2 331 135 2 312 381 2 257 785 2 140 550 2 140 550 2 140 550 2 140 550

85. The Performance Indicator reflects the total number of captured health care activities in the geographical health care facilities plus the health care activities in the Tertiary/Specialist Military Health facilities as well as the health care activities in the internal and external mission areas per quarter. The Performance Indicator is cumulatively for the annual period against the perceived quarterly and annual targets as a reflection of the allocated budget versus the demands for health services.

129


D Ou

tput

and

In

dica

tor I

D


5 year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20



New Indicator

83%(678)

102%(829)

80%(648)

80%(648)

80%(648)

80%(648)


R2_04Percentage availability of medical stock


67% 54% 45%Information classified




Table 80: Programme 6: Military Health Support: Performance Indicators and Quarterly Targets for the FY2017/18

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period


Quarterly Targets

1st 2nd 3rd 4th







P2_04 Broader SANDF health status QuarterlyInformation classified


P2_05 Trend of deployable status on concurrent health assessments QuarterlyInformation classified


P2_10 Number of health care activities per year Quarterly 2 140 550 535 139 535 137 535 137 535 137



15%(123)

22%(181)

43%(344)

0%(0)


R2_04 Percentage availability of medical stock QuarterlyInformation classified




130

Table 81 reflects the Military Health Support Programme respective budget allocation for the 2017 MTEF. The allocated

budget of the Military Health Support Programme amounts to 9.43% of the total Defence Budget Vote.

Table 81: Programme 6: Military Health Support: Reconciling Performance Targets with the Budget and 2017 MTEF

Sub-programme




2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20


Mobile Military Health Support 109 408 120 810 120 655 124 412 134 118 160 244 197 313

Area Military Health Service 1 262 346 1 455 454 1 597 652 1 560 593 1 676 433 1 820 082 2 058 499

Specialist/Tertiary Health Service 1 273 469 1 433 329 1 553 413 1 597 034 1 754 579 1 857 708 2 012 718

Military Health Product Support Capability 236 322 212 914 134 540 210 955 197 538 220 368 219 086

Military Health Maintenance Capability 280 847 256 414 319 614 307 157 271 021 271 540 278 923

Military Health Training Capability 363 698 355 921 348 948 466 383 376 866 398 466 432 161

Total 3 733 603 4 053 113 4 243 150 4 474 092 4 586 699 4 905 576 5 371 285




Goods and services 915 106 1 020 956 1 033 736 1 043 454 1 148 080 1 320 876 1 548 913



Departmental agencies & accounts 2 934 15 357 6 666 58 11 119 30 084 62 723



0 0 0 0 0 0 0

Public Corporations and Private Enterprises 0 107 26 0 0 0 0

Non-profit Institutions 832 769 889 840 972 998 1 002

131


Sub-programme




2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Households (HH) 7 731 29 863 18 613 5 342 14 791 17 204 13 649


Buildings & other fixed structures 23 180 275 0 2 600 47 0








Grand Total 3 733 603 4 053 113 4 243 150 4 474 092 4 586 699 4 905 576 5 371 285


132

PROGRAMME 7: DEFENCE INTELLIGENCE

OVERVIEW

Responsibility. Chief Defence Intelligence.

Purpose. The purpose of the programme is to provide defence intelligence and counter-intelligence capabilities.

Output. The output of the programme is to ensure prepared and supported intelligence services by providing:

• An Intelligence capability.

• A Counter-Intelligence capability.

• A Defence Foreign Relations capability.

Budget Allocation. An amount of R917 277 000 is allocated to the programme Defence Intelligence for the 2017 MTEF.


Targets (Annual and Quarterly) associated with the programme.

Table 82: Programme 7: Defence Intelligence: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20



D1_10


(General Military Assistance)87

100% 100%(1)

100%(1)

100%(1) 100% 100%88 100% 100%


D3_01B

Percentage compliance with DOD governance schedule

(Develop Cyber Warfare Strategy status)

100% New Indicator

Draft strategy not approved by JCPS Ministers

Cyber Warfare Strategy not

approved

100%(Strategy submit for

approval by the JCPS Cluster

Ministers)

100%(Cyber

Warfare Strategy

submit for approval by

the JCPS Cluster

Ministers)89

100%(Partial

Implementation of the Cyber

Warfare Strategy)

100%(Fully

Implementation of the Cyber

Warfare Strategy)

87. The phrasing “General Military Assistance” refers to non-combat operations that provide military assistance, training and expertise over a wide range of activities ie support to peace building as well as post conflict reconstruction and development.


89. According to the MTSF Outcome – sub-outcome 3 the Performance Indicator target for the Cyber Warfare Strategy was indicated as “approval’ for the FY2016/17. However this Performance Indicator target was deferred to the FY2017/18.

133


D Ou

tput

an

d In

dica

tor


5 year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

D3_01B


(Sensor Strategy status)

100% New Indicator

New Indicator

New Indicator

Develop Strategy

100%(Sensor Strategy

Approved and Promulgated)

100%(Implementation

of Sensor Strategy)

100%(Monitor and

Review Sensor Strategy)


P2_11

Number of Defence Intelligence products

100%(2 240) 579 868 622 448 448 448 448

P2_12

Number of vetting decisions taken in accordance with requirements

33 500 6 124 4 744 4 234 6 500 6 500 7 000 7 500

P2_13

Level of Implementation of the Cyber Warfare plan90

Fully implemented

New Indicator

New Indicator

Cyber WarfareCommand

Centre HQ not implemented but

in process

Phases 2 – 3 Phases 2 – 3 Phase 4 – 5 Phase 691

Table 83: Programme 7: Defence Intelligence: Performance Indicators and Quarterly Targets for the FY2017/18

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period


Quarterly Targets

1st 2nd 3rd 4th



D1_10


(General Military Assistance)

Quarterly 100% 100% 100% 100% 100%

90. This will be conducted through a phase approach, which is as follows: Phase 1 – Establish HQ; Phase 2 – Finalise functions; Phase 3 – Finalise structures; Phase 4 – Obtain budget; Phase 5 – Establish capabilities; Phase 6 – Create cyber awareness program. Further Performance Indicators and Targets will be developed during the MSTF (2015–2020) to address the DOD contribution to the MTSF Outcome 3 (Sub-outcome 4: Secure cyber space) establishment of a Cyber Command Centre, which must be fully operational by the FY2018/19, but will not materialise due to monetary constraints.

91. The Performance Indicator “Level of Implementation of the Cyber Warfare plan” is aligned to the MTSF Outcome 3, Sub-outcome 4. The MTSF target is fully implementation for the FY2019/20. The DOD will only be able to achieve depending resource allocations.


134

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period


Quarterly Targets

1st 2nd 3rd 4th


D3_01B


(Develop Cyber warfare Strategy status)

Annually

100% (Cyber warfare Strategy Submit for approval by

the JCPS Cluster Ministers)

- - -

100% (Cyber warfare

Strategy Submit for approval by

the JCPS Cluster Ministers)


(Sensor Strategy status)

Annually



- - -




P2_11Number of Defence Intelligence products

Quarterly 448 112 112 112 112

P2_12Number of vetting decisions taken in accordance with requirements

Quarterly 6 500 1 625 1 625 1 625 1 625

P2_13Level of Implementation of the Cyber Warfare plan

Annually Phase 2 – 3 - - - Phase 2 – 3

Table 84 reflects the Defence Intelligence Programme respective budget allocation for the 2017 MTEF. The allocated

budget of the Defence Intelligence Programme amounts to 1.8% of the total Defence Budget Vote.

Table 84: Programme 7: Defence Intelligence: Reconciling Performance Targets with the Budget and 2017 MTEF

Sub-programme




2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Strategic Direction 11 0 0 71 092 0 0

Operations 457 793 472 579 459 762 472 482 465 389 513 423 528 428

Defence Intelligence Support Services 316 879 347 196 370 298 427 695 451 888 434 492 473 778

Total 774 683 819 775 830 060 900 248 917 277 947 915 1 002 206

Table 83: Programme 7: Defence Intelligence: Performance Indicators and Quarterly Targets for the FY2017/18 (continued)

92. Programme Defence Intelligence indicated the intention to close down the Sub-programme Strategic Direction from the FY2018/19 onwards. The amount allocated to the Sub-programme Strategic Direction is less than R50 000 and therefore will not be reflected in the expenditure tables.

135


Sub-programme




2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20


Current Payments 324 191 358 722 382 083 442 950 462 598 449 121 491 110

Compensation of employees 295 835 327 807 347 933 404 891 403 554 399 958 441 287

Goods and services 28 356 30 915 34 150 38 059 59 044 49 163 49 823




Higher Education institutions 0 0 0 0 0 0 0

Foreign Governments and International Organisations 0 0 0 0 0 0 0

Public Corporations and Private Enterprises 0 2 0 0 0 0 0


Households (HH) 3 763 704 2 720 4 278 6 524 4 947 2 824

Payments for capital assets 4 828 4 525 2 978 569 3 634 3 936 4 133

Buildings and Other Fixed Structures 0 0 0 0 0 0 0

Machinery and equipment 4 828 4 525 2 978 569 3 634 3 936 4 133


Specialised Military Assets 0 0 0 0 0 0 0





Grand Total 774 683 819 775 830 060 900 248 917 277 947 915 1 002 206


136

PROGRAMME 8: GENERAL SUPPORT

OVERVIEW

Purpose. The purpose of the programme is to provide general support capabilities and services to the department.

Budget Allocation. An amount of R6 077 210 000 is allocated to the programme General Support for the 2017/18 MTEF

which includes a budget allocation to the following three Services and two departmental entities:

• An amount of R2 941 836 000 is allocated to the Joint Logistic Services for the 2017 MTEF.

• An amount of R1 025 182 000 is allocated to the Command and Management Information Systems for the 2017 MTEF.

• An amount of R576 123 000 is allocated to the Military Police Capability for the 2017 MTEF.

• An amount of R441 333 is allocated to Technology Development, that is responsible to provide for establishing and sustaining selected science and technology capabilities in the defence industry.

• An amount of R1 092 736 is allocated to Departmental Support, that is responsible to provide for the payment of corporate departmental obligations such as transfer payments to Public Entities, legal fees, external audits and bank charges.

JOINT LOGISTIC SERVICES

Responsibility. Chief Joint Logistics.

Purpose. The purpose of the sub-programme of Joint Logistic Services is to provide logistic services to the DOD in terms of warehousing for ammunition, main equipment and stores. It also provides Defence Works capability, the capital works programme and the Defence facility refurbishment programme.

Output. The output of the Sub-programme Joint Logistic Services is to provide effective and efficient centralised common logistic support to ordered commitments in accordance with DOD policy and strategy by:

• Providing appropriate, ready and sustained centralised common matériel management to the DOD.

• Providing appropriate, ready and sustained centralised facilities management to the DOD.

• Providing appropriate, ready and sustained centralised common logistic services and movement management to the DOD.

• Providing sound logistic strategic direction to the DOD.

Performance Indicators and Targets (Annual and Quarterly). The following tables reflect the Performance Indicators and Targets (Annual and Quarterly) associated with the sub-programme, Joint Logistic Services. In the tables, reference is made to “Information classified”, which is defined as “Classified information that has not been published for the consumption of the public but managed through the appropriate mandated internal and external oversight institutions”.

137


Table 85: Programme 8: General Support: Joint Logistic Services: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID


5 year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20



D3_01A


(DOD Procurement Policy status)

100%New

IndicatorNew

IndicatorNew

Indicator

100%(Submission

of DOD Procurement

Policy for approval)

100%(Implementation

of DOD Procurement

Policy)

100%(Monitor and

Review)

100%(Monitor and

Review)

D3_01B


(Overarching Logistic Strategy status)

100%Not

ApprovedNot

ApprovedNot

Completed100%

(Completed)

100%(Overarching

Logistic Strategy Approved and Promulgated)

100%(Implementation of Overarching

Logistic Strategy)

100%(Monitor and Review of the Overarching

Logistic Strategy)


R2_11

Percentage procurement requests fully completed within 90 days from day of registration

96%161.63%(12 928)

70.91%(7 100)

94% 95% 95% 95% 95%

R2_13

Percentage utilisation of endowment property in the DOD

90%New

Indicator New

Indicator New

Indicator 90% 90% 90% 90%

BFF 1 Ensure appropriate Strategic Reserves

F1_01

Percentage compliance to the management process of strategic reserves (ammunition)










138

Table 86: Programme 8: General Support: Joint Logistic Services: Performance Indicators and Quarterly Targets for the FY2017/18

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period

Annual Target

FY2017/18

Quarterly Targets

1st 2nd 3rd 4th



D3_01A


(DOD Procurement Policy status)

Annually

100%(Implementation

of DOD Procurement Policy)

- - -

100%(Implementation

of DOD Procurement Policy)

D3_01B


(Overarching Logistic Strategy status)

Annually

100%(Overarching Logistic

Strategy Approved and Promulgated)

- - -

100%(Overarching Logistic

Strategy Approved and Promulgated)


R2_11Percentage procurement requests fully completed within 90 days from day of registration

Quarterly 95% 21% 24% 25% 25%

R2_13Percentage utilisation of endowment property in the DOD93 Annually 90% - - - 90%

BFF 1 Ensure appropriate Strategic Reserves

F1_01Percentage compliance to the management process of strategic reserves (ammunition)


- - -Information classified

COMMAND AND MANAGEMENT INFORMATION SYSTEMS

Responsibility. Chief Command and Management Information Systems (CMIS).

Purpose. The purpose of the sub-programme CMIS is to provide command and management information systems and

related services to the DOD.

Output. The output of the Sub-programme CMIS Division is to provide ICT Prime Systems Integration and Strategic Direction

to the department over the medium-term by:

• Providing Strategic Direction and Staff Support Services to the Division.

• Providing Integrated ICT Solutions and Enablers for the DOD.

93. Percentage utilisation of endowment property refers to all aspects of facilities, namely new projects, maintenance and repair and refurbishment.

139


• Providing Information Warfare (IW) Strategic Direction Capability to the DOD.

• Providing Maintenance and Support for Information Systems in the DOD.


Targets (Annual and Quarterly) associated with the sub-programme CMIS.

Table 87: Programme 8: General Support: Command and Management Information Systems Division: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID


5 year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20


Input 3 Provide integrated and reliable Defence Information Systems

R3_03 Percentage of modernised, sustainable DOD ICT Integrated Prime Systems Capabilities

96.50%New

Indicator New

Indicator New

Indicator 92.45% 97.54% 97.87% 98.12%

Table 88: Programme 8: General Support: Command and Management Information System: Performance Indicators and Quarterly Targets for the FY2017/18

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period

Annual Target

FY2017/18

Quarterly Targets

1st 2nd 3rd 4th


Input 3 Provide integrated and reliable Defence Information Systems

R3_03 Percentage of modernised, sustainable DOD ICT Integrated Prime Systems Capabilities

Quarterly 97.54% 24.91% 23.58% 22.65% 26.40%


140

MILITARY POLICE CAPABILITY

Responsibility. Provost Marshall General

Purpose. The purpose of the Sub-programme Military Police Capability is to provide military policing capability to the DOD.

Output. The output of the Sub-programme Military Police Capability is to provide a military policing capability to the department over the medium term by:

• Investigate 40 per cent of backlog criminal cases.94

• Investigate 25 per cent of new criminal cases reported.

• Conducting 124 deliberate crime prevention operations per year.

• Investigate 100 per cent of corruption and fraud cases reported per year.

• Sustaining a provost company for operational deployment on an on-going basis.

• Sustaining four regional headquarters, 22 area offices and 22 detachments for crime prevention and investigation of criminal cases.

• Sustaining two military correctional facilities for detention and rehabilitation.

Performance Indicators and Targets (Annual and Quarterly). The following tables reflect the Performance Indicators and Targets (Annual and Quarterly) associated with the sub-programme.

Table 89: Programme 8: General Support: Military Police Capability: Performance Indicators and Annual Targets for the FY2017/18 to the FY2019/20

DOD

Outp

ut

and

Indi

cato

r ID


5 year Strategic

Plan Target



Medium-term Targets

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20



D4_06 Percentage of cases of Corruption and Fraud investigated

100%New

Indicator112.5%

(90)66%(53)

100% 100%95 100% 100%


P1_01 Projected number of deliberate crime prevention operations

100%(744)

(5 years)227 230 282 124 124 124 124

P1_26 Percentage criminal cases investigated (backlog)

40%New

IndicatorNew

IndicatorNew

Indicator40% 40% 40% 40%

P1_27 Percentage criminal cases investigated(in-year)

31%New

IndicatorNew

IndicatorNew

Indicator50% 25%96 25% 25%

94. The Performance Indicator Target was determined in accordance with the capacity of the Military Police.


96. The Performance Indicator target for the FY2017/18 and onwards was amended based on actual performance during the FY2016/17.

141


Table 90: Programme 8: General Support: Military Police Capability: Performance Indicators and Quarterly Targets for the FY2017/18

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period

Annual Target

FY2017/18

Quarterly Targets

1st 2nd 3rd 4th



D4_06 Percentage of cases of Corruption and Fraud investigated Annually 100% - - - 100%


P1_01 Projected number of deliberate crime prevention operations Quarterly 124 31 31 31 31

P1_26 Percentage criminal cases investigated (backlog) Quarterly 40% 10% 10% 10% 10%

P1_27 Percentage criminal cases investigated (in-year) Annually 25% - - - 25%

Table 91 reflects the General Support Programme respective budget allocation attached to the Sub-programmes for the

2017 MTEF. The allocated budget of the General Support Programme amounts to 12.49% of the total Defence Budget Vote.

Table 91: Programme 8: General Support: Reconciling Performance Targets with the Budget and 2017 MTEF

Sub-programme




2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Joint Logistic Services 2 055 116 2 125 739 2 546 667 2 934 449 2 941 836 3 042 931 3 192 007

Command and Management Information Systems 955 593 865 697 1 096 461 1 011 199 1 025 182 1 061 889 1 120 916

Military Police 498 723 539 571 529 249 603 170 576 123 584 411 627 596

Technology Development 347 963 442 306 424 021 516 244 441 333 437 885 502 552

Departmental Support 1 367 176 940 746 880 214 901 356 1 092 736 1 166 993 1 237 489

Total 5 224 571 4 914 059 5 476 612 5 966 418 6 077 210 6 294 109 6 680 560


142

Sub-programme




2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20









Foreign Governments and International Organisations 303 347 0 0 0 0 0 0

Public corporations & private enterprises 971 571 846 580 760 898 752 276 982 854 1 051 497 1 110 332


Households (HH) 6 099 9 940 9 941 14 376 15 713 18 761 10 844

Payments for capital assets 369 767 294 831 329 104 141 882 1 085 362 1 183 335 1 232 268

Buildings & other fixed structures 200 805 62 571 58 055 120 643 949 243 1 061 655 1 105 404






Software & intangible Assets 1 348 588 75 326 355 400 420

Payments for financial Assets 535 2 322 67 0 0 0 0

Grand Total 5 224 571 4 914 059 5 476 612 5 966 418 6 077 210 6 294 109 6 680 560

Table 91: Programme 8: General Support: Reconciling Performance Targets with the Budget and 2017 MTEF (continued)

143


PART C: LINKS TO OTHER PLANS

LINKS TO THE DOD LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS

The resources necessary for the delivery of the DOD mandate are herewith provided to enable the Departmental Infrastructure

Plan. Part C of this Plan deals with the presentation of supporting and functional resource areas that support the execution

of the Defence mandate. These resource areas are located in an acknowledged inextricable link that exists between the

vision and the enablers.

The long-term infrastructure and other capital plans of the DOD are reflected in Annexure E to this DOD APP for 2017.

CONDITIONAL GRANTS The DOD has no conditional grants for the FY2017/18 to the FY2019/20.

PUBLIC ENTITIES REPORTING TO THE EXECUTIVE AUTHORITY

The DOD has a legislative oversight function in terms of Public Entities and Organs of State, which are accountable to the

Executive Authority (EA) and categorised within Schedules 2 and 3 of the PFMA (Act No 1 of 1999). The summary of the

mandate, outputs, and annual budget for Public Entities is reflected in Table 92.

Table 92: Public Entities Reporting to the Executive Authority

Name of Public Entity Legislative Mandate OutputsBudget Allocation

(FY2017/18)

Armscor The Armscor mandate is derived from the Armscor Limited Act No. 51 of 2003. ARMSCOR is to meet:

• The Defence materiel requirements of the DOD effectively, efficiently and economically.

• The Defence technology, research development, analysis, test and evaluation requirements of the DOD effectively, efficiently and economically.

Armscor is required to adhere to accepted corporate governance principles, best business practices and generally accepted accounting practices within a framework of established norms and standards that reflects fairness, equity, transparency, economy, efficiency, accountability, and lawfulness.

To manage the acquisition and technology projects, the following themes underpin the current focus:

• Financial Turnaround and Business Re-orientation.

• Acquisition Excellence.

• Technology Advancement.

• Industry Sustainability.

• Stakeholder Enagement.

R1 296 900 685


144

Name of Public Entity Legislative Mandate OutputsBudget Allocation

(FY2017/18)

Castle Control Board (CCB)

The CCB, as a public entity under the Public Finance Management Act (Act No. 1 of 1999) Section 1 and the Castle Management Act (No. 207 of 1993), has the mandate to manage and protect the Castle of Good Hope on behalf of the MOD&MV, who has the ultimate ownership responsibility for the Castle of Good Hope. The National Heritage Resources Act (No.25 of 1999) provides for the management of the Castle of Good Hope as a national heritage site.

The CCB is responsible for the following:

• Compliance with Regulatory Framework.

• Maintenance, preservation, interpretation and showcasing of the history of the Castle of Good Hope.

• Preserved and protected military and cultural heritage site.

• Optimised tourism potential of the Castle of Good Hope.

• Optimised accessibility to the Castle of Good Hope by the public.

• Increased public profile and positive perception across all sectors of the community.

Self-sustaining.

PUBLIC/PRIVATE PARTNERSHIP

The DOD has no registered Public/Private Partnerships (PPP) for the FY2017/18 to the FY2019/20.

CONSULTANT UTILISATION

The total expenditure on Consultant Utilisation and Broad-Based Black Economic Empowerment (BBBEE)97 by the DOD is

estimated at R76 910 359 for the FY2017/18. The utilisation of Consultants in the DOD is reflected in Table 93.

Table 93: DOD Consultant Utilisation and BBBEE for the FY2017/18

Ser no Description of Consultants Utilisation Estimate Amount Budget Programme

1 Independent feasibility study R16 500 Military Ombud

2 Armscor Services R1 743 407 Defence Policy and Planning

3 Armscor Services R36 300 Military Policy, Strategy and Planning Office

4 South African Business People Practise R88 135

Human Resources Support Services

South African Qualification Authority (SAQA) R183 840

SOMA Initiative (Pty) Ltd and Metropolitan Health Risk Management R2 040 000

British Military Training Team R10 031 066

Military Bargaining Council R8 258

Table 92: Public Entities Reporting to the Executive Authority (continued)

97. According to National Treasury Notice Number 3 of 2014/15 dated March 2015 consultants refer to Business and Advisory Services only.

145


Ser no Description of Consultants Utilisation Estimate Amount Budget Programme

5 Quality Assurance R44 385 Defence Inspectorate Division

6 Translates, Transcripts and Interpretation Services R54 060 Defence Foreign Relations

7 Translate, Transcripts and Interpretation Services R273 213 Defence International Affairs

8 Project Management Council R60 099 000

Acquisition ServicesArmscor Services R43 000

Armscor Services (FA only) R80 000

9 Quality Assurance R361 990 Landward Defence

10 General Consultants R330 000Air Defence

Boards, Committees and Commissions R14 000

11 Qualification Verification Services (SAQA) R10 000Maritime Defence

SABS Services: Quality Control and Inspections R470 033

12 SABS Service: Quality Control and Inspections R343 883 Military Health Support

TOTAL R76 910 359

DOD ENTERPRISE RISKS

The DOD continues to pursue its commitment towards the enabling of the effective management of risks throughout the

department by the continuous adoption of best practices and methodologies relating to enterprise risk management, tailored to

the defence portfolio whilst ensuring legislative compliance. The DOD acknowledges that risks are unavoidable in the context of

the department and will therefore strive to ensure that a culture of risk management is institutionalised in departmental processes

thereby reducing the departmental risk exposure to an acceptable level. The identified DOD Enterprise Risks continue to be

subjected to regular monitoring and scrutiny by relevant departmental management forums, oversight and governance structures

that include, amongst others, the DOD Strategic Risk Management Committee and DOD Audit Committee.

The transversal DOD Enterprise Risks listed in Table 94 may have an adverse effect on the realisation of the departmental

outputs of the associated budget programmes during the FY2017/18 to the FY2019/20 period and will be attended to by

applying the noted departmental risk responses.


146

Table 94: DOD Enterprise Risks and Responses

Ser No

Enterprise Risk

DOD Strategy Map Linkage

Risk Response

1 Deteriorating DOD Facilities and Infrastructure. Deteriorating DOD facilities and infrastructure may result in:• Non-compliance to

legislation

• Negative impact on morale

• Compromised readiness

• Tarnished image of the DOD

D2: Provide Mission Ready Defence Capabilities

P2: Enable the DOD

• Develop an Overarching Logistic Strategy which includes (Procurement Policy, Stock Level Policy, Strategy, Joint Support Concept)

• Develop the Defence Facilities Master Plan that addresses the Defence Facilities refurbishment and Maintenance

• Develop an electronic DOD Immovable Asset register (DOD State owned and Defence Endowment Properties)

• Devolvement of DPW functions through development, approval and monitoring of an Implementation Plan for the Endowment Properties

• Enhance DOD Works Capability to execute Level 1 and Level 2 maintenance and repair

2 Non reliable and verifiable DOD Performance Information. The non-integration of ICT systems and non-availability of source documentation may lead to unreliable DOD financial and non- financial information

D4: Ensure Defence compliance with Regulatory Framework

P1: Administrate the DOD

R3: Provide integrated and reliable Defence Information Systems.

R4: Provide sound Financial Management of the DOD

• Develop and approve DOD Corporate Governance of Information and Communication System Policy

• Provide Strategic direction guidelines on the implementation of IDES

• Upgrade DOD Core Information Systems by means of the development, approval and implementation of an IDES

3 Increase in Fraud and Corruption.Weaknesses on key internal controls increase the opportunity for fraud and corruption.



• Review, approve and implement the DOD Corruption and Fraud Prevention Plan

• Fraud and Corruption cases to be continuously monitored and reported during the Defence Anti-corruption and Anti-fraud Forum meetings

• Renew a culture of good governance and ethics in the DOD through Corruption and Fraud Awareness training in collaboration with the Ethics Office of the DOD

• Establish inter-divisional cooperation and multidisciplinary teams in order to expedite the process of combating fraud and corruption

• Maintenance of the Whistleblowing Hotline

4 High Prevalence of Litigation. The DOD’s inability to comply with applicable legislation, prescribed policy and procedures may result in costly litigation and losses to the DOD


• The expansion of the DLSD Reserve Force component and full time structures together with the staffing of and call up of specialised skill, to more effectively facilitate litigation, legal advice and general support

• Inclusion of Consequence Management in the Policies and Procedures (new and existing) of the DOD

• The relevant Monitoring and Reporting Mechanisms to be expanded and ensure that transgressors are held accountable and liable thereby institutionalising Consequence Management

147


Ser No

Enterprise Risk

DOD Strategy Map Linkage

Risk Response

5 Emergence and prevalence of Cyber Warfare threats. Escalation in cyber-attacks resulting in breakdown and compromised critical and classified defence information

D2: Provide mission ready Defence capabilities

P2: Enable the DOD


R3: Provide integrated & reliable Defence Information Systems

• Develop the DOD Cyber Warfare Policy

• Establishment and Maintenance of a Cyber-capability in the DOD

DOD MANAGEMENT PERFORMANCE ASSESSMENT TOOL

The Management Performance Management Tool (MPAT) seeks to move departments beyond compliance with the

regulatory frameworks to improve the quality of management practices in the Public Service. Therefore, MPAT seeks to

encourage departments to be effective and efficient in their application of these management practices.

MPAT addresses the following four Key Performance Areas (KPAs):

• KPA 1: Strategic Management.

• KPA 2: Governance and Accountability.

• KPA 3: Human Resources Management.

• KPA 4: Financial Management.Investigate 40 per cent of backlog criminal cases.102

The MPAT identifies four progressive levels of management performance (KPAs), against which departments are assessed

and scored. Table 95 illustrates the four levels of achievable management performance.

Table 95: MPAT Levels of Management Performance

1 Department is non-compliant with legal/regulatory requirements

2 Department is partially compliant with legal/regulatory requirements

2+ Department is compliant with the basic legal/regulatory requirements but non-compliant with one or more level 3 requirements

3 Department is partially compliant with legal/regulatory requirements

Department is fully compliant with legal/regulatory requirements and is doing things SMART4

DESCRIPTION

LEV

EL


148

The Figure 12 indicates the MPAT areas, KPAs and the related scores that the DOD obtained during the FY2012/13 (MPAT

1.2), FY2013/14 (MPAT 1.3), FY2014/15 (MPAT 1.4) and FY2015/16 (MPAT 1.5) assessment years. The score for the

FY2016/17 (MPAT 1.6) is the preliminary score under consideration by the Presidency (Department Planning, Monitoring

and Evaluation).

Figure 12: DOD Management Key Performance Areas

KPA 1: Strategic Management• Strategic Planning• Monitoring & Evaluation

MPAT 1.2 : 3.3

MPAT 1.3 : 3

MPAT 1.4 : 3

MPAT 1.5 : 3.3

KPA 2: Governance and Accountability• Service Delivery Improvement• Management Structures• Accountability• Ethics• Internal Audit• Risk Management• Delegations• ICT• Promotion of Access to information Act (PAIA)• Promotion of Adeministration Justice Act (PAJA)

MPAT 1.2 : 1.5

MPAT 1.3 : 1.8

MPAT 1.4 : 1.9

MPAT 1.5 : 2.3

KPA 3: Human Resources Management• Human Resources Strategy and Planning• Human Resources Practices and Administration • Performance Management• Employee Relations MPAT 1.2 : 2

MPAT 1.3 : 2.1

MPAT 1.4 : 1.9

MPAT 1.5 : 2.1

KPA 4: Financial Management

• Supply Chain Management

• Expenditure Management

MPAT 1.2 : 3

MPAT 1.3 : 3

MPAT 1.4 : 2.6

MPAT 1.5 : 3.5

Whilst areas of departmental partial or non-compliance were identified, areas reflecting institutionalised good practices

were confirmed during the assessment process. The DOD will continue to strive to improve internal controls and to be

more efficient and effective in its application of management practices and adherence to regulatory framework. To this

extent the DOD utilise the MPAT results to enhance its internal controls, which should in effect improve service delivery and

overall performance. The department will endeavour to address the areas requiring improvement whilst ensuring sustained

best practice achievements with the introduction of the DOD FY2015/16 MTEF Service Delivery Improvement Plan (SDIP).

DOD SERVICE DELIVERY IMPROVEMENT PLAN

In line with the Public Service Batho Pele “People First” principles as introduced on 01 October 1997 aimed at ensuring the

appropriate quality and accessibility of Government services by improving the efficiency and accountability to the recipients

of such public goods and services, the DOD SDIP for the FY2017/18 to the FY2019/20 has been developed in order to

promote and enable this national imperative.

The approved DOD SDIP for the FY2015/16 to the FY2017/18 was submitted to the DPSA on 21 April 2015 which means

full compliance by the DOD with the FOSAD Action Plan 2014 - 2019 requirement. Furthermore, an annual SDIP Progress

Report on the DOD for the FY2015/16 was submitted to the DPSA on 15 June 2016.

DOD SDIP locates itself within the departmental Vision “To provide, manage, prepare and employ Defence capabilities

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

149


executive direction. The above will be provided through the proper management, provision, preparedness and employment

of Defence capabilities, which are in line with the domestic and global needs of South Africa”. The evolving DOD SDIP

regards as the enabling of ordered defence commitments as the central theme that will inform and direct the development

of subsequent departmental SDIPs at all levels of the organisation thereby enabling the realisation of the DOD’s mandate

driven Output deliverables.

As from the FY2017/18 MTEF, while implementing the SA Defence Review 2015, the DOD will continue to identify internal

areas for further service delivery improvements in order to strengthen internal controls to ensure effective, efficient and

economical DOD operations.

Table 96 reflects the required improvement to the identified SDIP standard with the associated actions that will be undertaken

over the FY2017/18 (Actions) to the FY2019/20 period to achieve the envisaged service delivery standards.

Table 96: DOD Service Delivery Improvement Plan

Ser No

Internal Service

Improved Service Standard

FY2017/18(Actions)

1 Promotion of Access to Information

Complete all requests in terms of the Promotion of Access to Information Act, 2000 (Act No. 2) within the prescribed standards

Maintain the DOD Promotion of Access to Information Manual

Prepare the Section 15 notification for publishing in the Government Gazette

2 Procurement Effective, efficient and economical Procurement processes

Implement Edition 5 of the Procurement delegation

Implement Procurement policy

Implement standardised SOPs / SWPs

3 HR Acquisition PSAP staffing process completed in 90 days

Implement the devolution of functions from the Head Office to the Services and Divisions

Implement the approved delegations within Services and Divisions to enhance the turnaround times of PSAP appointments

4 Disciplinary Cases

Finalisation of disciplinary cases within 90 days

Submit a requirement for the appointment of permanent DOD chairpersons and representatives


150

ANNEXURES

TOPIC PAGE Annexure A: DOD Performance Information aligned with and linked to National Imperatives of Government, DOD Strategy Map

for the FY2017/18 and the Strategic Outcomes and 5 year Strategic Plan Targets .......................................................... 151

Annexure B: Amendments to the Performance Indicators that are reflected in the DOD Strategic Plan 2015 to 2020 .......................... 171

Annexure C: DOD Strategic Indicator Description Table ..................................................................................................................... 178

Annexure D: SA Defence Review 2015 (Milestone 1 – Plan to Arrest the Decline) Implementation within the current FY2017/18

Resource Allocation ..................................................................................................................................................... 198

Annexure E: DOD Links to Long-term Infrastructure Plan .................................................................................................................. 203

151

DOD2017ANNUAL PERFORMANCE PLANA

NN

EXU

RE A

DO

D P

ERFO

RMAN

CE IN

FORM

ATIO

N A

LIG

NED

WIT

H A

ND

LIN

KED

TO

NAT

ION

AL IM

PERA

TIVE

S O

F G

OVE

RNM

ENT,

D

OD

STR

ATEG

Y M

AP F

OR

THE

FY20

17/1

8 AN

D T

HE

STRA

TEG

IC O

UTC

OM

ES A

ND

5 Y

EAR

STRA

TEG

IC P

LAN

TARG

ETS

As

the

DO

D is

com

mitt

ed to

Out

com

es-b

ased

pla

nnin

g an

d in

sup

port

of th

e G

over

nmen

t Im

pera

tives

, the

follo

win

g Pe

rform

ance

Indi

cato

rs w

ere

deve

lope

d to

unde

rline

the

Dep

artm

ent’s

com

mitm

ents

. In

the

Tabl

e be

low

, the

alig

nmen

t bet

wee

n th

e D

OD

Per

form

ance

Info

rmat

ion,

the

DO

D S

trate

gy M

ap a

nd th

e 5

year

Stra

tegi

c P

lan

Targ

ets

is re

flect

ed a

nd a

ligne

d w

ith th

e D

OD

SP

201

5 to

202

0.

The

Stra

tegi

c Pe

rform

ance

Indi

cato

rs a

re in

dica

tors

that

are

crit

ical

to th

e ac

hiev

emen

t and

mis

sion

of t

he D

OD

. Lin

ked

to N

atio

nal I

mpe

rativ

es, t

hey

are

rela

ted

to th

e S

trate

gic

Out

puts

of t

he D

OD

and

refle

ct th

e im

plem

enta

tion

of th

e S

A D

efen

ce R

evie

w 2

015

Impl

emen

tatio

n P

lan.

The

DO

D C

ore

Pro

gram

me

Perfo

rman

ce In

dica

tors

are

unr

elat

ed to

spe

cific

Stra

tegi

c O

utpu

ts b

ut a

re o

f im

porta

nce

to D

OD

dom

estic

asp

ects

(int

erna

l pro

cess

es

and

com

man

d) re

late

d to

spe

cific

bud

get p

rogr

amm

es.

Tab

le 1

: D

OD

Per

form

ance

Info

rmat

ion

alig

ned

with

and

link

ed t

o N

atio

nal I

mp

erat

ives

of

Go

vern

men

t an

d D

OD

Str

ateg

y M

ap f

or

the

FY20

17/1

8

Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y(B

udge

t Pr

ogra

mm

e)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to D

OD

Stra

tegy

M

ap

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gr

owth

Pa

th

FOSA

D Ac

tion

Plan

20

14-2

019

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

VPr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

PERF

ORM

ANCE

INFO

RMAT

ION

LINK

ED T

O DO

D ST

RATE

GY M

AP: O

UTPU

TS

DOD

Outp

ut 1

: Co

nduc

t Ord

ered

Def

ence

Com

mitm

ents

in A

ccor

danc

e w

ith G

over

nmen

t Pol

icy

and

Stra

tegy

(D_1

)

D_1.

1 S

trat

egic

Out

put:

Per

cent

age

Defe

nce

com

mitm

ents

acc

ompl

ishe

d (p

er a

nnum

or o

ver 5

ye

ar te

rm)

100%

Perc

enta

ge c

ompl

iance

wi

th fo

rce

leve

ls fo

r exte

rnal

op

erat

ions

C SA

NDF

(For

ce E

mpl

oym

ent)

Info

rmat

ion

cl

assif

ied

D1_0

1AM

TSF

Outc

ome

11

Chap

ter 7

Tra

nsna

tiona

l Cr

ime

N/A

N/A

11YE

SN/

A


152

Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y(B

udge

t Pr

ogra

mm

e)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to D

OD

Stra

tegy

M

ap

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gr

owth

Pa

th

FOSA

D Ac

tion

Plan

20

14-2

019

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

VPr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

Num

ber o

f for

ce e

mpl

oym

ent

hour

s flo

wn

C SA

NDF

(Air

Defe

nce)

100%

(2

6 50

0)D1

_05

MTS

F Ou

tcom

e 11

Chap

ter 7

Tra

nsna

tiona

l Cr

ime

N/A

N/A

3YE

SN/

A

Num

ber o

f hou

rs a

t sea

C

SAND

F (M

ariti

me

Defe

nce)

100%

(60

000)

D1_0

6M

TSF

Outc

omes

3

and

11

Chap

ter 7

Tra

nsna

tiona

l Cr

ime

N/A

N/A

3YE

SN/

A

Perc

enta

ge c

ompl

iance

wi

th n

umbe

r of o

rder

ed

com

mitm

ents

C SA

NDF

(For

ce E

mpl

oym

ent)

100%

D1_1

0M

TSF

Outc

omes

3

and

11

Chap

ters

5 a

nd 1

2 Di

sast

er A

id a

nd

Disa

ster

Rel

ief

N/A

N/A

11YE

S

Sust

aine

d or

dere

d De

fenc

e Co

mm

itmen

ts

(Num

ber o

f exte

rnal

op

erat

ions

)C

SAND

F(F

orce

Em

ploy

men

t

(Sus

tain

ed P

eace

Miss

ions

)

(Sus

tain

ed In

terv

entio

n Op

erat

ions

)

(Gen

eral

Mili

tary

Ass

istan

ce)

C SA

NDF

(Lan

dwar

d De

fenc

e an

dDe

fenc

e In

telli

genc

e fo

r Exte

rnal

ope

ratio

ns)

(Sus

tain

ed S

uppo

rt to

Go

vern

men

t Ope

ratio

ns)

(Sus

tain

ed In

tern

atio

nal

Com

mitm

ents

)

(Num

ber o

f int

erna

l op

erat

ions

)

C SA

NDF

(For

ce E

mpl

oym

ent,

for i

nter

nal o

pera

tions

)

(Sus

tain

ed In

tern

al

Oper

atio

ns)

D_1.

2 S

trat

egic

Out

put:

Per

cent

age

Defe

nce

com

mitm

ents

sup

port

com

plia

nce

Info

rmat

ion

clas

sifie

d

Perc

enta

ge c

ompl

iance

wi

th s

ervic

eabi

lity

of m

ain

equi

pmen

t for

exte

rnal

op

erat

ions

C SA

NDF

(For

ce E

mpl

oym

ent)

Info

rmat

ion

cl

assif

ied

D1_0

1BM

TSF

Outc

ome

11N/

AN/

AN/

AN/

AYE

SN/

A

Tabl

e 1:

DO

D P

erfo

rman

ce In

form

atio

n al

igne

d an

d lin

ked

to N

atio

nal I

mpe

rativ

es o

f Gov

ernm

ent a

nd D

OD

Str

ateg

y M

ap fo

r th

e FY

2017

/18

(con

tinue

d)

153


Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y(B

udge

t Pr

ogra

mm

e)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to D

OD

Stra

tegy

M

ap

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gr

owth

Pa

th

FOSA

D Ac

tion

Plan

20

14-2

019

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

VPr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

Perc

enta

ge c

ompl

iance

with

se

lf-su

stain

men

t of p

erso

nnel

C SA

NDF

(For

ce E

mpl

oym

ent)

Info

rmat

ion

cl

assif

ied

D1_0

1DM

TSF

Outc

ome

11N/

AN/

AN/

AN/

AN/

AN/

A

D_1.

3 S

trate

gic

Outp

ut:

Perc

enta

ge B

orde

r sa

fegu

ardi

ng c

omm

itmen

ts s

tatu

s 10

0%

Num

ber o

f lan

dwar

d su

b-un

its d

eplo

yed

on b

orde

r sa

fegu

ardi

ng

C SA

NDF

(For

ce E

mpl

oym

ent)

100%

(1

5)D1

_02

MTS

FOu

tcom

e 3

Chap

ter 7

Trans

natio

nal

Crim

eN/

AN/

A3

YES

Sust

aine

d or

dere

d De

fenc

e Co

mm

itmen

ts

(Sus

tain

ed In

tern

al

Oper

atio

ns)

(Pro

mul

gate

d Bo

rder

Sa

fegu

ardi

ng S

trate

gy)

DOD

Outp

ut 2

: Pr

ovid

e m

issi

on re

ady

Defe

nce

capa

bilit

ies

(D_2

)

D_2.

1 S

trate

gic

Outp

ut:

Perc

enta

ge c

ompl

iance

wi

th J

oint

For

ce E

mpl

oym

ent R

equi

rem

ents

(inc

ludi

ng

the

Sout

hern

Afri

can

Deve

lopm

ent C

omm

unity

Sta

ndby

Fo

rce

Pled

ge)

100%

Perc

enta

ge c

ompl

iance

with

Jo

int F

orce

Em

ploy

men

t Re

quire

men

ts a

s re

sour

ced

C SA

NDF

(For

ce E

mpl

oym

ent)

(Lan

dwar

d De

fenc

e)(A

ir De

fenc

e)(M

ariti

me

Defe

nce)

(Mili

tary

Hea

lth

Supp

ort)

Info

rmat

ion

clas

sifie

dD2

_01

MTS

F Ou

tcom

es

2, 3

, 5, 1

1 an

d 12

Chap

ter 7

Tra

nsna

tiona

l Cr

ime

N/A

N/A

N/A

YES

Sust

aine

d or

dere

d De

fenc

e Co

mm

itmen

ts

(Pro

mul

gate

d Jo

int F

orce

Em

ploy

men

t Stra

tegy

)

Perc

enta

ge c

ompl

iance

wi

th th

e So

uthe

rn A

frica

n De

velo

pmen

t Com

mun

ity

Stan

dby

Forc

e Pl

edge

C SA

NDF

(For

ce E

mpl

oym

ent)

100%

D2_0

3M

TSF

Outc

ome

11

Chap

ter 7

Tra

nsna

tiona

l Cr

ime

N/A

N/A

11YE

SIn

form

atio

n cl

assif

ied


154

Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y(B

udge

t Pr

ogra

mm

e)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to D

OD

Stra

tegy

M

ap

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gr

owth

Pa

th

FOSA

D Ac

tion

Plan

20

14-2

019

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

VPr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

DOD

Outp

ut 3

: Pro

vide

Sou

nd D

efen

ce D

irect

ion

(D_3

)

D_3.

1 S

trate

gic

Outp

ut:

Perc

enta

ge c

ompl

iance

by

the

DOD

with

Nat

iona

l Gov

erna

nce

93.3

3%

Perc

enta

ge a

dher

ence

to D

OD

gove

rnan

ce s

ched

ule

Sec

Def

(Adm

inist

ratio

n)

(Hum

an R

esou

rces

Su

ppor

t Ser

vices

)

100%

D3_0

1 (A

for P

olic

ies

and

B fo

r St

rate

gies

)

MTS

F Ou

tcom

e 12

Chap

ter 3

Ec

onom

y an

d Yo

uth

Empl

oym

ent

Yes

N/A

N/A

YES

Defe

nce

capa

bilit

ies

deve

lope

d an

d su

stai

ned

(Pro

mul

gate

d Ac

quisi

tion

of A

rmam

ents

in th

e DO

D Po

licy

[DAP

100

0])

(Pro

mul

gate

d De

fenc

e In

dust

ry P

olic

y)

Rela

tions

hip

esta

blis

hed

betw

een

the

DOD

ETD

prog

ram

mes

and

ac

cred

ited

terti

ary

Inst

itutio

ns fo

r civ

ilian

and

m

ilita

ry m

embe

rs

(Pro

mul

gate

d Ed

ucat

ion,

Tra

inin

g an

d De

velo

pmen

t Po

licy)

Cost

ed Im

plem

enta

tion

Plan

for M

ilest

one

1 of

the

SA D

efen

ce R

evie

w 2

015

(Pro

mul

gate

d [Im

plem

ente

d]

SA D

efen

ce R

evie

w M

S1

Over

arch

ing

Impl

emen

tatio

n Pl

an, T

arge

ts a

nd T

imel

ines

)

(Hum

an R

esou

rces

De

velo

pmen

t Pol

icy

stat

us)

(Inte

rnsh

ip P

olic

y st

atus

)

(Hum

an R

esou

rces

Stra

tegy

st

atus

)

(DOD

Eth

ics

Man

agem

ent

stat

us)

(Pol

icy

Prod

ucts

in p

ursu

it of

De

fenc

e Di

plom

acy)

Sec

Def

(Adm

inist

ratio

n)

(Def

ence

Inte

rnat

iona

l Af

fairs

)(D

efen

ce In

tern

atio

nal A

ffairs

Po

licy

stat

us)

Tabl

e 1:

D

OD

Per

form

ance

Info

rmat

ion

alig

ned

and

linke

d to

Nat

iona

l Im

pera

tives

of G

over

nmen

t and

DO

D S

trat

egy

Map

for t

he F

Y20

17/1

8 (c

ontin

ued)

155


Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y(B

udge

t Pr

ogra

mm

e)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to D

OD

Stra

tegy

M

ap

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gr

owth

Pa

th

FOSA

D Ac

tion

Plan

20

14-2

019

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

VPr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

(Com

plian

ce to

the

DOD

Corp

orat

e Go

vern

ance

of I

CT

Polic

y)Se

c De

f (A

dmin

istra

tion)

(DEI

SM)

100%

D3_0

1 (A

for P

olic

ies

and

B fo

r St

rate

gies

)

MTS

F Ou

tcom

e 12

Chap

ter 3

Ec

onom

y an

d Yo

uth

Empl

oym

ent

Yes

N/A

N/A

Yes

Sust

aine

d Or

dere

d De

fenc

e Co

mm

itmen

ts

(Pro

mul

gate

d Jo

int F

orce

Em

ploy

men

t Stra

tegy

)

(Pro

mul

gate

d Bo

rder

Sa

fegu

ardi

ng S

trate

gy)

(Pro

mul

gate

d M

ilita

ry

Stra

tegy

)

Rest

ruct

urin

g of

the

SAND

F

(Pro

mul

gate

d Bl

ue-p

rint

forc

e de

sign)

(Pro

mul

gate

d Re

stru

ctur

ing

plan

)

DOD

Hum

an R

esou

rces

M

anag

emen

t

(Pro

mul

gate

d HR

Stra

tegy

)

Stra

tegi

c Co

mm

unic

atio

n In

terv

entio

n

(Pro

mul

gate

d Co

mm

unic

atio

n St

rate

gy fo

r th

e de

partm

ent)

(Def

ence

Ent

erpr

ise

Arch

itect

ure

Capa

bilit

y Es

tabl

ished

and

Inte

grat

ed)

(Def

ence

Inta

ngib

le A

sset

s M

anag

emen

t Pol

icy

stat

us)

Sec

Def

(Adm

inist

ratio

n)

(Acq

uisit

ion

Serv

ices

)

(Pro

mul

gate

d Ac

quisi

tion

of

Arm

amen

ts in

the

DOD

Polic

y [D

AP 1

000]

sta

tus)

(Pro

mul

gate

d Te

chol

ogy

Deve

lopm

ent i

n DO

D Po

licy

[DAP

500

0] s

tatu

s)

(SA

Defe

nce

Revie

w 20

15

Impl

emen

tatio

n st

atus

)

Sec

Def

(Adm

inist

ratio

n)

(Offi

ce o

f the

Sec

Def

)

(Pro

mul

gate

d Co

mm

unic

atio

n St

rate

gy s

tatu

s)

Sec

Def

(Adm

inist

ratio

n)

(Hea

d of

Co

mm

unic

atio

n)


156

Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y(B

udge

t Pr

ogra

mm

e)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to D

OD

Stra

tegy

M

ap

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gr

owth

Pa

th

FOSA

D Ac

tion

Plan

20

14-2

019

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

VPr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

(DOD

Pro

cure

men

t Pol

icy

stat

us)

C SA

NDF

(Gen

eral

Sup

port

[J

oint

Logi

stic

se

rvic

es])

(Ove

rarc

hing

Logi

stic

Stra

tegy

st

atus

)10

0%D3

_01B

MTS

FOu

tcom

es 3

an

d 12

N/A

N/A

N/A

N/A

N/A

(Cyb

er W

arfa

re S

trate

gy

stat

us)

C SA

NDF

(Def

ence

Inte

llige

nce)

100%

D3_0

1BM

TSF

Outc

omes

3

and

12N/

AN/

AN/

AN/

AN/

A

(Sen

sor S

trate

gy s

tatu

s)10

0%D3

_01B

MTS

FOu

tcom

es 3

an

d 12

N/A

N/A

N/A

N/A

N/A

(Sub

stra

tegy

, to

supp

ort

over

arch

ing

stra

tegy

by

secu

ring

land

, airs

pace

and

m

ariti

me

bord

ers

[Bor

der

Safe

guar

ding

Stra

tegy

] st

atus

)

C SA

NDF

(For

ce E

mpl

oym

ent)

100%

D3_0

1B

MTS

F Ou

tcom

es 3

an

d 11

Chap

ter 7

Tra

nsna

tiona

l Cr

ime

N/A

N/A

11YE

S

(Joi

nt F

orce

Em

ploy

men

t St

rate

gy s

tatu

s)M

TSF

Outc

ome

12N/

A

(Mili

tary

Stra

tegy

sta

tus)

C SA

NDF

(Mili

tary

Pol

icy,

Stra

tegy

and

Pla

nnin

g Of

fice)

100%

D3_0

5N/

AN/

AN/

AN/

AN/

AYE

S

Tabl

e 1:

D

OD

Per

form

ance

Info

rmat

ion

alig

ned

and

linke

d to

Nat

iona

l Im

pera

tives

of G

over

nmen

t and

DO

D S

trat

egy

Map

for t

he F

Y20

17/1

8 (c

ontin

ued)

157


Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y(B

udge

t Pr

ogra

mm

e)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to D

OD

Stra

tegy

M

ap

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gr

owth

Pa

th

FOSA

D Ac

tion

Plan

20

14-2

019

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

VPr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

(Def

ence

Sec

reta

riat

Stra

tegy

[Gov

erna

nce

and

Acco

unta

bilit

y] s

tatu

s)

Sec

Def

(Adm

inist

ratio

n)

(Def

ence

Pol

icy

and

Plan

ning

)

100%

N/A

N/A

N/A

N/A

N/A

N/A

YES

Perc

enta

ge c

ompl

iance

with

su

bmiss

ion

date

s of

DOD

ac

coun

tabi

lity

docu

men

ts

Sec

Def

(Adm

inist

ratio

n)

100%

D3_0

5M

TSF

Outc

ome

12N/

AN/

AYE

SN/

AN/

A

(Tab

ling

of D

OD A

PP a

nd

Repo

rt)

Min

istry

(Tab

ling

of A

rmsc

or C

orpo

rate

Pl

an a

nd A

nnua

l Rep

ort)

(Tab

ling

of th

e Ca

stle

Con

trol

Boar

d AP

P an

d An

nual

Re

port)

(Tab

ling

of M

ilita

ry O

mbu

d AP

P an

d An

nual

Rep

ort)

(Tab

ling

of A

nnua

l Rep

ort

rega

rdin

g M

ilita

ry O

mbu

d Ac

tiviti

es)

(Tab

ling

of R

epor

ts re

gard

ing

RFC

Activ

ities

)

(Tab

ling

of R

epor

t reg

ardi

ng

DFSC

Act

ivitie

s an

d Fi

ndin

gs)


158

Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y(B

udge

t Pr

ogra

mm

e)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to D

OD

Stra

tegy

M

ap

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gr

owth

Pa

th

FOSA

D Ac

tion

Plan

20

14-2

019

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

VPr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

(Ann

ual R

epor

t reg

ardi

ng

Mili

tary

Om

bud

Activ

ities

su

bmitt

ed to

the

Exec

utive

Au

thor

ity)

Mili

tary

Om

bud

100%

D3_0

5M

TSF

Outc

ome

12N/

AN/

AYE

SN/

AN/

A

(Mili

tary

Om

bud

Annu

al

Repo

rt su

bmitt

ed to

the

Exec

utive

Aut

horit

y)

(Mili

tary

Om

bud

APP

subm

itted

to th

e Ex

ecut

ive

Auth

ority

)

(Rep

orts

on

DFSC

Act

ivitie

s an

d Fi

ndin

gs s

ubm

itted

to th

e Ex

ecut

ive A

utho

rity)

DFSC

Repo

rt on

the

DFSC

Fin

ding

s an

d Re

com

men

datio

ns

Gaze

tted

(2 x

Repo

rts o

n RF

C Ac

tiviti

es

subm

itted

to th

e Ex

ecut

ive

Auth

ority

)RF

C

(Com

plian

ce w

ith D

OD

Fina

ncial

Pro

duct

s)Ad

min

istra

tion

(Fin

anci

al S

ervic

es)

Tabl

e 1:

D

OD

Per

form

ance

Info

rmat

ion

alig

ned

and

linke

d to

Nat

iona

l Im

pera

tives

of G

over

nmen

t and

DO

D S

trat

egy

Map

for t

he F

Y20

17/1

8 (c

ontin

ued)

159


Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y(B

udge

t Pr

ogra

mm

e)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to D

OD

Stra

tegy

M

ap

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gr

owth

Pa

th

FOSA

D Ac

tion

Plan

20

14-2

019

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

VPr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

(SM

S Ag

reem

ents

sub

mitt

ed)

Adm

inist

ratio

n(H

uman

Res

ourc

es

Supp

ort S

ervic

es)

(SM

S Fi

nanc

ial D

isclo

sure

s su

bmitt

ed)

(SAN

DF q

uarte

rly re

ports

su

bmitt

ed to

the

Exec

utive

Au

thor

ity)

C SA

NDF

(Adm

inist

ratio

n)

DOD

Ente

rpris

e Ri

sk

Man

agem

ent m

atur

ity le

vel

achi

eved

Sec

Def

(Adm

inist

ratio

n)73

.33%

D3

_06

MTS

FOu

tcom

e 12

N/A

N/A

N/A

N/A

N/A

N/A

Perc

enta

ge c

ompl

iance

wi

th th

e pr

ogre

ss o

f the

es

tabl

ishm

ent o

f the

Mili

tary

St

rate

gic

Dire

ctio

n Re

gist

er

C SA

NDF

(Adm

inist

ratio

n)10

0%D3

_08

MTS

FOu

tcom

e 12

N/A

N/A

N/A

N/A

YES

Rest

ruct

urin

g of

the

SAND

F

DOD

Outp

ut 4

: En

sure

Def

ence

Com

plia

nce

with

Reg

ulat

ory

Fram

ewor

k (D

_4)

D_4.

1 S

trate

gic

Outc

ome:

Per

cent

age

Defe

nce

com

plian

ce w

ith R

egul

ator

y Fr

amew

ork

87.6

3%

Num

ber o

f Aud

it Qu

alifi

catio

nsSe

c De

f(A

dmin

istra

tion)

100%

(0

)D4

_01

MTS

FOu

tcom

e 12

N/A

N/A

YES

N/A

N/A

N/A

Perc

entag

e ex

tern

al

depl

oym

ents,

incl

udin

g tra

inin

g ex

erci

ses,

wher

e ap

plic

able

, sup

porte

d wi

th

appr

opria

te le

gal i

nstru

men

ts

Sec

Def

(Adm

inist

ratio

n)10

0%D4

_03

MTS

F Ou

tcom

e11

N/A

N/A

N/A

N/A

YES

N/A


160

98.

Perfo

rman

ce In

dica

tor w

as d

elet

ed fr

om th

e Bu

dget

Pro

gram

me,

as

it fo

rms

part

of th

e Pe

rform

ance

Indi

cato

r “Pe

rcen

tage

of c

ases

of C

orru

ptio

n an

d Fr

aud

pros

ecut

ed” b

ut re

mai

ns in

Ann

exur

e A

to in

dica

te th

e de

partm

ent’s

su

ppor

t to

MTS

F O

utco

me

3: S

ub-o

utco

me

7 “C

orru

ptio

n in

the P

ublic

and

Priva

te S

ecto

rs R

educ

ed”.

Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y(B

udge

t Pr

ogra

mm

e)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to D

OD

Stra

tegy

M

ap

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gr

owth

Pa

th

FOSA

D Ac

tion

Plan

20

14-2

019

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

VPr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

DOD

Man

agem

ent

Perfo

rman

ce A

sses

smen

t To

ol, a

sses

smen

t lev

el

achi

eved

Sec

Def

(Adm

inist

ratio

n)65

%(L

evel

2.6

)D4

_10

MTS

FOu

tcom

e 12

N/A

N/A

N/A

N/A

N/A

N/A

Perc

enta

ge p

aym

ents

with

in

30 d

ays

from

rece

ipt o

f le

gitim

ate

invo

ices

Sec

Def

(Adm

inist

ratio

n)76

,02%

D4_1

1M

TSF

Outc

ome

12N/

AN/

AYE

SN/

AN/

AN/

A

D_4.

2 S

trate

gic

Outp

ut:

Perc

enta

ge c

orru

ptio

n an

d fra

ud p

reve

ntio

n st

atus

92.5

%

Perc

enta

ge o

f Cor

rupt

ion

and

Frau

d in

cide

nts

dete

cted

for

inve

stig

atio

n

C SA

NDF

(Adm

inist

ratio

n)10

0%D4

_05

MTS

F Ou

tcom

es11

and

12

Chap

ter 1

4 Fi

ghtin

g Co

rrupt

ion

N/A

N/A

3N/

AN/

A

Perc

enta

ge o

f cas

es o

f Co

rrupt

ion

and

Frau

d in

vest

igat

ed

C SA

NDF

(Gen

eral

Sup

port)

100%

D4_0

6M

TSF

Outc

omes

3,

11

and

12

Chap

ter 1

4 Fi

ghtin

g Co

rrupt

ion

N/A

N/A

3N/

AN/

A

Perc

enta

ge o

f cas

es o

f Co

rrupt

ion

and

Frau

d pr

osec

uted

(Con

victio

n of

per

sons

R5

mill

ion

and

over

)98

C SA

NDF

(Adm

inist

ratio

n)10

0%

D4_0

7

MTS

F Ou

tcom

es

2, 3

and

12

Chap

ter 1

4 Fi

ghtin

g Co

rrupt

ion

N/A

N/A

3N/

AN/

A

Sec

Def

(Adm

inist

ratio

n)0

MTS

F Ou

tcom

e 3

Chap

ter 1

4 Fi

ghtin

g Co

rrupt

ion

N/A

N/A

3N/

AN/

A

Tabl

e 1:

D

OD

Per

form

ance

Info

rmat

ion

alig

ned

and

linke

d to

Nat

iona

l Im

pera

tives

of G

over

nmen

t and

DO

D S

trat

egy

Map

for t

he F

Y20

17/1

8 (c

ontin

ued)

161


Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y(B

udge

t Pr

ogra

mm

e)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to D

OD

Stra

tegy

M

ap

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gr

owth

Pa

th

FOSA

D Ac

tion

Plan

20

14-2

019

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

VPr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

Perc

enta

ge o

f writ

ten

com

plain

ts fi

nalis

ed w

ithin

th

e Of

fice

of th

e M

ilita

ry

Ombu

d

Sec

Def

(Adm

inist

ratio

n)(M

ilita

ry O

mbu

d)70

%D4

_08

MTS

FOu

tcom

e 12

N/A

N/A

N/A

N/A

YES

N/A

PERF

ORM

ANCE

INFO

RMAT

ION

LINK

ED T

O DO

D ST

RATE

GY M

AP: I

NTER

NAL

PROC

ESS

(ACT

IVIT

IES)

DOD

Activ

ity 1

: Ad

min

istr

ate

the

DOD

(P_1

)

P_1.

1 S

trate

gic

Outp

ut:

Perc

enta

ge D

efen

ce

adm

inist

ratio

n co

mpl

iance

inde

x72

.5%

Perc

enta

ge re

duct

ion

of m

ilita

ry c

ourt

case

s ou

tsta

ndin

g

(bac

klog)

C SA

NDF

(Adm

inist

ratio

n)60

%P1

_04A

MTS

FOu

tcom

e 12

N/A

N/A

YES

N/A

YES

Mili

tary

Di

scip

line

Enha

nced

Perc

enta

ge m

ilita

ry c

ourt

case

s fin

alise

d

(in-y

ear)

C SA

NDF

(Adm

inist

ratio

n)40

%P1

_04B

MTS

FOu

tcom

e 12

Perc

enta

ge o

f disc

iplin

ary

case

s in

the

DOD

final

ised

with

in 9

0 da

ys

(Mili

tary

Disc

iplin

ary

Case

s)

C SA

NDF

(Adm

inist

ratio

n)10

0%P1

_05

MTS

FOu

tcom

es 3

an

d 12

Perc

enta

ge o

f disc

iplin

ary

case

s in

the

DOD

final

ised

with

in 9

0 da

ys

(PSA

P Di

scip

linar

y Ca

ses)

Sec

Def

(Adm

inist

ratio

n)10

0%P1

_05

MTS

FOu

tcom

es 3

an

d 12

N/A

N/A

YES

N/A

YES

N/A


162

Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y(B

udge

t Pr

ogra

mm

e)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to D

OD

Stra

tegy

M

ap

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gr

owth

Pa

th

FOSA

D Ac

tion

Plan

20

14-2

019

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

VPr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

Perc

enta

ge li

tigat

ion

case

s fin

alise

d in

the

best

inte

rest

of

the

DOD

Sec

Def

(Adm

inist

ratio

n)50

%P1

_07

MTS

FOu

tcom

e 12

N/A

N/A

N/A

N/A

N/A

N/A

Perc

enta

ge c

olle

ctive

gr

ieva

nces

and

disp

utes

re

solve

d

Sec

Def

(Adm

inist

ratio

n)85

%P1

_08

MTS

FOu

tcom

e 12

N/A

N/A

N/A

N/A

YES

N/A

P_1.

2 S

trate

gic

Outp

ut:

Perc

enta

ge o

f Def

ence

cr

ime

prev

entio

n, a

ctivi

ties

(Incl

udes

ant

i-cor

rupt

ion

and

anti-

fraud

act

ivitie

s)10

0%

Proj

ecte

d nu

mbe

r of

delib

erat

e cr

ime

prev

entio

n op

erat

ions

C SA

NDF

(Gen

eral

Sup

port)

100%

(744

) (5

yea

rs)

P1_0

1M

TSF

Outc

ome

3

Chap

ter 1

2/14

Build

ing

a Sa

fer

Com

mun

ity/

Prom

otin

g ac

coun

tabi

lity

and

fight

ing

corru

ptio

n

N/A

N/A

N/A

N/A

N/A

Perc

enta

ge o

f Nat

iona

l An

ti-co

rrupt

ion

Hotli

ne

(NAC

H) in

cide

nts

dete

cted

for

inve

stig

atio

n

C SA

NDF

(Adm

inist

ratio

n)10

0%

(5 y

ears

)P1

_21

MTS

F Ou

tcom

e 3

Chap

ter 1

4 Pr

omot

ing

acco

unta

bilit

y an

d fig

htin

g co

rrupt

ion

N/A

YES

N/A

N/A

N/A

Num

ber o

f awa

rene

ss

activ

ities

on

Corru

ptio

n an

d Fr

aud

C SA

NDF

(Adm

inist

ratio

n)

100%

(240

) (5

yea

r)P1

_22

MTS

F Ou

tcom

e 3

Chap

ter 1

4 Pr

omot

ing

acco

unta

bilit

y an

d fig

htin

g co

rrupt

ion

N/A

N/A

N/A

N/A

N/A

Tabl

e 1:

D

OD

Per

form

ance

Info

rmat

ion

alig

ned

and

linke

d to

Nat

iona

l Im

pera

tives

of G

over

nmen

t and

DO

D S

trat

egy

Map

for t

he F

Y20

17/1

8 (c

ontin

ued)

163


Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y(B

udge

t Pr

ogra

mm

e)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to D

OD

Stra

tegy

M

ap

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gr

owth

Pa

th

FOSA

D Ac

tion

Plan

20

14-2

019

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

VPr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

P_1.

3 S

trate

gic

Outp

ut:

Perc

enta

ge re

duct

ion

of

crim

inal

cas

es36

%

Perc

enta

ge c

rimin

al c

ases

in

vest

igat

ed

(bac

klog)

C SA

NDF

(Gen

eral

Sup

port)

40%

P1_2

6M

TSF

Outc

ome

3

Chap

ter 1

4Pr

omot

ing

acco

unta

bilit

y an

d fig

htin

g co

rrupt

ion

N/A

N/A

N/A

N/A

N/A

Perc

enta

ge c

rimin

al c

ases

in

vest

igat

ed

(in-y

ear)

C SA

NDF

(Gen

eral

Sup

port)

31%

P1_2

7M

TSF

Outc

ome

3

Chap

ter 1

4Pr

omot

ing

acco

unta

bilit

y an

d fig

htin

g co

rrupt

ion

N/A

N/A

N/A

N/A

N/A

DOD

Activ

ity 2

: En

able

the

DOD

(P_2

)

P_2.

1 S

trate

gic

Outp

ut:

Num

ber o

f Def

ence

hea

lth

care

act

ivitie

s10

702

750

Broa

der S

ANDF

Hea

lth S

tatu

sC

SAND

F(M

ilita

ry H

ealth

Su

ppor

t)

Info

rmat

ion

clas

sifie

dP2

_04

MTS

FOu

tcom

e 2

Chap

ter 1

0Pr

omot

ing

Heal

thN/

AN/

AN/

AN/

AN/

A

Trend

of d

eplo

yabl

e st

atus

on

con

curre

nt h

ealth

as

sess

men

ts

C SA

NDF

(Mili

tary

Hea

lth

Supp

ort)

Info

rmat

ion

clas

sifie

dP2

_05

MTS

FOu

tcom

e 2

Chap

ter 1

0Pr

omot

ing

Heal

thN/

AN/

AN/

AN/

AN/

A

Num

ber o

f hea

lth c

are

activ

ities

per

yea

r

C SA

NDF

(Mili

tary

Hea

lth

Supp

ort)

10 7

02 7

50P2

_10

MTS

FOu

tcom

e 2

Chap

ter 1

0Pr

omot

ing

Heal

thN/

AN/

AN/

AN/

AN/

A


164

Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y(B

udge

t Pr

ogra

mm

e)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to D

OD

Stra

tegy

M

ap

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gr

owth

Pa

th

FOSA

D Ac

tion

Plan

20

14-2

019

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

VPr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

P_2.

2 S

trate

gic

Outp

ut:

Perc

enta

ge D

efen

ce

prim

ary

mili

tary

pre

para

tion

activ

ities

100%

Perc

enta

ge c

ompl

iance

with

DO

D tra

inin

g ta

rget

s

Sec

Def a

nd

C SA

NDF

(Adm

inist

ratio

n)10

0%P2

_06

MTS

FOu

tcom

e 5

Chap

ter 9

Impr

ovin

g ed

ucat

ion,

in

nova

tion

and

train

ing

N/A

N/A

N/A

YES

Rela

tions

hip

esta

blish

ed

betw

een

the

DOD

ETD

prog

ram

mes

and

acc

redi

ted

terti

ary

Inst

itutio

ns fo

r civi

lian

and

mili

tary

mem

bers

Num

ber o

f Def

ence

In

telli

genc

e pr

oduc

tsC

SAND

F(D

efen

ce In

telli

genc

e)10

0%

(2 2

40)

P2_1

1M

TSF

Outc

omes

3

and

11N/

AN/

AN/

AN/

AN/

AN/

A

DOD

Activ

ity 3

: Em

ploy

the

SAND

F (P

_3)

P_3.

1 S

trate

gic

Outp

ut:

Num

ber o

f DOD

mili

tary

ex

erci

ses

17

Num

ber o

f joi

nt,

inte

rdep

artm

enta

l, in

tera

genc

y an

d m

ultin

atio

nal

mili

tary

exe

rcise

s co

nduc

ted

C SA

NDF

(For

ce E

mpl

oym

ent)

17P3

_02

MTS

FOu

tcom

e 11

N/A

N/A

N/A

N/A

YES

N/A

P_3.

2 S

trate

gic

Outp

ut:

Num

ber o

f Def

ence

Atta

ché

Offic

es45

Tota

l num

ber o

f Def

ence

At

tach

é Of

fices

C SA

NDF

(Adm

inist

ratio

n)45

P3_0

3M

TSF

Outc

ome

11N/

AN/

AN/

AN/

AYE

SN/

A

Tabl

e 1:

D

OD

Per

form

ance

Info

rmat

ion

alig

ned

and

linke

d to

Nat

iona

l Im

pera

tives

of G

over

nmen

t and

DO

D S

trat

egy

Map

for t

he F

Y20

17/1

8 (c

ontin

ued)

165


Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y(B

udge

t Pr

ogra

mm

e)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to D

OD

Stra

tegy

M

ap

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gr

owth

Pa

th

FOSA

D Ac

tion

Plan

20

14-2

019

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

VPr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

DOD

PERF

ORM

ANCE

INFO

RMAT

ION:

DOD

INPU

TS (R

ESOU

RCE

MAN

AGEM

ENT)

DOD

Inpu

t 1: P

rovi

de P

rofe

ssio

nal a

nd S

uppo

rted

DOD

Hum

an R

esou

rces

(R_1

)

R_1.

1 S

trate

gic

Outp

ut:

Perc

enta

ge H

R ut

ilisa

tion

inde

x10

0%

Num

ber o

f res

erve

forc

e m

anda

ysC

SAND

F(A

dmin

istra

tion)

100%

(1

0 22

5 16

7)R1

_1C

MTS

FOu

tcom

e 3

N/A

N/A

N/A

N/A

N/A

N/A

Perc

enta

ge c

ompl

iance

wi

th S

ANDF

Bat

tle fi

tnes

s re

quire

men

ts

C SA

NDF

(Adm

inist

ratio

n)In

form

atio

n cl

assif

ied

R1_1

GM

TSF

Outc

omes

5

and

11N/

AN/

AN/

AN/

AN/

AN/

A

R_1.

2 S

trate

gic

Outp

ut:

Num

ber o

f mili

tary

skil

ls

deve

lopm

ent m

embe

rs in

the

syst

em p

er y

ear

18 5

92

Num

ber o

f mili

tary

skil

ls

deve

lopm

ent m

embe

rs in

the

syst

em

C SA

NDF

(Adm

inist

ratio

n)18

592

R1_1

BM

TSF

Outc

ome

12N/

AN/

AN/

AN/

AYE

SN/

A

R_1.

3 S

trate

gic

Outp

ut:

Leve

l of m

oral

e in

the

DOD

Posi

tive

Mea

sure

the

leve

l of D

OD

Mor

ale

C SA

NDF

(Adm

inist

ratio

n)Po

sitive

R1_0

3M

TSF

Outc

ome

12N/

AN/

AN/

AN/

AYE

SN/

A


166

Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y(B

udge

t Pr

ogra

mm

e)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to D

OD

Stra

tegy

M

ap

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gr

owth

Pa

th

FOSA

D Ac

tion

Plan

20

14-2

019

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

VPr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

DOD

Inpu

t 2:

Prov

ide

appr

opria

te a

nd s

usta

ined

Mat

érie

l (R_

2)

R_2.

1 S

trate

gic

Outp

ut:

Defe

nce

infra

stru

ctur

e re

vital

isatio

n st

atus

95%

Perc

enta

ge o

f exp

endi

ture

in

acc

orda

nce

with

faci

litie

s pl

an (p

aym

ent o

f lea

ses,

ac

com

mod

atio

n ch

arge

s an

d m

unic

ipal

ser

vices

)

C SA

NDF

(Adm

inist

ratio

n)10

0%R2

_07

MTS

FOu

tcom

e 12

N/A

N/A

N/A

N/A

N/A

N/A

Perc

enta

ge u

tilisa

tion

of

endo

wmen

t pro

perty

in th

e DO

D

C SA

NDF

(Gen

eral

Sup

port)

90%

R2_1

3M

TSF

Outc

ome

12N/

AN/

AN/

AN/

AN/

ADe

fenc

e Fa

cilit

ies

Main

tain

ed

R_2.

2 S

trate

gic

Outp

ut:

Perc

enta

ge D

efen

ce c

ritic

al

stoc

k lev

el s

tatu

sIn

form

atio

n cl

assi

fied

Perc

enta

ge a

vaila

bilit

y of

m

edic

al s

tock

C

SAND

F(M

ilitar

y Hea

lth S

uppo

rt)In

form

atio

n

clas

sifie

dR2

_04

MTS

FOu

tcom

e 2

Chap

ter 1

0Pr

omot

ing

Heal

thN/

AN/

AN/

AYE

SDe

velo

pmen

t and

m

ainte

nanc

e of

Stra

tegi

c Re

serv

es

R_2.

3 S

trate

gic

Outp

ut: P

erce

ntag

e Lo

gist

ics

com

plian

ce s

tatu

s96

%

Perc

enta

ge p

rocu

rem

ent

requ

ests

fully

com

plet

ed

with

in 9

0 da

ys fr

om d

ay o

f re

gist

ratio

n99

C SA

NDF

(Gen

eral

Sup

port)

96%

R2_1

1M

TSF

Outc

ome

12N/

AN/

AN/

AN/

AN/

AN/

A

99.

Chi

ef L

ogis

tics

chan

ged

the

num

ber o

f day

s fro

m 6

0 to

90

days

. Th

is is

in li

ne w

ith g

over

nmen

t im

pera

tives

.

Tabl

e 1:

D

OD

Per

form

ance

Info

rmat

ion

alig

ned

and

linke

d to

Nat

iona

l Im

pera

tives

of G

over

nmen

t and

DO

D S

trat

egy

Map

for t

he F

Y20

17/1

8 (c

ontin

ued)

167


Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y(B

udge

t Pr

ogra

mm

e)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to D

OD

Stra

tegy

M

ap

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gr

owth

Pa

th

FOSA

D Ac

tion

Plan

20

14-2

019

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

VPr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

DOD

Inpu

t 3: P

rovi

de In

tegr

ated

and

Rel

iabl

e De

fenc

e In

form

atio

n Sy

stem

s (R

_3)

R_3.

1 S

trate

gic

Outp

ut:

Perc

enta

ge D

efen

ce IC

T st

atus

96.5

0%

Perc

enta

ge o

f mod

erni

sed,

su

stain

able

DOD

ICT

Inte

grat

ed P

rime

Syst

ems

Capa

bilit

ies

C SA

NDF

(Gen

eral

Sup

port)

96.5

0%R3

_03

MTS

FOu

tcom

e 12

N/A

N/A

N/A

N/A

YES

N/A

DOD

Inpu

t 4: P

rovi

de S

ound

Fin

anci

al M

anag

emen

t of t

he D

OD (R

_4)

R_4.

1 S

trate

gic

Outp

ut: P

erce

ntag

e de

viatio

n fro

m

appr

oved

dra

wing

sch

edul

e <

8%

Perc

enta

ge d

eviat

ion

from

ap

prov

ed d

rawi

ng s

ched

ule

Sec

Def

(Adm

inist

ratio

n)<

8%R4

_01

MTS

FOu

tcom

e 12

N/A

N/A

N/A

N/A

N/A

N/A

DOD

PERF

ORM

ANCE

INFO

RMAT

ION:

DOD

BUI

LDIN

G FO

R TH

E FU

TURE

(BFF

)

DOD

BFF

1: E

nsur

e Ap

prop

riate

Str

ateg

ic R

eser

ves

(F_1

)

F_1.

1 S

trate

gic

Outp

ut:

Leve

l of s

trate

gic

rese

rves

Info

rmat

ion

clas

sifie

d

Perc

enta

ge c

ompl

iance

to

the

man

agem

ent p

roce

ss

of s

trate

gic

rese

rves

(a

mm

uniti

on)

C SA

NDF

(Gen

eral

Sup

port)

Info

rmat

ion

clas

sifie

dF1

_01

MTS

FOu

tcom

es 3

an

d 11

N/A

N/A

N/A

N/A

YES

Deve

lopm

ent a

nd

main

tena

nce

of S

trate

gic

Rese

rves


168

Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y(B

udge

t Pr

ogra

mm

e)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to D

OD

Stra

tegy

M

ap

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gr

owth

Pa

th

FOSA

D Ac

tion

Plan

20

14-2

019

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

VPr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

DOD

BFF

2 R

enew

DOD

Mai

n Eq

uipm

ent a

nd S

yste

ms

(F_2

)

F_2.

1 S

trate

gic

Outp

ut:

Perc

enta

ge o

f Def

ence

ar

mam

ent a

cqui

sitio

n co

mm

itmen

ts s

tatu

s≥

83%

Perc

enta

ge A

rmam

ent

Acqu

isitio

n Pr

oces

s co

mpl

iance

Sec

Def

(Adm

inist

ratio

n)≥81%

F2_0

2M

TSF

Outc

ome

12N/

AN/

AN/

AN/

AYE

SPr

omul

gate

d Ac

quisi

tion

of

Arm

amen

ts in

DOD

Pol

icy

(DAP

1 0

00 P

olic

y)

DOD

BFF

3: U

nder

take

Def

ence

Res

earc

h an

d De

velo

pmen

t (F_

3)

Perc

enta

ge te

chno

logy

de

velo

pmen

t com

mitm

ents

ap

prov

ed

Sec

Def

(Adm

inist

ratio

n)≥85%

F3_0

2M

TSF

Outc

ome

12

Chap

ter 9

Expa

nd S

cien

ce

and

Rese

arch

N/A

N/A

N/A

YES

N/A

DOD

BFF

4: P

rom

ote

appr

opria

te D

efen

ce In

dust

ry (F

_4)

Perc

enta

ge o

f Cap

abili

ty a

nd

Tech

nolo

gy p

rogr

amm

es

esta

blish

ed w

ith th

e de

fenc

e in

dust

ry

Sec

Def

(Adm

inist

ratio

n)10

0%F4

_01

MTS

FOu

tcom

e 12

N/A

N/A

N/A

N/A

YES

Capa

bilit

y an

d Te

chno

logy

pr

ogra

mm

es e

stab

lishe

d wi

th

the

defe

nce

indu

stry

THE

FOLL

OWIN

G DO

D CO

RE P

ERFO

RMAN

CE IN

DICA

TORS

THA

T AR

E UN

RELA

TED

TO S

PECI

FIC

STRA

TEGI

C OU

TPUT

S BU

T AR

E OF

IMPO

RTAN

CE T

O TH

E DO

D DO

MES

TIC

ASPE

CTS

(INTE

RNAL

PR

OCES

SES

AND

COM

MAN

D)

DOD

Stra

tegi

c Ou

tput

: Th

is P

erfo

rman

ce In

dica

tor i

s of

DOD

dom

estic

inte

rest

onl

y

DOD

Outp

ut 1

: Co

nduc

t Def

ence

ord

ered

com

mitm

ents

in a

ccor

danc

e w

ith G

over

nmen

t pol

icy

and

stra

tegy

Perc

enta

ge o

f the

valu

e of

re

imbu

rsem

ent b

y th

e UN

/AU

reco

gnise

d

C SA

NDF

(For

ce E

mpl

oym

ent)

Info

rmat

ion

clas

sifie

dD1

_01C

MTS

FOu

tcom

e 11

N/A

N/A

N/A

N/A

YES

N/A

Tabl

e 1:

D

OD

Per

form

ance

Info

rmat

ion

alig

ned

and

linke

d to

Nat

iona

l Im

pera

tives

of G

over

nmen

t and

DO

D S

trat

egy

Map

for t

he F

Y20

17/1

8 (c

ontin

ued)

169


Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y(B

udge

t Pr

ogra

mm

e)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to D

OD

Stra

tegy

M

ap

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gr

owth

Pa

th

FOSA

D Ac

tion

Plan

20

14-2

019

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

VPr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

DOD

Outp

ut 3

: Pr

ovid

e so

und

Defe

nce

dire

ctio

n

Num

ber o

f pos

ition

s fil

led

again

st a

lloca

ted

quot

a fo

r in

tern

atio

nal i

nstit

utio

ns

C SA

NDF

(A

dmin

istra

tion)

12D3

_02

MTS

FOu

tcom

e 11

N/A

N/A

N/A

N/A

YES

N/A

Num

ber o

f Stra

tegi

c Ac

tiviti

es

per a

nnum

C SA

NDF

(Adm

inist

ratio

n)64

D3_0

3M

TSF

Outc

omes

3

and

5N/

AN/

AN/

AN/

AN/

AN/

A

DOD

Outp

ut 4

: En

sure

Def

ence

com

plia

nce

with

Reg

ulat

ory

Fram

ewor

k

Statu

s of e

xtern

al sta

tuto

ry

resp

onse

s to

requ

ests

rece

ived

Sec

Def

(Adm

inist

ratio

n)10

0%D4

_12

MTS

FOu

tcom

e 12

N/A

N/A

N/A

N/A

N/A

N/A

DOD

Activ

ity 1

: Ad

min

istr

ate

the

DOD

Esta

blish

ed D

OD s

trate

gic

rese

arch

cap

abili

ty s

tatu

sSe

c De

f(A

dmin

istra

tion)

Fund

ing

and

staf

fing

of c

ritic

al

vaca

ncie

s

D3_0

7M

TSF

Outc

ome

12

Chap

ter 9

Impr

ovin

g ed

ucat

ion,

in

nova

tion

and

train

ing

N/A

N/A

N/A

YES

N/A

Perc

enta

ge o

f re

com

men

datio

ns a

gree

d to

by

man

agem

ent t

o ad

dres

s th

e in

tern

al c

ontro

l gap

s id

entif

ied

in a

udit

repo

rts

Sec

Def

(Adm

inist

ratio

n)10

0%D4

_04

MTS

F Ou

tcom

e12

N/A

N/A

N/A

N/A

YES

N/A


170

Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y(B

udge

t Pr

ogra

mm

e)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to D

OD

Stra

tegy

M

ap

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gr

owth

Pa

th

FOSA

D Ac

tion

Plan

20

14-2

019

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

VPr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

Num

ber o

f Cov

enan

tal

rela

tions

hips

with

Rel

igio

us

Stak

e ho

lder

s

(Rel

igio

us A

dviso

ry B

oard

s)

C SA

NDF

(Adm

inist

ratio

n)25

P1_2

3M

TSF

Outc

omes

3,

11 a

nd 1

2N/

AN/

AN/

AM

TSF

Outc

ome

3N/

AN/

A

Num

ber o

f mar

ketin

g ev

ents

to

pro

mot

e th

e Re

serv

esC

SAND

F(A

dmin

istra

tion)

180

P1_2

4M

TSF

Outc

ome

3N/

AN/

AN/

AM

TSF

Outc

ome

3N/

AN/

A

DOD

Activ

ity 2

: En

able

the

DOD

Num

ber o

f vet

ting

deci

sions

ta

ken

in a

ccor

danc

e wi

th

requ

irem

ents

C SA

NDF

(Def

ence

Inte

llige

nce)

33 5

00P2

_12

MTS

FOu

tcom

e 12

N/A

N/A

N/A

N/A

N/A

N/A

Leve

l of i

mpl

emen

tatio

n of

the

Cybe

r War

fare

pla

nC

SAND

F(D

efen

ce In

telli

genc

e)Fu

lly

impl

emen

ted

P2_1

3M

TSF

Outc

ome

3N/

AN/

AN/

AN/

AN/

AN/

A

DOD

BFF

5: P

rom

ote

Cons

ensu

s on

Def

ence

Stat

us o

f Pub

lic O

pini

on o

f th

e DO

DSe

c De

f (A

dmin

istra

tion)

75.8

0%F5

_01

MTS

FOu

tcom

e 12

N/A

N/A

N/A

N/A

YES

Stra

tegi

c Co

mm

unic

atio

n In

terv

entio

n

Tabl

e 1:

D

OD

Per

form

ance

Info

rmat

ion

alig

ned

and

linke

d to

Nat

iona

l Im

pera

tives

of G

over

nmen

t and

DO

D S

trat

egy

Map

for t

he F

Y20

17/1

8 (c

ontin

ued)

171


NN

EXU

RE B

AM

END

MEN

TS T

O T

HE

PERF

ORM

AN

CE IN

DIC

ATO

RS T

HAT

ARE

REF

LECT

ED IN

TH

E D

OD

STR

ATEG

IC P

LAN

20

15 T

O 2

020

Ser

No.

Loca

tion

of

Amen

dmen

t/s

Perf

orm

ance

Indi

cato

r as

Refle

cted

in th

e

DO

D SP

201

5 to

202

0

Amen

dmen

t as

Refle

cted

in

the

DOD

APP

for 2

017

Rem

arks

Loca

tion

of A

men

dmen

t/s

1An

nexu

re A

to th

e DO

D SP

201

5-20

20

R1_0

3: Le

vel o

f DOD

mor

ale

R1_0

3: M

easu

re th

e le

vel o

f DOD

Mor

ale

Due

to th

e DO

D In

tern

al A

udit

Repo

rt, it

was

reco

mm

ende

d th

at

the

Perfo

rman

ce In

dica

tor R

1_03

: “Le

vel o

f DOD

mor

ale”

be

amen

ded

to a

dher

e to

the

“SM

ART”

prin

cipl

e an

d th

eref

ore

to

read

“M

easu

re th

e le

vel o

f DOD

Mor

ale”

Unde

r the

Adm

inist

ratio

n Pr

ogra

mm

e (S

ub-p

rogr

amm

e In

spec

tion

Serv

ices

) as

well

as

Anne

xure

s A

and

C to

the

DOD

APP

for 2

017

2An

nexu

re A

to th

e DO

D SP

201

5-20

20

P3_0

2: N

umbe

r of j

oint

, in

terd

epar

tmen

tal,

inte

rage

ncy

and

mul

tinat

iona

l mili

tary

exe

rcise

s co

nduc

ted

per y

ear

The

5 ye

ar s

trate

gic

targ

et re

ads

25

P3_0

2: T

he p

hras

ing

“Num

ber o

f joi

nt,

inte

rdep

artm

enta

l, in

tera

genc

y an

d m

ultin

atio

nal m

ilita

ry e

xerc

ises

cond

ucte

d pe

r yea

r” to

be

amen

ded

to “

Num

ber o

f joi

nt,

inte

rdep

artm

enta

l, in

tera

genc

y an

d m

ultin

atio

nal

mili

tary

exe

rcise

s co

nduc

ted”

The

5 ye

ar s

trate

gic

targ

et to

be

amen

ded

to

read

17

for P

_3.1

Stra

tegi

c Ou

tput

and

P3_

02

Perfo

rman

ce In

dica

tor

Refin

emen

t of t

he M

TSF

(201

4 –

2019

) by

Pres

iden

cy (D

PME)

to

geth

er w

ith C

JOp

s to

ok p

lace

to a

ddre

ss o

nly

SAND

F’s

parti

cipa

tion

in th

e hi

gher

leve

l of S

ADC

and

inte

rdep

artm

enta

l/in

tera

ngec

y ex

erci

ses.

This

was

requ

este

d by

Nat

iona

l Tre

asur

y du

ring

the

final

isatio

n of

th

e de

partm

enta

l ENE

for 2

017

that

the

phra

sing

“per

yea

r” b

e de

lete

d to

be

cons

istan

t in

resp

ect o

f the

usa

ge o

f the

wor

ds p

er

year

at t

he e

nd o

f the

Per

form

ance

Indi

cato

r titl

e

Unde

r the

For

ce E

mpl

oym

ent

Prog

ram

me

and

Anne

xure

s A

and

C to

the

DOD

APP

for 2

017

3An

nexu

re A

to th

e DO

D SP

201

5-20

20

F2_0

2: P

erce

ntag

e ar

mam

ent

acqu

isitio

n co

mm

itmen

ts a

ppro

ved

F2_0

2: P

erce

ntag

e Ar

mam

ent A

cqui

sitio

n Pr

oces

s co

mpl

iance

The

5 ye

ar s

trate

gic

targ

et to

be

amen

ded

to

read≥83forF_2.1StrategicOutputand≥81

for F

2_02

Per

form

ance

Indi

cato

r

Durin

g th

e DM

D W

orks

essio

n it

was

deci

sed

to c

hang

e th

e Pe

rform

ance

Indi

cato

r fro

m “

Perc

enta

ge a

rmam

ent a

cqui

sitio

n co

mm

itmen

ts a

ppro

ved”

to “

Perc

enta

ge A

rmam

ent A

cqui

sitio

n Pr

oces

s co

mpl

iance

” as

the

mea

sure

men

t is

mor

e un

der t

he

cont

rol o

f the

dep

artm

ent

Unde

r the

Adm

inist

ratio

n Pr

ogra

mm

e (S

ub-p

rogr

amm

e Ac

quisi

tion

Serv

ices

) as

well

as

Anne

xure

s A

and

C to

the

DOD

APP

for 2

017

4An

nexu

re A

to th

e DO

D SP

201

5-20

20

D4_0

8: P

erce

ntag

e of

writ

ten

com

plain

ts fi

nalis

ed

D4_0

8: P

erce

ntag

e of

writ

ten

com

plain

ts

final

ised

with

in th

e Of

fice

of th

e M

ilita

ry O

mbu

d

The

5 ye

ar s

trate

gic

targ

et to

be

amen

ded

from

68

% to

70%

Durin

g th

e Po

rtfol

io C

omm

ittee

on

Defe

nce

and

Mili

tary

Vet

eran

s m

eetin

g of

10

May

201

6, it

was

indi

cate

d th

at th

e M

ilita

ry

Ombu

d m

ust o

nly

mea

sure

the

writt

en c

ompl

aints

that

wer

e de

alt w

ithn

the

Offic

e of

the

Mili

tary

Om

bud

and

ther

efor

e th

e na

me

was

chan

ged

to re

ad “

Perc

enta

ge o

f writ

ten

com

plain

ts

final

ised

with

in th

e Of

fice

of th

e M

ilita

ry O

mbu

d”

Unde

r the

Adm

inist

ratio

n Pr

ogra

mm

e (S

ub-p

rogr

amm

e M

inist

ry o

f Def

ence

[Mili

tary

Om

bud]

) as

well

as A

nnex

ures

A

and

C to

the

DOD

APP

for 2

017


172

AM

EN

DM

EN

TS T

O T

HE

PE

RFO

RM

AN

CE

IND

ICA

TOR

S T

HA

T A

RE

RE

FLE

CTE

D IN

TH

E D

OD

STR

ATE

GIC

PLA

N 2

015

TO 2

020

Ser

No.

Loca

tion

of

Amen

dmen

t/s

Perf

orm

ance

Indi

cato

r as

Refle

cted

in th

e

DO

D SP

201

5 to

202

0

Amen

dmen

t as

Refle

cted

in

the

DOD

APP

for 2

017

Rem

arks

Loca

tion

of A

men

dmen

t/s

5An

nexu

re A

to th

e DO

D SP

201

5-20

20

P3_0

3: T

otal

num

ber o

f Def

ence

At

tach

é Of

fices

The

5 ye

ar s

trate

gic

targ

et re

ads

45 a

nd w

as a

men

ded

for t

he

FY20

16/1

7 to

read

46

P3_0

3: T

otal

num

ber o

f Def

ence

Atta

ché

Offic

es

The

5 ye

ar s

trate

gic

targ

et to

be

amen

ded

to

read

45

for P

_3.2

Stra

tegi

c Ou

tput

and

45

for

P3_0

3 Pe

rform

ance

Indi

cato

r

Due

to re

prio

ritisa

tion

with

in th

e su

b-pr

ogra

mm

e De

fenc

e Fo

reig

n Re

latio

n th

e pl

anne

d ta

rget

for t

he 2

017

MTE

F wi

ll be

44

whi

ch re

sulte

d in

a d

ecre

ase

in th

e 5

year

stra

tegi

c ta

rget

as

from

the

FY20

17/1

8

Unde

r the

Adm

inist

ratio

n Pr

ogra

mm

e (S

ub-p

rogr

amm

e De

fenc

e Fo

reig

n Re

latio

ns a

s we

ll as

Ann

exur

es A

and

C to

the

DOD

APP

for 2

017

6An

nexu

re A

to th

e DO

D SP

201

5-20

20

F1_0

1: L

evel

of s

trate

gic

rese

res

(am

mun

ition

)F1

_01:

Per

cent

age

com

plian

ce to

the

man

agem

ent p

roce

ss o

f stra

tegi

c re

serv

es

(am

mun

ition

)

Durin

g th

e Pe

rform

ance

Info

rmat

ion

Wor

ksho

ps (M

arch

201

6 an

d Se

ptem

ber 2

016)

the

phra

sing

of th

e Pe

rform

ance

Indi

cato

r F1

_01

was

amen

ded

to a

dher

e to

the

SMAR

T pr

inci

ple

for

Perfo

rman

ce In

form

atio

n

Unde

r the

Pro

gram

me

Gene

ral

Supp

ort (

Sub-

prog

ram

me

Join

t Lo

gisit

c Se

rvic

es) a

s we

ll as

An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

7

7An

nexu

re A

to th

e DO

D SP

201

5-20

20

D3_0

3: N

umbe

r of s

trate

gic

activ

ities

per

ann

um

The

5 ye

ar s

trate

gic

targ

et re

ads

58

D3_0

3: N

umbe

r of s

trate

gic

activ

ities

per

an

num

The

5 ye

ar s

trate

gic

targ

et to

be

amen

ded

from

58

to 6

4

Due

to p

lann

ed c

omm

itted

stra

tegi

c in

terv

entio

ns fo

r the

FY

2017

/18

MTE

F th

e 5

year

stra

tegi

c ta

rget

was

am

ende

d to

64

Unde

r the

Adm

inist

ratio

n Pr

ogra

mm

e (S

ub-p

rogr

amm

e SA

NDF

Com

man

d an

d Co

ntro

l) as

wel

l as

Ann

exur

es A

and

C to

th

e DO

D AP

P fo

r 201

7

8An

nexu

re A

to th

e DO

D SP

201

5-20

20

F5_0

1: S

tatu

s of

Pub

lic O

pini

on

of th

e DO

D

The

5 ye

ar st

rateg

ic tar

get r

eads

77

%

F5_0

1: S

tatu

s of

Pub

lic O

pini

on o

f the

DOD

The

5 ye

ar s

trate

gic

targ

et to

be

amen

ded

from

77

% to

75.

80%

Durin

g th

e Pe

rform

ance

Info

rmat

ion

Wor

ksho

ps (M

arch

201

6 an

d Se

ptem

ber 2

016)

the

five

year

stra

tegi

c ta

rget

ass

ociat

ed

with

Per

form

ance

Indi

cato

r F5_

01 w

as a

men

ded

due

to

targ

et a

djus

tmen

t for

the

FY20

17/1

8 M

TEF

base

d on

act

ual

achi

evem

ents

Unde

r the

Adm

inist

ratio

n Pr

ogra

mm

e (S

ub-p

rogr

amm

e Co

mm

unic

atio

n Se

rvic

es) a

s we

ll as

Ann

exur

es A

and

C to

the

DOD

APP

for 2

017

9An

nexu

re A

to th

e DO

D SP

201

5-20

20

R1_1

C: N

umbe

r of r

eser

ve fo

rce

pers

onda

ys

The

5 ye

ar s

trate

gic

targ

et re

ads

10

0% (1

2 16

2 43

5)

R1_1

C: T

he p

hras

ing

“Num

ber o

f res

erve

forc

e pe

rson

days

” to

be

amen

ded

to re

ad “

Num

ber o

f re

serv

e fo

rce

man

days

”

The

5 y

ear s

trate

gic

targ

et to

be

amen

ded

from

10

0% (1

3 24

6 33

5) to

100

% (1

0 22

5 16

7)

Durin

g th

e Pe

rform

ance

Info

rmat

ion

Wor

ksho

ps (M

arch

201

6 an

d Se

ptem

ber 2

016)

the

five

year

stra

tegi

c ta

rget

ass

ociat

ed

with

Per

form

ance

Indi

cato

r R1_

1C w

as a

men

ded

due

to ta

rget

ad

just

men

t for

the

2017

MTE

F ba

sed

on b

udge

t red

uctio

n fo

r th

e FY

2017

/18

Phra

sing

“Nu

mbe

r of r

eser

ve fo

rce

pers

onda

ys”

was

amen

ded

to “

Num

ber o

f res

erve

forc

e m

anda

ys”

as in

stru

cted

by

C

SAND

F du

ring

an M

CC o

f 03

Octo

ber 2

016

Unde

r the

Adm

inist

ratio

n Pr

ogra

mm

e (S

ub-p

rogr

amm

e Hu

man

Res

ourc

es S

uppo

rt Se

rvic

es) a

s we

ll a

s An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

7

173

DOD2017ANNUAL PERFORMANCE PLANSe

r No

.Lo

catio

n of

Am

endm

ent/s

Perf

orm

ance

Indi

cato

r as

Refle

cted

in th

e

DO

D SP

201

5 to

202

0

Amen

dmen

t as

Refle

cted

in

the

DOD

APP

for 2

017

Rem

arks

Loca

tion

of A

men

dmen

t/s

10An

nexu

re A

to th

e DO

D SP

201

5-20

20

R1_1

B: N

umbe

r of m

ilita

ry s

kills

de

velo

pmen

t mem

bers

in th

e sy

stem

per

yea

r

The

5 ye

ar s

trate

gic

targ

et re

ads

19

635

R1_1

B: T

he p

hras

ing

“Num

ber o

f mili

tary

skil

ls

deve

lopm

ent m

embe

rs in

the

syst

em p

er y

ear”

to

be

amen

ded

to “

Num

ber o

f mili

tary

skil

ls

deve

lopm

ent m

embe

rs in

the

syst

em”

The

5 ye

ar s

trate

gic

targ

et to

be

amen

ded

to

read

18

592

for R

_1.2

Stra

tegi

c Ou

tput

and

18

592

for R

1_1B

Per

form

ance

Indi

cato

r

Durin

g th

e Pe

rform

ance

Info

rmat

ion

Wor

ksho

ps (M

arch

201

6 an

d Se

ptem

ber 2

016)

the

five

year

stra

tegi

c ta

rget

ass

ociat

ed

with

Per

form

ance

Indi

cato

r R1_

1B w

as a

men

ded

due

to ta

rget

ad

just

men

t for

the

2017

MTE

F ba

sed

on b

udge

t red

uctio

n fo

r th

e FY

2017

/18

This

was

requ

este

d by

Nat

iona

l Tre

asur

y du

ring

the

final

isatio

n of

th

e de

partm

enta

l ENE

for 2

017

that

the

phra

sing

“per

yea

r” b

e de

lete

d to

be

cons

istan

t in

resp

ect o

f the

usa

ge o

f the

wor

ds p

er

year

at t

he e

nd o

f the

Per

form

ance

Indi

cato

r titl

e an

d a

requ

est

from

Nat

iona

l Tre

asur

y to

be

cons

istan

t in

resp

ect o

f the

usa

ge o

f th

e wo

rds

per y

ear a

t the

end

of t

he P

erfo

rman

ce In

dica

tor t

itle

Unde

r the

Adm

inist

ratio

n Pr

ogra

mm

e (S

ub-p

rogr

amm

e Hu

man

Res

ourc

es S

uppo

rt Se

rvic

es) a

s we

ll a

s An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

7

11An

nexu

re A

to th

e DO

D SP

201

5-20

20

R3_0

2: P

erce

ntag

e av

ailab

ility

of

the

defe

nce

info

rmat

ion

and

com

mun

icat

ions

infra

stru

ctur

e at

al

l tim

es th

at w

as re

plac

ed d

urin

g FY

2016

to re

ad:

R3_0

3: P

erce

ntag

e of

mod

erni

sed,

su

stain

able

DOD

ICT

Inte

grat

ed

Prim

e Sy

stem

s Ca

pabi

litie

s

The

5 ye

ar s

trate

gic

targ

et re

ads

94.9

5%

R3_0

3: P

erce

ntag

e of

mod

erni

sed,

sus

tain

able

DO

D IC

T In

tegr

ated

Prim

e Sy

stem

s Ca

pabi

litie

s

The

5 ye

ar s

trate

gic

targ

et to

be

amen

ded

to

read

96.

50%

for R

_3.1

Stra

tegi

c Ou

tput

and

96

.50%

for

R3_

03 P

erfo

rman

ce In

dica

tor

Durin

g th

e Pe

rform

ance

Info

rmat

ion

Wor

ksho

ps (M

arch

201

6 an

d Se

ptem

ber 2

016)

the

five

year

stra

tegi

c ta

rget

ass

ociat

ed

with

Per

form

ance

Indi

cato

r R3_

03 w

as a

men

ded

due

to ta

rget

ad

just

men

t for

the

2017

MTE

F ba

sed

on b

udge

t red

uctio

n fo

r th

e FY

2017

/18

Unde

r the

Pro

gram

me

Gene

ral

Supp

ort (

Sub-

prog

ram

me

Com

man

d an

d M

anag

emen

t In

form

atio

n Sy

stem

s) a

s we

ll as

An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

7

12An

nexu

re A

to th

e DO

D SP

201

5-20

20

D4_1

1: P

erce

ntag

e pa

ymen

ts

with

in 3

0 da

ys fr

om re

ceip

t of

legi

timat

e in

voic

es

The

5 ye

ar s

trate

gic

targ

et re

ads

75%

D4_1

1: P

erce

ntag

e pa

ymen

ts w

ithin

30

days

fro

m re

ceip

t of l

egiti

mat

e in

voic

es

The

5 ye

ar s

trate

gic

targ

et to

be

amen

ded

to

read

81%

Durin

g th

e Pe

rform

ance

Info

rmat

ion

Wor

ksho

ps (M

arch

201

6 an

d Se

ptem

ber 2

016)

the

five

year

stra

tegi

c ta

rget

ass

ociat

ed

with

the

Stra

tegi

c Pe

rform

ance

Indi

cato

r D4_

11 w

as a

men

ded

due

the

non-

prog

ress

of t

he fi

nanc

ial m

anag

emen

t sys

tem

s re

late

d to

the

paym

ent o

f leg

itim

ate

invo

ices

with

in 3

0 da

ys

Unde

r the

Pro

gram

me

Adm

inist

ratio

n (S

ub-p

rogr

amm

e Fi

nanc

ial S

ervic

es) a

s we

ll as

An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

7

13An

nexu

re A

to th

e DO

D SP

201

5-20

20

D1_0

2: N

umbe

r of l

andw

ard

sub-

units

dep

loye

d on

bor

der

safe

guar

ding

per

yea

r

D1_0

2: T

he p

hras

ing

“Num

ber o

f lan

dwar

d su

b-un

its d

eplo

yed

on b

orde

r saf

egua

rdin

g pe

r yea

r” to

be

amen

ded

to re

ad “

Num

ber

of la

ndwa

rd s

ub-u

nits

dep

loye

d on

bor

der

safe

guar

ding

”

Durin

g th

e fin

alisa

tion

of th

e de

partm

enta

l ENE

for 2

017,

Na

tiona

l Tre

asur

y re

ques

ted

that

the

phra

sing

“per

yea

r” b

e de

lete

d to

be

cons

isten

t in

resp

ect o

f the

usa

ge o

f the

wor

ds p

er

year

at t

he e

nd o

f the

Per

form

ance

Indi

cato

r titl

e

Unde

r the

For

ce E

mpl

oym

ent

Prog

ram

me

and

Anne

xure

s A

and

C to

the

DOD

APP

for 2

017


174

Ser

No.

Loca

tion

of

Amen

dmen

t/s

Perf

orm

ance

Indi

cato

r as

Refle

cted

in th

e

DO

D SP

201

5 to

202

0

Amen

dmen

t as

Refle

cted

in

the

DOD

APP

for 2

017

Rem

arks

Loca

tion

of A

men

dmen

t/s

14An

nexu

re A

to th

e DO

D SP

201

5-20

20

D1_0

5: N

umbe

r of f

orce

em

ploy

men

t hou

rs fl

own

per y

ear

D1_0

5: T

he p

hras

ing

“Num

ber o

f for

ce

empl

oym

ent h

ours

flow

n pe

r yea

r” to

be

amen

ded

to re

ad “

Num

ber o

f for

ce e

mpl

oym

ent

hour

s flo

wn”

Durin

g th

e fin

alisa

tion

of th

e de

partm

enta

l ENE

for 2

017,

Na

tiona

l Tre

asur

y re

ques

ted

that

the

phra

sing

“per

yea

r” b

e de

lete

d to

be

cons

isten

t in

resp

ect o

f the

usa

ge o

f the

wor

ds p

er

year

at t

he e

nd o

f the

Per

form

ance

Indi

cato

r titl

e

Unde

r the

Air

Defe

nce

Prog

ram

me

and

Anne

xure

s A

and

C to

the

DOD

APP

for 2

017

15An

nexu

re A

to th

e DO

D SP

201

5-20

20

D1_0

6: N

umbe

r of h

ours

at s

ea

per y

ear

D1_0

6: T

he p

hras

ing

“Num

ber o

f hou

rs a

t sea

pe

r yea

r” to

be

amen

ded

to re

ad “

Num

ber o

f ho

urs

at s

ea”

Durin

g th

e fin

alisa

tion

of th

e de

partm

enta

l ENE

for 2

017

Natio

nal

Treas

ury

requ

este

d th

at th

e ph

rasin

g “p

er y

ear”

be

dele

ted

to b

e co

nsist

ent i

n re

spec

t of t

he u

sage

of t

he w

ords

per

yea

r at t

he

end

of th

e Pe

rform

ance

Indi

cato

r titl

e

Unde

r the

Mar

itim

e De

fenc

e Pr

ogra

mm

e an

d An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

7

16An

nexu

re A

to th

e DO

D SP

201

5-20

20

P_1.

3: S

trate

gic

Outp

ut:

Perc

enta

ge re

duct

ion

in c

rimin

al

case

s

The

5 ye

ar s

trate

gic

targ

et re

ads

45%

P_1.

3: S

trate

gic

Outp

ut:

Perc

enta

ge re

duct

ion

in c

rimin

al c

ases

The

5 ye

ar s

trate

gic

targ

et to

be

amen

ded

to

read

36%

for P

_1.3

Durin

g th

e Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (S

epte

mbe

r 20

16) t

he fi

ve y

ear t

arge

t ass

ociat

ed w

ith S

trate

gic

Outp

ut w

as

amen

ded

due

to ta

rget

adj

ustm

ent f

or th

e Pe

rform

ance

Indi

cato

rs

supp

ortin

g th

e St

ratg

ic O

utpu

t

Unde

r the

Gen

eral

Sup

port

(Mili

tary

Pol

ice)

Pro

gram

me

and

Anne

xure

s A

and

C to

the

DOD

APP

for 2

017

17An

nexu

re A

to th

e DO

D SP

201

5-20

20

P1_2

7: P

erce

ntag

e cr

imin

al c

ases

in

vest

igat

ed (i

n-ye

ar)

The

5 ye

ar s

trate

gic

targ

et re

ads

50%

P1_2

7: P

erce

ntag

e cr

imin

al c

ases

inve

stig

ated

(in

-yea

r)

The

5 ye

ar s

trate

gic

targ

et to

be

amen

ded

from

50

% to

31%

The

Perfo

rman

ce In

dica

tor t

arge

t for

the

FY20

17/1

8 an

d on

ward

s wa

s am

ende

d ba

sed

on a

ctua

l per

form

ance

dur

ing

the

FY20

16/1

7

Unde

r the

Gen

eral

Sup

port

(Mili

tary

Pol

ice)

Pro

gram

me

and

Anne

xure

s A

and

C to

the

DOD

APP

for 2

017

18An

nexu

re A

to th

e DO

D SP

201

5-20

20

D_3.

1: S

trate

gic

Outp

ut:

Perc

enta

ge a

dher

ence

to D

OD

gove

rnan

ce s

ched

ule

The

5 ye

ar s

trate

gic

targ

et re

ads

91.6

6%

D_3.

1: S

trate

gic

Outp

ut:

Perc

enta

ge a

dher

ence

to

DOD

gov

erna

nce

sche

dule

The

5 ye

ar s

trate

gic

targ

et to

be

amen

ded

from

91

.66%

to 9

3.33

%

Durin

g th

e Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (S

epte

mbe

r 20

16) t

he fi

ve y

ear t

arge

t ass

ociat

ed w

ith S

trate

gic

Outp

ut w

as

amen

ded

due

to ta

rget

adj

ustm

ent f

or th

e Pe

rform

ance

Indi

cato

rs

supp

ortin

g th

e St

ratg

ic O

utpu

t

Unde

r the

Adm

inist

ratio

n Pr

ogra

mm

e an

d An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

7

19An

nexu

re A

to th

e DO

D SP

201

5-20

20

D_4.

1: S

trate

gic

Outp

ut:

Perc

enta

ge D

efen

ce c

ompl

iance

wi

th R

egul

ator

y Fr

amew

ork

The

5 ye

ar s

trate

gic

targ

et re

ads

89.3

0%

D_4.

1: S

trate

gic

Outp

ut:

Perc

enta

ge D

efen

ce

com

plian

ce w

ith R

egul

ator

y Fr

amew

ork

The

5 ye

ar s

trate

gic

targ

et to

be

amen

ded

from

89

.33%

to 8

7.63

%

Durin

g th

e Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (S

epte

mbe

r 20

16) t

he fi

ve y

ear t

arge

t ass

ociat

ed w

ith S

trate

gic

Outp

ut w

as

amen

ded

due

to ta

rget

adj

ustm

ent f

or th

e Pe

rform

ance

Indi

cato

rs

supp

ortin

g th

e St

ratg

ic O

utpu

t

Unde

r the

Adm

inist

ratio

n Pr

ogra

mm

e an

d An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

7

175


r No

.Lo

catio

n of

Am

endm

ent/s

Perf

orm

ance

Indi

cato

r as

Refle

cted

in th

e

DO

D SP

201

5 to

202

0

Amen

dmen

t as

Refle

cted

in

the

DOD

APP

for 2

017

Rem

arks

Loca

tion

of A

men

dmen

t/s

20An

nexu

re A

to th

e DO

D SP

201

5-20

20

P_1.

2: S

trate

gic

Outp

ut:

Num

ber

of D

efen

ce c

rime

prev

entio

n ac

tiviti

es

(incl

udes

ant

i-cor

rupt

ion

and

anti-

fraud

act

ivitie

s)

The

5 ye

ar st

rate

gic

targe

t rea

ds 9

18

(per

5 ye

ar te

rm) (

306

per y

ear)

P_1.

2: S

trate

gic

Outp

ut:

The

phra

sing

“Num

ber o

f Def

ence

crim

e pr

even

tion

activ

ities

(in

clud

es a

nti-c

orru

ptio

n an

d an

ti-fra

ud

activ

ities

)” w

as a

men

ded

to re

ad “

Perc

enta

ge

of D

efen

ce c

rime

prev

entio

n ac

tiviti

es (i

nclu

des

anti-

corru

ptio

n an

d an

ti-fra

ud a

ctivi

ties)

The

5 ye

ar s

trate

gic

targ

et to

be

amen

ded

from

91

8 (p

er 5

yea

r ter

m) (

306

per y

ear)

to 1

00%

Durin

g th

e Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (S

epte

mbe

r 20

16) t

he fi

ve y

ear t

arge

t ass

ociat

ed w

ith S

trate

gic

Outp

ut w

as

amen

ded

due

to ta

rget

adj

ustm

ent f

or th

e Pe

rform

ance

Indi

cato

rs

supp

ortin

g th

e St

ratg

ic O

utpu

t

Unde

r the

Adm

inist

ratio

n Pr

ogra

mm

e an

d An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

7

21An

nexu

re A

to th

e DO

D SP

201

5-20

20

P1_0

1: P

roje

cted

num

ber

delib

erat

e cr

ime

prev

entio

n op

erat

ions

The

5 ye

ar s

trate

gic

targ

et re

ads

744

P1_0

1: P

roje

cted

num

ber d

elib

erat

e cr

ime

prev

entio

n op

erat

ions

The

5 ye

ar s

trate

gic

targ

et to

be

amen

ded

from

74

4 to

100

% (7

44)

This

Perfo

rman

ce In

dica

tor t

arge

t set

ting

amen

dmen

t is

due

to th

e ch

ange

in th

e ph

rasin

g of

the

Stra

tegi

c Ou

tput

rela

ted

to

crim

e pr

even

tion

Unde

r the

Gen

eral

Sup

port

(Mili

tary

Pol

ice)

Pro

gram

me

and

Anne

xure

s A

and

C to

the

DOD

APP

for 2

017

22An

nexu

re A

to th

e DO

D SP

201

5-20

20

P1_2

2: N

umbe

r of a

ware

ness

ac

tiviti

es o

n co

rrupt

ion

and

fraud

The

5 ye

ar s

trate

gic

targ

et re

ads

240

(5 y

ears

)

P1_2

2: N

umbe

r of a

ware

ness

act

ivitie

s on

co

rrupt

ion

and

fraud

The

5 ye

ar s

trate

gic

targ

et to

be

amen

ded

from

24

0 (5

yea

rs) t

o 10

0% (2

40)

This

Perfo

rman

ce In

dica

tor t

arge

t set

ting

amen

dmen

t is

due

to th

e ch

ange

in th

e ph

rasin

g of

the

Stra

tegi

c Ou

tput

rela

ted

to

crim

e pr

even

tion

Unde

r the

Adm

inist

ratio

n Pr

ogra

mm

e (In

spec

tion

Serv

ices

) an

d An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

7

23An

nexu

re A

to th

e DO

D SP

201

5-20

20

P2_1

1: N

umbe

r of D

efen

ce

Inte

llige

nce

prod

ucts

The

5 ye

ar s

trate

gic

targ

et re

ads

100%

(1 6

20)

P2_1

1: N

umbe

r of D

efen

ce In

telli

genc

e pr

oduc

ts

The

5 ye

ar s

trate

gic

targ

eto

be a

men

ded

from

10

0% (1

620

) to

100%

(2 2

40)

This

Perfo

rman

ce In

dica

tor t

arge

t set

ting

amen

dmen

t is

base

d on

act

ual p

erfo

rman

ce d

urin

g th

e FY

2015

/16

Un

der t

he D

efen

ce In

telli

genc

e Pr

ogra

mm

e an

d An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

7

24An

nexu

re A

to th

e DO

D SP

201

5-20

20

R1_1

A: P

erce

ntag

e co

mpl

iance

wi

th p

lann

ed s

taffi

ng o

f fun

ded

post

s

Avail

able

in th

e Hu

man

Res

ourc

es S

uppo

rt Se

rvic

es D

ivisio

nl A

PP fo

r the

FY2

017/

18Th

is Pe

rform

ance

Indi

cato

r was

del

eted

from

the

DOD

APP

for

2017

and

will

be

addr

esse

d in

the

Hum

an R

esou

rces

Sup

port

Serv

ices

Divi

sionl

APP

for t

he F

Y201

7/18

Unde

r the

Adm

inist

ratio

n Pr

ogra

mm

e (H

uman

Res

ourc

es

Supp

ort S

ervic

es) a

nd A

nnex

ures

A

and

C to

the

DOD

APP

for 2

017

25An

nexu

re A

to th

e DO

D SP

201

5-20

20

F4_1

: St

rate

gic

Outp

ut:

Perc

enta

ge o

f pro

mot

ion

of

Defe

nce

Indu

stry

New

Stra

tegi

c Ou

tput

was

inco

rpor

ated

in th

e DO

D AP

P fo

r 201

7 Th

is St

rate

gic

Outp

ut a

ddre

sses

the

SA D

efen

ce R

evie

w 20

15

deliv

erab

les

as ta

bled

in A

nnex

ure

D of

the

DOD

APP

for 2

016

Unde

r the

Adm

inist

ratio

n Pr

ogra

mm

e (A

cqui

sitio

n Se

rvic

es) a

nd A

nnex

ures

A a

nd C

to

the

DOD

APP

for 2

017


176

AM

EN

DM

EN

TS T

O T

HE

PE

RFO

RM

AN

CE

IND

ICA

TOR

S T

HA

T A

RE

RE

FLE

CTE

D IN

TH

E D

OD

STR

ATE

GIC

PLA

N 2

015

TO 2

020

Ser

No.

Loca

tion

of

Amen

dmen

t/s

Perf

orm

ance

Indi

cato

r as

Refle

cted

in th

e

DO

D SP

201

5 to

202

0

Amen

dmen

t as

Refle

cted

in

the

DOD

APP

for 2

017

Rem

arks

Loca

tion

of A

men

dmen

t/s

26An

nexu

re A

to th

e DO

D SP

201

5-20

20

F4_0

1: P

erce

ntag

e of

Cap

abili

ty

and

Tech

nolo

gy p

rogr

amm

es

esta

blish

ed w

ith th

e de

fenc

e in

dust

ry

F4_0

1: N

ew P

erfo

rman

ce In

dica

tor w

as

inco

rpor

ated

in th

e DO

D AP

P fo

r 201

7 Th

is Pe

rform

ance

Indi

cato

r add

ress

es th

e SA

Def

ence

Rev

iew

2015

del

ivera

bles

as

tabl

ed in

Ann

exur

e D

of th

e DO

D AP

P fo

r 20

16

Unde

r the

Adm

inist

ratio

n Pr

ogra

mm

e (S

ub-p

rogr

amm

e Ac

quisi

tion

Serv

ices

) and

An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

7

27An

nexu

re A

to th

e DO

D SP

201

5-20

20

D3_0

1A:

Perc

enta

ge a

dher

ence

to

DOD

gove

rnan

ce s

ched

ule

(Pol

icy)

(Tec

hnlo

gy d

evel

opm

ent i

n th

e DO

D Po

licy

[DAP

500

0] s

tatu

s)

F4_0

1: N

ew P

erfo

rman

ce In

dica

tor w

as

inco

rpor

ated

in th

e DO

D AP

P fo

r 201

7 Th

is Pe

rform

ance

Indi

cato

r add

ress

es th

e SA

Def

ence

Rev

iew

2015

del

ivera

bles

for t

he F

Y201

7/18

Un

der t

he A

dmin

istra

tion

Prog

ram

me

(Sub

-pro

gram

me

Acqu

isitio

n Se

rvic

es) a

nd

Anne

xure

s A

and

C to

the

DOD

APP

for 2

017

28An

nexu

re A

to th

e DO

D SP

201

5-20

20

D3_0

1B:

Perc

enta

ge a

dher

ence

to

DOD

gov

erna

nce

sche

dule

(S

trate

gy)

(Mili

tary

Stra

tegy

sta

tus)

F4_0

1: N

ew P

erfo

rman

ce In

dica

tor w

as

inco

rpor

ated

in th

e DO

D AP

P fo

r 201

7 Th

is Pe

rform

ance

Indi

cato

r add

ress

es th

e SA

Def

ence

Rev

iew

2015

del

ivera

bles

for t

he F

Y201

7/18

Un

der t

he A

dmin

istra

tion

Prog

ram

me

(Sub

-pro

gram

me

Mili

tary

Pol

icy,

Stra

tegy

and

Pl

anni

ng O

ffice

) and

Ann

exur

es A

an

d C

to th

e DO

D AP

P fo

r 201

7

29An

nexu

re A

to th

e DO

D SP

201

5-20

20

D3_0

1B:

Perc

enta

ge a

dher

ence

to

DOD

gov

erna

nce

sche

dule

(S

trate

gy)

(Def

ence

Sec

reta

riat S

trate

gy

[Gov

erna

nce

and

Acco

unta

bilit

y]

stat

us)

F4_0

1: N

ew P

erfo

rman

ce In

dica

tor w

as

inco

rpor

ated

in th

e DO

D AP

P fo

r 201

7 Th

is Pe

rform

ance

Indi

cato

r add

ress

es th

e SA

Def

ence

Rev

iew

2015

del

ivera

bles

for t

he F

Y201

7/18

Un

der t

he A

dmin

istra

tion

Prog

ram

me

(Sub

-pro

gram

me

Polic

y an

d Pl

anni

ng) a

nd

Anne

xure

s A

and

C to

the

DOD

APP

for 2

017

30An

nexu

re A

to th

e DO

D SP

201

5-20

20

D3_0

1B:

Perc

enta

ge a

dher

ence

to

DOD

gov

erna

nce

sche

dule

(S

trate

gy)

(Joi

nt F

orce

Em

ploy

men

t Stra

tegy

st

atus

)

F4_0

1: N

ew P

erfo

rman

ce In

dica

tor w

as

inco

rpor

ated

in th

e DO

D AP

P fo

r 201

7 Th

is Pe

rform

ance

Indi

cato

r add

ress

es th

e SA

Def

ence

Rev

iew

2015

del

ivera

bles

for t

he F

Y201

7/18

Un

der F

orce

Em

ploy

men

t Pr

ogra

mm

e an

d An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

7

177


r No

.Lo

catio

n of

Am

endm

ent/s

Perf

orm

ance

Indi

cato

r as

Refle

cted

in th

e

DO

D SP

201

5 to

202

0

Amen

dmen

t as

Refle

cted

in

the

DOD

APP

for 2

017

Rem

arks

Loca

tion

of A

men

dmen

t/s

31An

nexu

re A

to th

e DO

D SP

201

5-20

20

D4_1

0: D

OD M

anag

emen

t Pe

rform

ance

Ass

essm

ent T

ool,

asse

ssm

ent l

evel

ach

ieve

d

The

5 ye

ar s

trate

gic

targ

et re

ads

71.5

% (L

evel

3)

D4_1

0: D

OD M

anag

emen

t Per

form

ance

As

sess

men

t Too

l, as

sess

men

t lev

el a

chie

ved

The

5 ye

ar s

trate

gic

targ

et to

be

amen

ded

from

71

.5%

(Lev

el 3

) to

69.5

% (L

evel

2.6

)

This

Perfo

rman

ce In

dica

tor t

arge

t set

ting

amen

dmen

t is

base

d on

act

ual p

erfo

rman

ce d

urin

g th

e FY

2015

/16

Un

der t

he A

dmin

istra

tion

Prog

ram

me

(Sub

-pro

gram

me

Polic

y an

d Pl

anni

ng) a

nd

Anne

xure

s A

and

C to

the

DOD

APP

for 2

017

32An

nexu

re A

to th

e DO

D SP

201

5-20

20

P2_1

2: N

umbe

r of v

ettin

g de

cisio

ns ta

ken

in a

ccor

danc

e wi

th

requ

irem

ents

The

5 ye

ar s

trate

gic

targ

et re

ads

25 0

00

P2_1

2: N

umbe

r of v

ettin

g de

cisio

ns ta

ken

in

acco

rdan

ce w

ith re

quire

men

ts

The

5 ye

ar s

trate

gic

targ

et to

be

amen

ded

from

25

000

to 3

5 00

0

This

Perfo

rman

ce In

dica

tor t

arge

t set

ting

amen

dmen

t is

base

d on

act

ual p

erfo

rman

ce d

urin

g th

e FY

2015

/16

Un

der t

he D

efen

ce In

telli

genc

e

Prog

ram

me

and

Anne

xure

s A

and

C to

the

DOD

APP

for 2

017

33An

nexu

re A

to th

e DO

D SP

201

5-20

20

R_2.

1: P

erce

ntag

e De

fenc

e in

frast

ruct

ure

revit

alisa

tion

stat

us

The

5 ye

ar s

trate

gic

targ

et re

ads

95%

R_2.

1: P

erce

ntag

e De

fenc

e in

frast

ruct

ure

revit

alisa

tion

stat

us

The

5 ye

ar s

trate

gic

targ

et to

be

amen

ded

from

95

% to

90%

This

Perfo

rman

ce In

dica

tor t

arge

t set

ting

amen

dmen

t is

base

d on

act

ual p

erfo

rman

ce d

urin

g th

e FY

2015

/16

Un

der t

he G

ener

al S

uppo

rt

Prog

ram

me

(Sub

-pro

gram

me

Join

t Log

istic

Ser

vices

) and

An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

7

34An

nexu

re A

to th

e DO

D SP

201

5-20

20

R2.3

: Pe

rcen

tage

Logi

stic

s co

mpl

iance

sta

tus

The

5 ye

ar s

trate

gic

targ

et re

ads

99.2

%

R2.3

: Pe

rcen

tage

Logi

stic

s co

mpl

iance

sta

tus

The

5 ye

ar s

trate

gic

targ

et to

be

amen

ded

from

99

.2%

to 9

6%

This

Perfo

rman

ce In

dica

tor t

arge

t set

ting

amen

dmen

t is

base

d on

act

ual p

erfo

rman

ce d

urin

g th

e FY

2015

/16

Un

der t

he G

ener

al S

uppo

rt

Prog

ram

me

(Sub

-pro

gram

me

Join

t Log

istic

Ser

vices

) and

An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

7

35An

nexu

re A

to th

e DO

D SP

201

5-20

20

D_3.

1: P

erce

ntag

e co

mpl

iance

by

the

DOD

with

Nat

iona

l Gov

erna

nce

The

5 ye

ar s

trate

gic

targ

et re

ads

100%

D_3.

1: P

erce

ntag

e co

mpl

iance

by

the

DOD

with

Nat

iona

l Gov

erna

nce

The

5 ye

ar s

trate

gic

targ

et to

be

amen

ded

from

10

0% to

93.

33%

This

Perfo

rman

ce In

dica

tor t

arge

t set

ting

amen

dmen

t is

base

d on

act

ual p

erfo

rman

ce d

urin

g th

e FY

2015

/16

Un

der t

he A

dmin

istra

tion

Prog

ram

me

(Sub

-pro

gram

me

Polic

y an

d Pl

anni

ng) a

nd

Anne

xure

s A

and

C to

the

DOD

APP

for 2

017

36An

nexu

re A

to th

e DO

D SP

201

5-20

20

D3_0

1A (P

olic

y) a

nd D

3_01

B (S

trate

gy):

Per

cent

age

adhe

renc

e to

DOD

gov

erna

nce

prom

ulga

tion

sche

dule

D3_0

1A (P

olic

y) a

nd D

3_01

B (S

trate

gy):

Pe

rcen

tage

adh

eren

ce to

DOD

gov

erna

nce

prom

ulga

tion

sche

dule

The

phra

sing

was

amen

ded

to re

ad: P

erce

ntag

e ad

here

nce

to D

OD g

over

nanc

e sc

hedu

le

D3_0

1A (P

olic

y) a

nd D

3_01

B (S

trate

gy)

The

phra

sing

“pro

mul

gatio

n” w

as d

elet

ed fr

om th

e Pe

rform

ance

In

dica

tor w

ordi

ng a

s pr

omul

gatio

n is

one

of th

e st

eps

with

in th

e DO

D po

licy

and

stra

tegy

sch

edul

e

Unde

r the

Pro

gram

mes

Ad

min

istra

tion,

For

ce

Empl

oym

ent,

Defe

nce

Inte

llige

nce

and

Gene

ral S

uppo

rt as

wel

l as

Anne

xure

s A

and

C to

th

e DO

D AP

P fo

r 201

7


178

AN

NEX

URE

C

DO

D S

TRAT

EGIC

TEC

HN

ICA

L IN

DIC

ATO

R D

ESCR

IPTI

ON

(TID

) TA

BLE

The

DO

D S

trate

gic

Indi

cato

r Des

crip

tion

Tabl

e do

es n

ot in

clud

e al

l the

requ

ired

field

s as

pre

scrib

ed in

the

Nat

iona

l Tre

asur

y Fr

amew

ork

for S

trate

gic

Pla

ns a

nd

Ann

ual P

erfo

rman

ce P

lans

. H

owev

er, t

he D

OD

tech

nica

l dat

ashe

ets

for t

he F

Y201

7/18

, as

publ

ishe

d on

the

DO

D In

trane

t and

DO

D W

ebsi

te, a

ddre

ss th

e re

quire

d Te

chni

cal I

ndic

ator

Des

crip

tion

field

s.

The

pro

gre

ssiv

e re

alis

atio

n o

n th

e 5

year

str

ateg

ic ta

rget

s in

clud

e th

e FY

2015

/16

Perfo

rman

ce In

dica

tor t

arge

ts w

hich

wer

e am

ende

d to

refle

ct th

e au

dite

d/ac

tual

per

form

ance

indi

cato

r tar

gets

as

publ

ishe

d in

the

DO

D A

nnua

l Rep

ort f

or th

e FY

2015

/16

as w

ell a

s po

ssib

le c

hang

es to

the

perfo

rman

ce in

dica

tor t

arge

ts

for t

he M

TEF

due

to th

e av

aila

ble

reso

urce

allo

catio

n to

the

depa

rtmen

t.100

OU

TPU

T (O

BJEC

TIV

E) D

1: C

ON

DU

CT O

RDER

ED D

EFEN

CE C

OM

MIT

MEN

TS IN

ACC

ORD

AN

CE W

ITH

GO

VER

NM

ENT

POLI

CY A

ND

STR

ATEG

Y

Str

ateg

ic O

utp

ut D

escr

iptio

n. T

his

DO

D s

trate

gic

outp

ut is

to c

ondu

ct o

rder

ed D

efen

ce c

omm

itmen

ts in

acc

orda

nce

with

Gov

ernm

ent p

olic

y an

d st

rate

gy.

Sub

-out

put

D_1

.1:

Per

cent

age

Def

ence

co

mm

itmen

ts a

cco

mp

lish

ed (

per

ann

um o

r o

ver

5 ye

ar p

erio

d).

Th

e 5

year

stra

tegi

c ta

rget

for

perc

enta

ge

Def

ence

com

mitm

ents

acc

ompl

ishe

d is

est

imat

ed a

t 100

%.

The

stra

tegi

c ou

tput

con

sist

s of

the

follo

win

g Pe

rform

ance

Indi

cato

rs a

s in

dica

ted

in th

e Ta

ble

belo

w.

Tab

le 1

.a.

Out

put

(O

bje

ctiv

e) D

1: C

ond

uct

ord

ered

Def

ence

co

mm

itmen

ts in

acc

ord

ance

with

Go

vern

men

t p

olic

y an

d s

trat

egy10

1

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Perf

orm

ance

In

dica

tors

Targ

et20

15/1

6102

Targ

et

2016

/17

Targ

et

2017

/18

Targ

et

2018

/19

Targ

et

2019

/20

Conv

ersi

onTa

rget

(5

yea

rs)

Prog

ress

ive

Real

isat

ion10

3W

eigh

ting

Cons

olid

ated

Ta

rget

D_1.

1: P

erce

ntag

e De

fenc

e co

mm

itmen

ts

acco

mpl

ishe

d (p

er a

nnum

or

ove

r 5 y

ear t

erm

)

D1_0

1A:

Perc

enta

ge

com

plia

nce

with

forc

e le

vels

for e

xtern

al

oper

atio

ns

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dNo

n-cu

mul

ativ

eIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

d-

Info

rmat

ion

clas

sifie

d

100.

Per

form

ance

Indi

cato

r tar

gets

that

refe

r to

“Info

rmat

ion

clas

sifie

d” w

ere

not i

nclu

ded

in th

e m

etho

d of

cal

cula

tions

. C

lass

ified

info

rmat

ion

refe

rs to

“Cla

ssifi

ed in

form

atio

n th

at h

as n

ot b

een

publ

ishe

d fo

r the

con

sum

ptio

n of

the

publ

ic

but m

anag

ed th

roug

h th

e ap

prop

riate

man

date

d in

tern

al a

nd e

xter

nal o

vers

ight

inst

itutio

ns. H

owev

er, p

roje

ctio

ns a

nd s

ubse

quen

t rep

orts

will

be a

vaila

ble

for a

udit

purp

oses

”.

101.

The

dep

loym

ent o

f the

SAN

DF

by th

e Pr

esid

ent,

as C

omm

ande

r in

Chi

ef, i

s in

rela

tion

to th

e co

mpl

ianc

e w

ith n

umbe

r of o

rder

ed c

omm

itmen

ts (e

xter

nal a

nd in

tern

al o

pera

tions

). T

he M

OD

&MV

has

thus

reso

lved

to c

ompl

y w

ith a

ll (1

00%

) ord

ered

com

mitm

ents

(ext

erna

l and

inte

rnal

ope

ratio

ns).

The

act

ual n

umbe

rs c

anno

t be

pre-

dete

rmin

ed a

nd c

an o

nly

be re

porte

d on

afte

r the

fina

lisat

ion

of th

e au

dit p

roce

ss.

102.

The

aud

ited

Perfo

rman

ce In

dica

tor t

arge

ts fo

r the

FY2

015/

16 a

re in

clud

ed in

bra

cket

s un

der t

he p

lann

ed ta

rget

s.

103.

Aud

ited

actu

al a

chie

vem

ents

for t

he F

Y201

5/16

are

onl

y ou

tline

d in

the

prog

ram

mes

and

sub

-pro

gram

mes

of t

his

APP.

179

DOD2017ANNUAL PERFORMANCE PLANSt

rate

gic

Outp

ut

Perf

orm

ance

In

dica

tor T

itle

Curr

ent A

ppro

ved

Perf

orm

ance

In

dica

tors

Targ

et20

15/1

6102

Targ

et

2016

/17

Targ

et

2017

/18

Targ

et

2018

/19

Targ

et

2019

/20

Conv

ersi

onTa

rget

(5

yea

rs)

Prog

ress

ive

Real

isat

ion10

3W

eigh

ting

Cons

olid

ated

Ta

rget

D_1.

1: P

erce

ntag

e De

fenc

e co

mm

itmen

ts

acco

mpl

ishe

d (p

er a

nnum

or

ove

r 5 y

ear t

erm

)

D1_0

5: N

umbe

r of

forc

e em

ploy

men

t ho

urs

flown

6 50

0(A

udite

d 4

785.

18)

5 00

05

000

5 00

05

000

Actu

al fl

ying

hou

rs/

Plan

ned

flyin

g ho

urs

Cum

ulat

ive

100%

(2

6 50

0)93

.52%

(24

785.

18)

0.33

100%

D_1.

1: P

erce

ntag

e De

fenc

e co

mm

itmen

ts

acco

mpl

ishe

d (p

er a

nnum

or

ove

r 5 y

ear t

erm

)

D1_0

6: N

umbe

r of

hour

s at

sea

12 0

00(A

udite

d

10 7

10.7

0)12

000

12 0

0012

000

12 0

00Ac

tual

hou

rs a

t sea

/ Pl

anne

d ho

urs

at s

eaCu

mul

ativ

e

100%

(6

0 00

0)97

.85%

(58

710.

7)0.

33

100%

D1_1

0: P

erce

ntag

e co

mpl

ianc

e wi

th

num

ber o

f ord

ered

co

mm

itmen

ts

100%

(Aud

ited

100%

)10

0%10

0%10

0%10

0%

Non-

cum

ulat

ive

(Onc

e th

e ac

tual

nu

mbe

r of o

rder

ed

com

mitm

ents

are

re

porte

d, it

can

be

incl

uded

in b

rack

ets)

100%

100%

0.33

Sub

-out

put

D_1

.2:

Per

cent

age

Def

ence

co

mm

itmen

ts s

upp

ort

co

mp

lianc

e. T

his

DO

D s

trate

gic

outp

ut is

to s

uppo

rt th

e D

efen

ce c

omm

itmen

ts.

The

5 ye

ar

stra

tegi

c ta

rget

for

Perc

enta

ge D

efen

ce c

omm

itmen

ts s

uppo

rt co

mpl

ianc

e is

refl

ecte

d as

Info

rmat

ion

Cla

ssifi

ed.

The

stra

tegi

c ou

tput

con

sist

s of

the

follo

win

g Pe

rform

ance

Indi

cato

rs a

s in

dica

ted

in th

e Ta

ble

belo

w.

Tab

le 1

.b.

Out

put

(O

bje

ctiv

e) D

1: C

ond

uct

ord

ered

Def

ence

co

mm

itmen

ts in

acc

ord

ance

with

Go

vern

men

t p

olic

y an

d s

trat

egy

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Perf

orm

ance

In

dica

tors

Targ

et20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et

(5 y

ears

)Pr

ogre

ssiv

e Re

alis

atio

n104

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

D_1.

2: P

erce

ntag

e De

fenc

e co

mm

itmen

ts

supp

ort c

ompl

ianc

e

D1_0

1B:

Perc

enta

ge

com

plia

nce

with

se

rvic

eabi

lity

of m

ain

equi

pmen

t for

exte

rnal

op

erat

ions

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dNo

n-cu

mul

ativ

eIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

d-

Info

rmat

ion

clas

sifie

dD1

_01D

: Per

cent

age

com

plia

nce

with

se

lf-su

stai

nmen

t of

pers

onne

l

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dNo

n-cu

mul

ativ

eIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

d-

104.

A

udite

d ac

tual

ach

ieve

men

ts fo

r the

FY2

015/

16 a

re o

nly

outli

ned

in th

e pr

ogra

mm

es a

nd s

ub-p

rogr

amm

es o

f thi

s AP

P.


180

Sub

-out

put

D_1

.3:

Per

cent

age

bo

rder

saf

egua

rdin

g c

om

mitm

ents

sta

tus.

Th

is D

OD

stra

tegi

c ou

tput

is to

con

duct

bor

der

safe

guar

ding

com

mitm

ents

. Th

e st

rate

gic

outp

ut e

ntai

ls t

he D

OD

res

pons

ibili

ty t

o pr

ovid

e la

ndw

ard

sub-

units

dep

loye

d on

bor

der

safe

guar

ding

per

yea

r. Th

e 5

year

stra

tegi

c ta

rget

for

Pe

rcen

tage

bor

der

safe

guar

ding

com

mitm

ents

sta

tus

is t

o ac

hiev

e 10

0% c

ompl

ianc

e to

dep

loy

a to

tal o

f 15

land

war

d su

b-un

its (

15 p

er y

ear)

. T

he s

trate

gic

outp

ut c

onsi

sts

of th

e fo

llow

ing

Perfo

rman

ce In

dica

tor a

s in

dica

ted

in th

e Ta

ble

belo

w.

Tab

le 1

.c.

Out

put

(O

bje

ctiv

e) D

1: C

ond

uct

ord

ered

Def

ence

co

mm

itmen

ts in

acc

ord

ance

with

Go

vern

men

t p

olic

y an

d s

trat

egy

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Perf

orm

ance

In

dica

tors

Targ

et20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et

(5 y

ears

)Pr

ogre

ssiv

e Re

alis

atio

n105

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

D_1.

3: P

erce

ntag

e bo

rder

sa

fegu

ardi

ng c

omm

itmen

ts

stat

us

D1_0

2: N

umbe

r of

land

ward

sub

-uni

ts

depl

oyed

on

bord

er

safe

guar

ding

15(A

udite

d 15

)15

1515

15

Num

ber o

f uni

ts

depl

oyed

div

ided

by

num

ber o

f uni

ts

plan

ned

Non-

cum

ulat

ive

100%

(1

5)10

0%

(15)

1.0

100%

OU

TPU

T (O

BJEC

TIV

E) D

2: P

ROV

IDE

MIS

SIO

N R

EAD

Y D

EFEN

CE C

APA

BILI

TIES

Str

ateg

ic O

utp

ut D

escr

iptio

n.

This

DO

D s

trate

gic

outp

ut is

to a

ddre

sses

the

degr

ee to

whi

ch th

e S

AN

DF

prov

ides

mis

sion

rea

dy c

apab

ilitie

s to

Joi

nt F

orce

E

mpl

oym

ent r

equi

rem

ents

and

the

Sou

ther

n A

frica

n D

evel

opm

ent C

omm

unity

Sta

ndby

For

ce P

ledg

e.

Sub

-out

put D

_2.1

: P

erce

ntag

e co

mpl

ianc

e w

ith J

oint

For

ce E

mpl

oym

ent R

equi

rem

ents

(inc

ludi

ng th

e S

outh

ern

Afr

ican

Dev

elop

men

t Com

mun

ity S

tand

by

Forc

e P

ledg

e).

The

5 y

ear

stra

tegi

c ta

rget

for

Per

cent

age

com

plia

nce

with

Joi

nt F

orce

Em

ploy

men

t R

equi

rem

ents

(in

clud

ing

the

Sout

hern

Afri

can

Dev

elop

men

t

Com

mun

ity S

tand

by F

orce

Ple

dge)

is e

stim

ated

at 1

00%

. Th

e st

rate

gic

outp

ut c

onsi

sts

of th

e fo

llow

ing

Perfo

rman

ce In

dica

tors

as

indi

cate

d in

the

Tabl

e be

low

.

Tab

le 2

: O

utp

ut (

Ob

ject

ive)

D2:

Pro

vid

e m

issi

on

read

y D

efen

ce c

apab

ilitie

s

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Perf

orm

ance

In

dica

tors

Targ

et

2015

/16

Targ

et

2016

/17

Targ

et

2017

/18

Targ

et

2018

/19

Targ

et

2019

/20

Conv

ersi

onTa

rget

(5 y

r)Pr

ogre

ssiv

e Re

alis

atio

nW

eigh

ting

Cons

olid

ated

Ta

rget

D_2.

1: P

erce

ntag

e co

mpl

iance

wi

th Jo

int F

orce

Em

ploy

men

t Re

quire

men

ts

(incl

udin

g th

e So

uthe

rn A

frica

n De

velo

pmen

t Com

mun

ity S

tandb

y Fo

rce

Pled

ge)

D2_0

1: P

erce

ntag

e co

mpl

ianc

e wi

th J

oint

Fo

rce

Empl

oym

ent

Requ

irem

ents

as

reso

urce

d

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dNo

n-cu

mul

ativ

eIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

d-

Info

rmat

ion

clas

sifie

d

105.

Aud

ited

actu

al a

chie

vem

ents

for t

he F

Y201

5/16

are

onl

y ou

tline

d in

the

prog

ram

mes

and

sub

-pro

gram

mes

of t

his

APP.

181


rate

gic

Outp

ut

Perf

orm

ance

In

dica

tor T

itle

Curr

ent A

ppro

ved

Perf

orm

ance

In

dica

tors

Targ

et

2015

/16

Targ

et

2016

/17

Targ

et

2017

/18

Targ

et

2018

/19

Targ

et

2019

/20

Conv

ersi

onTa

rget

(5 y

r)Pr

ogre

ssiv

e Re

alis

atio

nW

eigh

ting

Cons

olid

ated

Ta

rget

D_2.

1: P

erce

ntag

e co

mpl

iance

wi

th Jo

int F

orce

Em

ploy

men

t Re

quire

men

ts

(incl

udin

g th

e So

uthe

rn A

frica

n De

velo

pmen

t Com

mun

ity S

tandb

y Fo

rce

Pled

ge)

D2_0

3: P

erce

ntag

e co

mpl

ianc

e wi

th th

e So

uthe

rn A

frica

n De

velo

pmen

t Co

mm

unity

Sta

ndby

Fo

rce

Pled

ge

100%

(Aud

ited

100%

)10

0%10

0%10

0%10

0%No

n-cu

mul

ativ

e10

0%10

0%1.

010

0%

OU

TPU

T (O

BJEC

TIV

E) D

3: P

ROV

IDE

SOU

ND

DEF

ENCE

DIR

ECTI

ON

Str

ateg

ic O

utp

ut D

escr

iptio

n.

This

DO

D s

trate

gic

outp

ut i

s to

add

ress

es t

he d

egre

e to

whi

ch t

he D

OD

adh

eres

to

the

gove

rnan

ce s

ched

ule

and

DO

D

com

plia

nce

with

the

subm

issi

on o

f DO

D a

ccou

ntab

ility

doc

umen

ts s

et b

y hi

gher

aut

horit

y as

wel

l as

the

DO

D R

isk

Man

agem

ent m

atur

ity le

vel a

chie

ved.

Sub

-out

put

D_3

.1:

Per

cent

age

com

plia

nce

by

the

DO

D w

ith N

atio

nal G

ove

rnan

ce.

The

5 ye

ar s

trate

gic

targ

et fo

r Per

cent

age

com

plia

nce

by th

e D

OD

with

Nat

iona

l Gov

erna

nce

is e

stim

ated

at 9

3.33

%.

The

stra

tegi

c ou

tput

con

sist

s of

the

follo

win

g Pe

rform

ance

Indi

cato

rs a

s in

dica

ted

in th

e Ta

ble

belo

w.

Tab

le 3

: O

utp

ut (

Ob

ject

ive)

D3:

Pro

vid

e so

und

Def

ence

dir

ectio

n

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Ti

tle

Curr

ent A

ppro

ved

Perf

orm

ance

In

dica

tors

Targ

et20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yea

rs)

Prog

ress

ive

Real

isat

ion

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

D_3.

1: P

erce

ntag

e co

mpl

ianc

e by

the

DOD

with

Nat

iona

l Gov

erna

nce

D3_0

1A:

Perc

enta

ge

adhe

renc

e to

DOD

go

vern

ance

sch

edul

e

(Pol

icy)

100%

(Aud

ited

100%

)10

0%10

0%10

0%10

0%No

n-cu

mul

ativ

e10

0%10

0%0.

25

93.3

3%D3

_01B

: Pe

rcen

tage

ad

here

nce

to D

OD

gove

rnan

ce s

ched

ule

(Stra

tegy

)

100%

(Aud

ited

100%

)10

0%10

0%10

0%10

0%No

n-cu

mul

ativ

e10

0%10

0%0.

25


182

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Ti

tle

Curr

ent A

ppro

ved

Perf

orm

ance

In

dica

tors

Targ

et20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yea

rs)

Prog

ress

ive

Real

isat

ion

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

D_3.

1: P

erce

ntag

e co

mpl

ianc

e by

the

DOD

with

Nat

iona

l Gov

erna

nce

D3_0

5: P

erce

ntag

e co

mpl

ianc

e wi

th

subm

issi

on d

ates

of D

OD

acco

unta

bilit

y do

cum

ents

100%

(Aud

ited

94.2

5%)

100%

100%

100%

100%

Non-

cum

ulat

ive

100%

98.8

5%0.

25

93.3

3%

D3_0

6: D

OD E

nter

pris

e Ri

sk M

anag

emen

t mat

urity

le

vel a

chie

ved

Leve

l 6(A

udite

d Le

vel

5 ac

hiev

ed[8

3.33

%])

Leve

l 410

6

(66.

67%

)Le

vel 4

(66.

67%

)Le

vel 4

(66.

67%

)Le

vel 4

(66.

67%

)

Leve

l 6 =

100

%Le

vel 5

= 8

3.33

%Le

vel 4

= 6

6.67

%No

n-cu

mul

ativ

e

73.3

3%70

%0.

25

OU

TPU

T 4

(OBJ

ECTI

VE)

D4:

EN

SURE

DEF

ENCE

CO

MPL

IAN

CE W

ITH

REG

ULA

TORY

FRA

MEW

ORK

Str

ateg

ic O

utp

ut D

escr

iptio

n.

This

DO

D s

trate

gic

outp

ut a

ddre

sses

the

deg

ree

to w

hich

the

DO

D c

ompl

ies

with

the

Reg

ulat

ory

Fram

ewor

k as

wel

l as

the

degr

ee to

whi

ch th

e D

OD

dea

ls w

ith, w

here

pre

vale

nt, c

orru

ptio

n an

d fra

ud in

the

DO

D.

Sub

-out

put

D_4

.1:

Per

cent

age

DO

D c

om

plie

s w

ith t

he

Reg

ulat

ory

Fra

mew

ork

. T

he 5

yea

r st

rate

gic

targ

et f

or P

erce

ntag

e D

efen

ce c

ompl

ianc

e w

ith

Reg

ulat

ory

Fram

ewor

k is

est

imat

ed a

t 85%

. Th

e st

rate

gic

outp

ut c

onsi

sts

of th

e fo

llow

ing

Perfo

rman

ce In

dica

tors

as

indi

cate

d in

the

Tabl

e be

low

.

Tab

le 4

.a:

Out

put

4 (

Ob

ject

ive)

D4:

Ens

ure

Def

ence

co

mp

lianc

e w

ith R

egul

ato

ry F

ram

ewo

rk

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Ti

tle

Curr

ent A

ppro

ved

Perf

orm

ance

In

dica

tors

Targ

et

2015

/16

Targ

et

2016

/17

Targ

et

2017

/18

Targ

et

2018

/19

Targ

et

2019

/20

Conv

ersi

onTa

rget

(5 y

ears

)Pr

ogre

ssiv

e Re

alis

atio

nW

eigh

ting

Cons

olid

ated

Ta

rget

D_4.

1: P

erce

ntag

e De

fenc

e co

mpl

ianc

e wi

th

Regu

lato

ry F

ram

ewor

k

D4_0

1: N

umbe

r of

Audi

t qua

lific

atio

ns

0(A

udite

d 1)

107

00

00

No a

udit

findi

ngs

=

100%

≥1auditfinding

= 0

%Cu

mul

ativ

e

100% (0)

0% (1)

0.25

85%

Tab

le 3

: O

utp

ut (

Ob

ject

ive)

D3:

Pro

vid

e so

und

Def

ence

dir

ectio

n (c

ontin

ued)

106.

Alth

ough

the

DO

D re

ceiv

ed a

sco

re o

f Lev

el 5

mat

urity

leve

l for

“DO

D E

nter

pris

e R

isk

Man

agem

ent m

atur

ity le

vel “

durin

g th

e FY

2015

/16,

the

2017

MTE

F ta

rget

s w

ill re

mai

n Le

vel 4

unt

il a L

evel

5 m

atur

ity le

vel f

or “D

OD

Ent

erpr

ise

Ris

k M

anag

emen

t mat

urity

leve

l” is

sus

tain

ed b

y th

e de

partm

ent.

107.

The

DO

D p

lann

ed to

rece

ive

a ze

ro n

umbe

r of A

udit

Qua

lific

atio

ns.

How

ever

due

to th

e in

here

nt n

atur

e of

the

Spec

ial D

efen

ce A

ccou

nt, t

hat c

onta

in m

ainl

y cl

assi

fied

info

rmat

ion,

the

depa

rtmen

t will

rece

ive

an A

udit

Qua

lific

atio

n.

Dis

cuss

ion

with

Nat

iona

l Tre

asur

y an

d Au

dito

r Gen

eral

Sou

th A

frica

is u

nder

way

aim

ed to

am

end

legi

slat

ion

in th

is re

gard

.

183


rate

gic

Outp

ut

Perf

orm

ance

In

dica

tor

Title

Curr

ent A

ppro

ved

Perf

orm

ance

In

dica

tors

Targ

et

2015

/16

Targ

et

2016

/17

Targ

et

2017

/18

Targ

et

2018

/19

Targ

et

2019

/20

Conv

ersi

onTa

rget

(5 y

ears

)Pr

ogre

ssiv

e Re

alis

atio

nW

eigh

ting

Cons

olid

ated

Ta

rget

D_4.

1: P

erce

ntag

e De

fenc

e co

mpl

ianc

e wi

th

Regu

lato

ry F

ram

ewor

k

D4_0

3: P

erce

ntag

e ex

tern

al d

eplo

ymen

ts

incl

udin

g tra

inin

g ex

erci

ses,

whe

re

appl

icab

le, s

uppo

rted

with

app

ropr

iate

lega

l in

stru

men

ts

100%

(Aud

ited

100%

)10

0%10

0%10

0%10

0%No

n-cu

mul

ativ

e10

0%10

0%0.

25

85%

D4_1

0: D

OD

Man

agem

ent

Perfo

rman

ce

Asse

ssm

ent T

ool,

asse

ssm

ent l

evel

ac

hiev

ed

Leve

l 2.5

(Aud

ited

Leve

l 2.7

ac

hiev

ed[6

7.5%

])

Leve

l 2.6

(69.

5%)

Leve

l 2.8

(70%

)Le

vel 3

(75%

)Le

vel 3

(75%

)

If Le

vel 4

= 1

00%

, th

en L

evel

2.6

(a

vera

ge o

f 5 y

ear

scor

e) =

65%

Non-

cum

ulat

ive

65%

(Lev

el 2

.6)

70.5

%(L

evel

2.8

2)0.

25

D4_1

1: P

erce

ntag

e pa

ymen

ts w

ithin

30

days

from

rece

ipt o

f le

gitim

ate

invo

ices

75%

(Aud

ited

80.0

9%)

75%

75%

75%

75%

Non-

cum

ulat

ive

75%

76.0

2%0.

25

Sub

-out

put

D_4

.2:

Per

cent

age

corr

uptio

n an

d f

raud

pre

vent

ion

stat

us.

This

DO

D s

trate

gic

outp

ut a

ddre

sses

the

deg

ree

to w

hich

the

DO

D d

eals

with

corr

uptio

n an

d fra

ud in

the

DO

D.

Thi

s in

clud

es c

orru

ptio

n an

d fra

ud (

whe

re a

nd if

pre

vale

nt)

dete

cted

inte

rnal

ly a

s w

ell a

s by

ext

erna

l sou

rces

. T

he 5

yea

r

stra

tegi

c ta

rget

for P

erce

ntag

e co

rrup

tion

and

fraud

pre

vent

ion

stat

us is

est

imat

ed a

t 92.

5%.

The

stra

tegi

c ou

tput

con

sist

s of

the

follo

win

g Pe

rform

ance

Indi

cato

rs

as in

dica

ted

in th

e Ta

ble

belo

w.

Tab

le 4

.b:

Out

put

4 (

Ob

ject

ive)

D4:

Ens

ure

Def

ence

co

mp

lianc

e w

ith R

egul

ato

ry F

ram

ewo

rk

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Ti

tle

Curr

ent A

ppro

ved

Perf

orm

ance

In

dica

tors

Targ

et

2015

/16

Targ

et

2016

/17

Targ

et

2017

/18

Targ

et

2018

/19

Targ

et

2019

/20

Conv

ersi

onTa

rget

(5 y

ears

)Pr

ogre

ssiv

e Re

alis

atio

nW

eigh

ting

Cons

olid

ated

Ta

rget

D_4.

2: P

erce

ntag

e co

rrupt

ion

and

fraud

pr

even

tion

stat

us

D4_0

5: P

erce

ntag

e of

co

rrupt

ion

and

fraud

in

cide

nts

dete

cted

for

inve

stig

atio

n

100%

(Aud

ited

19

case

s)10

0%10

0%10

0%10

0%

Num

ber o

f det

ectio

n pe

rform

ed /

Num

ber

of d

etec

tion

repo

rted

Cum

ulat

ive

100%

10

0%

0.25

92.5

%


184

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Ti

tle

Curr

ent A

ppro

ved

Perf

orm

ance

In

dica

tors

Targ

et

2015

/16

Targ

et

2016

/17

Targ

et

2017

/18

Targ

et

2018

/19

Targ

et

2019

/20

Conv

ersi

onTa

rget

(5 y

ears

)Pr

ogre

ssiv

e Re

alis

atio

nW

eigh

ting

Cons

olid

ated

Ta

rget

D_4.

2: P

erce

ntag

e co

rrupt

ion

and

fraud

pr

even

tion

stat

us

D4_0

6: P

erce

ntag

e of

cas

es o

f cor

rupt

ion

and

fraud

inve

stig

ated

100%

(Aud

ited

66%

- 53

ca

ses)

100%

100%

100%

100%

Non-

cum

ulat

ive

100%

93.2

%

0.25

92.5

%

D4_0

7: P

erce

ntag

e of

cas

es o

f cor

rupt

ion

and

fraud

pro

secu

ted

40%

(Aud

ited

5% -

9 ca

ses)

40%

40%

40%

40%

If 40

% o

f all

case

s re

ceiv

ed is

pr

osec

uted

, the

n th

e ta

rget

is fu

lly (1

00%

) ac

hiev

ed.

Non

-cum

ulat

ive

100%

86.2

5%

0.25

D4_0

8: P

erce

ntag

e of

writ

ten

com

plai

nts

final

ised

with

in th

e Of

fice

of th

e M

ilita

ry

Ombu

d

60%

(Aud

ited

76%

)60

%70

%80

%80

%No

n-cu

mul

ativ

e70

%73

.20.

25

INTE

RNA

L PR

OCE

SS (O

BJEC

TIV

E) P

1: A

DM

INIS

TRAT

E TH

E D

OD

Str

ateg

ic O

utp

ut D

escr

iptio

n. T

his

DO

D s

trate

gic

inte

rnal

pro

cess

out

put i

s to

add

ress

es th

e de

gree

to w

hich

the

DO

D c

ompl

ies

with

the

Reg

ulat

ory

Fram

ewor

k

spec

ifica

lly re

late

d to

Def

ence

adm

inis

tratio

n.

Sub

-Int

erna

l P

roce

ss P

_1.1

: P

erce

ntag

e D

efen

ce a

dm

inis

trat

ion

com

plia

nce

ind

ex.

Thi

s D

OD

stra

tegi

c ou

tput

add

ress

es t

he d

egre

e to

whi

ch t

he

DO

D c

ompl

ies

with

the

Reg

ulat

ory

Fram

ewor

k sp

ecifi

cally

rela

ted

to D

efen

ce a

dmin

istra

tion.

The

5 y

ear s

trate

gic

targ

et fo

r Per

cent

age

Def

ence

adm

inis

tratio

n

com

plia

nce

inde

x is

est

imat

ed a

t 72.

5%.

The

stra

tegi

c in

tern

al p

roce

ss o

utpu

t con

sist

s of

the

follo

win

g Pe

rform

ance

Indi

cato

rs a

s in

dica

ted

in th

e Ta

ble

on th

e

follo

win

g pa

ge.

Tab

le 4

.b:

Out

put

4 (

Ob

ject

ive)

D4:

Ens

ure

Def

ence

co

mp

lianc

e w

ith R

egul

ato

ry F

ram

ewo

rk (

cont

inue

d)

185


ble

5.a

: In

tern

al P

roce

ss (

Ob

ject

ive)

P1:

Ad

min

istr

ate

the

DO

D

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Perf

orm

ance

In

dica

tors

Targ

et20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yea

rs)

Prog

ress

ive

Real

isat

ion

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

P_1.

1: P

erce

ntag

e De

fenc

e ad

min

istra

tion

com

plia

nce

inde

x

P1_0

4A:

Perc

enta

ge

redu

ctio

n of

mili

tary

cou

rt ca

ses

outs

tand

ing

(bac

klog

)

60%

(Aud

ited

20%

)60

%60

%60

%60

%

Non-

cum

ulat

ive

(Onc

e th

e ac

tual

num

ber o

f re

duct

ion

of m

ilita

ry c

ourt

case

s ou

tsta

ndin

g ar

e re

porte

d, it

can

be

incl

uded

in b

rack

ets)

60%

52%

0.16

7

72.5

%

P1_0

4B:

Perc

enta

ge

mili

tary

cou

rt ca

ses

final

ised

(in-

year

)

40%

(Aud

ited

3%)

40%

40%

40%

40%

Non-

cum

ulat

ive

(Onc

e th

e ac

tual

num

ber o

f m

ilita

ry c

ourt

case

s fin

alis

ed a

re

repo

rted,

it c

an b

e in

clud

ed in

br

acke

ts)

40%

32.6

%0.

167

P1_0

5: P

erce

ntag

e of

di

scip

linar

y ca

ses

in th

e DO

D fin

alis

ed w

ithin

90

Days

(Mili

tary

cou

rt ca

ses)

100%

(600

)(A

udite

d 11

.66%

[70

case

s])

100%

100%

100%

100%

Num

ber c

ases

fina

lised

/ nu

mbe

r cas

es re

porte

dCu

mul

ativ

e

100%

82

.33%

0.16

7

P1_0

5: P

erce

ntag

e of

di

scip

linar

y ca

ses

in th

e DO

D fin

alis

ed w

ithin

90

Days

(PSA

P ca

ses)

100%

(39)

(Aud

ited

52.2

8%[2

0 ca

ses]

)

100%

100%

100%

100%

100%

90

.21%

P1_0

7: P

erce

ntag

e lit

igat

ion

atte

nded

to in

the

best

inte

rest

of t

he D

OD

(set

tlem

ents

and

win

s)

50%

(Aud

ited

88.8

7%)

50%

50%

50%

50%

Non-

cum

ulat

ive

50%

57.7

7%0.

167

P1_0

8: P

erce

ntag

e co

llect

ive

grie

vanc

es a

nd

disp

utes

reso

lved

85%

(Aud

ited

71%

)85

%85

%85

%85

%

Non-

cum

ulat

ive

(Onc

e th

e ac

tual

num

ber o

f gr

ieva

nces

and

dis

pute

s ar

e re

porte

d, it

can

be

incl

uded

in

brac

kets

)

85%

82.2

%0.

167


186

Sub

-Int

erna

l Pro

cess

P_1

.2:

Num

ber

of D

efen

ce c

rim

e p

reve

ntio

n, a

ctiv

ities

(Inc

lud

es a

nti-

corr

uptio

n an

d a

nti-

frau

d a

ctiv

ities

). T

his

stra

tegi

c in

tern

al

proc

ess

deal

s w

ith th

e de

gree

to w

hich

DO

D s

uppo

rts th

e M

TSF

(201

4-20

19)

Out

com

e 3:

su

b-ou

tcom

e 7

“Co

rru

ptio

n i

n t

he

Pu

blic

an

d P

riva

te S

ecto

rs

red

uce

”. T

he 5

yea

r stra

tegi

c ta

rget

for t

he P

erce

ntag

e of

Def

ence

crim

e pr

even

tion

activ

ities

(Inc

lude

s an

ti-co

rrup

tion

and

anti-

fraud

act

iviti

es) i

s es

timat

ed a

t

100%

. Th

e st

rate

gic

inte

rnal

pro

cess

out

put c

onsi

sts

of th

e fo

llow

ing

Perfo

rman

ce In

dica

tors

as

indi

cate

d in

the

Tabl

e be

low

.

Tab

le 5

.b:

Inte

rnal

Pro

cess

(O

bje

ctiv

e) P

1: A

dm

inis

trat

e th

e D

OD

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Perf

orm

ance

Indi

cato

rsTa

rget

2015

/16

Targ

et

2016

/17

Targ

et

2017

/18

Targ

et

2018

/19

Targ

et

2019

/20

Conv

ersi

onTa

rget

(5 y

ears

)Pr

ogre

ssiv

e Re

alis

atio

nW

eigh

ting

Cons

olid

ated

Ta

rget

P_1.

2: P

erce

ntag

e of

De

fenc

e cr

ime

prev

entio

n ac

tiviti

es(In

clud

es a

nti-c

orru

ptio

n an

d an

ti-fra

ud a

ctiv

ities

)

P1_0

1: P

roje

cted

num

ber o

f de

liber

ate

crim

e pr

even

tion

oper

atio

ns

100%

(248

)(A

udite

d 11

3.70

%[2

82])

100%

(124

)10

0%(1

24)

100%

(124

)10

0%(1

24)

Cum

ulat

ive

100%

(744

) (5

yea

rs)

104.

56%

(778

)0.

3310

0%(7

44pe

r 5 y

ear t

erm

)

P1_2

1: P

erce

ntag

e of

Na

tiona

l Ant

i-cor

rupt

ion

Hotli

ne (N

ACH)

inci

dent

s de

tect

ed fo

r inv

estig

atio

n

100%

(10)

(Aud

ited

12)

100%

100%

100%

100%

Cum

ulat

ive

100%

(5 y

ears

)10

4%0.

3310

0%

P1_2

2: N

umbe

r of a

ware

ness

ac

tiviti

es o

n co

rrupt

ion

and

fraud

100%

(48)

(Aud

ited

86)

100%

(48)

100%

(48)

100%

(48)

100%

(48)

Cum

ulat

ive

100%

(240

) (5

yea

rs)

116%

(278

)0.

3310

0%(2

40pe

r yea

r)

Sub

-Int

erna

l P

roce

ss P

_1.3

: P

erce

ntag

e re

duc

tion

of

crim

inal

cas

es.

This

stra

tegi

c in

tern

al p

roce

ss d

eals

with

the

degr

ee to

whi

ch D

OD

sup

ports

the

MTS

F (2

014-

2019

) Out

com

e 3:

sub

-out

com

e 7

“Co

rru

ptio

n in

the

Pu

blic

an

d P

riva

te S

ecto

rs r

edu

ce”.

The

5 y

ear s

trate

gic

targ

et fo

r Per

cent

age

redu

ctio

n

in c

rimin

al c

ases

is e

stim

ated

at 3

6%.

The

stra

tegi

c in

tern

al p

roce

ss o

utpu

t con

sist

s of

the

follo

win

g Pe

rform

ance

Indi

cato

rs a

s in

dica

ted

in th

e Ta

ble

belo

w o

n

the

follo

win

g pa

ge.

187


ble

5.c

: In

tern

al P

roce

ss (

Ob

ject

ive)

P1:

Ad

min

istr

ate

the

DO

D

Stra

tegi

c Ou

tput

Pe

rfor

man

ce In

dica

tor

Title

Curr

ent A

ppro

ved

Perf

orm

ance

In

dica

tors

Targ

et20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yea

rs)

Prog

ress

ive

Real

isat

ion

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

P1_1

.3: P

erce

ntag

e re

duct

ion

of c

rimin

al c

ases

P1_2

6: P

erce

ntag

e cr

imin

al

case

s in

vest

igat

ed (b

ackl

og)

New

Indi

cato

r40

%40

%40

%40

%No

n-cu

mul

ativ

e40

%40

%0.

50

36%

P1_2

7: P

erce

ntag

e cr

imin

al

case

s in

vest

igat

ed (i

n-ye

ar)

New

Indi

cato

r50

%25

%10

825

%25

%No

n-cu

mul

ativ

e31

%Ne

w

Indi

cato

r0.

50

INTE

RN

AL

PR

OC

ES

S (

OB

JEC

TIV

E)

P2:

EN

AB

LE T

HE

DO

D

Str

ateg

ic O

utp

ut

Des

crip

tio

n.

This

DO

D s

trate

gic

inte

rnal

pro

cess

out

put i

s to

add

ress

es th

e de

gree

to w

hich

the

DO

D c

ompl

ies

with

the

enab

lem

ent o

f

the

DO

D.

Sub

-Int

erna

l Pro

cess

P_2

.1:

Num

ber

of D

efen

ce h

ealth

car

e ac

tiviti

es.

The

5 ye

ar s

trate

gic

targ

et fo

r Num

ber o

f Def

ence

hea

lth c

are

activ

ities

is e

stim

ated

at 1

0 70

2 75

0. T

he s

trate

gic

inte

rnal

pro

cess

out

put c

onsi

sts

of th

e fo

llow

ing

Perfo

rman

ce In

dica

tors

as

indi

cate

d in

the

Tabl

e be

low

.

Tab

le 6

.a:

Inte

rnal

Pro

cess

(O

bje

ctiv

e) P

2: E

nab

le t

he

DO

D

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

rs T

itle

Curr

ent A

ppro

ved

Perf

orm

ance

Indi

cato

rs

Audi

ted/

Actu

alPe

rfor

man

ce

2015

/16

Targ

et

2016

/17

Targ

et

2017

/18

Targ

et

2018

/19

Targ

et

2019

/20

Conv

ersi

onTa

rget

(5 y

ears

)Pr

ogre

ssiv

e Re

alis

atio

nW

eigh

ting

Cons

olid

ated

Ta

rget

P_2.

1: N

umbe

r of

Defe

nce

heal

th c

are

activ

ities

P2_0

4: B

road

er S

ANDF

he

alth

sta

tus

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

d-

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

-

Info

rmat

ion

cl

assi

fied

P2_0

5: T

rend

of d

eplo

yabl

e st

atus

on

conc

urre

nt h

ealth

as

sess

men

ts

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

d-

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

-

P2_1

0: N

umbe

r of h

ealth

ca

re a

ctiv

ities

per

yea

r2

140

550

(Aud

ited

2 25

7 78

5)2

140

550

2 14

0 55

02

140

550

2 14

0 55

0Cu

mul

ativ

e10

702

750

10 8

19 9

851.

010

702

750

(2

140

550

pe

r yea

r)

108.

The

Per

form

ance

Indi

cato

r tar

get f

or th

e FY

2017

/18

and

onw

ards

was

am

ende

d ba

sed

on a

ctua

l per

form

ance

dur

ing

the

FY20

16/1

7.


188

Sub

-Int

erna

l P

roce

ss P

_2.2

: T

he 5

yea

r st

rate

gic

targ

et f

or P

erce

ntag

e D

efen

ce p

rimar

y m

ilita

ry p

repa

ratio

n ac

tiviti

es is

est

imat

ed a

t 10

0%.

The

stra

tegi

c

inte

rnal

pro

cess

out

put c

onsi

sts

of th

e fo

llow

ing

Perfo

rman

ce In

dica

tors

as

indi

cate

d in

the

Tabl

e be

low

.

Tab

le 6

.b.

Inte

rnal

Pro

cess

(O

bje

ctiv

e) P

2:

Ena

ble

th

e D

OD

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

rs T

itle

Curr

ent A

ppro

ved

Perf

orm

ance

In

dica

tors

Audi

ted/

Actu

alPe

rfor

man

ce

2015

/16

Targ

et

2016

/17

Targ

et

2017

/18

Targ

et

2018

/19

Targ

et

2019

/20

Conv

ersi

onTa

rget

(5 y

ears

)Pr

ogre

ssiv

e Re

alis

atio

nW

eigh

ting

Cons

olid

ated

Ta

rget

P_2.

2: P

erce

ntag

e De

fenc

e pr

imar

y m

ilita

ry

prep

arat

ion

activ

ities

P2_0

6: P

erce

ntag

e co

mpl

ianc

e wi

th D

OD

Trai

ning

Targ

ets

80%

(Aud

ited

117.

39%

)80

%80

%80

%80

%

All (

100%

) of s

et ta

rget

of

80%

Cum

ulat

ive

(Onc

e th

e ac

tual

Trai

ning

Ta

rget

s ar

e re

porte

d,

it ca

n be

incl

uded

in

brac

kets

)

80%

10

9.34

%0.

50

100%

P2_1

1: N

umbe

r of

Defe

nce

Inte

llige

nce

Prod

ucts

448

(Aud

ited

622)

448

448

448

448

Num

ber o

f Int

ellig

ence

Pr

oduc

ts /

Rece

ived

nu

mbe

r of I

ntel

ligen

ce

Prod

ucts

Cum

ulat

ive

100%

(2

240

)10

7.76

%(2

414

)0.

50

INTE

RNA

L PR

OCE

SS (O

BJEC

TIV

E) P

3: E

MPL

OY

THE

SAN

DF

Str

ateg

ic O

utp

ut D

escr

iptio

n. T

he D

OD

stra

tegi

c in

tern

al p

roce

ss is

rela

ted

to s

ub-p

roce

sses

in th

e S

AN

DF

requ

ired

for e

mpl

oym

ent o

f the

SA

ND

F in

Joi

nt,

Inte

rdep

artm

enta

l, In

tera

genc

y an

d M

ultin

atio

nal (

JI²M

) ope

ratio

ns a

s di

rect

ed b

y th

e N

atio

nal G

over

nmen

t.

•S

ub-i

nter

nal P

roce

ss P

_3.1

: Th

e 5

year

stra

tegi

c ta

rget

for N

umbe

r of D

OD

mili

tary

exe

rcis

es is

est

imat

ed a

t 17.

The

stra

tegi

c in

tern

al p

roce

ss c

onsi

sts

of th

e fo

llow

ing

Perfo

rman

ce In

dica

tor a

s in

dica

ted

in th

e Ta

ble

on th

e fo

llow

ing

page

.

•S

ub-i

nter

nal P

roce

ss P

_3.2

: Th

e 5

year

stra

tegi

c ta

rget

for N

umbe

r of D

efen

ce A

ttach

é O

ffice

s is

est

imat

ed a

t 45.

The

stra

tegi

c in

tern

al p

roce

ss c

onsi

sts

of th

e fo

llow

ing

Perfo

rman

ce In

dica

tor a

s in

dica

ted

in th

e Ta

ble

on th

e fo

llow

ing

page

.

189


ble

7:

Inte

rnal

Pro

cess

(O

bje

ctiv

e) P

3: E

mp

loy

the

SA

ND

F

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

rs T

itle

Curr

ent A

ppro

ved

Perf

orm

ance

Indi

cato

rsTa

rget

2015

/16

Targ

et

2016

/17

Targ

et

2017

/18

Targ

et

2018

/19

Targ

et

2019

/20

Conv

ersi

onTa

rget

(5 y

ears

)Pr

ogre

ssiv

e Re

alis

atio

nW

eigh

ting

Cons

olid

ated

Ta

rget

P_3.

1: N

umbe

r of D

OD

mili

tary

exe

rcis

es

P3_0

2: N

umbe

r of j

oint

, in

terd

epar

tmen

tal,

inte

rage

ncy

and

mul

tinat

iona

l mili

tary

exe

rcis

es

cond

ucte

d

5(A

udite

d 6)

43

23

Cum

ulat

ive

1718

1.0

17

P_3.

2: N

umbe

r of

Defe

nce

Atta

ché

Offic

esP3

_03:

Tot

al n

umbe

r of D

efen

ce

Atta

ché

Offic

es45

(Aud

ited

44)

4644

4444

Non-

cum

ulat

ive

4544

1.0

45

RESO

URC

ES M

AN

AG

EMEN

T (O

BJEC

TIV

E) R

1: P

ROV

IDE

PRO

FESS

ION

AL

AN

D S

UPP

ORT

ED D

OD

HU

MA

N R

ESO

URC

ES

Str

ateg

ic O

utp

ut D

escr

iptio

n. T

he D

OD

stra

tegi

c re

sour

ces

man

agem

ent o

utpu

t is

to p

rovi

de a

n ov

erar

chin

g as

pect

to e

nsur

e th

at h

uman

reso

urce

s m

eet t

he

dem

ands

of t

he d

epar

tmen

t, ar

e pr

ofes

sion

al a

s w

ell a

s su

ppor

ted

in o

rder

to e

ngag

e in

the

mai

n pr

oces

ses

of th

e de

partm

ent.

Sub

-res

our

ce M

anag

emen

t R

_1.1

: P

erce

ntag

e H

R u

tilis

atio

n in

dex

. Th

e 5

year

stra

tegi

c ta

rget

for P

erce

ntag

e H

R u

tilis

atio

n in

dex

is e

stim

ated

at 1

00%

.

The

stra

tegi

c re

sour

ces

man

agem

ent o

utpu

t con

sist

of t

he fo

llow

ing

Perfo

rman

ce In

dica

tors

as

indi

cate

d in

the

Tabl

e be

low

.

Tab

le 8

.a:

Res

ourc

es M

anag

emen

t (O

bje

ctiv

e) R

1: P

rovi

de

pro

fess

iona

l and

sup

por

ted

DO

D H

uman

Res

ourc

es

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

rs T

itle

Curr

ent A

ppro

ved

Perf

orm

ance

In

dica

tors

Targ

et20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yea

rs)

Prog

ress

ive

Real

isat

ion

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

R_1.

1: P

erce

ntag

e HR

ut

ilisa

tion

inde

x

R1_1

C: N

umbe

r of

rese

rve

forc

e m

anda

ys

2 44

2 79

2 (A

udite

d

2 76

8 98

2)2

701

681

1 81

7 10

41

571

203

1 69

2 38

7

Num

ber o

f man

days

/ Pl

anne

d nu

mbe

r of

man

days

Cum

ulat

ive

100%

(1

0 22

5 16

7)10

3.19

%(1

0 55

1 35

7)1.

010

0%

(10

225

167)

R1_1

G: P

erce

ntag

e co

mpl

ianc

e wi

th

SAND

F Ba

ttle

fitne

ss

requ

irem

ents

85%

(Aud

ited

0%)

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Non-

cum

ulat

ive

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

-In

form

atio

n

clas

sifie

d


190

Sub

-res

our

ce M

anag

emen

t R

_1.2

: N

umb

er o

f m

ilita

ry s

kills

dev

elo

pm

ent

mem

ber

s in

th

e sy

stem

per

yea

r.

The

5 ye

ar s

trate

gic

targ

et fo

r N

umbe

r

of m

ilita

ry s

kills

dev

elop

men

t mem

bers

in th

e sy

stem

is e

stim

ated

at 1

8 59

2. T

he s

trate

gic

reso

urce

s m

anag

emen

t out

put c

onsi

st o

f the

follo

win

g Pe

rform

ance

Indi

cato

r as

indi

cate

d in

the

Tabl

e be

low

.

Tab

le 8

.b:

Res

our

ces

Man

agem

ent

(Ob

ject

ive)

R1:

Pro

vid

e p

rofe

ssio

nal a

nd s

upp

ort

ed D

OD

Hum

an R

eso

urce

s

Stra

tegi

c Ou

tput

Pe

rfor

man

ce In

dica

tors

Ti

tle

Curr

ent A

ppro

ved

Perf

orm

ance

In

dica

tors

Targ

et20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yea

rs)

Prog

ress

ive

Real

isat

ion

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

R_1.

2: N

umbe

r of m

ilita

ry

skill

s de

velo

pmen

t mem

bers

in

the

syst

em

R1_1

B: N

umbe

r of m

ilita

ry

skill

s de

velo

pmen

t m

embe

rs in

the

syst

em

3 86

3(A

udite

d 3

944)

4 00

13

651

3 53

23

545

Cum

ulat

ive

18 5

9218

673

1.0

18 5

92

Sub

-res

our

ce M

anag

emen

t R

_1.3

: L

evel

of

mo

rale

in

the

DO

D.

The

5 ye

ar s

trate

gic

targ

et fo

r Le

vel o

f mor

ale

in th

e D

OD

is e

stim

ated

at P

ositi

ve.

The

stra

tegi

c re

sour

ces

man

agem

ent o

utpu

t con

sist

of t

he fo

llow

ing

Perfo

rman

ce In

dica

tor a

s in

dica

ted

in th

e Ta

ble

belo

w.

Tab

le 8

.c:

Res

our

ces

Man

agem

ent

(Ob

ject

ive)

R1:

Pro

vid

e p

rofe

ssio

nal a

nd s

upp

ort

ed D

OD

Hum

an R

eso

urce

s

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

rs T

itle

Curr

ent A

ppro

ved

Perf

orm

ance

In

dica

tors

Targ

et20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yea

rs)

Prog

ress

ive

Real

isat

ion

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

R_1.

3: L

evel

of m

oral

e in

th

e DO

DR1

_03:

Mea

sure

the

leve

l of D

OD M

oral

ePo

sitiv

e(A

udite

d Po

sitiv

e)Po

sitiv

ePo

sitiv

ePo

sitiv

ePo

sitiv

eNo

n-cu

mul

ativ

ePo

sitiv

ePo

sitiv

e1.

0Po

sitiv

e

RESO

URC

E M

AN

AG

EMEN

T (O

BJEC

TIV

E) R

2: P

ROV

IDE

APP

ROPR

IATE

AN

D S

UST

AIN

ED M

ATÉR

IEL

Str

ateg

ic O

utp

ut D

escr

iptio

n. T

he D

OD

stra

tegi

c re

sour

ces

man

agem

ent o

utpu

t is

to e

nsur

e m

atér

iel m

eet t

he d

eman

ds o

f the

SA

ND

F in

ord

er to

eng

age

in

the

mai

n pr

oces

ses

of th

e S

AN

DF.

It i

nclu

des

all r

eal p

rope

rty, i

nsta

llatio

ns a

nd s

uppo

rt m

ilita

ry a

ctiv

ities

in it

s ap

plic

atio

n fo

r adm

inis

trativ

e or

com

bat p

urpo

ses.

Sub

-res

our

ce M

anag

emen

t R

_2.1

: P

erce

ntag

e D

efen

ce i

nfra

stru

ctur

e re

vita

lisat

ion

stat

us.

The

5 y

ear

stra

tegi

c ta

rget

for

Per

cent

age

Def

ence

infra

stru

ctur

e re

vita

lisat

ion

stat

us is

est

imat

ed a

t 95%

. Th

e st

rate

gic

reso

urce

s m

anag

emen

t out

put c

onsi

sts

of th

e fo

llow

ing

Perfo

rman

ce In

dica

tors

as

indi

cate

d

in th

e Ta

ble

on th

e fo

llow

ing

page

.

191


ble

9.a

: R

eso

urce

Man

agem

ent

(Ob

ject

ive)

R2:

Pro

vid

e ap

pro

pri

ate

and

sus

tain

ed M

atér

iel

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

rs T

itle

Curr

ent A

ppro

ved

Perf

orm

ance

In

dica

tors

Targ

et20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yea

rs)

Prog

ress

ive

Real

isat

ion

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

R_2.

1: P

erce

ntag

e De

fenc

e in

frast

ruct

ure

revi

talis

atio

n st

atus

R2_0

7: P

erce

ntag

e of

exp

endi

ture

in

acco

rdan

ce w

ith fa

cilit

ies

plan

(pay

men

t of

leas

es, a

ccom

mod

atio

n ch

arge

s an

d m

unic

ipal

ser

vice

s)

New

Indi

cato

r10

0%10

0%10

0%10

0%No

n-cu

mul

ativ

e10

0%10

0%0.

50

95%

R2_1

3: P

erce

ntag

e ut

ilisa

tion

of

endo

wmen

t pro

perty

in th

e DO

DNe

w In

dica

tor

90%

90%

90%

90%

Non-

cum

ulat

ive

90%

90%

0.50

Sub

-res

our

ce M

anag

emen

t R

_2.2

: P

erce

ntag

e D

efen

ce c

ritic

al s

tock

leve

l sta

tus.

The

5 y

ear s

trate

gic

targ

et fo

r Per

cent

age

Def

ence

crit

ical

sto

ck le

vel

stat

us is

Info

rmat

ion

Cla

ssifi

ed.

The

stra

tegi

c re

sour

ces

man

agem

ent o

utpu

t con

sist

of t

he fo

llow

ing

Perfo

rman

ce In

dica

tor a

s in

dica

ted

in th

e Ta

ble

belo

w.

Tab

le 9

.b:

Res

our

ce M

anag

emen

t (O

bje

ctiv

e) R

2: P

rovi

de

app

rop

riat

e an

d s

usta

ined

Mat

érie

l

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

rs T

itle

Curr

ent A

ppro

ved

Perf

orm

ance

In

dica

tors

Targ

et20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yea

rs)

Prog

ress

ive

Real

isat

ion

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

R_2.

2: P

erce

ntag

e De

fenc

e cr

itica

l sto

ck

leve

l sta

tus

R2_0

4: P

erce

ntag

e av

aila

bilit

y of

med

ical

st

ock

50%

(Aud

ited

45%

)In

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dNo

n-cu

mul

ativ

eIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

d-

Info

rmat

ion

clas

sifie

d

Sub

-res

our

ce M

anag

emen

t R

_2.3

: P

erce

ntag

e Lo

gis

tics

com

plia

nce

stat

us.

The

5 ye

ar s

trate

gic

targ

et fo

r Pe

rcen

tage

Log

istic

s co

mpl

ianc

e st

atus

is

estim

ated

at 9

6%.

The

stra

tegi

c re

sour

ces

man

agem

ent o

utpu

t con

sist

s of

the

follo

win

g Pe

rform

ance

Indi

cato

r as

indi

cate

d in

the

Tabl

e on

the

follo

win

g pa

ge.


192

Tab

le 9

.c:

Res

our

ce M

anag

emen

t (O

bje

ctiv

e) R

2: P

rovi

de

app

rop

riat

e an

d s

usta

ined

Mat

érie

l

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

rs T

itle

Curr

ent A

ppro

ved

Perf

orm

ance

Indi

cato

rsTa

rget

2015

/16

Targ

et

2016

/17

Targ

et

2017

/18

Targ

et

2018

/19

Targ

et

2019

/20

Conv

ersi

onTa

rget

(5 y

ears

)Pr

ogre

ssiv

e Re

alis

atio

nW

eigh

ting

Cons

olid

ated

Ta

rget

R2.3

: Pe

rcen

tage

Log

istic

s co

mpl

ianc

e st

atus

R2_1

1: P

erce

ntag

e pr

ocur

emen

t re

ques

ts fu

lly c

ompl

eted

with

in

90 d

ays

from

day

of r

egis

tratio

n

100%

(Aud

ited

94%

)95

%95

%95

%95

%No

n-cu

mul

ativ

e96

%94

.8%

0.50

96%

RESO

URC

E M

AN

AG

EMEN

T (O

BJEC

TIV

E) R

3: P

ROV

IDE

INTE

GRA

TED

AN

D R

ELIA

BLE

DEF

ENCE

INFO

RMAT

ION

SYS

TEM

S

Str

ateg

ic O

utp

ut D

escr

iptio

n. T

he D

OD

stra

tegi

c re

sour

ces

man

agem

ent o

utpu

t is

to p

rovi

de a

n ov

erar

chin

g de

partm

enta

l asp

ect t

o en

sure

that

info

rmat

ion

syst

ems

mee

t the

req

uire

men

ts o

f the

dep

artm

ent i

n or

der

to e

ngag

e in

the

mai

n pr

oces

ses

of th

e de

partm

ent.

Thi

s ou

tput

incl

udes

man

agem

ent i

nfor

mat

ion

and

man

agem

ent i

ntel

ligen

ce a

lso

know

n in

the

priv

ate

sect

or a

s "b

usin

ess

inte

llige

nce"

(not

to b

e co

nfus

ed w

ith m

ilita

ry in

telli

genc

e).

Sub

-res

our

ce M

anag

emen

t R_3

.1:

Per

cent

age

Def

ence

ICT

stat

us.

The

5 ye

ar s

trate

gic

targ

et fo

r Per

cent

age

Def

ence

ICT

stat

us is

est

imat

ed a

t 96.

50%

.

The

stra

tegi

c re

sour

ces

man

agem

ent o

utpu

t con

sist

s of

the

follo

win

g Pe

rform

ance

Indi

cato

r as

indi

cate

d in

the

Tabl

e be

low

.

Tab

le 1

0: R

eso

urce

Man

agem

ent

(Ob

ject

ive)

R3:

Pro

vid

e in

teg

rate

d a

nd r

elia

ble

Def

ence

Info

rmat

ion

Sys

tem

s

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

rs T

itle

Curr

ent A

ppro

ved

Perf

orm

ance

Indi

cato

rsTa

rget

20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yea

rs)

Prog

ress

ive

Real

isat

ion

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

R_3.

1: P

erce

ntag

e De

fenc

e IC

T st

atus

R3_0

3: P

erce

ntag

e of

mod

erni

sed,

su

stai

nabl

e DO

D IC

T In

tegr

ated

Pr

ime

Syst

ems

Capa

bilit

ies

New

Indi

cato

r92

.45%

97.5

4%97

.87%

98.1

2%Cu

mul

ativ

e96

.50%

96.5

0%1.

096

.50%

RESO

URC

E M

AN

AG

EMEN

T (O

BJEC

TIV

E) R

4: P

ROV

IDE

SOU

ND

FIN

AN

CIA

L M

AN

AG

EMEN

T O

F TH

E D

OD

Str

ateg

ic O

utp

ut D

escr

iptio

n. T

he D

OD

stra

tegi

c re

sour

ces

man

agem

ent o

utpu

t is

to p

rovi

de a

n ov

erar

chin

g de

partm

enta

l asp

ect t

o en

sure

that

dep

artm

enta

l

finan

cial

man

agem

ent r

emai

ns s

ound

in te

rms

of th

e re

gula

tory

requ

irem

ents

and

gui

delin

es a

nd th

at fi

nanc

ial r

epor

ting

is p

erfo

rmed

acc

ordi

ngly

.

Sub

-res

ourc

e M

anag

emen

t R_4

.1:

Per

cent

age

devi

atio

n fr

om a

ppro

ved

draw

ing

sche

dule

. Th

e 5

year

stra

tegi

c ta

rget

for P

erce

ntag

e de

viat

ion

from

app

rove

d

draw

ing

sche

dule

is e

stim

ated

at <

8%.

The

stra

tegi

c re

sour

ces

man

agem

ent o

utpu

t con

sist

s of

the

follo

win

g Pe

rform

ance

Indi

cato

r as

indi

cate

d in

the

Tabl

e on

the

follo

win

g pa

ge.

193


ble

11:

Res

our

ce M

anag

emen

t (

Ob

ject

ive)

R4:

Pro

vid

e so

und

Fin

anci

al M

anag

emen

t o

f th

e D

OD

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

rs T

itle

Curr

ent A

ppro

ved

Perf

orm

ance

In

dica

tors

Audi

ted/

Actu

alPe

rfor

man

ce

2015

/16

Targ

et

2016

/17

Targ

et

2017

/18

Targ

et

2018

/19

Targ

et

2019

/20

Conv

ersi

onTa

rget

(5 y

r)Pr

ogre

ssiv

e Re

alis

atio

nW

eigh

ting

Cons

olid

ated

Ta

rget

R_4.

1: P

erce

ntag

e de

viat

ion

from

app

rove

d dr

awin

g sc

hedu

le

R4_0

1: P

erce

ntag

e de

viat

ion

from

app

rove

d dr

awin

g sc

hedu

le

<8%

(Aud

ited

1.4%

)<

8%<

8%<

8%<

8%No

n-cu

mul

ativ

e<

8%<

6.68

%1.

0<

8%

BUIL

DIN

G F

OR

THE

FUTU

RE (O

BJEC

TIV

E) F

1: E

NSU

RE A

PPRO

PRIA

TE S

TRAT

EGIC

RES

ERV

ES

Str

ateg

ic O

utp

ut D

escr

iptio

n. T

he D

OD

bui

ldin

g fo

r the

futu

re a

ddre

sses

the

need

to e

nsur

e th

at c

ritic

al c

omm

oditi

es a

nd/o

r ite

ms

are

avai

labl

e at

all

times

to

cope

with

exp

ecte

d an

d un

expe

cted

eve

nts

(eg

fuel

, am

mun

ition

).

Sub

-res

our

ce M

anag

emen

t F

1.1:

Lev

el o

f S

trat

egic

Res

erve

s.

The

5 ye

ar s

trate

gic

targ

et f

or L

evel

of

stra

tegi

c re

serv

es is

Info

rmat

ion

Cla

ssifi

ed.

The

stra

tegi

c re

sour

ces

man

agem

ent o

utpu

t con

sist

s of

the

follo

win

g Pe

rform

ance

Indi

cato

r as

indi

cate

d in

the

Tabl

e be

low

.

Tab

le 1

2: B

uild

ing

fo

r th

e Fu

ture

(O

bje

ctiv

e) F

1: E

nsur

e A

pp

rop

riat

e S

trat

egic

Res

erve

s

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

rs T

itle

Curr

ent A

ppro

ved

Perf

orm

ance

Indi

cato

rsTa

rget

2015

/16

Targ

et

2016

/17

Targ

et

2017

/18

Targ

et

2018

/19

Targ

et

2019

/20

Conv

ersi

onTa

rget

(5 y

ears

)Pr

ogre

ssiv

e Re

alis

atio

nW

eigh

ting

Cons

olid

ated

Ta

rget

F_1.

1: L

evel

of s

trate

gic

rese

rves

F1_0

1: P

erce

ntag

e co

mpl

ianc

e to

the

man

agem

ent p

roce

ss o

f st

rate

gic

rese

rves

(am

mun

ition

)

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dNo

n-cu

mul

ativ

eIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

d-

Info

rmat

ion

clas

sifie

d

BUIL

DIN

G F

OR

THE

FUTU

RE (O

BJEC

TIV

E) F

2: E

NSU

RE R

ENEW

DO

D M

AIN

EQ

UIP

MEN

T A

ND

SYS

TEM

S

Str

ateg

ic O

utp

ut D

escr

iptio

n. T

he D

OD

bui

ldin

g fo

r the

futu

re o

utpu

t add

ress

es th

e ne

ed to

ens

ure

that

the

DO

D in

vest

s in

the

deve

lopm

ent o

f equ

ipm

ent a

nd

asso

ciat

ed d

octri

ne to

ens

ure

the

SA

ND

F's

long

-term

sus

tain

abili

ty a

nd re

leva

nce.

Sub

-res

our

ce M

anag

emen

t F_2

.1:

Per

cent

age

Def

ence

Arm

amen

t Acq

uisi

tion

Co

mm

itmen

ts S

tatu

s. T

he 5

yea

r stra

tegi

c ta

rget

for P

erce

ntag

e D

efen

ce

arm

amen

t acq

uisi

tion

com

mitm

ents

sta

tus

is e

stim

ated

at ≥

83%

. Th

e st

rate

gic

outp

ut c

onsi

sts

of th

e fo

llow

ing

Perfo

rman

ce In

dica

tors

as

indi

cate

d in

the

Tabl

e

on th

e fo

llow

ing

page

.


194

Tabl

e 13

: B

uild

ing

for

the

Futu

re (

Obj

ectiv

es)

F2: R

enew

DO

D M

ain

Equ

ipm

ent a

nd S

yste

ms

and

F3: U

nder

take

Def

ence

Res

earc

h an

d D

evel

opm

ent

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

rs T

itle

Curr

ent A

ppro

ved

Perf

orm

ance

In

dica

tors

Targ

et20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yr)

Prog

ress

ive

Real

isat

ion

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

F_2.

1: P

erce

ntag

e De

fenc

e ar

mam

ent

acqu

isiti

on

com

mitm

ents

sta

tus

F2_0

2: P

erce

ntag

e Ar

mam

ent A

cqui

sitio

n Pr

oces

s co

mpl

ianc

e

≥75%

by 3

1 M

arch

of e

ach

year

(Aud

ited

98%

)

≥75%

by 3

1 M

arch

of

each

yea

r≥85%

≥85%

≥85%

Non-

cum

ulat

ive

≥81%

≥85

.60%

0.50

≥83%

F3_0

2: P

erce

ntag

e te

chno

logy

dev

elop

men

t co

mm

itmen

ts a

ppro

ved

85%

- 10

0%

by 3

1 M

arch

of e

ach

year

(Aud

ited

98%

)

85%

- 10

0%

by 3

1 M

arch

of

each

yea

r≥85%

≥85%

≥85%

Non-

cum

ulat

ive

≥85%

≥87

.60%

0.50

BUIL

DIN

G F

OR

THE

FUTU

RE (O

BJEC

TIV

E) F

3: U

ND

ERTA

KE D

EFEN

CE R

ESEA

RCH

AN

D D

EVEL

OPM

ENT

Str

ateg

ic O

utp

ut D

escr

iptio

n. T

he D

OD

bui

ldin

g fo

r the

futu

re o

utpu

t add

ress

es th

e ne

ed to

ens

ure

that

the

DO

D u

nder

take

s fo

rmal

rese

arch

and

dev

elop

men

t

proj

ects

to e

nsur

e th

e D

OD

's lo

ng-te

rm s

usta

inab

ility

and

rele

vanc

e (a

ligne

d to

mili

tary

stra

tegy

). It

als

o im

plie

s th

at G

over

nmen

t's p

olic

y an

d st

rate

gy m

ust b

e

inte

rrog

ated

in t

erm

s of

its

effe

ct o

n th

e D

efen

ce P

olic

y an

d S

trate

gy.

Res

earc

h an

d de

velo

pmen

t in

clud

es,

but

is n

ot li

mite

d to

, te

chno

logy

and

info

rmat

ion

tech

nolo

gy R

&D

.

Sub

-res

our

ce M

anag

emen

t F_

3.1:

Und

erta

ke D

efen

ce R

esea

rch

and

Dev

elo

pm

ent S

tatu

s. T

he 5

yea

r stra

tegi

c ta

rget

for P

erce

ntag

e D

efen

ce D

efen

ce

Res

earc

h an

d D

evel

opm

ent s

tatu

s is

dep

endi

ng o

n th

e fin

alis

atio

n of

the

appr

oval

of t

he p

olic

y re

sear

ch c

once

pt d

ocum

ent a

nd th

e fin

alis

atio

n of

the

fund

ing

and

staf

fing

of c

ritic

al v

acan

cies

.

BUIL

DIN

G F

OR

THE

FUTU

RE (O

BJEC

TIV

E) F

4: P

ROM

OTE

APP

ROPR

IATE

DEF

ENCE

IND

UST

RY

Str

ateg

ic O

utp

ut D

escr

iptio

n. T

he D

OD

bui

ldin

g fo

r th

e fu

ture

out

put a

ddre

sses

the

need

to e

nsur

e th

at th

e R

SA

's D

efen

ce In

dust

ry r

emai

ns r

elev

ant t

o th

e

glob

al m

ilita

ry te

chno

logy

dev

elop

men

t in

orde

r to

sust

ain

the

RS

A's

mili

tary

cap

acity

and

rele

vanc

e in

the

regi

on.

Sub

-Res

our

ce M

anag

emen

t F_

4.1:

P

erce

ntag

e o

f P

rom

otio

n o

f D

efen

ce I

ndus

try.

Th

e 5

year

stra

tegi

c ta

rget

for

Perc

enta

ge o

f pro

mot

ion

of D

efen

ce

Indu

stry

is e

stim

ated

at 1

00%

. Th

e st

rate

gic

outp

ut c

onsi

sts

of th

e fo

llow

ing

Perfo

rman

ce In

dica

tor a

s in

dica

ted

in th

e Ta

ble

on th

e fo

llow

ing

page

.

195


ble

14:

Bui

ldin

g f

or

the

Futu

re (

Ob

ject

ive)

F4:

Pro

mo

te a

n ap

pro

pri

ate

Def

ence

Ind

ustr

y

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

rs T

itle

Curr

ent A

ppro

ved

Perf

orm

ance

Indi

cato

rsTa

rget

2015

/16

Targ

et

2016

/17

Targ

et

2017

/18

Targ

et

2018

/19

Targ

et

2019

/20

Conv

ersi

onTa

rget

(5 y

r)Pr

ogre

ssiv

e Re

alis

atio

nW

eigh

ting

Cons

olid

ated

Ta

rget

F_4.

1: P

erce

ntag

e of

pr

omot

ion

of D

efen

ce

Indu

stry

F4_0

1: P

erce

ntag

e of

Cap

abili

ty

and

Tech

nolo

gy p

rogr

amm

es

esta

blis

hed

with

the

defe

nce

indu

stry

New

Indi

cato

rNe

w In

dica

tor

100%

100%

100%

Non-

cum

ulat

ive

100%

100%

1.0

100%

BUIL

DIN

G F

OR

THE

FUTU

RE (O

BJEC

TIV

E) F

5: P

ROM

OTE

CO

NSE

NSU

S O

N D

EFEN

CE

Str

ateg

ic O

utp

ut D

escr

iptio

n.

The

DO

D b

uild

ing

for

the

futu

re o

utpu

t add

ress

es th

e ne

ed to

ens

ure

that

ext

erna

l sta

keho

lder

s ag

ree

with

the

depa

rtmen

tal

actio

ns a

nd d

irect

ions

and

feel

that

thei

r nee

ds a

nd p

riorit

ies

are

addr

esse

d by

the

depa

rtmen

t.

Sub

-res

our

ce M

anag

emen

t F_5

.1:

Pro

mo

te c

ons

ensu

s o

n D

efen

ce.

The

5 ye

ar s

trate

gic

targ

et fo

r Pro

mot

e co

nsen

sus

on D

efen

ce is

est

imat

ed a

t 75.

80%

.

The

stra

tegi

c ou

tput

con

sist

s of

the

follo

win

g Pe

rform

ance

Indi

cato

r as

indi

cate

d in

the

Tabl

e be

low

.

Tab

le 1

5: B

uild

ing

fo

r th

e Fu

ture

(O

bje

ctiv

e) F

5: P

rom

ote

co

nsen

sus

on

Def

ence

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

rs T

itle

Curr

ent A

ppro

ved

Perf

orm

ance

In

dica

tors

Targ

et20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yr)

Prog

ress

ive

Real

isat

ion

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

F_5.

1: P

rom

ote

cons

ensu

s on

Def

ence

F5_0

1: S

tatu

s of

Pub

lic

Opin

ion

of th

e DO

D77

%(A

udite

d 72

%)

77%

75%

75%

75%

Non-

cum

ulat

ive

75.8

0%74

.80%

1.0

75.8

0%


196

Table16:DODCorePerformanceIndicatorsthatareunrelatedtospecificStrategicOutputsbutareofimportancetoDODDomesticAspects

(Int

erna

l Pro

cess

es a

nd C

om

man

d)

DOD

Core

Per

form

ance

Indi

cato

rs th

at a

re u

nrel

ated

to s

peci

fic S

trat

egic

Out

puts

but

are

of i

mpo

rtan

ce to

DOD

Dom

estic

Asp

ects

(Int

erna

l Pro

cess

es a

nd C

omm

and)

.

Stra

tegi

c Ou

tput

Pe

rform

ance

In

dica

tors

Ti

tle

Curr

ent A

ppro

ved

Perfo

rman

ce

Indi

cato

rs

Targ

et20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et

(5 y

r)Pr

ogre

ssiv

e Re

alis

atio

nW

eigh

ting

Cons

olid

ated

Ta

rget

Thes

e Pe

rform

ance

In

dica

tors

are

of

DOD

dom

estic

in

tere

st o

nly

D1_0

1C:

Perc

enta

ge o

f the

va

lue

of re

imbu

rsem

ent b

y th

e UN

/AU

reco

gnise

d

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assif

ied

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assif

ied

Info

rmat

ion

clas

sifie

dNo

n-cu

mul

ative

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assif

ied

-In

form

atio

n cl

assif

ied

D3_0

2: N

umbe

r of

posit

ions

fille

d ag

ainst

al

loca

ted

quot

a fo

r in

tern

atio

nal i

nstit

utio

ns

12(A

udite

d 8)

1212

1212

Non-

cum

ulat

ive12

11.2

1.0

12

D3_0

3: N

umbe

r of

stra

tegi

c ac

tiviti

es p

er

annu

m

10(A

udite

d 10

)12

1414

14

Num

ber o

f st

rate

gic

activ

ities

pe

rform

ed/

Num

ber o

f st

rate

gic

activ

ities

pl

anne

dCu

mul

ative

6464

1.0

64

This

Pe

rform

ance

In

dica

tor d

oes

not h

ave

a 5

year

traj

ecto

ry

D3_0

7: E

stab

lishe

d DO

D st

rate

gic

rese

arch

cap

abili

ty

stat

us

Polic

y Re

sear

ch

Unit

Conc

ept

docu

men

t ap

prov

ed

Polic

y Re

sear

ch

Unit

Conc

ept

docu

men

t ap

prov

ed

Appr

oved

Or

gani

satio

nal

Stru

ctur

e

Fund

ing

and

staf

fing

of c

ritic

al

vaca

ncie

s

Fund

ing

and

staf

fing

of c

ritic

al

vaca

ncie

s

N/A

Fund

ing

and

staf

fing

of c

ritic

al

vaca

ncie

s

Polic

y Re

sear

ch

Unit

Conc

ept

docu

men

t ap

prov

ed

1.0

Fund

ing

and

staf

fing

of c

ritic

al

vaca

ncie

s

Thes

e Pe

rform

ance

In

dica

tors

are

of

DOD

dom

estic

in

tere

st o

nly

D3_0

8: P

erce

ntag

e co

mpl

iance

with

th

e pr

ogre

ss o

f the

es

tabl

ishm

ent o

f the

M

ilita

ry S

trate

gic

Dire

ctio

n Re

gist

er

6%(N

ew In

dica

tor –

no

aud

ited

scor

e)

48%

(17)

49%

(19)

28%

(11)

10%

(4)

Cum

ulat

ive10

0%Ne

w In

dica

tor

1.0

100%

197


D Co

re P

erfo

rman

ce In

dica

tors

that

are

unr

elat

ed to

spe

cific

Str

ateg

ic O

utpu

ts b

ut a

re o

f im

port

ance

to D

OD D

omes

tic A

spec

ts (I

nter

nal P

roce

sses

and

Com

man

d).

Stra

tegi

c Ou

tput

Pe

rform

ance

In

dica

tors

Ti

tle

Curr

ent A

ppro

ved

Perfo

rman

ce

Indi

cato

rs

Targ

et20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et

(5 y

r)Pr

ogre

ssiv

e Re

alis

atio

nW

eigh

ting

Cons

olid

ated

Ta

rget

Thes

e Pe

rform

ance

In

dica

tors

are

of

DOD

dom

estic

in

tere

st o

nly

D4_0

4: P

erce

ntag

e of

re

com

men

datio

ns a

gree

d to

by

man

agem

ent t

o ad

dres

s th

e in

tern

al c

ontro

l gap

s id

entif

ied

in a

udit

repo

rts

New

Indi

cato

r10

0%10

0%10

0%10

0%No

n-cu

mul

ative

100%

New

Indi

cato

r1.

010

0%

D4_1

2: S

tatu

s of

exte

rnal

st

atut

ory

resp

onse

s to

re

ques

ts re

ceive

d

100%

(Aud

ited

66%

)10

0%10

0%10

0%10

0%No

n-cu

mul

ative

100%

93.2

%1.

010

0%

P1_2

3: N

umbe

r of

cove

nant

al re

latio

nshi

ps

with

Rel

igio

us s

take

hold

ers

(Rel

igio

us A

dviso

ry B

oard

s)

5(A

udite

d 5)

55

55

Cum

ulat

ive25

251.

025

P1_2

4: N

umbe

r of

mar

ketin

g ev

ents

to

prom

ote

the

Rese

rves

36(A

udite

d 24

)36

3636

36Cu

mul

ative

180

168

1.0

180

P2_1

2: N

umbe

r of

vetti

ng d

ecisi

ons

take

n in

acc

orda

nce

with

re

quire

men

ts

5 00

0(A

udite

d 4

234)

6 50

07

000

7 50

07

500

Cum

ulat

ive33

500

32 7

341.

033

500

P2_1

3: L

evel

of

Impl

emen

tatio

n of

th

e Cy

ber W

arfa

re

Impl

emen

tatio

n Pl

an10

9

Parti

al Im

plem

entat

ion

(Esta

blish

Cyb

er

Com

man

d Ce

ntre

HQ

) (A

udite

d Cy

ber

War

fare

Com

man

d Ce

ntre

HQ

not

impl

emen

ted b

ut

in p

roce

ss)

Phas

e 2

- 3Ph

ase

4 - 5

Ph

ase

6Fu

lly

Impl

emen

ted

Repo

rt la

st va

lue/

st

atus

Fully

Im

plem

ente

dPa

rtial

Im

plem

ente

d1.

0Fu

lly

Impl

emen

ted

109.

Thi

s wi

ll be

con

duct

ed th

roug

h a

phas

e ap

proa

ch w

hich

is a

s fo

llows

: Pha

se 1

– E

stab

lish

HQ, P

hase

2 –

Fin

alise

func

tions

, Pha

se 3

– F

inal

ise s

truct

ures

, Pha

se 4

– O

btai

n bu

dget

, Pha

se 5

– E

stab

lish

capa

biliti

es, P

hase

6 –

Cre

ate

cybe

r aw

aren

ess

prog

ram

. Fu

rther

Per

form

ance

Indi

cato

rs a

nd T

arge

ts w

ill be

dev

elop

ed d

urin

g th

e M

STF

(201

5–20

20) t

o ad

dres

s th

e DO

D co

ntrib

utio

n to

the

MTS

F O

utco

me

3 (S

ub O

utco

me

4: S

ecur

e cy

ber s

pace

) est

ablis

hmen

t of a

Cyb

er

Com

man

d Ce

ntre

, whi

ch m

ust b

e fu

lly o

pera

tiona

l by

the

FY20

18/1

9.


198

AN

NEX

URE

D

SA D

EFEN

CE R

EVIE

W 2

015

(MIL

ESTO

NE

1 –

PLA

N T

O A

RRES

T TH

E D

ECLI

NE)

IMPL

EMEN

TATI

ON

WIT

HIN

CU

RREN

T FY

2017

/18

RESO

URC

E A

LLO

CATI

ON

This

Ann

exur

e D

ser

ves

to il

lust

rate

the

SA

Def

ence

Rev

iew

201

5 D

eliv

erab

les

and

asso

ciat

ed ta

rget

s to

be

purs

ued

durin

g th

e FY

2017

/18,

with

the

mai

n em

phas

is

durin

g th

is p

erio

d be

ing

on e

stab

lishi

ng th

e ne

cess

ary

SA

Def

ence

Rev

iew

Mile

ston

e 1

polic

y, s

trate

gy a

nd p

lann

ing

cons

truct

s th

at w

ill fo

rm th

e fo

unda

tions

for

Mile

ston

e 1

to M

ilest

one

4.

Ann

exur

e D

als

o re

flect

s th

ose

SA

Def

ence

201

5 D

eliv

erab

les,

as

not

achi

eved

dur

ing

the

FY20

16/1

7, t

hat

can

be p

ursu

ed w

ithin

the

FY2

017/

18 d

efen

ce

allo

catio

n. I

t how

ever

doe

s no

t refl

ect t

hose

del

iver

able

s w

hich

requ

ire a

dditi

onal

fund

ing

abov

e th

e cu

rren

t def

ence

allo

catio

n, a

nd w

hich

will

be

indi

cate

d in

the

SA

Def

ence

Rev

iew

Mile

ston

e 1

deta

iled

Impl

emen

tatio

n P

lan.

Ann

exur

e D

thus

indi

cate

s th

ose

min

imal

or n

o co

st in

terv

entio

ns w

hich

will

be

purs

ued

durin

g th

e FY

2017

/18

and

furth

er in

dica

tes

resp

onsi

bilit

ies

for r

epor

ting

ther

eon.

D

urin

g th

e FY

2017

/18,

qua

rterly

and

ann

ual r

epor

ting

will

be

done

in a

nar

rativ

e fo

rmat

on

the

SA

Def

ence

Rev

iew

201

5 D

eliv

erab

le a

nd a

ssoc

iate

d

targ

ets

as re

flect

ed in

Tab

le 1

bel

ow:

Tab

le 1

: S

A D

efen

ce R

evie

w 2

015

Del

iver

able

s an

d A

sso

siat

ed P

erfo

rman

ce In

form

atio

n Ta

rget

s fo

r th

e 20

17 M

TEF

Ser

No.

SA D

efen

ce R

evie

w 2

015

Deliv

erab

les

/ Out

put

Resp

onsi

bilit

y Ow

ner (

Budg

et

Prog

ram

me)

Link

age

to th

e St

rate

gy M

ap

(201

7/18

)

SA D

efen

ce R

evie

w 2

015

Deliv

erab

les

Targ

ets

for

2017

/18

SA D

efen

ce R

evie

w 2

015

Deliv

erab

les

Targ

ets

for

2018

/19

SA D

efen

ce R

evie

w 2

015

Deliv

erab

les

Targ

ets

for

2019

/20

1De

fenc

e Pl

an to

Arre

st th

e de

clin

e wi

th ta

rget

s an

d tim

elin

es

Sec

Def a

nd

C SA

NDF

(CDP

SP a

nd C

OS)

D3_0

1B:

“SA

Defe

nce

Revi

ew 2

015

Impl

emen

tatio

n St

atus

”

Mon

itor i

mpl

emen

tatio

n of

the

appr

oved

SA

Defe

nce

Revi

ew

2015

impl

emen

tatio

n Pl

an

Mon

itor i

mpl

emen

tatio

n of

the

appr

oved

SA

Defe

nce

Revi

ew

2015

impl

emen

tatio

n Pl

an

Mon

itor i

mpl

emen

tatio

n of

the

appr

oved

SA

Defe

nce

Revi

ew

2015

impl

emen

tatio

n Pl

an

2

Enga

gem

ent a

nd S

ubm

issi

on

of th

e De

fenc

e Re

view

Stra

tegi

c Tr

ajec

tory

to th

e Na

tiona

l Pla

nnin

g Co

mm

issi

on

Sec

Def a

nd

C SA

NDF

(CDP

SP a

nd C

OS)

D3_0

1B:

“SA

Defe

nce

Revi

ew 2

015

Impl

emen

tatio

n St

atus

”

Enga

gem

ent w

ith th

e Na

tiona

l Pl

anni

ng C

omm

issi

on o

n th

e De

fenc

e Tr

ajec

tory

Enga

gem

ent w

ith th

e Na

tiona

l Pl

anni

ng C

omm

issi

on o

n th

e De

fenc

e Tr

ajec

tory

Enga

gem

ent w

ith th

e Na

tiona

l Pl

anni

ng C

omm

issi

on o

n th

e De

fenc

e Tr

ajec

tory

199


rNo

.SA

Def

ence

Rev

iew

201

5 De

liver

able

s / O

utpu

t

Resp

onsi

bilit

y Ow

ner (

Budg

et

Prog

ram

me)

Link

age

to th

e St

rate

gy M

ap

(201

7/18

)

SA D

efen

ce R

evie

w 2

015

Deliv

erab

les

Targ

ets

for

2017

/18

SA D

efen

ce R

evie

w 2

015

Deliv

erab

les

Targ

ets

for

2018

/19

SA D

efen

ce R

evie

w 2

015

Deliv

erab

les

Targ

ets

for

2019

/20

3Pr

omul

gate

d M

ilita

ry S

trate

gyC

SAND

F

(COS

-CM

PSP)

D3_0

1B:

“Per

cent

age

adhe

renc

e to

the

DOD

gove

rnan

ce s

ched

ule”

(S

trate

gy)

New

Indi

cato

r

Appr

oved

and

Pro

mul

gate

dIm

plem

enta

tion

Mon

itor a

nd R

evie

w

4Pr

omul

gate

d Bl

ue-p

rint f

orce

des

ign

C SA

NDF

(COS

-CM

PSP)

D3_0

8: “

Perc

enta

ge c

ompl

ianc

e wi

th

the

prog

ress

of t

he e

stab

lishm

ent

of th

e M

ilita

ry S

trate

gic

Dire

ctio

n Re

gist

er”

New

Indi

cato

r

Deve

lope

dAp

prov

ed a

nd P

rom

ulga

ted

Phas

ed Im

plem

enta

tion

(Pen

ding

reso

urce

allo

catio

n)

5Pr

omul

gate

d Jo

int F

orce

Em

ploy

men

t Stra

tegy

C SA

NDF

(C

hief

Joi

nt

Oper

atio

ns)

D3_0

1B:

“Per

cent

age

adhe

renc

e to

the

DOD

gove

rnan

ce s

ched

ule”

(S

trate

gy)

New

Indi

cato

r

Deve

lope

dAp

prov

ed a

nd P

rom

ulga

ted

Phas

ed Im

plem

enta

tion

(Pen

ding

reso

urce

allo

catio

n)

6Pr

omul

gate

d Bo

rder

Saf

egua

rdin

g St

rate

gy

C SA

NDF

(Chi

ef J

oint

Op

erat

ions

)

D3_0

1B:

“Per

cent

age

adhe

renc

e to

the

DOD

gove

rnan

ce s

ched

ule”

(S

trate

gy)

Appr

oved

and

Pro

mul

gate

dPh

ased

Impl

emen

tatio

n

Phas

ed Im

plem

enta

tion

(Thi

s is

a M

TSF

Outc

ome

3 Pe

rform

ance

Indi

cato

r with

the

targ

et o

f ful

ly im

plem

ente

d.

DOD

will

only

ach

ieve

pen

ding

re

sour

ce a

lloca

tion)

7Es

tabl

ish

Cybe

r War

fare

Cap

abili

ty

in th

e SA

NDF

C SA

NDF

(C

hief

Def

ence

In

telli

genc

e)

D3_0

1B:

“Per

cent

age

adhe

renc

e to

the

DOD

gove

rnan

ce s

ched

ule”

(S

trate

gy)

Stra

tegy

sub

mitt

ed fo

r app

rova

l to

the

JCPS

Clu

ster

Min

iste

rsPh

ased

impl

emen

tatio

n

Phas

ed Im

plem

enta

tion

(Thi

s is

a M

TSF

Outc

ome

3 Pe

rform

ance

Indi

cato

r with

the

targ

et o

f ful

ly im

plem

ente

d.

DOD

will

only

ach

ieve

pen

ding

re

sour

ce a

lloca

tion)

8Pr

omul

gate

d De

fenc

e In

dust

ry

Polic

y

Sec

Def (

Natio

nal

Defe

nce

Indu

stry

Co

unci

l [Ch

ief

Defe

nce

Mat

érie

l in

supp

ort])

D3_0

1A:

“Per

cent

age

adhe

renc

e to

the

DOD

gove

rnan

ce s

ched

ule”

(P

olic

y)

New

Indi

cato

r

Appr

oved

and

Pro

mul

gate

dIm

plem

enta

tion

Mon

itor a

nd R

evie

w


200

Ser

No.

SA D

efen

ce R

evie

w 2

015

Deliv

erab

les

/ Out

put

Resp

onsi

bilit

y Ow

ner (

Budg

et

Prog

ram

me)

Link

age

to th

e St

rate

gy M

ap

(201

7/18

)

SA D

efen

ce R

evie

w 2

015

Deliv

erab

les

Targ

ets

for

2017

/18

SA D

efen

ce R

evie

w 2

015

Deliv

erab

les

Targ

ets

for

2018

/19

SA D

efen

ce R

evie

w 2

015

Deliv

erab

les

Targ

ets

for

2019

/20

9

Prom

ulga

ted

Defe

nce

Secr

etar

iat

Stra

tegy

(Gov

erna

nce

and

Acco

unta

bilit

y St

rate

gy s

tatu

s)

Sec

Def (

CDPS

P)

D3_0

1B:

“Per

cent

age

adhe

renc

e to

the

DOD

gove

rnan

ce s

ched

ule”

(S

trate

gy)

New

Indi

cato

r

Deve

lope

dAp

prov

ed a

nd P

rom

ulga

ted

Impl

emen

tatio

n

10Pr

omul

gate

d DO

D Re

stru

ctur

ing

Plan

C SA

NDF

(COS

) (F

orce

Stru

ctur

e)

D3_0

8: “

Perc

enta

ge c

ompl

ianc

e wi

th

the

prog

ress

of t

he e

stab

lishm

ent

of th

e M

ilita

ry S

trate

gic

Dire

ctio

n Re

gist

er”

New

Indi

cato

r

New

Indi

cato

rDe

velo

ped

Appr

oval

and

Pro

mul

gate

d

Sec

Def (

CDPS

P)

(Rep

ositi

on o

f the

De

f Sec

)

D3_0

1A:

“Per

cent

age

adhe

renc

e to

the

DOD

gove

rnan

ce s

ched

ule”

(P

olic

y)

New

Indi

cato

r

New

Indi

cato

rDe

velo

ped

Appr

oval

and

Pro

mul

gate

d

11Co

sted

Def

ence

For

ce

esta

blis

hmen

t Tab

les

Sec

Def a

nd

C SA

NDF

(C

DPSP

and

COS

)

D3_0

8: “

Perc

enta

ge c

ompl

ianc

e wi

th

the

prog

ress

of t

he e

stab

lishm

ent

of th

e M

ilita

ry S

trate

gic

Dire

ctio

n Re

gist

er”

New

Indi

cato

r

New

Indi

cato

rDe

velo

ped

Cost

ed

12Pr

omul

gate

d HR

Stra

tegy

Se

c De

f (C

hief

Hum

an

Reso

urce

s)

D3_0

1B:

“Per

cent

age

adhe

renc

e to

the

DOD

gove

rnan

ce s

ched

ule”

(S

trate

gy)

Deve

lope

dAp

prov

ed a

nd P

rom

ulga

ted

Impl

emen

tatio

n

13

Prom

ulga

ted

Educ

atio

n, Tr

aini

ng

and

Deve

lopm

ent P

olic

y

(HR

Deve

lopm

ent P

olic

y st

atus

)

Sec

Def

(Chi

ef H

uman

Re

sour

ces)

D3_0

1A:

“Per

cent

age

adhe

renc

e to

the

DOD

gove

rnan

ce s

ched

ule”

(P

olic

y)De

velo

ped

Appr

oved

and

Pro

mul

gate

dIm

plem

enta

tion

Tab

le 1

: S

A D

efen

ce R

evie

w 2

015

Del

iver

able

s an

d A

sso

siat

ed P

erfo

rman

ce In

form

atio

n Ta

get

s fo

r th

e 20

17 M

TEF

(con

tinue

d)

201


rNo

.SA

Def

ence

Rev

iew

201

5 De

liver

able

s / O

utpu

t

Resp

onsi

bilit

y Ow

ner (

Budg

et

Prog

ram

me)

Link

age

to th

e St

rate

gy M

ap

(201

7/18

)

SA D

efen

ce R

evie

w 2

015

Deliv

erab

les

Targ

ets

for

2017

/18

SA D

efen

ce R

evie

w 2

015

Deliv

erab

les

Targ

ets

for

2018

/19

SA D

efen

ce R

evie

w 2

015

Deliv

erab

les

Targ

ets

for

2019

/20

14

Com

preh

ensi

ve a

ppre

ciat

ion

on

the

esta

blis

hmen

t of a

Def

ence

Ac

adem

y (In

clud

ed in

HR

Leve

l 2

Plan

)

C SA

NDF

(Chi

ef H

uman

Re

sour

ces)

D3_0

8: “

Perc

enta

ge c

ompl

ianc

e wi

th

the

prog

ress

of t

he e

stab

lishm

ent

of th

e M

ilita

ry S

trate

gic

Dire

ctio

n Re

gist

er”

Deve

lope

dDe

velo

ped

To b

e av

aila

ble

for

impl

emen

tatio

n in

FY2

021/

22

15Pr

omul

gate

d De

fenc

e In

tern

atio

nal

Rela

tions

(Affa

irs) P

olic

y

Sec

Def

(Def

ence

Inte

rnat

iona

l Af

fairs

)

D3_0

1A:

“Per

cent

age

adhe

renc

e to

the

DOD

gove

rnan

ce s

ched

ule”

(P

olic

y)Ap

prov

ed a

nd P

rom

ulga

ted

Impl

emen

tatio

nM

onito

r and

Rev

iew

16

Defe

nce

Inte

rnat

iona

l Eng

agem

ents

St

rate

gy

(Def

ence

dip

lom

acy

Stra

tegy

de

velo

ped)

C SA

NDF

(C

hief

Def

ence

Fo

reig

n Re

latio

ns)

D3_0

1B:

“Per

cent

age

adhe

renc

e to

the

DOD

gove

rnan

ce s

ched

ule”

(S

trate

gy)

New

Indi

cato

r

Deve

lope

dAp

prov

ed a

nd P

rom

ulga

ted

Impl

emen

tatio

n

17

Defe

nce

Faci

litie

s m

aint

aine

d th

roug

h th

e im

plem

enta

tion

of th

e Lo

ng-te

rm in

frast

ruct

ure

and

the

Capi

tal P

lans

C SA

NDF

(C

hief

Log

istic

s)

D3_0

8: “

Perc

enta

ge c

ompl

ianc

e wi

th

the

prog

ress

of t

he e

stab

lishm

ent

of th

e M

ilita

ry S

trate

gic

Dire

ctio

n Re

gist

er”

New

Indi

cato

r

New

Indi

cato

rDe

velo

ped

Appr

oved

and

Pro

mul

gate

d

18Op

timis

ed u

tilis

atio

n of

the

DOD

Wor

ks C

apab

ility

C SA

NDF

(C

hief

Log

istic

s)

D3_0

8: “

Perc

enta

ge c

ompl

ianc

e wi

th

the

prog

ress

of t

he e

stab

lishm

ent

of th

e M

ilita

ry S

trate

gic

Dire

ctio

n Re

gist

er”

New

Indi

cato

r

Num

ber o

f DOD

faci

litie

s m

aint

aine

dNu

mbe

r of D

OD fa

cilit

ies

mai

ntai

ned

Num

ber o

f DOD

faci

litie

s m

aint

aine

d

Num

ber o

f arti

sans

trai

ned

Num

ber o

f arti

sans

trai

ned

Num

ber o

f arti

sans

trai

ned

19

Subm

itted

Mili

tary

Dis

cipl

ine

Bill

to th

e Of

fice

of th

e Ch

ief S

tate

La

w Ad

viso

r and

und

ergo

Soc

io-

econ

omic

Env

ironm

enta

l Im

pact

As

sess

men

t Sys

tem

C SA

NDF

(Chi

ef D

efen

ce L

egal

Se

rvic

es)

D3_0

8: “

Perc

enta

ge c

ompl

ianc

e wi

th

the

prog

ress

of t

he e

stab

lishm

ent

of th

e M

ilita

ry S

trate

gic

Dire

ctio

n Re

gist

er”

New

Indi

cato

r

Appr

oved

and

Pro

mul

gate

dIm

plem

enta

tion

Mon

itor a

nd R

evie

w


202

Ser

No.

SA D

efen

ce R

evie

w 2

015

Deliv

erab

les

/ Out

put

Resp

onsi

bilit

y Ow

ner (

Budg

et

Prog

ram

me)

Link

age

to th

e St

rate

gy M

ap

(201

7/18

)

SA D

efen

ce R

evie

w 2

015

Deliv

erab

les

Targ

ets

for

2017

/18

SA D

efen

ce R

evie

w 2

015

Deliv

erab

les

Targ

ets

for

2018

/19

SA D

efen

ce R

evie

w 2

015

Deliv

erab

les

Targ

ets

for

2019

/20

20Pr

omul

gate

d Bu

dget

ing

and

Cost

ing

Tool

C SA

NDF

(C

hief

Log

istic

s)

D3_0

8: “

Perc

enta

ge c

ompl

ianc

e wi

th

the

prog

ress

of t

he e

stab

lishm

ent

of th

e M

ilita

ry S

trate

gic

Dire

ctio

n Re

gist

er”

New

Indi

cato

r

Deve

lope

dDe

velo

ped

Appr

oved

and

Pro

mul

gate

d

21De

velo

ped

Defe

nce

Fund

ing

Mod

elSe

c De

f (C

hief

Fin

anci

al

Offic

er)

D3_0

1A:

“Per

cent

age

adhe

renc

e to

the

DOD

gove

rnan

ce s

ched

ule”

(P

olic

y)

New

Indi

cato

r

Appr

oved

and

Pro

mul

gate

dIm

plem

enta

tion

Mon

itor a

nd R

evie

w

Tab

le 1

: S

A D

efen

ce R

evie

w 2

015

Del

iver

able

s an

d A

sso

siat

ed P

erfo

rman

ce In

form

atio

n Ta

get

s fo

r th

e 20

17 M

TEF

(con

tinue

d)

203


NN

EXU

RE E

DO

D L

INKS

TO

TH

E LO

NG

-TER

M IN

FRA

STRU

CTU

RE P

LAN

This

sec

tion

mus

t rec

onci

le th

e M

TEF

budg

et w

ith th

e pl

anne

d in

frast

ruct

ure

and

othe

r cap

ital p

roje

cts

as s

et o

ut in

the

Def

Sec

/SA

ND

F A

PPs

for t

he 2

017

MTE

F.

Join

t Log

istic

Ser

vice

s in

dica

ted

that

all

the

proj

ects

are

regi

ster

ed.

How

ever

, no

fund

s ha

ve y

et b

een

allo

cate

d to

som

e of

the

proj

ects

due

to th

em s

till b

eing

in

the

desi

gn (S

ketc

h P

lan/

Site

Cle

aran

ce) s

tage

. Fu

ndin

g fo

r the

se p

roje

cts

will

be

allo

cate

d on

ce th

ey p

rogr

ess

to th

e ne

xt s

tage

of e

xecu

tion.

Det

ails

of t

he li

nks

to lo

ng-te

rm in

frast

ruct

ure

plan

are

refle

cted

in T

able

s 1

to 3

bel

ow a

nd o

n th

e fo

llow

ing

page

s.

Tab

le 1

: N

ew a

nd R

epla

cem

ent

Ass

ets

Ser

No.

Prog

ram

me

Proj

ect

Outp

uts

Outc

ome

Mai

n Ap

prop

riatio

nAd

just

ed

Appr

opria

tion

Revi

sed

Estim

ate

Med

ium

-term

Es

timat

es

2013

/14

(000

)20

14/1

5(0

00)

2015

/16

(000

)20

16/1

7(0

00)

2017

/18

(000

)20

18/1

9(0

00)

2019

/20

(000

)

1Ca

pita

lCo

nstru

ctio

n of

a s

ecur

ity fe

nce

and

guar

d ho

use

at W

ynbe

rg M

ilita

ry B

ase,

Cap

e To

wnHa

bita

ble

Faci

lity

061

43

2 8

140

+1

255

9 39

58

380

00

2Ca

pita

lCo

nstru

ctio

n of

new

sic

k ba

y at

Sal

danh

a M

ilita

ry B

ase,

Sal

danh

aHa

bita

ble

Faci

lity

051

624

22 3

00-1

0 77

311

527

2 20

013

165

0

3Ca

pita

lEr

ectio

n of

sec

urity

fenc

e at

4 S

peci

al F

orce

s Re

gim

ent H

Q, L

ange

baan

Habi

tabl

e Fa

cilit

y0

00

540

-440

100

900

00

4Ca

pita

lRe

plac

emen

t of p

erim

eter

fenc

e wi

th p

alis

ade

fenc

e at

SAS

Win

gfie

ld, C

ape

Town

Habi

tabl

e Fa

cilit

y0

00

5 10

0-2

657

2 44

316

360

28 2

580


204

Ser

No.

Prog

ram

me

Proj

ect

Outp

uts

Outc

ome

Mai

n Ap

prop

riatio

nAd

just

ed

Appr

opria

tion

Revi

sed

Estim

ate

Med

ium

-term

Es

timat

es

2013

/14

(000

)20

14/1

5(0

00)

2015

/16

(000

)20

16/1

7(0

00)

2017

/18

(000

)20

18/1

9(0

00)

2019

/20

(000

)

5Ca

pita

lRe

plac

emen

t/ere

ctio

n of

sec

urity

fenc

e at

Na

val S

tore

s De

pot,

Cape

Town

Habi

tabl

e Fa

cilit

y0

00

3 75

0-3

750

00

00

6Ca

pita

lRe

plac

e ex

istin

g se

curit

y fe

nce

with

pal

isad

e fe

ncin

g at

Don

kerg

at, 4

Spe

cial

For

ces

Regi

men

t, La

ngeb

aan

Habi

tabl

e Fa

cilit

y0

00

300

-200

100

3 12

12

0

7Ca

pita

lEr

ectio

n of

sec

urity

fenc

e at

Am

mun

ition

St

ores

Don

kerg

at a

t 4 S

peci

al F

orce

s Re

gim

ent,

Lang

ebaa

n

Habi

tabl

e Fa

cilit

y0

00

300

-200

100

642

30

8Ca

pita

lRe

plac

emen

t of b

reak

wate

r at 4

Spe

cial

Fo

rces

Reg

imen

t Sal

aman

der B

oat P

ark,

La

ngeb

aan

Habi

tabl

e Fa

cilit

y42

642

020

516

500

-1 5

8614

914

17 5

470

0

9Ca

pita

lIn

stal

latio

n of

hig

h-le

vel s

ecur

ity th

erm

al a

nd

rada

r per

imet

er in

trusi

on m

anag

emen

t sys

tem

at

2 M

ilita

ry H

ospi

tal,

Wyn

berg

, Cap

e To

wn

Habi

tabl

e Fa

cilit

y0

00

0+

800

800

330

7 68

82

229

10Ca

pita

l

Repl

ace

exis

ting

secu

rity

fenc

e wi

th n

ew

palis

ade

fenc

e at

the

dog

kenn

els

at

Donk

erga

t, 4

Spec

ial F

orce

s Re

gim

ent,

Lang

ebaa

n

Habi

tabl

e Fa

cilit

y0

00

00

00

00

11Ca

pita

l

Secu

rity

inst

alla

tions

(sec

urity

gat

es, b

urgl

ar

proo

fing

and

light

ing)

at M

arrie

d Qu

arte

rs,

Mai

sonn

ette

s on

Blu

ff an

d Es

senh

urst

Est

ate,

Du

rban

Habi

tabl

e Fa

cilit

y0

00

127

-127

00

00

12Ca

pita

lSi

te c

lear

ance

for t

he c

onst

ruct

ion

of a

n ov

erhe

ad p

ower

sup

ply

line

at B

ossi

espr

uit

Trai

ning

Are

a, K

roon

stad

Habi

tabl

e Fa

cilit

y0

00

00

010

00

0

205


Ser

No.

Prog

ram

me

Proj

ect

Outp

uts

Outc

ome

Mai

n Ap

prop

riatio

nAd

just

ed

Appr

opria

tion

Revi

sed

Estim

ate

Med

ium

-term

Es

timat

es

2013

/14

(000

)20

14/1

5(0

00)

2015

/16

(000

)20

16/1

7(0

00)

2017

/18

(000

)20

18/1

9(0

00)

2019

/20

(000

)

13Ca

pita

lSi

te c

lear

ance

for t

he c

onst

ruct

ion

of v

ehic

le

stor

age

faci

litie

s, D

unno

ttar

Habi

tabl

e Fa

cilit

y0

00

00

050

00

0

14Ca

pita

lSi

te c

lear

ance

for t

he c

onst

ruct

ion

of a

M

ariti

me

War

fare

Sim

ulat

ion

Cent

re in

Si

mon

's To

wn a

rea

Habi

tabl

e Fa

cilit

y0

136

40

00

00

0

15Ca

pita

lSi

te c

lear

ance

for t

he c

onst

ruct

ion

of a

se

curit

y fe

nce

at A

rmy

Supp

ort B

ase,

Jo

hann

esbu

rg

Habi

tabl

e Fa

cilit

y0

00

122

-122

00

00

16Ca

pita

lSi

te c

lear

ance

for t

he c

onst

ruct

ion

of a

se

curit

y fe

nce

at R

ooiw

al M

ilita

ry B

ase

Habi

tabl

e Fa

cilit

y0

00

00

042

065

2

17Ca

pita

lSi

te c

lear

ance

for t

he c

onst

ruct

ion

of a

se

curit

y fe

nce

at D

OD M

ain

Ordn

ance

Dep

ot,

Tek

Base

, Cen

turio

n

Habi

tabl

e Fa

cilit

y0

00

00

042

065

2

18Ca

pita

lSi

te c

lear

ance

for t

he c

onst

ruct

ion

of a

se

curit

y fe

nce

at B

oeke

nhou

tskl

oof M

ilita

ry

Base

Habi

tabl

e Fa

cilit

y0

00

00

00

00

19Ca

pita

lCo

nstru

ctio

n of

a s

ecur

ity fe

nce

with

mai

n en

tranc

e ca

nopy

and

gua

rd h

ouse

at T

ek B

ase,

Ce

ntur

ion

Habi

tabl

e Fa

cilit

y0

00

00

00

00

20Ca

pita

lRe

plac

e ex

istin

g se

curit

y fe

nce

with

cle

arvi

ew

invi

sibl

e wa

ll at

Win

gfie

ld N

aval

Sto

res

Depo

t, Ca

pe To

wn

Habi

tabl

e Fa

cilit

y0

00

00

00

00

21Ca

pita

lRe

plac

e ex

istin

g se

curit

y fe

nce

with

pal

isad

e fe

nce

at S

AS W

ingf

ield

, Cap

e To

wnHa

bita

ble

Faci

lity

00

00

00

00

0


206

Ser

No.

Prog

ram

me

Proj

ect

Outp

uts

Outc

ome

Mai

n Ap

prop

riatio

nAd

just

ed

Appr

opria

tion

Revi

sed

Estim

ate

Med

ium

-term

Es

timat

es

2013

/14

(000

)20

14/1

5(0

00)

2015

/16

(000

)20

16/1

7(0

00)

2017

/18

(000

)20

18/1

9(0

00)

2019

/20

(000

)

22Ca

pita

lRe

plac

e ex

istin

g se

curit

y fe

nce

with

pa

lisad

e fe

nce

at S

A Na

vy S

igna

l Sch

ool,

Si

mon

's To

wn

Habi

tabl

e Fa

cilit

y0

00

00

00

00

23Ca

pita

lRe

plac

e ex

istin

g se

curit

y fe

nce

with

pa

lisad

e fe

nce

at G

lenc

airn

Spo

rts C

ompl

ex,

Si

mon

's To

wn

Habi

tabl

e Fa

cilit

y0

00

00

00

00

24Ca

pita

lSi

te c

lear

ance

for S

A De

fenc

e In

telli

genc

e Co

llege

and

ETD

Col

lege

, Pre

toria

Habi

tabl

e Fa

cilit

y0

00

700

+10

080

081

00

25Ca

pita

lRe

plac

emen

t of i

nner

sec

urity

fenc

e at

Spe

cial

Fo

rces

HQ

Swar

tkop

Par

k Na

ture

Res

erve

, Ce

ntur

ion

Habi

tabl

e Fa

cilit

y0

00

00

00

00

26Ca

pita

lRe

ques

t for

site

cle

aran

ce fo

r Pha

se 2

of

the

Mas

ter P

lan

for S

peci

al F

orce

s Sc

hool

, M

urra

yhill

Habi

tabl

e Fa

cilit

y0

00

50+

1 23

81

288

490

00

27Ca

pita

lCo

nstru

ctio

n of

Bas

e Ho

spita

l and

med

ical

st

aff h

ousi

ng, P

ort E

lizab

eth

Habi

tabl

e Fa

cilit

y0

010

128

11 5

00+

1 97

513

475

43 1

7992

965

134

477

Tota

l New

and

Rep

lace

men

t Ass

ets

426

668

11 3

9369

429

-14

487

54 9

4294

670

142

211

136

710

Tab

le 1

: N

ew a

nd R

epla

cem

ent

Ass

ets

(con

tinue

d)

207


ble

2:

Mai

nten

ance

and

Rep

airs

Ser

No.

Prog

ram

me

Proj

ect

Outp

uts

Outc

ome

Mai

n Ap

prop

riatio

nAd

just

ed

Appr

opria

tion

Revi

sed

Estim

ate

Med

ium

-term

Es

timat

es

2013

/14

(000

)20

14/1

5(0

00)

2015

/16

(000

)20

16/1

7(0

00)

2017

/18

(000

)20

18/1

9(0

00)

2019

/20

(000

)

1Ca

pita

lUp

grad

ing

of w

ater

rese

rvoi

r at A

ir Fo

rce

Base

Bl

oem

spru

it, B

loem

font

ein

Habi

tabl

e Fa

cilit

y0

00

919

-499

420

955

2 38

433

8

2Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t 1 S

A Ta

nk

Regi

men

t, Te

mpe

, Blo

emfo

ntei

nHa

bita

ble

Faci

lity

00

078

1-7

2061

865

2 09

30

3Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t the

DOD

M

obili

satio

n Ce

ntre

, De

Brug

, Blo

emfo

ntei

nHa

bita

ble

Faci

lity

00

02

349

-2 1

1023

934

198

60

4Ca

pita

lRe

pair

and

reno

vatio

ns o

f VIP

airc

rew

and

pilo

t fac

ilitie

s at

AFB

Yst

erpl

aat

Habi

tabl

e Fa

cilit

y54

54

276

2 75

30

+29

029

00

00

5Ca

pita

lUp

grad

ing

of m

ess

faci

litie

s at

4 S

peci

al

Forc

es R

egim

ent,

Lang

ebaa

nHa

bita

ble

Faci

lity

00

3920

00

200

6 28

07

152

0

6Ca

pita

lRe

-sur

faci

ng o

f Don

kerg

at R

oad

at 4

Spe

cial

Fo

rces

Reg

imen

t, La

ngeb

aan

Habi

tabl

e Fa

cilit

y0

237

03

700

-878

2 82

218

770

720

7Ca

pita

lUp

grad

ing

of w

ater

retic

ulat

ion

syst

em a

t Na

val B

ase

Sim

on's

Town

Eas

t Yar

d Ha

bita

ble

Faci

lity

027

25

424

31 1

00+

1 00

432

104

6 28

00

0

8Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t Arm

y Su

ppor

t Bas

e W

este

rn C

ape,

NCO

Mes

s W

ynbe

rg, C

ape

Town

Habi

tabl

e Fa

cilit

y0

00

575

+25

583

02

155

308

0

9Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t Arm

y Su

ppor

t Bas

e W

este

rn C

ape,

Offi

cers

Mes

s W

ynbe

rg, C

ape

Town

Habi

tabl

e Fa

cilit

y0

00

575

+25

583

02

185

308

0

10Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t Arm

y Su

ppor

t Bas

e W

este

rn C

ape,

Mes

s at

the

Cast

le, C

ape

Town

Habi

tabl

e Fa

cilit

y0

00

575

+22

580

00

00


208

Ser

No.

Prog

ram

me

Proj

ect

Outp

uts

Outc

ome

Mai

n Ap

prop

riatio

nAd

just

ed

Appr

opria

tion

Revi

sed

Estim

ate

Med

ium

-term

Es

timat

es

2013

/14

(000

)20

14/1

5(0

00)

2015

/16

(000

)20

16/1

7(0

00)

2017

/18

(000

)20

18/1

9(0

00)

2019

/20

(000

)

11Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t the

SA

Arm

y In

fant

ry S

choo

l, Ou

dtsh

oorn

Habi

tabl

e Fa

cilit

y0

00

1 78

0-7

801

000

6 75

012

142

0

12Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t 9 S

A In

fant

ry B

atta

lion,

Cap

e To

wn

Habi

tabl

e Fa

cilit

y0

210

315

+77

392

2 60

00

0

13Ca

pita

l

Inve

stig

atio

n in

to th

e re

furb

ishm

ent o

f m

ain

emba

nkm

ent

area

s at

4 S

peci

al

Forc

es R

egim

ent D

onke

rgat

and

Lan

geba

an

(Fla

min

go)

Habi

tabl

e Fa

cilit

y0

015

60

00

00

0

14Ca

pita

lRe

furb

ishm

ent o

f Jac

k Fr

ost C

ourt

at A

FB

Yste

rpla

at, C

ape

Town

Habi

tabl

e Fa

cilit

y0

00

0+

800

800

1 80

025

600

5 92

8

15Ca

pita

lRe

furb

ishm

ent o

f mai

n kit

chen

at S

AS

Salis

bury

Isla

nd, D

urba

nHa

bita

ble

Faci

lity

3 11

22

657

20 9

0710

748

+25

211

000

3 50

00

0

16Ca

pita

lUp

grad

ing

of c

ritic

al a

ccom

mod

atio

n fa

cilit

ies

at S

AS S

alis

bury

Isla

nd, D

urba

nHa

bita

ble

Faci

lity

00

060

0-1

0050

02

000

15 9

7329

745

17Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t Sig

nal

Base

, Um

dlot

iHa

bita

ble

Faci

lity

00

070

0-2

0050

02

000

938

0

18Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t Arm

y Su

ppor

t Bas

e KZ

N Bl

uff M

ilita

ry B

ase,

Dur

ban

Habi

tabl

e Fa

cilit

y0

00

500

-500

03

023

00

19Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t 5 S

A In

fant

ry B

atta

lion,

Lad

ysm

ithHa

bita

ble

Faci

lity

00

060

0-1

0050

04

000

10 2

338

437

20Ca

pita

lUp

grad

e of

sec

urity

sys

tem

at C

ash

Offic

e at

1

Cons

truct

ion

Regi

men

t, Du

nnot

tar

Habi

tabl

e Fa

cilit

y0

066

00

00

00

Tab

le 2

: M

aint

enan

ce a

nd R

epai

rs (

cont

inue

d)

209


Ser

No.

Prog

ram

me

Proj

ect

Outp

uts

Outc

ome

Mai

n Ap

prop

riatio

nAd

just

ed

Appr

opria

tion

Revi

sed

Estim

ate

Med

ium

-term

Es

timat

es

2013

/14

(000

)20

14/1

5(0

00)

2015

/16

(000

)20

16/1

7(0

00)

2017

/18

(000

)20

18/1

9(0

00)

2019

/20

(000

)

21Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t SA

Arm

y Gy

mna

sium

, Hei

delb

erg

Habi

tabl

e Fa

cilit

y0

00

760

-610

150

5 4

611

500

500

22Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t Arm

y Su

ppor

t Bas

e Jo

hann

esbu

rgHa

bita

ble

Faci

lity

00

672

150

-550

1 60

024

00

0

23Ca

pita

lUp

grad

ing

and

refu

rbis

hmen

t of t

he 1

st fl

oor

and

rela

ted

supp

ort s

ervi

ces

at 1

Mili

tary

Ho

spita

l, Th

aba

Tshw

ane

Habi

tabl

e Fa

cilit

y1

161

435

2 67

11

979

-1 9

790

200

000

704

218

48 9

59

24Ca

pita

lUp

grad

ing

of p

ump

stat

ion

at 4

Arti

llery

Re

gim

ent,

Potc

hefs

troom

: Req

uest

for s

ite

clea

ranc

e

Habi

tabl

e Fa

cilit

y0

00

79-7

90

00

0

25Ca

pita

lRe

plac

emen

t of l

eakin

g se

wera

ge s

yste

m a

t 10

SA

Infa

ntry

Bat

talio

n, M

afike

ng: R

eque

st

for s

ite c

lear

ance

Habi

tabl

e Fa

cilit

y0

00

00

010

02

0

26Ca

pita

lUp

grad

ing

of fa

cilit

ies

at W

orks

Trg

Scho

ol,

Elan

dsfo

ntei

nHa

bita

ble

Faci

lity

00

00

00

500

2 34

70

27Ca

pita

lUp

grad

ing

of k

itche

n an

d kit

chen

equ

ipm

ent

at H

enry

Sle

gkam

p M

ess,

(Bui

ldin

g 20

0),

Kim

berle

y

Habi

tabl

e Fa

cilit

y0

00

0+

517

517

2 23

23

470

13

28Ca

pita

lRe

-sur

faci

ng a

nd ta

rring

of a

cces

s ro

ad to

Di

skob

olos

Mili

tary

Bas

e Si

ck B

ay, K

imbe

rley

Habi

tabl

e Fa

cilit

y0

016

32

555

+1

676

4 23

113

00

0

29Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t Sig

nal

Unit,

Ale

xand

er B

ayHa

bita

ble

Faci

lity

00

02

660

-1 1

781

482

3 27

10

0

30Ca

pita

lUp

grad

ing

of k

itche

n an

d kit

chen

equ

ipm

ent

at S

ham

rock

WOs

and

NCO

s M

ess,

Po

tche

fstro

om

Habi

tabl

e Fa

cilit

y0

029

91

681

+76

02

441

13 1

732

190

0


210

Ser

No.

Prog

ram

me

Proj

ect

Outp

uts

Outc

ome

Mai

n Ap

prop

riatio

nAd

just

ed

Appr

opria

tion

Revi

sed

Estim

ate

Med

ium

-term

Es

timat

es

2013

/14

(000

)20

14/1

5(0

00)

2015

/16

(000

)20

16/1

7(0

00)

2017

/18

(000

)20

18/1

9(0

00)

2019

/20

(000

)

31Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t Con

stan

d Vi

ljoen

Offi

cers

Mes

s, P

otch

efst

room

Ha

bita

ble

Faci

lity

00

05

391

-5 1

9120

02

147

4 48

40

32Ca

pita

lUp

grad

ing

of b

uild

ings

and

con

stru

ctio

n of

new

Sic

k Ba

y at

4 S

A In

fant

ry B

atta

lion,

M

idde

lbur

g

Habi

tabl

e Fa

cilit

y50

1 45

32

641

26 2

79-1

0 66

415

615

15 7

104

286

0

33Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t Cam

den

Mili

tary

Bas

e, E

rmel

oHa

bita

ble

Faci

lity

018

511

11

490

-500

990

1 67

919

60

34Ca

pita

lUp

grad

ing

of a

quat

ic tr

aini

ng fa

cilit

y at

5

Spec

ial F

orce

s Re

gim

ent,

Phal

abor

waHa

bita

ble

Faci

lity

00

01

050

-883

167

1 16

421

60

35Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t 523

Si

gnal

Squ

adro

n, M

akha

doHa

bita

ble

Faci

lity

00

1 40

01

500

-253

1 24

713

00

0

36Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t 524

Si

gnal

Squ

adro

n, P

hala

borw

aHa

bita

ble

Faci

lity

00

215

1 20

0-7

0449

62

407

1 09

60

37Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t Uitk

oms

Base

Jun

ior R

anks

Mes

s, P

olok

wane

Habi

tabl

e Fa

cilit

y0

00

1 50

0+

1 57

33

073

12 1

5116

235

6 00

0

38Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t 15

SA

Infa

ntry

Bat

talio

n, T

hoyo

ndou

Habi

tabl

e Fa

cilit

y0

00

1 20

0-3

1988

1 5

440

2 56

60

39Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t 5 S

peci

al

Forc

es R

egim

ent,

Phal

abor

waHa

bita

ble

Faci

lity

00

286

2 77

2-2

139

633

2 69

02

533

0

40Ca

pita

lAi

r Def

ence

Arti

llery

Gro

up u

pgra

ding

of

faci

litie

s fo

r dis

able

d in

clud

ing

whee

l cha

ir lif

t, Pr

etor

ia

Habi

tabl

e Fa

cilit

y0

2 38

810

90

+83

983

90

00

Tab

le 2

: M

aint

enan

ce a

nd R

epai

rs (

cont

inue

d)

211


Ser

No.

Prog

ram

me

Proj

ect

Outp

uts

Outc

ome

Mai

n Ap

prop

riatio

nAd

just

ed

Appr

opria

tion

Revi

sed

Estim

ate

Med

ium

-term

Es

timat

es

2013

/14

(000

)20

14/1

5(0

00)

2015

/16

(000

)20

16/1

7(0

00)

2017

/18

(000

)20

18/1

9(0

00)

2019

/20

(000

)

41Ca

pita

lSe

curit

y In

stal

latio

ns o

n pe

rimet

er a

nd a

t st

ores

Nor

ther

n M

ilita

ry P

olic

e HQ

, Th

aba

Tshw

ane

Habi

tabl

e Fa

cilit

y70

1 94

90

0+

208

208

00

0

42Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t Nat

iona

l Ce

rem

onia

l Gua

rd, P

reto

riaHa

bita

ble

Faci

lity

00

112

2 70

0-2

355

345

5 55

01

922

0

43Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t SA

Arm

y En

gine

er F

orm

atio

n Co

mbi

ned

Mes

s, Te

k Ba

se, C

entu

rion

Habi

tabl

e Fa

cilit

y0

042

218

842

-14

692

4 15

015

267

847

0

44Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t Joi

nt

Supp

ort B

ase

Garri

son

Gerb

era

Offic

ers

Mes

s, T

haba

Tshw

ane

Habi

tabl

e Fa

cilit

y0

00

3 00

0-2

700

300

5 50

01

698

0

45Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t Joi

nt

Supp

ort B

ase

Garri

son

Kiep

erso

l Offi

cers

M

ess,

Pre

toria

Habi

tabl

e Fa

cilit

y0

012

410

787

-7 7

873

000

12 9

811

731

0

46Ca

pita

lRe

furb

ishm

ent o

f Bel

mon

t Hou

se in

for u

se

as a

ccom

mod

atio

n, P

reto

riaHa

bita

ble

Faci

lity

00

00

+1

200

1 20

02

300

4 73

214

4

47Ca

pita

lUp

grad

ing

of k

itche

n eq

uipm

ent a

t SA

Arm

y Co

llege

, Tha

ba Ts

hwan

eHa

bita

ble

Faci

lity

00

1 97

619

000

-15

700

3 30

013

879

32 8

760

48Ca

pita

lUp

grad

e of

uni

nter

rupt

ed p

ower

sup

ply

(UPS

) at

1 M

ilita

ry H

ospi

tal,

Thab

a Ts

hwan

e Ha

bita

ble

Faci

lity

00

6 35

931

5-3

150

00

0

49Ca

pita

lUp

grad

ing

of w

ater

retic

ulat

ion

syst

em a

t M

alut

i Bas

e, L

adyb

rand

Ha

bita

ble

Faci

lity

181

1 20

90

1 19

1+

5 00

66

197

33 7

934

089

0

Tota

l Mai

nten

ance

and

Rep

airs

(R th

ousa

nd)

5 11

915

082

46 3

0016

6 09

8-5

9 54

810

6 55

042

1 39

987

1 42

310

0 06

4


212

Tab

le 3

: R

efur

bis

hm

ent

Ser

No.

Prog

ram

me

Proj

ect

Outp

uts

Outc

ome

Mai

n Ap

prop

riatio

nAd

just

ed

Appr

opria

tion

Revi

sed

Estim

ate

Med

ium

-term

Es

timat

es

2013

/14

(000

)20

14/1

5(0

00)

2015

/16

(000

)20

16/1

7(0

00)

2017

/18

(000

)20

18/1

9(0

00)

2019

/20

(000

)

1Re

furb

ishm

ent

Refu

rbis

hmen

t of 1

SA

Infa

ntry

Bat

talio

n,

Tem

pe, B

loem

font

ein

Habi

tabl

e Fa

cilit

y3

328

389

010

001

-10

001

02

150

39 9

4825

021

2Re

furb

ishm

ent

Refu

rbis

hmen

t of 1

Par

achu

te B

atta

lion,

Te

mpe

, Blo

emfo

ntei

nHa

bita

ble

Faci

lity

01

589

10 8

8716

597

-2 4

0814

189

3 09

393

30

3Re

furb

ishm

ent

Refu

rbis

hmen

t of 4

4 Pa

rach

ute

Regi

men

t, Te

mpe

, Blo

emfo

ntei

nHa

bita

ble

Faci

lity

03

655

591

12 5

20-1

2 52

00

1 18

142

954

7 95

8

4Re

furb

ishm

ent

Refu

rbis

hmen

t of S

choo

l of E

ngin

eers

, Kr

oons

tad

Habi

tabl

e Fa

cilit

y1

016

190

395

17 0

54-1

0 30

66

748

22 2

1555

126

70 2

47

5Re

furb

ishm

ent

Refu

rbis

hmen

t of 1

Spe

cial

Ser

vice

s Ba

ttalio

n, Te

mpe

, Blo

emfo

ntei

nHa

bita

ble

Faci

lity

875

12 7

2020

942

33 7

27-1

858

31 8

6913

987

00

6Re

furb

ishm

ent

Refu

rbis

hmen

t of 2

Fie

ld E

ngin

eer

Regi

men

t, Be

thle

hem

Ha

bita

ble

Faci

lity

538

6 56

426

311

37 4

70-4

056

33 4

146

918

00

7Re

furb

ishm

ent

Upgr

ade

Elec

trica

l Pow

er S

uppl

y at

DOD

M

obili

satio

n Ce

ntre

, Blo

emfo

ntei

nHa

bita

ble

Faci

lity

025

388

20 2

574

736

-1 3

643

372

00

0

8Re

furb

ishm

ent

Refu

rbis

hmen

t of A

FB B

loem

spru

it,

Bloe

mfo

ntei

nHa

bita

ble

Faci

lity

00

03

106

-3 1

060

17 5

0097

839

87 5

80

9Re

furb

ishm

ent

Refu

rbis

hmen

t of M

ilita

ry H

ealth

Trai

ning

Sc

hool

, Blo

emfo

ntei

nHa

bita

ble

Faci

lity

00

06

227

-4 4

131

814

2 40

09

507

9 04

4

10Re

furb

ishm

ent

Refu

rbis

hmen

t of S

choo

l of A

rmou

r, Te

mpe

, Blo

emfo

ntei

nHa

bita

ble

Faci

lity

00

605

8 15

7-6

118

2 03

94

060

564

0

11Re

furb

ishm

ent

Refu

rbis

hmen

t of 2

Mili

tary

Hos

pita

l, Te

mpe

, Blo

emfo

ntei

nHa

bita

ble

Faci

lity

117

741

128

779

146

381

226

000

-90

000

136

000

161

200

83 7

270

213


Ser

No.

Prog

ram

me

Proj

ect

Outp

uts

Outc

ome

Mai

n Ap

prop

riatio

nAd

just

ed

Appr

opria

tion

Revi

sed

Estim

ate

Med

ium

-term

Es

timat

es

2013

/14

(000

)20

14/1

5(0

00)

2015

/16

(000

)20

16/1

7(0

00)

2017

/18

(000

)20

18/1

9(0

00)

2019

/20

(000

)

12Re

furb

ishm

ent

Refu

rbis

hmen

t of N

aval

Doc

kyar

d Si

mon

stow

nHa

bita

ble

Faci

lity

10 0

2315

14

819

00

00

00

13Re

furb

ishm

ent

Refu

rbis

hmen

t of S

ick

Bay

(Bui

ldin

g 14

2),

Nava

l Bas

e Si

mon

's To

wnHa

bita

ble

Faci

lity

018

4 50

425

0+

1 95

02

200

00

0

14Re

furb

ishm

ent

Refu

rbis

hmen

t of P

harm

acy

(Bui

ldin

g 70

) In

stitu

te fo

r Mar

itim

e M

edic

ine,

Nav

al

Base

Sim

on's

Town

Habi

tabl

e Fa

cilit

y0

00

1 00

0-9

0010

01

210

4 17

70

15Re

furb

ishm

ent

Repl

acem

ent o

f kitc

hen

equi

pmen

t in

Job

Mas

hego

Mes

s, S

imon

's To

wnHa

bita

ble

Faci

lity

045

1 73

524

0+

8532

50

00

16Re

furb

ishm

ent

Refu

rbis

hmen

t of 9

SA

Infa

ntry

Bat

talio

n (S

AMHS

), Ca

pe To

wnHa

bita

ble

Faci

lity

13 2

334

142

343

0+

880

880

00

0

17Re

furb

ishm

ent

Refu

rbis

hmen

t of t

he C

astle

, Cap

e To

wnHa

bita

ble

Faci

lity

1 63

49

382

46 6

9775

900

-14

916

60 9

848

500

00

18Re

furb

ishm

ent

Refu

rbis

hmen

t of M

ilita

ry A

cade

my

(Incl

M

alga

skop

Dem

s), S

alda

nha

Habi

tabl

e Fa

cilit

y2

950

15 3

2711

6 88

973

500

-20

500

53 0

000

00

19Re

furb

ishm

ent

Refu

rbis

hmen

t of A

FB O

verb

erg

sewe

r pl

ant,

Bred

asdo

rpHa

bita

ble

Faci

lity

214

305

418

9 50

00

9 50

015

521

00

20Re

furb

ishm

ent

Refu

rbis

hmen

t of A

FB O

verb

erg,

Br

edas

dorp

Habi

tabl

e Fa

cilit

y0

341

3 09

510

500

+30

010

800

55 8

6810

3 97

688

438

21Re

furb

ishm

ent

Refu

rbis

hmen

t and

repl

acem

ent o

f wat

er

dist

ribut

ion

syst

em a

t Mou

nt K

lawe

r Va

lley,

Sim

on's

Town

Habi

tabl

e Fa

cilit

y0

00

00

01

209

00

22Re

furb

ishm

ent

Refu

rbis

hmen

t of S

A Na

vy S

taff

Colle

ge,

Gord

on's

Bay

Habi

tabl

e Fa

cilit

y0

022

87

650

-5 0

502

600

16 8

004

191

0


214

Ser

No.

Prog

ram

me

Proj

ect

Outp

uts

Outc

ome

Mai

n Ap

prop

riatio

nAd

just

ed

Appr

opria

tion

Revi

sed

Estim

ate

Med

ium

-term

Es

timat

es

2013

/14

(000

)20

14/1

5(0

00)

2015

/16

(000

)20

16/1

7(0

00)

2017

/18

(000

)20

18/1

9(0

00)

2019

/20

(000

)

23Re

furb

ishm

ent

Refu

rbis

hmen

t of O

este

rsku

lp D

uple

x Fl

ats,

Lan

geba

anHa

bita

ble

Faci

lity

00

176

12 2

50-4

916

7 33

48

487

00

24Re

furb

ishm

ent

Refu

rbis

hmen

t and

upg

rade

of A

FB

Over

berg

Sic

k Ba

y co

mpl

ex, B

reda

sdor

p

Habi

tabl

e Fa

cilit

y0

026

21

700

+3

300

5 00

012

130

2 32

50

25Re

furb

ishm

ent

Inst

alla

tion

of c

entra

lised

ven

tilat

ion

syst

em a

t Inf

antry

Sch

ool,

Oudt

shoo

rnHa

bita

ble

Faci

lity

00

552

100

-500

1 60

02

130

90

26Re

furb

ishm

ent

Refu

rbis

hmen

t of S

AS S

alis

bury

Isla

nd,

Durb

anHa

bita

ble

Faci

lity

00

05

000

-4 5

0050

01

000

13 5

472

367

27Re

furb

ishm

ent

Refu

rbis

hmen

t of S

A Ar

my

Com

bat

Trai

ning

Cen

tre (I

ncl 1

6 M

aint

Uni

t),

Loha

tla

Habi

tabl

e Fa

cilit

y13

473

8 29

124

898

6 00

0-5

005

500

300

00

28Re

furb

ishm

ent

Refu

rbis

hmen

t of 8

SA

Infa

ntry

Bat

talio

n,

Upin

gton

Habi

tabl

e Fa

cilit

y35

308

21 9

1220

475

24 0

00-1

2 50

011

500

10 5

000

0

29Re

furb

ishm

ent

Refu

rbis

hmen

t of 1

0 SA

Infa

ntry

Bat

talio

n,

Maf

ikeng

Habi

tabl

e Fa

cilit

y26

842

15 9

610

25 0

00-2

4 00

01

000

1 80

071

818

0

30Re

furb

ishm

ent

Refu

rbis

hmen

t of 4

Arti

llery

Reg

imen

t, Po

tche

fstro

omHa

bita

ble

Faci

lity

00

032

000

-31

500

500

700

7 53

20

31Re

furb

ishm

ent

Refu

rbis

hmen

t of S

choo

l of A

rtille

ry,

Klip

drift

Bas

e, P

otch

efst

room

Habi

tabl

e Fa

cilit

y0

00

33 8

00-3

3 30

050

039

050

426

11 4

16

32Re

furb

ishm

ent

Repl

acem

ent o

f kitc

hen

equi

pmen

t, ro

of

and

ceili

ng a

t 2 S

A In

fant

ry B

atta

lion,

Ze

erus

t

Habi

tabl

e Fa

cilit

y0

03

536

2 29

20

2 29

21

243

00

Tab

le 3

: R

efur

bis

hm

ent

(con

tinue

d)

215


Ser

No.

Prog

ram

me

Proj

ect

Outp

uts

Outc

ome

Mai

n Ap

prop

riatio

nAd

just

ed

Appr

opria

tion

Revi

sed

Estim

ate

Med

ium

-term

Es

timat

es

2013

/14

(000

)20

14/1

5(0

00)

2015

/16

(000

)20

16/1

7(0

00)

2017

/18

(000

)20

18/1

9(0

00)

2019

/20

(000

)

33Re

furb

ishm

ent

Refu

rbis

hmen

t of 1

Tact

ical

Inte

llige

nce

Regi

men

t, Po

tche

fstro

omHa

bita

ble

Faci

lity

00

367

45 6

89-4

4 43

91

250

7 28

633

953

22 3

10

34Re

furb

ishm

ent

Repl

ace

air-c

ondi

tione

rs a

t Con

stan

d Vi

ljoen

Offi

cers

Mes

s, P

otch

efst

room

Habi

tabl

e Fa

cilit

y0

00

197

-50

147

1 17

513

20

35Re

furb

ishm

ent

Refu

rbis

hmen

t of 4

SA

Infa

ntry

Bat

talio

n,

Mid

delb

urg

Habi

tabl

e Fa

cilit

y1

737

710

12 1

30-1

2 13

00

1 80

00

0

36Re

furb

ishm

ent

Refu

rbis

hmen

t (Ba

se &

Flo

od D

amag

e),

AFB

Hoed

spru

itHa

bita

ble

Faci

lity

1 90

210

554

874

15 3

00-4

591

10 7

097

125

00

37Re

furb

ishm

ent

Upgr

adin

g, re

pair

and

reno

vatio

n of

all

offic

es a

nd tr

aini

ng a

ccom

mod

atio

n,

logi

stic

s fa

cilit

ies

and

kitch

en c

ompl

ex a

t SA

MHS

Trg

Cen,

Lep

hala

le

Habi

tabl

e Fa

cilit

y0

00

00

00

8 00

916

848

38Re

furb

ishm

ent

Refu

rbis

hmen

t of 6

SA

Infa

ntry

Bat

talio

n,

Grah

amst

own

Habi

tabl

e Fa

cilit

y1

395

3 22

11

669

7 30

0+

1 09

38

393

29 1

9215

8 34

122

7 58

0

39Re

furb

ishm

ent

Refu

rbis

hmen

t of 1

Mili

tary

Hos

pita

l,

Thab

a Ts

hwan

eHa

bita

ble

Faci

lity

012

338

026

449

-26

449

00

1 24

20

40Re

furb

ishm

ent

Refu

rbis

hmen

t of 2

1 SA

Infa

ntry

Bat

talio

n,

Lenz

, Joh

anne

sbur

gHa

bita

ble

Faci

lity

20 3

428

744

3 41

712

000

-11

000

1 00

01

100

00

41Re

furb

ishm

ent

Refu

rbis

hmen

t of A

FB W

ater

kloo

f, Pr

etor

iaHa

bita

ble

Faci

lity

1 03

760

357

41 1

30-4

0 13

01

000

3 08

862

722

10 9

33

42Re

furb

ishm

ent

Refu

rbis

hmen

t of 3

5 En

gine

er S

uppo

rt Re

gim

ent,

Joha

nnes

burg

Habi

tabl

e Fa

cilit

y0

00

568

-68

500

00

0

43Re

furb

ishm

ent

Refu

rbis

hmen

t of A

Mes

s, T

haba

Tshw

ane

Habi

tabl

e Fa

cilit

y5

139

05

386

69 5

13-6

7 21

32

300

2 10

010

3 85

520

3 60

5


216

Ser

No.

Prog

ram

me

Proj

ect

Outp

uts

Outc

ome

Mai

n Ap

prop

riatio

nAd

just

ed

Appr

opria

tion

Revi

sed

Estim

ate

Med

ium

-term

Es

timat

es

2013

/14

(000

)20

14/1

5(0

00)

2015

/16

(000

)20

16/1

7(0

00)

2017

/18

(000

)20

18/1

9(0

00)

2019

/20

(000

)

44Re

furb

ishm

ent

Refu

rbis

hmen

t of S

A Ai

r For

ce B

lenn

y Co

mpl

ex, P

reto

riaHa

bita

ble

Faci

lity

00

2 58

75

000

-3 2

211

779

2 60

00

0

45Re

furb

ishm

ent

Refu

rbis

hmen

t of S

A Ar

my

Offic

e in

De

quar

Roa

d, P

reto

riaHa

bita

ble

Faci

lity

00

010

000

-9 7

0030

06

500

71 7

4514

1 12

7

46Re

furb

ishm

ent

Refu

rbis

hmen

t of S

AMHS

com

plex

nex

t to

DOD

Auct

ion

Cent

re in

Lyt

telto

n, C

entu

rion

Habi

tabl

e Fa

cilit

y0

00

00

08

500

49 1

0863

842

47Re

furb

ishm

ent

Refu

rbis

hmen

t of S

AMHS

com

plex

in

Tek

Base

, Lyt

telto

nHa

bita

ble

Faci

lity

00

00

00

8 50

060

341

52 4

98

48Re

furb

ishm

ent

Re-s

urfa

ce 2

km R

oad

at S

peci

al F

orce

s HQ

in S

wartk

op P

ark

Natu

re R

eser

ve,

Cent

urio

n

Habi

tabl

e Fa

cilit

y0

056

00

00

5 18

42

442

49Re

furb

ishm

ent

Refu

rbis

hmen

t of J

oint

Sup

port

Base

Ga

rriso

n Fi

nanc

e Of

fice,

Tha

ba Ts

hwan

eHa

bita

ble

Faci

lity

00

02

700

-2 4

0030

09

222

406

0

50Re

furb

ishm

ent

Refu

rbis

hmen

t of R

ooiw

al C

omm

unic

atio

n Fa

cilit

y, 1

Sig

nal R

egim

ent

Habi

tabl

e Fa

cilit

y0

00

3 50

00

3 50

06

000

38 1

9133

482

51Re

furb

ishm

ent

Refu

rbis

hmen

t of D

efen

ce C

olle

ge,

Thab

a Ts

hwan

eHa

bita

ble

Faci

lity

025

623

910

800

-2 8

607

940

18 0

0016

745

0

52Re

furb

ishm

ent

Refu

rbis

hmen

t of B

Mes

s, T

haba

Tshw

ane

Habi

tabl

e Fa

cilit

y82

52

197

3 06

121

100

-2 9

0018

200

23 5

000

0

53Re

furb

ishm

ent

Repl

acem

ent o

f kitc

hen

equi

pmen

t at

14 S

A In

fant

ry B

atta

lion,

Um

tata

Habi

tabl

e Fa

cilit

y75

71

640

00

+3

134

3 13

40

00

Tota

l Ref

urbi

shm

ent (

R th

ousa

nds)

269

272

294

230

472

512

940

523

-474

511

466

012

508

180

1 19

8 57

31

076

738

Tab

le 3

: R

efur

bis

hm

ent

(con

tinue

d)

217


NOTES

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................


218

NOTES

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

.................................................................................................................................................................................................................

Enquiries about this document can be forwarded to:Mr S. Dlamini

Tel: +27 (12) 355 6365, Fax: +27 (12) 347 0118E-mail: [email protected]/2017, ISBN: 978-0-621-45160-3

Acknowledgement to the SA Soldier for the illustrations: Mr Sonny A. Mahlatsi