DEPARTMENT OF DEFENCE
Annual Performance Plan
for 2016
Date of tabling: 10 March 2016
“Together we move South Africa forward”
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DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FORii
FOREWORD BY THE MINISTER OF DEFENCE AND MILITARY VETERANS, THE HONOURABLE MS N.N. MAPISA-NQAKULA, MP
The focus of the Department of Defence is to ensure the completion
of the five-year programme and consolidate the ground for the
achievement of outcomes as set out in the Defence Mandate. In
giving substance to its constitutional obligations, the Department
of Defence has to embrace government priorities aimed at dealing
with the poverty levels the country faces in order to ensure that
development takes place in a stable and conducive environment.
Like all other government institutions and entities the Department
of Defence is expected to contribute to the national imperatives as
envisioned by the National Development Plan, Vision 2030. Thus the
alignment of the Department of Defence’s priorities and activities
with the government’s will make the National Development Plan,
Vision 2030 a living document which will see the country’s economic
and social trajectory beginning to deal with the triple challenges of
poverty, inequality and unemployment. If South Africa is to move
ahead and create a better life for all its citizens and begin to move
South Africa forward, it needs to tackle these challenges head on.
It is clear that our strategic framework within the coming period is underpinned by the intent to narrow the nexus between the
National Development Plan, Vision 2030 and our departmental programme of action to support this agenda, as well as to
ensure the optimal achievement of our Defence outputs and outcomes in accordance with our Constitutional Mandate. The
Department of Defence contribution to the National Development Plan Vision, 2030 must include beefing up our capacity to
anticipate elements that may create instability. The focus should be to gain deeper understanding and therefore anticipate
threats to national security well ahead of adversaries.
However, it is to be noted that our capacity to attain this intent, will, to some degree, be constrained by a number of factors
within the performance delivery environment, most notable being the disconnect between the Constitutional Mandate, the
expectations of government and the budget allocation, with all subsidiary risks which this entails. In addition, the continued
constraints within such support domains as our Defence research capability, infrastructure and facilities, and information
management, will demand careful and directed management in order to ensure adequate mitigation.
The adoption and approval of the South African Defence Review 2015 by government gives us an opportunity to deal with
these constraints in a systematic and decisive way, to enable the South African National Defence Force to fulfil its mandate.
The South African Defence Review 2015 also gives specific attention to the strategic challenges that have arisen over the
past two decades and will strategically position the South African National Defence Force to deal with peace and security
on the continent, and with the equal important functions of conventional warfare, peacekeeping, humanitarian assistance
and disaster relief. This means having a defence force that is resourced and has the flexibility to react to any eventuality.
The constitution of the Republic of South Africa states that the SANDF should inter alia defend and protect its people, and
the South African Defence Review 2015 recognises the fact that South Africa is expected to play a pivotal role in defence
cooperation and peace support on the continent.
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iiiDOD ANNUAL PERFORMANCE PLAN FOR 2016
This has meant that the Department of Defence should continue to balance its dual responsibilities of being ready to defend
the country and its territorial integrity whilst at the same time increasingly getting involved in peace support operations. The
Department of Defence’s support of Government’s commitment to the stability, security and renewal of Africa is evidenced
by the pivotal role the Department of Defence is playing through the on-going participation by the South African National
Defence Force in peace support and post-conflict reconstruction. The Department of Defence will continue to engage with
its regional partners in Africa by focussing on the security related objectives of Southern African Development Community
the African Union and the United Nations.
In addition to peace support missions, the South African National Defence Force will continue to provide humanitarian relief
and assist other State departments in support of the Government’s domestic and foreign policy objectives.
The Department of Defence upholds its commitment to achieving its Constitutional Mandate, ensuring the successful
attainment of its output, including the meeting of its ordered commitments, mission ready defence capabilities, sound
defence direction and defence compliance within the regulatory framework. This will be framed by a value system which
upholds as foremost such values as discipline, transparency, fairness, excellence through leadership, honesty and integrity.
This Annual Performance Plan will guide the Department of Defence to achieve its set Outcomes and Outputs in the fiscal
year 2016/2017.
(N.N. MAPISA-NQAKULA)MINISTER OF DEFENCE AND MILITARY VETERANS, MPDate: 29 FEBRUARY 2016
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DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FORiv
INTRODUCTION BY THE SECRETARY FOR DEFENCE AS THE ACCOUNTING OFFICER OF THE DEPARTMENT OF DEFENCE
The Mandate of the Department of Defence, as derived from the
Constitution of the Republic of South Africa (Act No. 108 of 1996,
Section 200), directs the outcomes of the Department of Defence
namely to ensure that the RSA is defended and protected and that
civil control of Defence is enhanced.
Through the resourced Department of Defence Annual
Performance Plan for 2016, the department supports the national
imperatives that inform the strategic agenda of government during
the foreseeable future. These national imperative include, amongst
others, the National Development Plan Vision 2030, Medium-Term
Strategic Framework (2014 – 2019), New Growth Path, Industrial
Policy Action Plan, Forum for South African Director-Generals
Action Plan (2014–2019) as well as the 2015 and 2016 State of
the Nation Address. The integration of the prevailing national
imperatives with the departmental sustained and change agenda
will be undertaken through the institutionalised departmental
Outcomes - Based Planning process resulting in the development
and measuring of departmental progress towards planned and
resourced Outputs.
As part of its support to the national imperatives, the Department of Defence supports the Medium-Term Strategic Framework
Outcomes 3 “All people are and feel safe” and Outcome 11 “Creating of a better south Africa and contributing to a better
and safer Africa in a better world”. These outcomes formed the pillars to the development of this Annual Performance Plan
for 2016.
The South African Defence Review 2015, was approved by Cabinet on 19 March 2014, and endorsed by the National
Assembly and National Council of Provinces on 04 June 2015 and 24 June 2015 respectively. The South African Defence
Review 2015 provides the defence policy for South Africa that informs the defence trajectory to be pursued over multiple
Medium-term Strategic Framework periods (20 to 30 years). The South African Defence Review 2015 maps out five
strategic planning milestones as firm foundations to direct the development of South Africa’s defence capabilities through a
departmental Long-Term Defence Development Plan, inclusive of an aligned funding trajectory integrated into both national
and departmental planning, budgeting and reporting cycle.
The Department of Defence Annual Performance Plan for 2016 which is aligned with an approved DOD Strategic Plan 2015-
2020, places emphasis on the implementation of the SA Defence Review 2015 Milestone 1 Implementation Plan aimed at
“Arresting the decline in critical capabilities through immediate, direct interventions” within allocated resources. The South
African Defence Review Implementation Plan to “Arrest the Decline” will deal with the following aspects:
• Identification of the minimal cost-driven interventions to improve efficiencies and effectiveness within the Department of Defence.
• Identification of cost-driven interventions for those capabilities that are required to support existing ordered operational commitments.
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vDOD ANNUAL PERFORMANCE PLAN FOR 2016
The South African Defence Review 2015 Milestone 1 Implementation Plan will form the basis of a strategic-level negotiation
process between the Department of Defence and the National Treasury and other identified stakeholders to ensure
appropriate resourcing of the defence function.
In order to ensure the programmatic implementation of the South African Defence Review 2015 and alignment with the
Minister of Defence and Military Veterans Priorities, the Defence Secretariat will pursue the following Focus Areas during the
fiscal year 2016/17:
• Defence Strategic Direction.
• Defence Funding Model.
• Human Resources Renewal.
• Organisational Renewal.
• Capability Sustainment and Renewal.
• Defence Industry and Technology.
• Ordered Defence Commitments.
In conclusion, the Constitutional mandate of Defence remains the protection of the sovereignty and territorial integrity of
the Republic of South Africa, a mandate that will be pursued though the strategic directing of the functions of the men and
women in service of the department. The latter will be guided by a departmental value system that upholds as foremost,
discipline, transparency, fairness, excellence through leadership, honesty and integrity.
(DR S.M. GULUBE)SECRETARY FOR DEFENCEDate: 15 FEBRUARY 2016
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DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FORvi
INTRODUCTION BY CHIEF OF THE SOUTH AFRICAN NATIONAL DEFENCE FORCE: GENERAL S.Z. SHOKE
The South African National Defence Force values the primacy of
its constitutional mandate to defend and protect the country’s
territorial integrity and its people and the political direction of
the Minister of Defence and Military Veterans as well as that
of Government. A set of Chief of the South African National
Defence Force focus areas gives substance to the priorities of
the Minister of Defence and Military Veterans and covers the key
functional areas of the South African National Defence Force.
We also attach much strategic value to the collective plans and
programmes of the security cluster, particularly the Justice, Crime
Prevention and Security and the International Cooperation, Trade
and Security Clusters.
As such, the Department of Defence Annual Performance Plan
2016 articulates the funded outputs required to achieve the South
African National Defence Force’s mandate and the Minister’s
direction and supports the clusters objectives within the available
financial resources. No effort is spared in sharpening working
relations with all stakeholders in the Defence portfolio, that is,
Armscor, Internal Audit and the Defence Industry. With such
relations forged, the organisation will avoid negative audit
outcomes and remain an asset to the government and the
people of South Africa.
The Department of Defence Annual Performance Plan 2016 affirms that the South African National Defence Force will
continue with ordered defence commitments in the pursuance of the Defence Mandate and missions in support of civil
authorities. The ordered defence commitments will also include the South African National Defence Force’s support to
South Africa’s foreign policy objectives of creating a better South Africa and contributing to a better and safer Africa in
a better world. This therefore implies that the South African National Defence Force will continue to conduct missions to
secure our borders, provide forces for peace support operations and continue to secure our sea-lines of communication.
During the 2016/17 Financial Year, the South African National Defence Force will finalise deliverables that are key to the
institutionalisation of the new defence policy direction, SA Defence Review 2015, in the military. The latter policy direction
includes, but is not limited to, the promulgation of an overarching implementation plan for the “Arresting the decline in critical
capabilities through immediate, direct interventions” (Milestone 1 of the SA Defence Review 2015), a Military Strategy, a
Blueprint Force Design, and a Restructuring Plan. The Military Strategy in particular will set the tone for the revitalisation
of the country’s military resources, and provide the balance between ways, means and ends to achieve the SA Defence
Review 2015 objectives. The Military Strategy will also serve as the capstone document from which subsequent lower-order
strategies and plans will link in the outer years of the Medium-term Expenditure Framework.
The South African National Defence Force in the pursuance of the Defence Mandate will strive for a young and fit human
resource component of the Defence through recruitment in an attempt to renew our human resource capacity. An ageing
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viiDOD ANNUAL PERFORMANCE PLAN FOR 2016
Defence Force may result in ineffectiveness in the execution of its missions. It is for this reason that human resource renewal
becomes critical to enable a vibrant Defence Force. Very closely linked to human resource renewal is the renovation of
South African National Defence Force facilities to enable a combat ready Defence Force. It is important for the South African
National Defence Force to provide good facilities and equipment for our soldiers in the spirit of enhancing combat readiness
and to keep their morale high. The changing nature of security threats (current and emerging) has made the operating
environment more dynamic and complex. Therefore, the preparation of our forces through robust training that is relevant
takes priority. The Department of Defence Annual Performance Plan 2016 provides the South African National Defence
Force with an opportunity to continue training our soldiers to provide them with relevant combat and operational planning
skills. The type of training offered to our soldiers is an important element of force protection. As such force preparation has
also been prioritised within our resource envelope.
As we prepare to execute the Department of Defence Annual Performance Plan 2016, I take this opportunity to salute all
the men and women who have lost their lives in the past years while on duty. It is due to their bravery that we are inspired to
continue to be servants of our people.
(S.Z. SHOKE)
CHIEF OF THE SOUTH AFRICAN NATIONAL DEFENCE FORCE: GENERAL
Date: 06 FEBRUARY 2016
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DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FORviii
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 FY2016/17 Medium-term Expenditure Framework (MTEF).
• Performance information included in this APP has been and will be developed, managed and stored in terms of DOD
approved Standard Operating Procedures (SOP) No 07/2014: Development of DOD SOP for 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 FY2015/16 to FY2019/20 and related tasks emanating from the DOD
Performance Information Workshop held over the period 08 to 10 October 2014 dated 17 December 2014.”
(MR E.S. SOKHELA)CHIEF FINANCIAL OFFICER: DEPUTY DIRECTOR-GENERALDate: 06 FEBRUARY 2016
(DR T. GAMEDE)CHIEF DEFENCE POLICY, STRATEGY AND PLANNING: DEPUTY DIRECTOR-GENERAL Date: 06 FEBRUARY 2016
(S.Z. SHOKE)CHIEF OF THE SOUTH AFRICAN NATIONAL DEFENCE FORCE: GENERALDate: 06 FEBRUARY 2016
(DR S.M. GULUBE)SECRETARY FOR DEFENCE: DIRECTOR-GENERALDate: 15 FEBRUARY 2016
(N.N. MAPISA-NQAKULA)MINISTER OF DEFENCE AND MILITARY VETERANS, MPDate: 29 FEBRUARY 2016
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DOD ANNUAL PERFORMANCE PLAN FOR
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xiDOD ANNUAL PERFORMANCE PLAN FOR 2016
CONTENTS
TOPIC PAGE
GLOSSARY xviii
PART A: STRATEGIC OVERVIEW 1Vision .................................................................................................................................................................................................. 1
Mission ................................................................................................................................................................................................. 1
DOD Organisational Values .................................................................................................................................................................... 1
DOD Individual Values ........................................................................................................................................................................... 1
2016 Updated Situational Analysis ......................................................................................................................................................... 2
External Environment ................................................................................................................................................................. 2
Political ...............................................................................................................................................................2
Economic ...........................................................................................................................................................2
Social .................................................................................................................................................................3
Sustainable Development Goals .......................................................................................................................4
Technological .....................................................................................................................................................5
Legal ..................................................................................................................................................................6
Physical ..............................................................................................................................................................6
Military ................................................................................................................................................................6
Internal Environment ................................................................................................................................................................... 7
Constitutional and Legislative Mandates ................................................................................................................................................. 9
Revision to Legislative and Other Mandates ......................................................................................................................................... 11
Policy Mandates .................................................................................................................................................................................. 11
The South African Defence Review 2015 .................................................................................................................................. 11
Pending Court Rulings ......................................................................................................................................................................... 12
Performance Delivery Environment ...................................................................................................................................................... 13
DOD Contribution to National Imperatives of Government .......................................................................................................... 14
The Minister of Defence and Military Veterans Priorities for the FY2016/17 to FY2018/19 .......................................................... 18
The Secretary of Defence Focus Areas for the FY2016/17 to FY2018/19 .................................................................................... 19
The Chief of the South African National Defence Force Focus Areas for the FY2016/17 to FY2018/19 ........................................ 20
Organisational Environment ................................................................................................................................................................. 22
DOD Overview of the FY2016/17 Budget and Medium-term Expenditure Framework Estimates ............................................................. 24
DOD Budget Programme Structure ............................................................................................................................................ 24
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Changes to DOD Budget Programme Structure ......................................................................................................................... 24
DOD Expenditure Estimates ...................................................................................................................................................... 24
Relating FY2016/17 MTEF Expenditure Trends to Strategic Outcome-oriented Outputs ................................................................ 26
DOD Expenditure Trend Over the 2016/17 MTEF ........................................................................................... 26
PART B: PROGRAMME AND SUBPROGRAMME PLANS 29Description of the DOD Planning, Budgeting and Reporting Cycle .......................................................................................................... 29
National Outcomes-/Results-based Planning (Logic Model) ...................................................................................................... 31
Outcomes-based Planning DOD Logic Model (DOD Strategy Map) ............................................................................................. 32
DOD Strategy Map Overview .................................................................................................................................................... 32
DOD Performance Information Aligned with the DOD Strategy Map: FY2016/17 to FY2018/19 .............................................................. 50
DOD Selected Performance Indicators and Targets for FY2016/17 to FY2018/19 ................................................................................... 51
MTSF Outcomes, derived from Government Outcomes, for the FY2016/17 to FY2018/19 .................................................................... 54
Core Outputs per Programme: Performance Indicators, Targets (Annual and Quarterly) and Reconciling Performance Targets
with the FY2016/17 to FY2018/19 Budget Allocation1 ........................................................................................................................... 55
Programme 1: Administration (Purpose, Outputs, Performance Indicators and Budget) ............................................................. 55
Programme 2: Force Employment (Purpose, Outputs, Performance Indicators and Budget) ....................................................... 98
Programme 3: Landward Defence (Purpose, Outputs, Performance Indicators and Budget) .................................................... 104
Programme 4: Air Defence (Purpose, Outputs, Performance Indicators and Budget) .............................................................. 108
Programme 5: Maritime Defence (Purpose, Outputs, Performance Indicators and Budget) ...................................................... 112
Programme 6: Military Health Support (Purpose, Outputs, Performance Indicators and Budget) .............................................. 116
Programme 7: Defence Intelligence (Purpose, Outputs, Performance Indicators and Budget)................................................... 120
Programme 8: General Support (Purpose, Outputs, Performance Indicators and Budget) ....................................................... 124
PART C: LINKS TO OTHER PLANS 131Links to the DOD Long-term Infrastructure and Other Capital Plans .................................................................................................... 131
Conditional Grants ............................................................................................................................................................................. 139
Public Entities Reporting to the Executive Authority ............................................................................................................................ 139
Public/private Partnership .................................................................................................................................................................. 140
CONTENTS (CONTINUED)
TOPIC PAGE
1. These Performance Information tables refer to Performance Indicator Targets that are “Information classified.” Information classfieid in this DOD APP for 2016 refers to “Classified information that has not been published for the consumption of the public but managed through the appropriate mandated internal and external oversight institutions. However, projections and subsequent reports will be available for audit purposes”.
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xiiiDOD ANNUAL PERFORMANCE PLAN FOR 2016
Consultant Utilisation ......................................................................................................................................................................... 140
DOD Enterprise Risks ........................................................................................................................................................................ 141
DOD Management Performance Assessment Tool ............................................................................................................................. 142
DOD Service Delivery Improvement Plan ............................................................................................................................................ 144
LIST OF TABLES Table 1: DOD Constitutional and Primary Legislative Mandates .............................................................................................................. 9
Table 2: DOD Pending Court Rulings .................................................................................................................................................... 13
Table 3: DOD Budget Programme Structure ......................................................................................................................................... 24
Table 4: DOD Expenditure Estimates for the FY2016/17 to the FY2018/19 ............................................................................................ 25
Table 5: DOD Outcome 1 ..................................................................................................................................................................... 33
Table 6: DOD Outcome 2 ................................................................................................................................................................... 34
Table 7: DOD Output 1 ....................................................................................................................................................................... 35
Table 8: DOD Output 2 ....................................................................................................................................................................... 37
Table 9: DOD Output 3 ........................................................................................................................................................................ 37
Table 10: DOD Output 4 ..................................................................................................................................................................... 38
Table 11: DOD Internal Process 1 ....................................................................................................................................................... 40
Table 12: DOD Internal Process 2 ....................................................................................................................................................... 42
Table 13: DOD Internal Process 3 ....................................................................................................................................................... 43
Table 14: DOD Resources 1 ................................................................................................................................................................ 44
Table 15: DOD Resources 2 ................................................................................................................................................................ 45
Table 16: DOD Resources 3 ................................................................................................................................................................ 46
Table 17: DOD Resources 4 ................................................................................................................................................................ 47
Table 18: DOD Building for the Future 1 ............................................................................................................................................... 48
Table 19 and 20: DOD Building for the Future 2/3 ................................................................................................................................ 48
Table 21: DOD Building for the Future 4 ............................................................................................................................................... 49
Table 22: DOD Building for the Future 5 ............................................................................................................................................... 49
Table 23: DOD Selected Performance Indicators and Targets: FY2016/17 to the FY2018/19 .................................................................. 52
CONTENTS (CONTINUED)
TOPIC PAGE
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CONTENTS (CONTINUED)
TOPIC PAGE
Table 24: Subprogramme: Ministry: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19 ......................... 56
Table 25: Subprogramme: Ministry: Performance Indicators and Quarterly Targets for FY2016/17 ...................................................... 57
Table 26: Subprogramme: Military Ombud: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19 .............. 59
Table 27: Subprogramme: Military Ombud: Performance Indicators and Quarterly Targets for FY2016/17 ............................................ 60
Table 28: Subprogramme: Reserve Force Council: Performance Indicators and Annual Targets for the FY2016/17
to the FY2018/19 ...................................................................................................................................... 61
Table 29: Subprogramme: Reserve Force Council: Performance Indicators and Quarterly Targets for FY2016/17 ................................. 61
Table 30: Subprogramme: Defence Force Service Commission: Performance Indicators and Annual Targets
for the FY2016/17 to the FY2018/19 ......................................................................................................... 62
Table 31: Subprogramme: Defence Force Service Commission: Performance Indicators and Quarterly Targets
for FY2016/17 ........................................................................................................................................... 63
Table 32: Subprogramme: Department Direction: Performance Indicators and Annual Targets for the FY2016/17 to
the FY2018/19 .......................................................................................................................................... 64
Table 33: Subprogramme: Department Direction: Performance Indicators and Quarterly Targets for FY2016/17 ................................... 66
Table 34: Subprogramme: Policy and Planning Services: Performance Indicators and Annual Targets for the
FY2016/17 to the FY2018/19 .................................................................................................................... 68
Table 35: Subprogramme: Policy and Planning Services: Performance Indicators and Quarterly Targets for
FY2016/17 ............................................................................................................................................... 69
Table 36: Subprogramme: Military Policy, Strategy and Planning Office: Performance Indicators and
Annual Targets for the FY2016/17 to the FY2018/19 .................................................................................. 70
Table 37: Subprogramme: Military Policy, Strategy and Planning Office: Performance Indicators and
Quarterly Targets for FY2016/17 ................................................................................................................ 71
Table 38: Subprogramme: Financial Services: Performance Indicators and Annual Targets for the
FY2016/17 to the FY2018/19 .................................................................................................................... 72
Table 39: Subprogramme: Financial Services: Performance Indicators and Quarterly Targets for FY2016/17 ........................................ 73
Table 40: Subprogramme: Human Resources Support Services: Performance Indicators and Annual Targets
for the FY2016/17 to the FY2018/19 ......................................................................................................... 74
Table 41: Subprogramme: Human Resources Support Services: Performance Indicators and Quarterly Targets
for FY2016/17 ........................................................................................................................................... 77
Table 42: Subprogramme: Legal Services: Performance Indicators and Annual Targets for the FY2016/17
to the FY2018/19 ..................................................................................................................................... 80
Table 43: Subprogramme: Legal Services: Performance Indicators and Quarterly Targets for FY2016/17 ............................................. 81
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xvDOD ANNUAL PERFORMANCE PLAN FOR 2016
Table 44: Subprogramme: Inspection and Audit Services: Performance Indicators and Annual Targets for the FY2016/17
to the FY2018/19 ...................................................................................................................................... 83
Table 45: Subprogramme: Inspection and Audit Services: Performance Indicators and Quarterly Targets for FY2016/17 ..................... 84
Table 46: Subprogramme: Acquisition Services: Performance Indicators and Annual Targets for the
FY2016/17 to the FY2018/19 ..................................................................................................................... 85
Table 47: Subprogramme: Acquisition Services: Performance Indicators and Quarterly Targets for FY2016/17 ................................... 86
Table 48: Subprogramme: Communication Services: Performance Indicator and Annual Targets for the
FY2016/17 to the FY2018/19 .................................................................................................................... 87
Table 49: Subprogramme: Communication Services: Performance Indicator and Quarterly Targets for FY2016/17 .............................. 87
Table 50: Subprogramme: SANDF Command and Control: Performance Indicator and Annual Targets for the
FY2016/17 to the FY2018/19 .................................................................................................................... 88
Table 51: Subprogramme: SANDF Command and Control: Performance Indicator and Quarterly Targets for
FY2016/17 ................................................................................................................................................ 88
Table 52: Subprogramme: Religious Services: Performance Indicator and Annual Targets for the FY2016/17 to
the FY2018/19 .......................................................................................................................................... 89
Table 53: Subprogramme: Religious Services: Performance Indicator and Quarterly Targets for FY2016/17 ......................................... 89
Table 54: Subprogramme: Defence Reserve Direction: Performance Indicator and Annual Targets for the
FY2016/17 to the FY2018/19 .................................................................................................................... 90
Table 55: Subprogramme: Defence Reserve Direction: Performance Indicator and Quarterly Targets for
FY2016/17 ............................................................................................................................................... 90
Table 56: Subprogramme: Defence Foreign Relations: Performance Indicator and Annual Targets for the
FY2016/17 to the FY2018/19 .................................................................................................................... 91
Table 57: Subprogramme: Defence Foreign Relations: Performance Indicator and Quarterly Targets for
FY2016/17 ............................................................................................................................................... 91
Table 58: Subprogramme: Defence International Affairs Division: Performance Indicators and Annual Targets for the
FY2016/17 to the FY2018/19 . ................................................................................................................... 92
Table 59: Subprogramme: Defence International Affairs Division: Performance Indicators and Quarterly Targets for
FY2016/17 ............................................................................................................................................... 93
Table 60: Subprogramme: Office Accommodation: Performance Indicators and Annual Targets for the
FY2016/17 to the FY2018/19 ...................................................................................................................... 94
Table 61: Subprogramme: Office Accommodation: Performance Indicators and Quarterly Targets for FY2016/17 ................................ 95
CONTENTS (CONTINUED)
TOPIC PAGE
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Table 62: Programme 1: Administration: Reconciling Performance Targets with the Budget and MTEF ................................................ 96
Table 63: Programme 2: Force Employment: Performance Indicators and Annual Targets for the
FY2016/17 to the FY2018/19 ....................................................................................................................... 98
Table 64: Programme 2: Force Employment: Performance Indicators and Quarterly Targets for FY2016/17 ...................................... 101
Table 65: Programme 2: Force Employment: Reconciling Performance Targets with the Budget and MTEF ........................................ 102
Table 66: Programme 3: Landward Defence: Performance Indicators and Annual Targets for the FY2016/17
to the FY2018/19 ........................................................................................................................................ 105
Table 67: Programme 3: Landward Defence: Performance Indicators and Quarterly Targets for FY2016/17 ...................................... 105
Table 68: Programme 3: Landward Defence: Reconciling Performance Targets with the Budget and MTEF ....................................... 106
Table 69: Programme 4: Air Defence: Performance Indicators and Annual Targets for the FY2016/17 to the
FY2018/19 ................................................................................................................................................. 108
Table 70: Programme 4: Air Defence: Performance Indicators and Quarterly Targets for FY2016/17 ................................................. 109
Table 71: Programme 4: Air Defence: Reconciling Performance Targets with the Budget and MTEF .................................................. 110
Table 72: Programme 5: Maritime Defence: Performance Indicators and Annual Targets for the
FY2016/17 to the FY2018/19 ..................................................................................................................... 112
Table 73: Programme 5: Maritime Defence: Performance Indicators and Quarterly Targets for FY2016/17 ......................................... 113
Table 74: Programme 5: Maritime Defence: Reconciling Performance Targets with the Budget and MTEF .......................................... 114
Table 75: Programme 6: Military Health Support: Performance Indicators and Annual Targets for the FY2016/17
to the FY2018/19 ....................................................................................................................................... 116
Table 76: Programme 6: Military Health Support: Performance Indicators and Quarterly Targets for FY2016/17 ................................ 117
Table 77: Programme 6: Military Health Support: Reconciling Performance Targets with the Budget and MTEF ................................ 118
Table 78: Programme 7: Defence Intelligence: Performance Indicators and Annual Targets for the FY2016/17
to the FY2018/19 ........................................................................................................................................ 120
Table 79: Programme 7: Defence Intelligence: Performance Indicators and Quarterly Targets for FY2016/17 ..................................... 121
Table 80: Programme 7: Defence Intelligence: Reconciling Performance Targets with the Budget and MTEF ...................................... 122
Table 81: Programme 8: General Support: Performance Indicators and Annual Targets for the FY2016/17
to the FY2018/19 ........................................................................................................................................ 125
Table 82: Programme 8: General Support: Performance Indicators and Quarterly Targets for FY2016/17 .......................................... 127
Table 83: Programme 8: General Support: Reconciling Performance Targets with the Budget and MTEF ........................................... 128
Table 84: Links to Long-term Infrastructure Plan: New and Replacement Assets ............................................................................... 131
CONTENTS (CONTINUED)
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xviiDOD ANNUAL PERFORMANCE PLAN FOR 2016
Table 85: Links to Long-term Infrastructure Plan: Maintenance and Repair ........................................................................................ 133
Table 86: Links to Long-term Infrastructure Plan: Refurbishment ....................................................................................................... 136
Table 87: Public Entities Reporting to the Executive Authority ............................................................................................................ 139
Table 88: DOD Consultant Utilisation and Historically Disadvantaged Individual Classification for the FY2016/17 ................................. 140
Table 89: DOD Enterprise Risks with Risk Responses ........................................................................................................................ 141
Table 90: MPAT Levels of Management Performance ......................................................................................................................... 143
Table 91: DOD Service Delivery Improvement Plan ............................................................................................................................ 144
LIST OF FIGURES Figure 1: Sustainable Development Goals ............................................................................................................................................. 4
Figure 2: Planning the DOD Development Trajectory ............................................................................................................................ 12
Figure 3: NDP, Vision 2030 Plans ........................................................................................................................................................ 14
Figure 4: DOD Macro-organisational Structure .................................................................................................................................... 23
Figure 5: The DOD Planning, Budgeting and Reporting Cycle ................................................................................................................ 29
Figure 6: Key Performance Information Concepts (Logic Model/Strategy Map) .................................................................................... 31
Figure 7: DOD Strategic Planning Framework (DOD Strategy Map) ....................................................................................................... 33
Figure 8: DOD Management Key Performance Areas .......................................................................................................................... 143
ANNEXURES Annexure A: DOD Performance Information aligned and linked to Government Outcomes, DOD Strategy Map for
FY2016/17 and the Strategic Outcomes and 5 year Strategic Plan Targets2 ..................................................................... 147
Annexure B: Amendments to the Performance Indicators that are reflected in the DOD Strategic Plan for 2015 to 2020 ....................... 163
Annexure C: DOD Strategic Indicator Description Table ...................................................................................................................... 173
Annexure D: SA Defence Review 2015 (Milestone 1) Implementation within current FY2016/17 Resource Allocation .......................... 191
CONTENTS (CONTINUED)
TOPIC PAGE
2. DOD Performance Information is supported by Technical Datasheets which are available on the DOD Intranet.
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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 UnionBFF Building for the FutureBMA Border Management AgencyBMTT British Military Training TeamBPSTT British Peace Support Training TeamCAE Chief Audit ExecutiveCCB Castle Control BoardCFO Chief Financial OfficerCHA Concurrent Health AssessmentCHR Chief Human ResourcesCOIR New York State Partnership and Inter-allied Confederation of Reserve OfficersC 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 InstitutionDEP Defence Endowment Property DICI 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
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ETD Education Training DevelopmentFOSAD Forum for South African Director-GeneralsFMD Financial Management DivisionFMPPI Framework for Managing Programme Performance InformationFMS Financial Management SystemFY Financial YearGCIS Government Communication and Information SystemsGDP Gross Domestic ProductGITO Government Information Technology OfficerGRC Governance Risk ComplianceHDI Historically Disadvantage IndividualsHOC Head of CommunicationHR Human ResourcesHRD Human Resources DevelopmentICA Intangible Capital AssetICC International Criminal CourtICT Information Communication TechnologyICTS International Cooperation Trade and SecurityIED 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 CouncilMHTF Military Health Training FormationMLAC 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 HotlineNCACC 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 PathNT National Treasury
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 UnionBFF Building for the FutureBMA Border Management AgencyBMTT British Military Training TeamBPSTT British Peace Support Training TeamCAE Chief Audit ExecutiveCCB Castle Control BoardCFO Chief Financial OfficerCHA Concurrent Health AssessmentCHR Chief Human ResourcesCOIR New York State Partnership and Inter-allied Confederation of Reserve OfficersC 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 InstitutionDEP Defence Endowment Property DICI 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
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NYS National Youth ServiceOCASC Operation Clean Audit Steering CommitteeOP OperationOPSC Office of the Public Service CommissionOSLA Office of the State Law AdviserPDSC 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 CollegeSAI South African InfantrySANDU South African National Defence Force UnionSEIAS Socio-economic Impact Assessment SystemSAMHS South African Military Health SupportSANDF South African National Defence ForceSAPS South African Police ServiceSAQA South African Qualification ActSC Secretariat CouncilSCAMP Strategic Capital Acquisition Master PlanSDG 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 ServiceSP Strategic PlanSPF Strategic Planning FrameworkSRMC 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
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1DOD ANNUAL PERFORMANCE PLAN FOR 2016
PART A: STRATEGIC OVERVIEW
VISION
“Effective defence for a democratic South Africa.”
MISSION
“To provide, manage, prepare and employ Defence capabilities commensurate with the needs of South Africa as regulated
by the Constitution, national legislation, parliamentary and executive direction. The above will be provided through the
proper management, provision, preparedness and employment of Defence capabilities, which are in line with the domestic
and global needs of South Africa.”
DOD ORGANISATIONAL VALUES
The DOD has committed itself to organisational values that are rooted in individual values, codes of conduct and unit
cohesion. For the period under review, in delivering the Defence mandate, the DOD will pursue and adhere to the following
organisational values, as informed by the DOD Strategic Plan (SP) 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 DOD individual values form the framework through which the individual values of DOD members will be
pursued in support of the organisational values of Defence. The DOD individual values are as follows:
• Professionalism.
• Human dignity.
• Integrity.
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DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR2
• Leadership.
• Loyalty.
• Patriotism.
2016 UPDATED SITUATIONAL ANALYSIS3
The departmental situational analysis provides the evolving external and internal environments that exert and influence on
the legislative output deliverables of the DOD. The matters identified in this situational analysis are derived and updated as a
result of the DOD annual departmental environmental scanning process. For this FY2016/17 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. The DOD updated 2016 Situation Analysis that has informed subsequent planning processes of the department
is outlined below.
EXTERNAL ENVIRONMENT
POLITICAL
Global political situations may affect the DOD, as more unstable political situations, predominantly on the African continent
will continue to demand international peacekeeping operations. The DOD will remain ready to participate in resourced
peace support operations as ordered by government. The following political aspects are relevant:
• Domestic, Regional and Continental Security: National Security Strategy (NSS). South Africa’s national security is centred on the advancement of its sovereignty, democracy, national values and freedoms and its political and economic independence. The National Security furthermore includes dimensions of domestic, regional and continental national security. Domestically, the DOD will continue to defend and protect the sovereignty and the related priorities of territorial integrity, constitutional order, the security and continuance of national institutions, the well-being, prosperity and upliftment of the people, the growth of the economy, and demonstrable good governance. Regionally, the Republic of South Africa (RSA) will continue to contribute to the stability, unity and prosperity of the Southern African region and the African continent in general. The DOD will continue to support resourced peacekeeping support operations of the United Nation’s (UN) and African Union (AU) on the African continent as ordered by government.
• Defence has considered the tasks and commitments arising from the NSS relating to the defence mandate and the
support requirements of government’s intent both domestically, regionally and on the continent and will position itself to
respond appropriately when called upon to do so through ordered commitments in accordance with government policy.
ECONOMIC
• Defence Budget Allocation. Global military expenditure trends declined to $1753 billion in 2012, equivalent to 2.5% of global gross domestic product (GDP). Although the decline was only 0.5% in real terms, this was the first decrease since 1998. The DOD budget allocation for FY2016/17 will remain insufficient to fully fund force preparation and renewal in support of the required operations ordered by government.
3. The DOD Situational Analysis, as reflected in the DOD Strategic Plan (2015 – 2020), was updated during the 2015 annual planning process to include external and internal factors that will affect the DOD during 2016.
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3DOD ANNUAL PERFORMANCE PLAN FOR 2016
• The DOD will continue to consider the disjuncture between its current budget allocation, its level of ambition as informed by the approved SA Defence Review 2015 Policy, collective requirements of the UN, AU and the Southern African Development Community (SADC) and its mandate (inclusive of the Constitution, Defence Act and government policy as specified in the White Paper on Defence and SA Defence Review 2015).
• A DOD Funding Model, as informed by the SA Defence Review 2015, will be developed in consultation with internal and external stakeholders to enable the identification and attraction of financial resourcing through various streams of revenue generation to fund the Defence portfolio. The development of an integrated DOD Costing, Budgeting and Control Tool will ensure the integrity of Defence financial management moving forward as the basis of stakeholder discussions and negotiations.
SOCIAL
• Demographic Patterns. In the envisaged world of 2030 (8.3 billion people), four demographic trends will fundamentally shape the economic and political conditions in most countries and relations among countries. These trends are; ageing of populations, youthful societies and states, migration, and growing urbanisation. Demands for skilled and unskilled labour will spur global migration and there will be a tendency towards people migrating across borders. Trans-national and crime syndicates continue to increase their illicit activities contributing to instability. The responsibility of the South African National Defence Force (SANDF) in terms of border safeguarding will continue and possibly increase as the foreseen migration trends intensify.
• Tipping Points and Violent Protests. Although the percentage of South Africans who believe in strikes and demonstrations has remained relatively unchanged, at just under 40%, there has been an increase in the number of South Africans who report that they actually participated in demonstrations, strikes and violent protests4. 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 tenure5. The SANDF may be required to co-operate on a more regular basis with the South African Police Service (SAPS), to ensure domestic peace and security.
• Health Service Delivery. It is foreseen that health service delivery to the SANDF may be adversely affected by the high frequency of SANDF deployments in an ever-growing complex and psychologically stressful environment. In future this deployment frequency may lead to higher incidences of health issues amongst SANDF members that may include emotional stress, social adjustment problems, suicide and low morale, thus influencing military commitments, both internally and externally.
• Employment of Youth. The DOD through current departmental infrastructure and resources, as a service provider to other government departments for the Youth Leadership Development and Character-building Module, trained a total of 2 008 youth in FY2014/15 and 1 916 youth during FY2015/16. A primary objective of Government remains the accelerated employment of the youth into institutions of government. For the DOD this may influence the numbers that will need to be accommodated on the DOD Youth Development Programmes.
• Internship Programmes in Government. Every government department and public entity is required to employ internship members for experiential training in support of the prevailing government job creation policy. In support of Government Job Creation Policy the DOD will pursue the development of the DOD Internship Policy during FY2016/17 for approval in FY2017/18, which will direct the DOD in terms of the management of DOD internships.
4. Nearly 20% of SA Youth Took Part in Violent Protests, Southern Africa Horizon Scan, December 2012, pp. 7 – 8.5. Urban Tipping Points – Important New Research on the Roots of Violence, Southern Africa Horizon Scan, June 2012, pp. 2 – 3.
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DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR4
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 1. The SDGs recognise that eradicating poverty in all its forms and dimensions, including extreme poverty, is the greatest global challenge and an indispensable requirement for sustainable development. All countries and stakeholders acting in collaborative partnership will implement the SDGs plan.
Figure 1: Sustainable Development Goals
• The 17 SDGs and associated 169 targets which form the SDGs demonstrate the scale and ambition of this new
universal agenda. These SDGs seek to build on the Millennium Development Goals and complete what they did not
achieve. These SDG and targets will stimulate action over the next 15 years in areas of critical importance for humanity
and the planet. The SDGs, as published by Presidency, consist of the following goals:
– Goal 1: End poverty in all its forms everywhere.
– Goal 2: End hunger, achieve food security and improved nutrition, and promote sustainable agriculture.
– Goal 3: Ensure healthy lives and promote well-being for all at all ages.
– Goal 4: Ensure inclusive and equitable quality education and promote life-long learning opportunities for all.
– Goal 5: Achieve gender equality and empower all women and girls.
– Goal 6: Ensure availability and sustainable management of water and sanitation for all.
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5DOD ANNUAL PERFORMANCE PLAN FOR 2016
– Goal 7: Ensure access to affordable, reliable, sustainable and modern energy for all.
– Goal 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and
decent work for all.
– Goal 9: Build resilient infrastructure, promote inclusive and sustainable industrialisation and foster innovation.
– Goal 10: Reduce inequality within and among countries.
– Goal 11: Make cities and human settlements inclusive, safe, resilient and sustainable.
– Goal 12: Ensure sustainable consumption and production patterns.
– Goal 13: Take urgent action to combat climate change and its impacts.
– Goal 14: Conserve and sustainably use the oceans, seas and marine resources for sustainable development.
– Goal 15: Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests,
combat desertification, and halt and reverse land degradation and halt biodiversity loss.
– Goal 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all
and build effective, accountable and inclusive institutions at all levels.
– Goal 17: Strengthen the means of implementation and revitalise the global partnership for sustainable
development.
• The DOD by virtue of its legislative mandate will indirectly support selected SDGs into the future trajectory of defence.
TECHNOLOGICAL
• Information Warfare (Cyber Warfare). The elements under consideration include the following:
– Offensive. During the FY2016/17 the DOD will develop a comprehensive departmental Cyber Warfare Strategy
aligned with the national policy regarding South Africa’s posture and capabilities related to offensive information
warfare actions. The Cyber Warfare Strategy will be submitted for consideration by the Justice, Crime, Prevention
and Strategy (JCPS) Cluster Ministers during the FY2016/17. The DOD will furthermore develop a departmental
Sensor Strategy during FY2016/17.
– 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.
• Research and Development (R&D). In the global market place the most successful nations are those with a culture and infrastructure conductive to innovation and who spend a minimum of 2.5% of Gross Domestic Product (GDP) on R&D. In support of Chapter 9 of the National Develpment Plan (NDP) Vision 2030, “Improving Education, Innovation and Training”, increasing R&D in the RSA and in specific industries, the DOD will continue to ensure a DOD R&D capability. The establishment of an integrated DOD Strategic Research capability shall inform, co-ordinate and enhance strategy, policy and capability development through the results of integrated departmental strategic research. For the years to come, this responsibility for policy research has been assigned to Defence Policy, Strategy and Planning and technology research to Defence Matériel Division for operationalisation. The DOD will continue with scientific research in cooperation with other state departments and institutions and the development of the Defence Science, Engineering and Technology Policy during FY2016/17.
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DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR6
LEGAL
• The safeguarding of the air, land and sea borders of the RSA remains the Constitutional and legislative mandate of the DOD. The DOD will continue to execute its border safeguarding function by addressing security threats and vulnerabilities such as illegal cross-border movement of people, goods, services and hostile elements that threaten the territorial integrity of the state and the well-being of its people. In the recent past, the SANDF performed peacekeeping and internal operations as ordered by government. It is, however, envisaged that the a possible requirement for the conducting of offensive operations with different applicable international legal requirements and implications may become an ordered commitment requirement of government. The SANDF will be required to ensure that it operates are conducted within the requirements of applicable international law implying that SANDF personnel involved in military operations will be required to ensure that all members are fully conversant with applicable international law regulating the use of force.
• The envisaged amendment of the Military Ombud Act, Act 4 of 2012 for FY2016/17 will play a critical role with regard to the implementation of corporate governance and adherence to accountability frameworks in the office of the Military Ombud.
PHYSICAL
• Climate Change. The current global climate changes and the associated impact on weather patterns and conditions may result in increased regional flooding or/and drought. Government may in the foreseeable future require the SANDF to assist with increasing humanitarian assistance and disaster relief during General Military Assistance (GMA) operations in the SADC region.
MILITARY
• While the nature of military conflict is not expected to change in the coming decades in the air, at sea and on land, the means of warfare will certainly continue to evolve. Although no international armed conflict threat against South Africa is foreseen in the next five years, conflicts in Africa may require the deployment of SANDF members who will face armed groupings using heavy conventional6 weapons. During SANDF deployments in support of international peace support operations, the SANDF will increasingly face the following threats: rising tensions globally, hybrid threats7 that contain a mixture of international and non-international forms of conflict and the problem of weak and failing states. The use of improvised explosive devices (IEDs) is also expected to increase. While the nature of war is not expected to change, the SANDF is to take note that the character of conflict and war will constantly change and evolve. Conflicts will continue to evolve, as the SANDF and potential belligerents adapt to advances in science and technology, improved weapons and changes in the security environment. The DOD is to take note that future warfare is likely to be characterised by six strategic trends:
– The increasing importance of information.
– The evolution of unconventional warfare capabilities.
– The growing prominence of non-military aspects of warfare.
– The expansion and escalation of conflict beyond the traditional battlefield.
6. Conventional war is defined as war without nuclear weapons, fought on land, sea and in the air between armed forces and not against armed groups.7. A hybrid threat is any adversary that simultaneously and adaptively employs a fused mix of conventional weapons, irregular tactics, terrorism and criminal behaviour in the battle
space to obtain their political objectives. Taken from: Frank G. Hoffman, “Hybrid vs. Compound War, The Janus choice: Defining Today’s Multifaceted Conflict”, in Armed Forces Journal International, Springfield, 2009, available at http://www.armedforcesjournal. com/ 009/ 10/4198658 as quoted in Defence Against Terrorism Review (4:1) Spring and Fall 2012, p. 48.
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7DOD ANNUAL PERFORMANCE PLAN FOR 2016
– Increasing nuclear powers.
– A more complex environment for interventions.
INTERNAL ENVIRONMENT
• Deployment of the SANDF. South Africa has pledged armed forces to the African Capacity for Immediate Response to Crises (ACIRC) and the DOD, as a founding member, has begun with the operationalisation of the ACIRC8. 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. The DOD will continue to deploy SANDF members in the following operations:
– Internal Operations. The SANDF will continue to provide safety and security related support in cooperation with the
SAPS that includes, amongst others, support during the National Elections, the inauguration of the President of the
RSA and opening of Parliament.
– Maritime Security Strategy. The focus of the SA Navy continues to remain on the preparation of naval forces for
operations in support of the Maritime Security Strategy. The conducting of naval operations that involves patrols in
the Mozambique Channel for the prevention of any piracy-related activities remains a national and departmental
priority. It is envisaged that naval operations as part of anti-piracy operations may expand to the western coastline
of Africa in the future.
– Border Safeguarding. During FY2016/17 the SANDF will increase the number of sub-unit deployed on the borders
of the RSA from 13 FY2015/16 to 15 sub-units to execute its border safeguarding function along the Limpopo,
Mpumalanga, KwaZulu-Natal, Free State, Eastern Cape, Northern Cape and North West Provinces as part of
Phase 4 of the departmental Border Safeguarding Strategy. The DOD Border Safeguarding Strategy will serve as a
departmental contribution to the National Border Strategy that will be developed during FY2016/17.
• Corporate Governance. Corporate governance is enshrined in the King III Report on Governance for South Africa. The DOD embraces the principles in this document and continues to strengthen its departmental role and function in the governance, risk and compliance functions through the following:
– Ethics and Integrity. The implementation of the Public Service Integrity Management Framework (PSIMF) in all
government departments shall inform the DOD’s Ethics Management Programme. Hence, the approval of the DOD
Ethics Policy the DOD will continue with the implemention of the DOD Ethics Strategy during FY2016/17. To give
effect to ethics and integrity in the DOD, the DOD shall focus on the following:
33 Establish a programme designed to implement an ethics management programme in the DOD that will include
the development of a DOD ethics policy, strategy and plan. The intention of the programme is to strengthen
departmental measures for managing ethical conduct and promoting integrity.
33 Continue with ethics awareness training in the DOD as a foundation for implementation of the PSIMF.
• DOD Audit Committee. The DOD Audit Committee during the FY2016/17, as an independent committee, will continue to review the effectiveness of the DOD internal control systems, internal audit functions, DOD risk areas to be covered in the scope of internal and external audits, the adequacy, reliability and accuracy of the financial information, identification of possible accounting and auditing concerns, ensuring compliance with legal and regulatory provisions and oversight of the activities of the departmental internal audit function. The DOD Audit Committee will be constituted and will meet within the provisions of Section 76 and 77 of the PFMA, Act No. 1 of 1999.
8. SONA 2015 pronouncement.
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• DOD Internal Audit. The mandate of the DOD internal audit function is derived from the PFMA, Act 1 of 1999, Section 38(1)(a)(ii) directing the following key responsibilities of internal audit; to provide independent, objective assurance and consulting service, designed to add value through a systematic and disciplined approach intended to improve the DOD’s operations and ensure achievement of objectives (outputs). The DOD Internal Audit Plan was approved by the DOD Audit Committee during FY2015/16 and will be implemented in FY2016/17. The capacitating of the Internal Audit Division will continue to be addressed during the FY2016/17 to enable the execution of this function.
• Governance of Risk. The DOD continues to commit its efforts towards an effective enterprise risk management approach through the following:
– The implementation of the DOD Risk Management Policy, Edition 2, as promulgated during FY2014/15. The
application of the policy continues to direct the department towards an integrated, structured and systematic risk
management process for compliance in the DOD.
– The DOD enterprise risks continue to be subjected to regular monitoring and scrutiny by relevant internal
management councils and supervisory governance structures inclusive of the the DOD Strategic Risk Management
Committee, the Accountability Management Committee and the DOD Audit Committee. Members of the DOD
Strategic Risk Management Committee continue to receive training to ensure the appropriate capacitation of
committee members to execute their risk management mandate. Continuing departmental interventions will take
place during the FY2016/17 to ensure that new members to the Strategic Risk Management Committee are fully
capacitated.
– Risk management is embedded substantially in the strategic management process of the Department striving towards
the optimal achievement of the outputs of the Department's through appropriate risk mitigation interventions.
Regular risk assessments are conducted aimed at minimising and controlling risk exposures in each departmental
programme, subprogramme and functions of the DOD contributing towards the useful management of the relevant
DOD resources. The DOD continues to enhance the culture of risk management through awareness initiatives such as
training workshops and risk assessment sessions aimed at familiarising and equipping members with risk management
skills.
• Governance of Information Technology (IT). The DOD will strengthen its IT policy and plans by institutionalising the Public Service Governance Framework, amongst others, by monitoring and evaluating its investment in and expenditure on IT and ensuring that information assets are managed in the most effective manner. The envisaged Integrated Defence Enterprise System (IDES), as a solution to ensure DOD interoperability and connection with the government-wide Integrated Financial Management System (IFMS) will be managed within the context of governmental progress in terms of the IFMS.
• Compliance Management. The functional structures in the DOD that address Human Resources (HR), Financial and Procurement Governance, Risk and Compliance (GRC) continue to be strengthened through appropriate capacitating and ensuring of compliance with prevailing legislative norms and standards in the respective functional areas.
• Stakeholder Relations Management. The DOD will strive to achieve the appropriate balance between its various stakeholders in the best interests of the DOD and the State. Through the SA Defence Review 2015 the country has initiated an intervention to promote consensus on defence that requires engagements with relevant stakeholders in pursuance of the defence mandate on a variety of topics in the interest of the public.
• Corruption and Fraud. The DOD corruption and fraud nodal point will during the FY2016/17 continue to manage issues relating to corruption and fraud ranging from awareness training to the structured receipt of cases through the ‘whistle-blowing’ mechanism and other established departmental channels. The Military Police will continue to investigate the reported cases of alleged corruption and fraud and the Defence Legal Services will through the military courts, prosecute where relevant with a view to securing a conviction in those cases that are not referred to a civilian court.
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9DOD ANNUAL PERFORMANCE PLAN FOR 2016
• Financial Management. The former DOD Operation Clean Audit Steering Committee (OCASC), now the Audit Management Forum (AMF), as a sub-committee of the Accountability Management Committee (AMC), was previously established by the DOD as an initiative/strategy for ensuring good corporate governance and accountability in terms of addressing eminent adverse audit findings. During FY2016/17, the AMC will spearhead sessions aimed at providing assistance, advice, monitoring, reporting and making of recommendations to the relevant stakeholders on related action plans and internal financial controls designed to reduce and/or eradicate the related audit findings.
• Supply Chain Governance. The DOD Supply Chain Governance Framework is in the process of being developed and will provide a policy framework for all policies related to the Defence Supply Chain management and will inform associated DOD Procurement Policy development that is foreseen for approval during FY2016/17 and implemented in FY2017/18. The DOD Procurement Policy will support the procurement of commodities from local suppliers and contribute to support Small Micro-Medium Enterprises (SMMEs) in the areas where the SANDF is deployed.
• DOD Regulatory Framework. The updating of the General Regulations in terms of the Defence Act, Act 42 of 2002 will be expedited to execute the Constitutional Court ruling of 2006 concerning labour rights. The Regulations require comprehensive revision. The DOD is to improve its capacity to ensure optimal legal advice and litigation support to the DOD.
• Court Decisions Affecting the DOD. It has become evident that some court decisions affecting the DOD are not implemented within the prescribed time-frames as determined. In addition, slow progress is evident regarding the departmental compliance with court rulings within the prescribed time-frames that may result in further litigations and labour unrest that will tarnish the image of the DOD. The DOD will continue to improve the effectiveness of interface between the State Attorney and the DOD to ensure timely compliance with court decisions.
CONSTITUTIONAL AND LEGISLATIVE MANDATES
The constitutional and primary legislative mandates governing the DOD are reflected in Table 1.
Table 1: DOD Constitutional and Primary Legislative Mandates
Legislation Responsibilities
Constitution of the Republic of South Africa, 1996 (Act No. 108)
Section 200: To provide for a structured disciplined military force and the primary objective, which is to defend and protect the Republic, its territorial integrity and its people.Section 201: To provide for the political responsibility and employment of the Defence force. Section 202: The President as head of the national executive is the Commander-in-Chief of the Defence Force and must appoint the Military Command of the Defence Force.Section 204: A civilian secretariat for Defence must be established by national legislation to function under the direction of the Cabinet member responsible for Defence.
Defence Act, 2002(Act No. 42)
Section 4A: Composition of the Military Command .Section 5: Composition of the Department of Defence.Section 6: Establishment of the Defence Secretariat.Section 7: Appointment of the Secretary for Defence as head of the department.Section 8: Functions of the Secretary for Defence. Section 9: Delegation of Powers and Assignment of Duties by the Secretary for Defence.Section 10: Departmental Investigations by the Secretary for Defence.Section 11: Composition and Establishment of the South African National Defence Force.Section 33: Function to conduct Strategic and Operational Intelligence.Section 34: Function to conduct Counter Intelligence.Section 48: Establishment of Reserve Force Council.
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Legislation Responsibilities
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.
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 (Act No. 51)
Non-proliferation of Weapons of Mass Destruction Act, 1993 (Act No. 87)
Armscor must adhere to accepted corporate governance principles, best business practices and generally accepted accounting practices within a framework of established norms and standards that reflects fairness, equity, transparency, economy, efficiency, accountability and lawfulness.
Subject to the Act on Non-proliferation of weapons of Mass Destruction, which Armscor performs on behalf of the DOD for or on behalf of any sovereign state.
National Conventional Arms Control, 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, 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 DOD (relates to the Strategic Capital Acquisition Master Plan [SCAMP]).
Promotion of Access of Information Act, 2000 (Act No. 2)
Each public and private body must make provision, in the manner prescribed in section 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 necessary to perform the duties and responsibilities as set out in section 55(1) of this Act;and(b) any power or duty conferred or imposed on an information officer by this Act to a deputy information officer of that public or private body.
Table 1: DOD Constitutional and Primary Legislative Mandates (continued)
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11DOD ANNUAL PERFORMANCE PLAN FOR 2016
REVISION TO LEGISLATIVE AND OTHER MANDATES
The following legislative and other mandates are in the process of being revised:
• Defence and Related Acts Repeal and Amendment Bill. The repealing and/or amending of Defence laws is deemed to be obsolete or unconstitutional as per the Cabinet directive, which is an initiative of the South African Law Reforms Commission as instructed by the Cabinet. The Chief of the State Law Adviser (OSLA) has finalised this matter and provided the DOD with the pre-certification opinion as approved by Cabinet on 16 October 2014. Public hearings for public comments on the Bill were conducted on 04 and 11 August 2015. On approval by the National Council of Provinces (NCOP), the Bill has subsequently been assented to the President on 13 December 2015 and gazetted on 15 December 2015.
• Military Discipline Bill. The Constitution enjoins the State to maintain and structure the SANDF as a disciplined military force. The Bill seeks to achieve this Constitutional imperative by providing for the proper administration of the Military Justice System in a manner that achieves this main aim and promotes equality, fairness, transparency and accountability in the Defence Force. The Bill was approved by the DOD during the FY2012/13 and it was forwarded to the OSLA for provisional certification. Certification, as a prerequisite to the Parliamentary approval process of the Bill, is awaited by the OSLA.
• Hydrographic Bill. The Bill provides for the establishment of an Office of Hydrographic Service in the South African Navy to bring about safe and secured navigation within the maritime zones of South Africa. The Bill was forwarded to the OSLA for provisional certification, which is still awaited. The Bill must appear before the Council on Defence (COD) for approval, whereafter the Bill will proceed through the legislative process.
POLICY MANDATES
THE SOUTH AFRICAN DEFENCE REVIEW 2015
The Defence Review 2014 was approved by Cabinet on 19 March 2014, and endorsed by the National Assembly and the
National Council of Provinces on 04 June 2015 and 24 June 2015 respectively.
The SA Defence Review 2015 provides the defence policy for South Africa that informs the defence trajectory to be pursued
over multiple Medium-term Strategic Framework (MTSF) periods as depicted in Figure 2. The SA Defence Review 2015 maps
out five strategic planning milestones as firm foundations to direct the development of South Africa’s defence capabilities
through a DOD Extended Long-term Defence Development Plan, inclusive of an aligned funding trajectory integrated into
both the national and departmental planning, budgeting and reporting cycle.
The first four milestones will provide the initial impetus to ensuring an adequate, appropriate and relevant defence capability
for South Africa. Milestone five will remain the Constitutional contingency which can be achieved from the firm foundation
provided by Milestone 4:
• Milestone 0 (MS0). The current situation within the DOD.
• Milestone 1 (MS1). Arresting the decline in critical capabilities through immediate, direct interventions.
• Milestone 2 (MS2). Re-balance and re-organise the Defence Force as the foundation for future growth.
• Milestone 3 (MS3). Create a sustainable Defence Force able to meet ordered defence commitments.
• Milestone 4 (MS4). Enhance the Defence Force’s capacity to respond to emerging threats and a wide range of strategic challenges.
• Milestone 5 (MS5). Defence of the Republic against any directed threat.
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DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR12
Figure 2: Planning the DOD Development Trajectory
MS0
Current Situation
Arrest Decline
Limited War
Re-balance
Respond to Challenges
Capacitate
MS1
MS2
MS3
MS4MS5
Critical Success Factors• DirectedbytheCiC• Cabinetsupported• Appropriatelyfunded.• Nationalconsensus• Commanddriven• Interactivetimeline• Valuepropositionfocus• Strategicpartners
During 2015 the DOD developed the Defence Review Planning and Implementation Framework and Implementation Plan,
delineating Policy, Strategy, Planning and Reporting requirements, to guide the programmatic resourced implementation of
the SA Defence Review 2015 over the next four Medium-term Strategic Framework (MTSF) periods (20 years). Furthermore,
2015 saw the establishment of several departmental oversight structures charged with the responsibility of ensuring the
implementation of the SA Defence Review 2015.
The approved DOD SP 2015-2020 provides focus to the process of implementation over the Milestone 1 period of “arresting the
decline within the available resource allocation”. The plan to arrest the decline of the SANDF will be address by amongst others,
the following key areas:
• Identification of the minimal cost-driven interventions that will improve efficiencies and effectiveness within the DOD.
• Identification of cost-driven urgent preservation funding interventions for those capabilities that are required to support existing ordered operational commitments.
Annexure D to this DOD APP for 2016, reflects the SA Defence Review 2015 Milestone 1 implementation End-States and
associated deliverables (policies, strategies or plans) that will be pursued within the FY2016/17 defence allocation. Annexure
D does however not include those SA Defence Review 2015 Milestone 1 End-States and deliverables that require additional
resources, such unfunded (or in some instances partially funded) deliverables will be included in the comprehensive DOD
SA Defence Review 2015 Milestone 1 Implementation Plan due for implementation on 01 April 2016, which will form the
basis of a strategic-level negotiation process between the DOD and the National Treasury (and other identified stakeholders
where so identified) to ensure appropriate resourcing of the defence portfolio.
PENDING COURT RULINGS
The following pending court rulings against the DOD, are reflected in Table 2.
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13DOD ANNUAL PERFORMANCE PLAN FOR 2016
Table 2: DOD Pending Court Rulings
Ser
No.Pending Court Case
DescriptionImplication/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 R13 116 849 ) (2013/14: R2 802 855). The difference of R20 000 000 is local legal fees. The difference in the prior year amount vs the new year relates to the foreign exchange rate. The matter is defended in a Civil Court of Lisbon, Portugal. The matter was dismissed by the Lisbon court during October 2011 on the basis that no jurisdiction exist to hear the case. On appeal the court found in favour of the plaintiff. This decision of the court was however appealed by Armscor where the court ruled in favour of the plaintiff. A date for the preliminary hearing was scheduled for 29 April 2014. At a preliminary hearing on 29 April 2014 the court ruled that the preservation of evidence should be undertaken by the parties. The preservation of evidence in commission was held during March 2015 and was chaired by a neutral person appointed by the Lisbon court. The matter will now proceed in the Civil Court of Lisbon and it is expected that a court date will be set for April 2016.
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.
2 Fredericks versus Minister of Defence and Military Veterans, Secretary for Defence and C SANDF. The applicant seeks a prohibitive interdict against the DOD in taking any disciplinary steps against him for this participation in the South African National Defence Union (SANDU) march to the Union Buildings on 26 August 2009 and further seeks an order to uplift his special leave in order that he may return to his unit.
Should the member be successful in his application, it will have an effect on the future administration of military justice, in respect of discipline and measures taken to discipline members in the DOD.
PERFORMANCE DELIVERY ENVIRONMENT
During FY2015/16 the aspects that had a bearing on the departmental performance delivery environment included amongst
others, the following:
• The SANDF continued to contribute to domestic, regional and continental stability by deploying military capabilities in a wide range of prominent and internationally recognised external peace support operations.
• The SANDF continued to execute border-line safeguarding operations through the deployment of 13 sub-units.
• The SANDF continued to provide safety and security related support in co-operation with the SAPS where so directed.
• The SA Navy continued to prepare naval forces for operations in support of the Maritime Security Strategy.
During the FY2015/16 the DOD encountered various challenges that hampered the achievement of the department mandate.
The challenges included amongst others, the following:
• DOD Human Resource (HR) Information Technology (IT) System. The lack of an integrated DOD HR IT system as well as the ageing departmental human resources PERSOL system.
• Non-compliance with National Regulatory Framework. Due to prevailing resource constraints, progress with the development and promulgation of the DOD Corporate Governance of Information and Communication Systems Policy was not made during the FY2015/16.
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• Limited capabilities of FMS. The delay in the implementation of IFMS together with the lack of appropriate technical support for the current ageing departmental legacy FMS remains a threat to sound departmental financial management. Current accounting and computerised management system remain non-integrated and hamper the provision of credible, accurate and timely management information to enable reporting and decision-making. The ongoing unreliability of departmental performance information, due to the non-integration of current departmental IT systems and non-availability of source documents, creates a challenge in terms of compliance with national prescripts.
• Defence Reserves Empowerment. The University Reserve Training Programme (URTP) is one of the mechanisms in the SANDF that seeks to address the ageing of the current Reserve Force members and providing a sufficient number as well as improving the quality of junior leaders in terms of both officers and Non-Commissioned Officers. The URTP has been rolled out to most of the national provinces by the Services that saw the final selection of 80 candidates by the SA Army in KwaZulu-Natal. Whilst the training of members in the SA Air Force and the SA Navy is continuing, the training of the members recruited in KwaZulu-Natal will be completed at a later stage. The SA Army is currently in the process of refining the URTP in a manner that will adequately address the requirements of the SANDF.
• Limited capacity of Legal Services. The non-assignment of Military Judges, backlog of cases, sub-optimal structures and inadequate staffing levels and the prevailing resource constraints continued to impede the Legal Services function from achieving its outputs. Whilst management interventions were ensured to sustain current operations, these were of a temporary nature and cannot be sustained over an extended length of time.
DOD CONTRIBUTION TO NATIONAL IMPERATIVES OF GOVERNMENT
The DOD in pursuance of its Constitutional and legislative mandate through inherent Defence capabilities, contributes to the
following national imperatives informing the development of departmental Performance Information as reflected in Annexure
A to this plan:
• 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 3 indicates the aspects that form the corner-stone of the NDP, Vision 2030 to which the defence portfolio, where relevant, will contribute.
Figure 3: NDP, Vision 2030 Plans
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15DOD ANNUAL PERFORMANCE PLAN FOR 2016
• 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).
– 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. The relevant MTSF Outcomes have been integrated into the output deliverables of the DOD. The MTSF Outcomes to which Defence will contribute, by virtue of its legislative mandate and inherent capabilities, are as follows: 3
– Outcome 3: “All people in South Africa are and feel safe.”
33 Sub-outcome 3: South Africa’s borders effectively defended, protected, secured and well-managed. Defence
will contribute to this Outcome through the development during the FY2015/16 of the Border Safeguarding
Strategy (sub-strategy) in support of the overarching strategy to defend, protect, secure, and ensure well-
managed borders by securing of the land, airspace and maritime borders.
33 Sub-outcome 4: Secure cyber space. Defence during the FY2016/17 will contribute to the development of
the national Cyber Warfare Strategy and Implementation Plan during the FY2017/18. During the FY2016/17
Defence will continue with the implementation of the Cyber Warfare Plan and will continue to contribute towards
capacitating a Cyber-security Institution by establishing a Cyber Command Centre Headquarters, scheduled
for FY2018/19.
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. Defence will reduce departmental levels of corruption where
prevalent thus contributing to improving investor perception, trust in and willingness to invest in South Africa.
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– Outcome 11: “Creating a better South Africa and contributing to a better and safer Africa in a better
World.”
33 Sub-outcome 3: Political cohesion in Southern Africa to ensure a peaceful, secure and stable Southern
African region. Defence will contribute to conflict prevention, peacekeeping, peace, security and post-conflict
reconstruction and development where to ordered by government.
• The NGP. Government released the Framework of the NGP aimed at enhancing economic growth, job creation and equity. The principal target of the policy is to create five million jobs by the year 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 FY2016/17 will pursue the development of the DOD Internship Policy for
subsequent approval in FY2017/18 that will direct the department in terms of the management of DOD internships.
– National Youth Services. The DOD will continue to support the Governmental Imperative by providing support to
the Department of Rural Development and Land Reform towards the Youth Leadership Development Programme
through the current defence inherent capabilities and available capacity on a cost recovery bases.
– Defence Industry. In the long term, it is foreseen that job opportunities within the Defence Industry in accordance
with approved DOD projects will be created. Further departmental direction will be provided by Chapter 15 of the
SA Defence Review 2015 “Defence Industry Policy and Strategy” and the National Defence Industry Council (NDIC).
• The IPAP. The IPAP is located in the NDP Vision, 2030 and forms one of the principal pillars of the NGP. The DOD will play a role and support the IPAP in Public Procurement where a Defence Industry Policy will be developed to guide long-term acquisition and procurement of defence capabilities. The NDIC will constitute the highest consultative body between the defence industry and the DOD on matters of policy formulation and compliance, export support, armament acquisition and joint planning. The DOD will be directed by the functions of the NDIC relating to Defence Industry matters.
• The FOSAD Action Plan: 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. The DOD during the
FY2016/17 will monitor compliance to the DOD SDIP to gauge improvement in the departmental service delivery
standards.
– Reduction in the Time it Takes to Fill a Vacancy. The DOD will continue to strive to reduce the time it takes to fill
a funded vacancy in the DOD to ensure alignment with the broader Public Service of a reduced period from 9 to
4 months during FY2016/17. The DOD currently has an average six months period to fill a funded vacant post.
Despite the department’s efforts to fill vacancies the inadequate staff capacity exacerbated by the departmental
long staffing process to fill critical vacancies remains a challenge. In some environments, this challenge was
mitigated to a certain extent by means of the utilisation of Reserve Force members.
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17DOD ANNUAL PERFORMANCE PLAN FOR 2016
– Payment of Suppliers within 30 Days. The DOD will continue to ensure compliance with the PFMA requirement
to pay suppliers within 30 days of receipt of a legitimate invoice9 during FY2016/17. The lack of an integrated
departmental IT system and the ongoing 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.
– Improved Feedback to the Public on Anti-corruption Hotline. The department will continue to provide timely
feedback to the public on cases register with the Presidential Hotline and National Anti-Corruption Hotline (NACH)
cases relevant to the DOD.
– Reduction in Audit Findings. The DOD will endeavour to ensure zero adverse audit findings for the period of this
Plan enabled through the approval of the DOD Internal Audit Strategy for FY2014/15 to FY2016/17 and Internal
Audit Plan for FY2016/17 endorsed by the DOD Audit Committee and Accounting Officer during FY2015/16.
– Timely Submission of Annual Reports to Parliament. The DOD will endeavour to ensure the timely submission
of departmental accountability documents (Annual Reports in this specific regard) as prescribed by applicable
legislation.
– Timely Responses to Chapter 9 Institutions. During FY2016/17 through appropriate internal control mechanisms,
the DOD will continue to respond to Chapter 9 Institutions within the shortest possible time when and if so required.
Chapter 9 Institutions include the Office of the Public Protector, the SA Human Rights Commission, and the Gender
Equality Commission.
– Timely Responses to the Chapter 10 Institutions. The DOD during FY2016/17 will continue to timely submit the
Head of Department’s (HOD’s) performance agreement and departmental SMS Financial Disclosure forms to the
Office of the Public Service Commission (OPSC) as per the legislative requirement.
• The SONA: 2014, 2015 and 2016. During the SONA held on 17 June 2014 and 12 February 2015 respectively, the President indicated that government had embarked on a radical socio-economic transformation to address the triple challenges of poverty, inequality and unemployment. The pronouncements of the SONA that continue to have a bearing on the defence portfolio are as follows:
– Promotion of local procurement.
– Employment of youth.
– Expansion of Internship Programmes in Government.
– Resourcing the Defence mandate.
– Improved implementation of the Financial Disclosures Framework.
– Employment of the SANDF (interim ACIRC, conflict prevention and peacekeeping on the African continent).
– Spending of Public Funds wisely and reduce wastefull expenditure10.
9. Legitimate invoice is defined as invoices that comply with the detail/specifications of the order placed against the supplier for goods and services and which adhere to the DOD prescripts.
10. This aspect from the SONA of 11 February 2016 was included in this APP. Spending of Public Funds wisely and reducing expenditure, the DOD will continue to align its internal cost-containment measures in line with NT requirements.
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THE MINISTER OF DEFENCE AND MILITARY VETERANS PRIORITIES FOR THE FY2016/17 TO FY2018/19
The evolving FY2016/17 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 follows11.
• Defence Strategic Direction. This priority relates to ensuring the provision of Ministerial strategic direction to the DOD over the short, medium and long term. The following evolving End-states will, amongst others, be pursued in support of this Ministerial Priority:
– Defence Command and Governance Accountability Relationships clarified in Policy.
– Strategic direction provided to guide the implementation of the SA Defence Review 2015 (Milestone 1).
– Strategic Communication direction provided to inform the conceptualisation and roll out across all levels of
command, a departmental communication intervention.
• Strategic Resourcing Direction. This priority relates to the directing of the developing of an appropriate Defence Funding Model thereby ensuring the adequate resourcing of the Defence function over multiple MTSF periods aligned with prevailing defence policy. The following evolving End-state will, amongst others, be pursued in support of this Ministerial Priority:
– Direction provided to guide the development of a Defence Funding Model.
• Organisational Renewal. This priority relates to the directing of the renewal of the defence organisation to achieve greater efficiencies and effectiveness across the defence functions. The following evolving End-state will, amongst others, be pursued in support of this Ministerial Priority:
– Direction provided to inform the restructuring of the DOD (SANDF).
• Human Resources (HR) Renewal. This priority relates to the directing of the renewal of the departmental human resource function to ensure that the personnel profile is able to meet both current and future defence obligations. The following evolving End-states will, amongst others, be pursued in support of this Ministerial Priority:
– Direction provided to inform the DOD Human Resources Management function.
– Defence Academy established.
– Relationship established between the DOD ETD programmes and accredited tertiary Institutions for civilian and
military members.
– Military Discipline enhanced.
• Capability Sustainment Direction. This priority relates to reviewing the Defence direction to the Defence Industry, technology development and directing defence acquisition in line with the four milestones of the SA Defence Review 2015. The following evolving End-states will, amongst others, be pursued in support of this Ministerial Priority:
– Defence capability sustainment and renewal.
– Defence facilities maintained.
11. Deliverables per ministerial End-states, Sec Def and C SANDF Focus Areas are reflected in Annexure D.
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19DOD ANNUAL PERFORMANCE PLAN FOR 2016
– Defence Industry engagement established.
– Development and maintenance of strategic reserves.
• Ordered Defence Commitments Direction. This priority relates to directing of the ordered defence commitments in line with the prevailing defence policy. The following evolving End-state will, amongst others, be pursued in support of this Ministerial Priority:
– Sustained Ordered Defence Commitments.
THE SECRETARY FOR DEFENCE FOCUS AREAS FOR FY2016/17 TO FY2018/19
Emanating from the MOD&MV Priorities, the Sec Def forms a departmental policy perspective that has identified Focus Areas
that will inform the functions and strategic direction of the Defence Secretariat (Def Sec) over the short, medium and long term.
The DOD APP for 2016 is in support of the pronounced MOD&MV Priorities. The Focus Areas are as follows:
• Defence Strategic Direction. This Focus Area relates to ensuring strategic direction of the defence programme over the short, medium and long term. The following evolving End-states will, amongst others, be pursued in support of this Focus Area:
– Defence Command and Governance Accountability Relationships clarified in Policy.
– Implementation of departmental instructions and guidelines relating to the SA Defence Review 2015
(Milestone 1 to 4).
– Strategic Communication Intervention conceptualised and rolled out across all levels of the DOD.
• Defence Funding Model. This Focus Area relates to the developing an appropriate funding model ensuring the adequate resourcing of the Defence function. The following evolving End-state will, amongst others, be pursued in support of this Focus Area:
– Defence Funding Model developed.
• Human Resources Renewal. This Focus Area relates to the renewal of the DOD Human Resources component. The following evolving End-states will, amongst others, be pursued in support of this Focus Area:
– Ensured DOD Human Resources Management.
– Relationship established between the DOD ETD programmes and accredited tertiary Institutions for civilian and military
members through the promulgation of a promulgated Education Training and Development Policy.
• Organisational Renewal. This Focus Area relates to the renewal of the DOD Macro-organisational structure by the development of policies and strategies that will inform the updating of the DOD Macro-organisational structure. The following evolving End-state will, amongst others, be pursued in support of this Focus Area:
– Restructure the DOD.
• Capability Sustainment and Renewal. This Focus Area relates to the improvement of the DOD acquisition processes that will support the acquisition of main equipment needed to equip the SANDF for deployment during internal and external operations. The following evolving End-state will, amongst others, be pursued in support of this Focus Area:
– Ensure Defence capability sustainment and renewal.
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• Defence Industry and Technology. This priority relates to reviewing the Defence cooperation with Defence Industry, technology development and ordered defence commitments in line with the four milestones of the SA Defence Review 2015. The following evolving End-state will, amongst others, be pursued in support of this Focus Area:
– Establish Defence industry engagements through capability and technology programmes.
• Ordered Defence Commitments. This Focus Area relates to the enabling of the SANDF to be deployed in support ot the RSA government’s external commitments. The following evolving End-state will, amongst others, be pursued in support of this Focus Area:
– Enable sustained ordered Defence commitments through approparate legal instruments.
THE CHIEF OF THE SOUTH AFRICAN NATIONAL DEFENCE FORCE FOCUS AREAS FOR THE FY2016/17 TO FY2018/19
Emanating from the MOD&MV Priorities, the C SANDF forms a departmental policy perspective that has identified Focus Areas
that will inform the functions and strategic direction of the SANDF over the short, medium and long term and the DOD APP for
2016 in support of the pronounced MOD&MV Priorities. The C SANDF Focus Areas are as follows:
• Military Strategic Direction. The C SANDF is the Military Strategic Authority accountable to the Commander-in-Chief under the direction of the MOD&MV, commands the military resources of the DOD and essentially an integral part of the military strategic direction in the department. The following evolving End-state will, amongst others, be pursued in support of this Focus Area:
– Defence Command and Governance Accountability Relationships clarified in Policy.
– Implementation of departmental instructions and guidelines relating to the SA Defence Review 2015
(Milestone 1 to 4).
– Strategic Communication Intervention conceptualised and rolled out across all levels of the DOD.
• Restructuring of the SANDF. In support of the MOD&MV Priority “Organisational Renewal”, C SANDF will restructure the SANDF on a phased approach within a newly designed command and control philosophy recognising the significance of civil control as a bedrock of the DOD’s “Defence Command and Governance Accountability Relations Policy.” This command and control philosophy will provide clear distinction between command and staff functions. As such, in the medium term, C SANDF with the concurrence of the MOD&MV and Sec Def will promulgate an appropriate command and control philosophy to underpin the ‘Accountability Model’ in the department. Based on this command and control philosophy, C SANDF will promulgate a restructuring plan that will be rolled out systematically throughout the MTEF period and beyond as allowed by resources. The following evolving End-state will, amongst others, be pursued in support of this Focus Area:
– Restructure the DOD (SANDF).
• Renovation of the DOD Facilities. In support of the MOD&MV priority area, “Capability Sustainment Direction”, C SANDF will also focus on the renovation of DOD facilities to arrest the deterioration of DOD facilities and support the achievement of the Defence policy (SA Defence Review 2015) particularly ‘Milestone 1’ and the long-term plans. In the medium term, C SANDF will champion the process to devolve the responsibility for the Defence Endowment Property (DEP) from National Department of Public Works (NDPW) to the DOD. Through the Defence Works Capability the DOD will utilise its own manpower and material or appoint its own consultants and contractors to undertake the work. The result will be an enhanced and focussed renovation of DOD facilities through the facilities master plan (long-term
Last and Final APP 2016.indd 20 2016-02-23 07:02:28 PM
21DOD ANNUAL PERFORMANCE PLAN FOR 2016
infrastructure plan as extrapolated in the General Support Programme [Joint Logistic Support]). The following evolving End-states will, amongst others, be pursued in support of this Focus Area:
– Defence capability sustainment and renewal.
– Defence facilities maintained.
• Development and Maintenance of Strategic Reserves. C SANDF in support of MOD&MV priority “Capability Sustainment Direction” will determine the different stock levels (strategic, operational and tactical) required for possible emergencies, unforeseen fluctuations and consumption, delays in production, and transit accidents. In the medium term, C SANDF will promulgate a reserves policy that will sanction and define the different levels of reserves, direct the pre-positioning of sustainment at identified geographic positions and determine static installations to support day-to-day activities and operations, storage, and the distribution networks (such as petrol depots). The disposal of redundant stock will receive required attention to enable the organisation streamline its strategic reserves. The following evolving End-states will, amongst others, be pursued in support of this Focus Area:
– Disposed redundant equipment and ammunition programmatically.
– Promulgated stock level policy.
• Implementation of the Human Resources Strategy. C SANDF in support of the MOD priority “Human Resources (HR) renewal direction” will ensure an integrated approach in supporting the DOD to appropriately compose, empower and manage a Defence Human Resources component that is capable of executing SANDF mandate and mission. As such a DOD Overarching Human Resources Strategy and sub-strategies derived there from inclusive of a Human Resources Charter supporting the concept of “Cradle to Grave” will be promulgated and implemented systematically as allowed by resource allocation. Key in the implementation is the right-sizing of the Human Resources component of the SANDF capable of executing the mandate of the organisation. The following evolving End-states will, amongst others, be pursued in support of this Focus Area:
– Ensured DOD Human Resources Management.
– Defence Academy established through a comprehensive appreciation.
– Relationship established between the DOD ETD programmes and accredited tertiary Institutions for civilian and military
members.
• Enforcement of Military Discipline. The maintenance and enforcement of discipline is regulated by Section 200(1) of the Constitution of 1996 that requires the SANDF to be structured and managed as a disciplined military force. In the medium term a discipline plan will be promulgated. The plan will be the result of a Military culture defined in the Military Strategy. An implementation instruction will influence the SA Defence Review 2015 of current documents (Service Guide for Officers), Warrant Officers, NCOs and newcomers as well as awareness training. This will be done in support of the MOD&MV priorities, ‘Defence Strategic Direction’ and ‘Human Resource Renewal’. The following evolving End-state will, amongst others, be pursued in support of this Focus Area:
– Military Discipline enhanced through the Military Discipline Bill.
• Development of SANDF Capabilities. A capability development philosophy and approach informing the development of long-term plans within the auspices of Defence Policy and Military Strategy will be promulgated in the Military Strategic Direction Register in support of the MOD&MV priorities “Capability Sustainment Direction.” Physical development of appropriate capabilities will materialise in acquisition plans commensurate with available funding. The focus of the physical development of capabilities will be on the landward defence capability. The Maritime defence will over the
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DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR22
MTEF investigate the establishment of the Coastguard for the RSA as contemplated by Government. The following evolving End-states will, amongst others, be pursued in support of this Focus Area:
– Defence capability sustainment and renewal.
– Defence facilities maintained.
• Force Protection. Force Protection includes issues of military security and counter-intelligence as well as the procurement of critical ammunition to enhance the abilities of the SANDF in order to honour its ordered commitments. The following evolving End-states will, amongst others, be pursued in support of this Focus Area:
– Enhanced Corps of Professional Intelligence Analysts.
– Restored Tactical, Operational and Strategic Intelligence Capability.
– Improved Force Preparation and Force Employment Stock levels.
• Border Safeguarding. The systematic increase of the SANDF footprint on the borderline of the RSA in accordance with available resources as well as promulgation of the Border Safeguarding strategy will continue during FY2016/17. The following evolving End-state will, amongst others, be pursued in support of this Focus Area:
– Optimised Border safeguarding capability.
• Revitalisation and Effective Utilisation of Reserves. In support of the MOD&MV priority “Human Resource Renewal Direction”, a policy and strategy on the revitalisation and transformation of the Reserves will be promulgated and implemented systematically in the medium term. The policy will ensure that the Reserves have a feeder system of new recruits together with a leader group development system (including the URTP) that gives the required capacity to fulfil their role including augmenting the Regulars, forming part of the standing and surge military capability, providing for the expansion capacity of the SANDF as well as providing certain specialist scarce skills.
• Renewal of Landward Defence Capability. The ‘renewal of the landward’ remains a C SANDF Focus Area in support to the MOD&MV priority “Capability Sustainment Direction” but no output can be planned due to lack of funding. This capability did not form part of the Strategic Defence Packages.
ORGANISATIONAL ENVIRONMENTThe DOD Macro-organisational structure is informed by the departmental Constitutional mandate, prevailing defence policy and the applicable defence Output deliverables. The DOD comprises of the Def Sec, established, in terms of Section 204 of the Constitution of the RSA, 1996 (Act No. 108 of 1996) and the SANDF, established in terms of Section 200 of the Constitution of the RSA, 1996 (Act No. 108 of 1996).
The DOD Macro-organisational structure is inclusive of the Public Entities12 (Armscor and the Castle Control Board) and Organs of State (Defence Force Service Commission, Military Ombud and Reserve Force Council) reporting to the MOD&MV, as the Executive Authority, responsible for the oversight of these entities in terms of the PFMA Act No. 1 of 1999.
The DOD Macro-organisational structure may during the period of the Plan be reconfigured to reflect the prevailing defence policy (SA Defence Review 2015 imperatives) requirements13.
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.
12. “Green” component of the DOD Macro-organisational structure refers to Public Entities and Organs of State, that are not part of the DOD Macro-organisational structure but are reporting to the Executive Authority.
13. The amendments to the DOD Macro-organisational structure will be dealt with as a function of the SA Defence Review Level 1 Implementation Plan as a holistic approach.
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23DOD ANNUAL PERFORMANCE PLAN FOR 2016
The DOD Macro-organisational structure is provided in Figure 4.
Figure 4: DOD Macro-organisational Structure
LEVEL 0
Castle Control Board
Defence Force Service Commission
Armscor Military Ombud
Reserve Force Council
LEVEL 1
Department of Defence
DOD CENTRAL STAFF
Human Resources
Division
Defence Legal
Service 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
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
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DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR24
DOD OVERVIEW OF THE FY2016/17 BUDGET AND MEDIUM-TERM EXPENDITURE FRAMEWORK ESTIMATES
DOD BUDGET PROGRAMME STRUCTURE
The overall purpose of the budget programmes within the budgetary system is to enable the allocation of funds aligned with
and to enable the required performance of a budget programme (responsibility) in terms of specific activities/functions and/
or the delivery of a particular category of services in support of the Defence mandate. The eight DOD Budget Programmes
are depicted in Table 3.
Table 3: DOD Budget Programme Structure
Programme Budget Programme Structure (Execution/Responsibility)
1 Administration
2 Force Employment
3 Landward Defence
4 Air Defence
5 Maritime Defence
6 Military Health Support
7 Defence Intelligence
8 General Support
The DOD has developed mandate driven Strategic (five year period) and Core Performance (MTEF period) 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, C and D to this Plan. Annexure A provides
an overview of the respective budget programme (responsibility) that enables the execution of the respective output of
defence whilst contributing to the national imperatives applicable to the defence portfolio whereas Annexure C provides the
departmental strategic performance indicators with associated 5 year strategic targets aligned with the DOD SP 2015-2020.
CHANGES TO DOD BUDGET PROGRAMME STRUCTURE
The possible restructuring of the current departmental budget programme structures to ensure alignment with the National
Treasury prescripts, prevailing defence policy (SA Defence Review 2015) and the DOD Strategic Planning Framework (SPF),
may require consideration during the period under review. DOD Enterprise Risks that may adversely impact on the output
delivery of the individual and collective budget programmes structures are provided in Table 89.
DOD EXPENDITURE ESTIMATES
The Defence Budget for FY2016/17 amounts to 1,05% of the expected GDP of the RSA. The composition of the budget vote allocation for Defence per DOD main budget programme as published in the Estimate of National Expenditure (ENE) 2016, is indicated in Table 4.
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25DOD ANNUAL PERFORMANCE PLAN FOR 2016
Table 4: DOD Expenditure Estimates for the FY2016/17 to the FY2018/19
Budget Programme
Audited Outcome
Adjusted Budget
Medium-term Expenditure Estimates
R’000 R’000 R’000 R’000 R’000 R’000 R’000
2012/13 2013/14 2014/15Vote
2015/16 2016/17 2017/18 2018/19
Administration 3 781 561 4 510 985 4 658 985 4 862 401 5 151 108 5 348 398 5 560 354
Force Employment 2 780 976 3 346 655 3 631 441 3 807 504 3 899 635 3 945 550 4 039 632
Landward Defence 12 367 923 13 599 123 14 049 116 15 202 376 15 651 438 16 838 737 17 714 538
Air Defence 7 074 945 6 031 523 6 913 523 7 167 594 6 883 527 6 596 132 7 240 303
Maritime Defence 2 894 945 3 226 378 3 802 369 3 769 147 4 355 880 4 557 333 4 427 523
Military Health Support 3 459 916 3 733 603 4 053 113 4 069 261 4 416 816 4 400 384 4 578 443
Defence Intelligence 705 050 774 683 819 775 831 459 900 248 917 218 944 290
General Support 4 636 902 5 224 571 4 914 059 5 372 614 5 911 093 6 140 863 6 220 602
Total 37 702 218 40 447 521 42 842 381 45 082 356 47 169 745 48 744 615 50 725 685
Economic classification
Current payments 29 584 619 32 747 930 34 343 473 36 607 562 39 101 098 39 477 357 40 752 331
Compensation of employees
19 688 398 21 332 701 23 005 809 24 890 389 26 884 559 26 447 971 27 116 696
Goods and services 9 896 221 11 415 229 11 337 664 11 717 173 12 216 539 13 029 386 13 635 635
Transfers and subsidies
6 103 412 6 422 070 7 400 180 7 887 893 7 780 835 8 833 065 9 493 855
Provinces and Municipalities
0 0 54 33 87 95 107
Departmental agencies and accounts
4 960 514 4 697 768 6 144 266 6 745 225 6 622 655 7 442 654 8 035 574
Higher Education Institutions
0 0 0 0 0 0 0
Foreign Governments and International Organisations
0 303 347 0 0 0 0 0
Public corporations and private enterprises
1 028 701 1 336 996 1 114 145 1 025 893 1 025 387 1 260 906 1 326 787
Last and Final APP 2016.indd 25 2016-02-23 07:02:30 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR26
Budget Programme
Audited Outcome
Adjusted Budget
Medium-term Expenditure Estimates
R’000 R’000 R’000 R’000 R’000 R’000 R’000
2012/13 2013/14 2014/15Vote
2015/16 2016/17 2017/18 2018/19
Non-profit Institutions 6 965 7 701 7 909 7 992 9 460 9 327 9 767
Households 107 232 76 258 133 806 108 750 123 246 120 083 121 620
Payments for capital assets
1 877 739 1 265 510 1 081 225 586 901 287 812 434 193 479 499
Buildings and other fixed structures
685 274 216 975 64 877 122 599 121 935 127 186 133 567
Machinery and equipment
1 162 786 1 045 591 1 010 517 451 167 164 538 305 615 344 491
Heritage Assets 0 0 0 0 0 0 0
Specialised Military Assets
22 642 244 4 386 12 143 993 993 993
Biological Assets 4 050 1 245 0 0 0 0 0
Land and Sub-soil Assets
0 0 0 0 0 0 0
Software and Other Intangible Assets
2 987 1 455 1 445 992 346 399 448
Payment for financial Assets
136 448 26 682 17 503 0 0 0 0
Total 37 702 218 40 462 192 42 842 381 45 082 356 47 169 745 48 744 615 50 725 685
RELATING FY2016/17 MTEF EXPENDITURE TRENDS TO STRATEGIC OUTCOME-ORIENTED OUTPUTS
DOD EXPENDITURE TREND OVER THE 2016/17 MTEF
• Expenditure analysis. Over the medium term, the DOD will prioritise maintaining South Africa’s defence capabilities, safeguarding South Africa’s borders and territorial integrity, participating in peace support operations, and developing cyber security policy, among other ongoing contributions to the NDP Vision 2030. The department will continue to contribute to Outcome 3 “All people in South Africa are and feel safe” of the government’s 2014-2019 MTSF.
The compensation of employees continues to be the department’s largest expenditure item over the medium-term at R26.9 billion in FY2016/17, and will increase to an amount R27.1 billion in during FY2018/19. The compensation of employees constitutes 57 per cent of the department’s total expenditure during FY2016/17, and provides for an average personnel component of 80 500 personnel per year. As part of Cabinet’s decision to lower the national aggregate expenditure ceiling,
Table 4: DOD Expenditure Estimates for the FY2016/17 to the FY2018/19 (continued)
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27DOD ANNUAL PERFORMANCE PLAN FOR 2016
the department’s compensation of employees’ budget has been reduced by R1.9 billion for FY2017/18 and R2.9 billion for FY2018/19, decreasing its share of the department’s total expenditure to 53.5 per cent by FY2018/19. After consultation with the DPSA and NT, the department will develop and implement a plan to manage its personnel expenditure within its reduced personnel budget.
The department’s goods and services budget has similarly been reduced, by R193.9 million for FY2016/17, R94.2 million for FY2017/18 and R82.4 million for FY2018/19. Contractors and property payments remain the department’s largest spending items under goods and services over the medium term, driven by the significant costs of maintaining equipment such as weapons, aircraft and ships. Other significant goods and services spending anticipated over the medium term includes R1.9 billion on property payments, R1.3 billion on operating leases, R1.2 billion on computer services, R896 million on food and food supplies, R810 million on subsistence and travel, R619 million on fuel, oil and gas, and R560 million for operating payments.
• Maintaining South Africa’s defence capabilities. The approved SA Defence Review 2015 provides the long-term policy for South Africa’s defence trajectory over the next 20 to 30 years. The focus of the SA Defence Review 2015 is aimed at the maintaining a balanced, flexible and modern force that uses advanced technology in response to emerging threats and the changing nature of defence functions globally. The SA Defence Review 2015 proposes 5 critical implementation milestones. Milestone 1 of the SA Defence Review 2015 “Arresting the decline in critical capabilities through immediate and directed interventions” is the main focus for the medium term and will be implemented within the allocated resources.
The department will be replacing the infantry combat vehicle, developing a mobile water provisioning system, developing a mass field feeding system, developing new generation personal equipment for soldiers, and establishing a new command centre for an anti-aircraft capability. This is reflected in the 12 per cent increase in FY2017/18, and the large increase over the medium term in spending in the Infantry Capability subprogramme in the Landward Defence programme, as well as the average annual increase of 21 per cent in the Air Defence Artillery Capability subprogramme over the medium term. The Landward Defence programme is the largest programme in the DOD, with average annual spending of 34 per cent of the department’s total medium term budget.
Replacing medium distance 3 dimensional (3D) radar and precision guided air force ammunition accounts for the increase in the Air Defence programme in FY2018/19. In the Maritime Defence programme, provision is made in FY2016/17 for replacing the hydrographic vessel by FY2019/20 and the heavyweight torpedo capability by FY2022/23, for the acquisition of offshore patrol vessels by FY2024/25, and for updating static communication in the South African Navy by FY2017/18. This is also the main reason for the large increase in expenditure in the Maritime Combat Capability subprogramme over the medium term.
• Expanding and maintaining infrastructure. Over the medium term, the department’s infrastructure programme will cover the construction of medical health facilities, the upgrading of facilities for disabled people, the construction and upgrading of training facilities, improvements to accommodation, kitchen and security facilities. The DOD large infrastructure projects include the construction of a base hospital in Port Elizabeth, and the refurbishment of 6 SA Infantry Battalion in Grahamstown, the Air Force Base in Bloemspruit, the SA Army and Air Force headquarters in Pretoria, and the NCOs’ mess in Thaba Tshwane. The priority small projects, include the refurbishment of the Overberg Air Force Base in Bredasdorp, 1 Tactical Intelligence Regiment in Potchefstroom, Salisbury Island Naval Base in Durban, and the Military Academy in Saldanha. In support to improve the living conditions of the SANDF members, fixed equipment in military kitchens will be replaced at 33 military bases. Unserviceable infrastructure will be demolished in Thaba Tshwane and on Malgaskop at the Military Academy in Saldanha. The total budget for this work amounts to R3.3 billion over the medium term.
• Safeguarding South Africa’s borders and territorial integrity. Over the medium term, approximately 6 000 regular and reserve force members will be trained per year for deployment to border safeguarding. This training is budgeted for in the Landward Defence programme. In addition, the department will increase the number of landward
Last and Final APP 2016.indd 27 2016-02-23 07:02:30 PM
DOD ANNUAL PERFORMANCE PLAN FOR
sub-units from 13 in FY2015/16 to 15 sub-units in FY2016/17. An amount of R3.6 billion over the medium term is budgeted for border safeguarding in the Force Employment programme. As part of the maritime security strategy, the South African Navy is re-establishing the Durban Naval Base. Over the medium term an amount of R35 million is budgeted in the Maritime Defence programme to install ICT systems, refurbish security fences, and create warehouse and maintenance capacity.
• Participating in peace support operations. The department will continue to provide defence force support in operations to bring economic and political stability to the continent through its participation in 5 external operations: 2 UN/AU mandated peace support operations in the Democratic Republic of the Congo (DRC) and the Sudan; 2 general military assistance operations, which will include advising and assisting the armed forces of the DRC with writing and printing military strategy handbooks and training its defence forces; and support to the Mozambican government with counter piracy operations. An amount of R4.6 billion over the medium term is provided for these peace support operations.
• Establishing cyber security institutional capacity. During the FY2016/17 the department will continue to support Outcome 3 “All people in South Africa are and feel safe” of government’s 2014/2019 MTSF that includes the securing of cyberspace. The department’s cyber warfare strategy is expected to be ready for implementation by FY2016/17. During FY2015/16, 10 departmental personnel were transferred to the Cyber Command Centre, which has improved the department’s cyber monitoring capacity. The Cyber Command Centre will be fully established by FY2018/19 and R340 million has been budgeted for this in the Defence Intelligence programme over the medium term.
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29DOD ANNUAL PERFORMANCE PLAN FOR 2016
PART B: PROGRAMME AND SUBPROGRAMME PLANS
DESCRIPTION OF THE DOD PLANNING, BUDGETING AND REPORTING CYCLE
The DOD SPF, as developed and approved during 2012, provides the departmental norms and standards within which the
defence outcomes-based planning, budgeting, reporting and risk management process are executed in the realisation of the
Defence mandate. The DOD SPF aims primarily at ensuring the following high levels aspects:
• The implementation of the departmental outcomes-based (logical model) planning, budgeting, reporting and risk management in the DOD.
• The alignment of planning, budgeting, monitoring and evaluation (reporting) processes and risk management of the DOD within the requirements of national legislation.
• Improved output delivery accountability.
• Defence performance information management focused strategically on meeting the Defence mandate as aligned with the intent and priorities of Government to ensure the delivery of value to the citizens of the RSA.
The DOD Planning, Budgeting and Reporting Cycle is outlined in Figure 5 with a subsequent brief description of each of
the main components of the cycle.
Figure 5: The DOD Planning, Budgeting and Reporting Cycle
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
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DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR30
The DOD Planning, Budgeting and Reporting Cycle (here after refer to as the DOD Cycle) ensures an alignment between
the National Planning, Budgeting and Reporting Cycle and that of the DOD Cycle and associated processes. The DOD Cycle
enables the translation of national policy direction and imperatives into departmental polices that informs the development of
departmental strategies and planning instruments. The DOD Cycle includes the following primary components:
• National Oversight and Direction. National oversight is a constitutionally mandated function over legislative organs of state and public entities. Numerous national institutions have a legislative oversight over the DOD’s institutional performance thereby ensuring that desired departmental outputs are achieved commensurate with the resource allocation and value to citizens. National oversight entities evaluate the content of the DOD planning instruments, performance reports and reviews and address the adherence to that which was planned and that which what ultimately achieved. Evaluation feedback by the national oversight entities includes inputs relating to adherence/compliance or non-adherence/non-compliance to the departmental change and sustained agenda.
• DOD Policy Development. DOD Policy development entails the development and maintenance of departmental policies and guidelines, formulated as a result of the annual departmental analysis of the prevailing internal and external environment and associated factors that have a bearing on the defence operations and plans. The corporate defence policy (core and functional) directs the further development of departmental strategies, plans and management interventions in support of the Defence mandate through formulated departmental output deliverables.
• DOD Strategy Development. The strategy development component of the DOD Cycle addresses the requirement for a corporate Department of Defence Strategy that informs subsequent Def Sec and SANDF long-term departmental (core and functional) strategies. The strategic development component takes into consideration the annual assessment of the prevailing departmental strengths, weaknesses, opportunities and threats analysis (SWOT) to which the department is exposed and which are to be taken into consideration during the strategy formulation and adjustment processes.
• DOD Planning and Budgeting. The planning and budgeting component of the DOD Cycle informs the development of the DOD Extended Long-term Development Plan (20-30 years), the Def Sec and SANDF Long-term plan and the DOD SP (5 year period). The DOD SP informs both the Def Sec and SANDF SP and subsequent core and functional APPs. The planning process is the resourced implementation mechanism through which departmental strategy is enabled within the prevailing resource considerations for the period under consideration. The annual departmental review of the external and internal environment as informed by the annual SWOT/environmental scanning process is conducted and informs the annual adjustments, when and if so required to the DOD Strategic Plan and inform the development of the annual DOD APP inclusive of resourced DOD performance information (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.
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31DOD ANNUAL PERFORMANCE PLAN FOR 2016
NATIONAL OUTCOMES-/RESULTS-BASED PLANNING (LOGIC MODEL)
The DOD Logic Model14 (DOD Strategy Map) is developed in alignment with the National Treasury “Logic/Results-based
Model” (Figure 6) requirements as prescribed in the National Treasury Framework for the Managing Programme 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 6.
Figure 6: Key Performance Information Concepts (Logic Model/Strategy Map)
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 for, budgeted for and implemented within the control of the Department.
• Activities. Defence Activities are defined as “what we do on a daily basis” and include the processes or actions that utilise a range of inputs (resources) to produce the desired outputs and, ultimately, outcomes. “Economy” indicators at the “input/activity” level of the models explore whether specific inputs are acquired at the lowest cost and at the right time and whether the method of producing the requisite outputs is economical.
• Inputs. Defence Inputs (resources) are defined as “what we use to do the work on a daily basis” and include the resources that contribute to the production and delivery of outputs.
14. Terminology aligned with NT Framework on SP and APP (Figure 6 Key Performance Information Concepts).
Last and Final APP 2016.indd 31 2016-02-23 07:02:33 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR32
15. DOD Logic Model equivalent
The above Logic/Results-based Model (DOD Strategy Map) and the highlighted components provided therein, provide
value to the department when supported by well-defined and auditable performance information (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 Map15, as a representation of the core (sustained agenda) legislative Defence mandate, is presented in
Figure 7 and informs departmental planning, budgeting, reporting and risk management processes across all levels and
functionalities of the Defence portfolio. The DOD Strategy Map is aligned with the national logic model requirements and
provides the DOD Outcomes, Output deliverables, Internal processes (Activities), Resource management (Inputs) and the
additional DOD perspective “Building for the Future”, to ensure the relevance of the DOD along the defence trajectory.
Linked to the corporate DOD Strategy Map are the DOD Core 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 data sheets for each of
the performance indicators is available and published on the DOD website (with the exception of confidential performance
information) to provide the technical detail of each performance indicator that will be utilised during the internal and external
performance information audits conducted by the DOD and the Auditor-General of South Africa (AGSA).
This DOD APP for 2016 in the subsequent section expresses the departmental 5 year strategic targets linked with each
element of the DOD Strategy Map that will be pursued in support of the DOD SP 2015-2020 that will enable DOD End of
Term Reporting.
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33DOD ANNUAL PERFORMANCE PLAN FOR 2016
Figure 7: DOD Strategic Planning Frameworks (DOD Strategy Map)16
Output Deliverables
Internal Processes
Resources Management
Building for the Future
Department of Defence
Defence Outcomes
Defence outcomes17 are defined as “that which the DOD wishes to achieve” and are the medium-term results for
specific beneficiaries that are the consequence of achieving specific outputs. Defence outcomes are directly related/
aligned to the Constitutional and legislative mandate of Defence as provided below:
Table 5: DOD Outcome 1
Strategic Outcome 1 of the DOD
RSA is Defended and Protected (SANDF)
Outcome Statement 1 of the DOD This DOD Outcome encompasses the central purpose of the DOD and includes the following three main elements:
• Comprehensive defence capabilities are enhanced, maintained and ready.
• Peace, stability and security in the RSA, region, continent and world are promoted.
• The people of South Africa are defended and protected.
Measures associated with Strategy Map elements D1, D2, P2, P3, R1 to R4 and F1 to F3 relate to the DOD Outcome 1.
16. The “green” strategy map elements represent the Def Sec responsibilities and the “light brown” the responsibilities of the SANDF. 17. See Annexures A and C for Performance Information pertaining to the DOD.
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DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR34
Strategic Outcome 1 of the DOD
RSA is Defended and Protected (SANDF)
Baseline All Defence commitments related to the following:
• Accomplished Operations.
• Ordere defence commitments.
• Operations support compliance.
• Border safeguarding.
• Joint Force Employment Requirements (including the Southern African Development Standby Force Pledge).
Note: The abovementioned will exclude 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 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
Strategic Outcome 2 of the DOD
Enhanced Civil Control of Defence (Def Sec)
Outcome Statement 2 of the DOD This DOD Outcome is related to sub-processes that involve the formulation of defence policy and strategy, defence functional (resource and compliance) policies and strategies, defence management and administration and the accompanying enterprise architecture to affect resource accounting. This outcome also includes the accompanying planning, budgeting, risk management, control and reporting processes. This outcome refers to the function of providing strategic direction through the following sub-processes:
• Formulation of defence policy and strategy.
• Defence functional (resource and compliance) policies (norms and standards), strategies and plans.
• Defence management and administration.
• The accompanying enterprise architecture to effect resource accounting.
• The accompanying planning, budgeting, reporting and risk management processes.
• Actively contest corruption and fraud as part of the government incentive.
Measures associated with Strategy Map elements D1-4, P1, P2, R1 to R4 and F1 to F5 relate to the DOD Outcome 2.
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)
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35DOD ANNUAL PERFORMANCE PLAN FOR 2016
Strategic Outcome 2 of the DOD
Enhanced Civil Control of Defence (Def Sec)
Links MTSF Outcome 11 “Creating a better South Africa and contributing to a better and safer Africa in a better World” (main contribution) and Outcomes 02, 03, 05 and 12.
Strategic Outcome Indicator Strategic Outcome (SO_2) Percentage compliance with Civil Control of Defence
5 Year Target 92.37%
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
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 as provided below:
Table 7: DOD Output 1
Strategic Objective/ Strategic Output 1
Conduct Ordered Defence Commitments in Accordance with Government Policy and Strategy
Output statement This DOD Output deliverable relates to the degree to which the SANDF executes / participates in ordered defence commitments (Joint and Multi National Operations) in accordance with the mandate provided and National Government policy and strategy. These commitments are to be executed within the parameters of applicable legal instrument(s) i.e. a Memorandum of Understanding, Letters of Assist or Directives.
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 the Output relates to the degree to which the SANDF executes / participates in ordered defence commitments (Joint and Multi National Operations) as part of its core responsibility in support of the National government imperatives.
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.
D_1.1 Strategic Output Indicator18 Percentage Defence commitments accomplished (per annum or over 5 year period)
Output Indicator Statement This DOD Output deliverable is to conduct ordered Defence commitments in accordance with government policy and strategy. The Output deliverable can be measured, namely:
Defence Commitments Accomplished. The 5 year strategic target for percentage Defence commitments accomplished is estimated at 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.
• 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).
18. The budget programme associated with each Performance Indicator that is categorised under the Strategic Output Indicator is indicated in Annexure A, DOD Performance Informa-tion aligned and link to Government Outcomes, DOD Strategy Map for FY2016/17 and the Strategic Outcomes and 5 year Strategic Plan Targets, and Annexure C, DOD Strategic Indicator Description Table.
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DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR36
Strategic Objective/ Strategic Output 1
Conduct Ordered Defence Commitments in Accordance with Government Policy and Strategy
Output Indicator Statement • 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%
5 Year Target 100%19
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
100% 100% 100% 100% 100%
D_1.2 Strategic Output Indicator Percentage Defence commitments support compliance
Output Indicator Statement This DOD Output deliverable is to support the Defence commitments. The Output deliverable 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, 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 to achieve 100% compliance with self-sustainment of personnel.
Baseline Information classified20
5 Year Target Information classified
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
Information classified
Information classified
Information classified
Information classified
Information classified
D_1.3 Strategic Output Indicator Percentage border safeguarding commitments status
Output Indicator Statement This DOD Output deliverable is to conduct Border safeguarding commitments. The Output deliverable entails the DOD responsibility to provide landward sub-units deployed on border safeguarding per year. The 5 year strategic target is to achieve 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.
5 Year Target 100%
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
100% (13)
100% (15)
100% (15)
100% (15)
100% (15)
19. Target setting is regulated by the FMPPI (2007:9&12). There is no provision made for MTSF setting of targets. The 5 year strategic targets projected/estimated are aligned to the budget allocation (beyond the FY2015/16 MTEF budget cycle). The Targets for the MTSF will be adjusted to align with the final budget allocation.
20. 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.
Table 7: DOD Output 1 (continued)
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37DOD ANNUAL PERFORMANCE PLAN FOR 2016
Table 8: DOD Output 2
Strategic Objective/ Strategic Output 2
Provide Mission Ready Defence Capabilities
Output Statement This strategic DOD Output deliverable addresses the degree to which the SANDF provides mission ready capabilities to Joint Force Employment and the Southern African Development Community Standby Force Pledge.
Baseline The SANDF main outputs, namely the provision of Ready Defence.
Justification The importance of the Output relates to the degree to which the SANDF produces one of the main outputs namely the provision of mission ready Defence capabilities in accordance with the approved Joint Force Employment Requirement, as part of its core responsibility. It is an important cost driver for the department.
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.
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)
Output Indicator Statement This strategic DOD Output deliverable addresses the degree to which the SANDF provides mission ready capabilities to Joint Force Employment and the Southern African Development Community Standby Force Pledge. The 5 year strategic target is to achieve 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.
5 Year 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 9: DOD Output 3
Strategic Objective/ Strategic Output 3
Provide sound Defence direction
Output Indicator Statement The provision of external direction and advice so that governmental bodies and organisations are well informed and advised on trends in SANDF. It also includes the adoption and formulation of appropriate defence policy, strategy and internal direction and advice to ensure effective Defence. This strategic output addresses the degree to which the DOD adherences to governance promulgation schedule set by higher authority as well as the DOD Risk Management maturity level achieved.
Baseline The 5 year strategic target is to achieve 100% compliance with the DOD governance promulgation schedule for policies and strategies. The 5 year strategic target for compliance with submission dates of DOD accountability documents is 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 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.
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Strategic Objective/ Strategic Output 3
Provide sound Defence direction
Links MTSF Outcome 12: “An efficient, effective and development-oriented public service and empowered, fair and inclusive citizenship” (main contribution) and outcomes 03, 05 and 11.
D_3.1 Strategic Output Indicator Percentage compliance by the DOD with National Governance
Output Indicator Statement This strategic DOD Output deliverable addresses the degree to which the DOD adheres to the governance promulgation schedule and the DOD complies with the submission of DOD accountability documents set by higher authority. The 5 year strategic target is to adhere to 93.33% compliance with the DOD governance promulgation schedule.
Baseline 93.33% adherence to the DOD governance promulgation schedule.
5 Year Target 91.66%
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
95.8% 93.33% 93.33% 93.33% 93.33%
Table 10: DOD Output 4
Strategic Objective/ Strategic Output 4
Ensure Defence Compliance with Regulatory Framework
Output statement This strategic DOD Output deliverable addresses the degree to which the DOD complies with the Regulatory Framework (D_4.1) as well as the degree to which the DOD deals with corruption and fraud in the DOD (D_4.2).
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 the Output relates to the obligation for 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.
D_4.1 Strategic Output Indicator Percentage Defence compliance with Regulatory Framework
Output Indicator Statement The Degree to which the DOD Complies with the Regulatory Framework (D_4.1). 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.
• Compliance with Submission Dates of DOD Accountability Documents. 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.
• 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.
Table 9: DOD Output 3 (continued)
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39DOD ANNUAL PERFORMANCE PLAN FOR 2016
Strategic Objective/ Strategic Output 4
Ensure Defence Compliance with Regulatory Framework
Output Indicator Statement • 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 a MPAT Level 3 score by 2018. However, for the 5 year period an average of Level 2.6 score or 69.5% is planned.
• Percentage Payments within 30 Days from receipt of legitimate invoices. The ideal would be to finalise all payments within 30 days. However too many variables are not under the control of the Indicator owner. The target of 75% is based on the benchmark determined by trends experienced by other national departments.
Baseline 86.6%
5 Year Target 86.6%
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
81.25% 86.6% 86.6% 86.6% 86.6%
D_4.2 Strategic Output Indicator Percentage corruption and fraud prevention status
Output Indicator Statement This strategic DOD Output Deliverable addresses the degree to which the DOD deals with corruption and fraud in the DOD. This includes corruption and fraud (where and if prevalent) detected internally as well as by external sources. The strategic output consists of four Performance Indicators that can be measured, namely:
• Detection Investigations of Corruption and Fraud Conducted. Detection investigations of corruption and fraud conducted entails the detection of reported corruption and fraud in order to establish the realities pertaining to the matter. The 5 year strategic target is to investigate all (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. This aspect deals with written complaints finalised per year. The 5 year strategic target is to finalise (70%) of all written complaints reported.
Baseline • Detection Investigations of Corruption and Fraud Conducted Baseline: 100%.
• Cases of Corruption and Fraud Investigated: Baseline: 100%.
• Cases of Corruption and Fraud Prosecuted: Baseline: 100%.
• Written Complaints Finalised: Baseline: 70%.
5 Year Target 92.5%
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
90%% 92.5% 92.5% 92.5% 92.5%
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DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR40
Defence Internal Process (Activities)
Defence activities21 are defined as “what the DOD does on a daily basis” and include the processes or actions that utilise
a range of inputs (resources) to produce the desired outputs and, ultimately, outcomes. The departmental activities are
provided below:
Table 11: DOD Internal Process 1
Internal Process 1 Administrate the DOD
Output statement The DOD Administration activity includes the following components:
• The formulation of defence administration related policy and strategy, defence functional (resources and compliance) policies and strategies, defence management and administration and the accompanying enterprise architecture to effect resource accounting.
• The formulation of defence instructions framework emanating from defence-related policies, strategy and legislation.
• The organisational arrangements (systems and processes) to support effective planning, monitoring and evaluation, reporting and risk management in the DOD.
• The organisational arrangements to ensure corporate support which consists of HR, Legal and Defence Foreign Relations.
• The organisational arrangements (systems, capacity and processes) to effectively manage information in the DOD.
• The organisational arrangements to manage account for and report on the DOD finances.
• The organisational arrangements to manage crime prevention, discipline, disputes and ethics in the DOD.
Baseline Directly indicative of DOD compliance with the Regulatory Framework specifically related to Defence Administration.
Justification The importance of the Output relates to the obligation for 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.
P1.1 Strategic Output Indicator Percentage Defence administration compliance index
Output Indicator Statement 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.
21. See Annexures A and C for Performance Information.
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41DOD ANNUAL PERFORMANCE PLAN FOR 2016
Internal Process 1 Administrate the DOD
Baseline 72.5%
5 Year Target 72.5%
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
72.5% 72.5% 72.5% 72.5% 72.5%
P1.2 Strategic Output Indicator Number of Defence crime prevention, activities (Includes anti-corruption and anti-fraud activities)
Output Indicator Statement 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 detected National Anti-corruption Hotline cases conducted.
• Number of awareness activities on Corruption and Fraud.
Baseline 100%
5 Year Target 100%
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
100% 100% 100% 100% 100%
P1.3 Strategic Output Indicator Percentage reduction of criminal cases
Output Indicator Statement 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%
5 Year Target 45%
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
45% 45% 45% 45% 45%
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DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR42
Table 12: DOD Internal Process 2
Internal Process 2 Enable the DOD
Output statement The DOD activities relate to sub-processes in the SANDF required to enable service delivery. It includes the provision of defence capabilities by the Services and Division in accordance with the military strategic objectives and their provision, preparation and maintenance for operational readiness and operational employment.
Baseline 100%
Justification This strategic output addresses the degree to which the DOD complies with the enablement of the DOD through:
• Defence health care activities.
• Defence primary military preparation activities.
Links MTSF Outcome 2: “A long and healthy life for all South Africans” (main contribution) and Outcomes 03, 11 and 12.
P2.1 Strategic Output Indicator Number of Defence health care activities
Output Indicator Statement The Number of Defence Health Care Activities. The strategic output consists of the following Performance Indicators that can be measured, namely:
• Broader SANDF health status (Information classified).
• Trend of deployable status on concurrent health assessments (Information classified).
• Number of health care activities per year.
Baseline 2 140 550 health care activities per year.
5 Year Target 10 702 750
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
2 140 550 2 140 550 2 140 550 2 140 550 2 140 550
P2.2 Strategic Output Indicator Percentage Defence primary military preparation activities
Output Indicator Statement 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%
5 Year Target 100%
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
100% 100% 100% 100% 100%
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43DOD ANNUAL PERFORMANCE PLAN FOR 2016
Table 13: DOD Internal Process 3
Internal Process 2 Employ the SANDF
Output statement The DOD activities related to sub-processes in the SANDF required for employment of the SANDF in Joint, Interdepartmental, Interagency and Multinational (JI2M) operations as directed by government. It includes military exercises and mission readiness training activities.
Baseline 18 exercises for the 5 year term.
46 Defence Attaché Offices.
Justification This strategic output addresses the degree to which the DOD complies with the employment of the DOD through:
• DOD military exercises.
• Defence relationship (diplomacy) through Defence Attaché Offices.
Links MTSF Outcome 3: “All people in South Africa are and feel safe” (main contribution) and Outcomes 02 and 11.
P3.1 Strategic Output Indicator Number of DOD military exercises
Output Indicator Statement The Performance Indicator addresses the number of Joint, Interdepartmental, Interagency and Multinational military exercises conducted per year.
Baseline 18 exercises for the 5 year term.
5 Year Target 18
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
5 4 3 3 3
P3.2 Strategic Output Indicator Number of Defence Attaché Offices
Output Indicator Statement The Performance Indicator 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 Target 46 Defence Attaché Offices.
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
46 46 46 46 46
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DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR44
Defence Resources Managment (Resources)
Defence resources (inputs)22 are defined as “what the DOD utilises to do our work on a daily basis” and include the resources
that contribute to the production and ultimate delivery of legislative outputs. The departmental resources considerations are as
follows:
Table 14: DOD Resources 1
Resources Deliverable 1 Provide professional and supported DOD Human Resources
Output statement This objective is an overarching aspect to ensure that human resources meet the demands of the department, are professional as well as supported in order to engage in the main processes of the department.
Baseline 100%
Justification This strategic output addresses the degree to which the DOD complies with:
• Planned staffing of funded posts.
• Utilisation of Reserve Forces (persondays).
• SANDF Battle fitness requirements.
Links MTSF Outcome 12: “An efficient, effective and development-oriented public service and empowered, fair and inclusive citizenship” (main contribution) and Outcomes 02, 03 and 11.
R1.1 Strategic Output Indicator Percentage HR utilisation index
Output Indicator Statement The Performance Indicator addresses the percentage compliance with planned staffing of funded posts.
Baseline Planned posts filled by the end of the term: 80 971 (100%).
Reserve Force members utilised over the term: 13 266 335 persondays (100%).
5 Year Target 100%
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
100% 100% 100% 100% 100%
R1.2 Strategic Output Indicator Number of military skills development members in the system per year
Output Indicator Statement The Performance Indicator addresses the number of military skills development members in the system that were trained per year.
Baseline Number of persons undergone military skills development by end of the term: 19 759.
5 Year Target 19 759
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
3 863 4 001 3 997 3 949 3 949
22. See Annexures A and C for Performance Information.
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45DOD ANNUAL PERFORMANCE PLAN FOR 2016
Resources Deliverable 1 Provide professional and supported DOD Human Resources
R1.3 Strategic Output Indicator Level of morale in the DOD
Output Indicator Statement The Performance Indicator addresses the level of morale as experienced by members in the DOD.
Baseline Positive morale.
5 Year Target Positive
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
Positive Positive Positive Positive Positive
Table 15: DOD Resources 2
Resources Deliverable 2 Provide appropriate and sustainable Matériel
Output statement This element is an overarching departmental aspect to ensure defence matériel meets the requirements of the department in order to engage in the main processes of the department. This deliverable includes items (facilities, ships, tanks, self-propelled weapons, aircraft, related spares, repair parts, and support equipment, including real property, installations, and utilities) necessary to equip, operate, maintain, and support military activities without distinction as to their application for administrative or combat purposes.
Baseline Adherence to infrastructure, critical stock levels and logistic compliance: 95%.
Justification This strategic output addresses the degree to which the DOD complies with:
• Defence infrastructure revitalisation.
• Defence critical stock level status.
• Logistics compliance.
Links MTSF Outcome 11 “Creating a better South Africa and contributing to a better and safer Africa in a better World” (main contribution) and Outcomes 02, 03 and 12.
R2.1 Strategic Output Indicator Percentage Defence infrastructure revitalisation status
Output Indicator Statement The Performance Indicator addresses the revitalisation of Defence infrastructure through the management (expenditure control) of the facilities plan and the utilisation of DOD endowment property (property under the direct control of the DOD).
Baseline 90%
5 Year Target 90%
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
New Indicator 90% 90% 90% 90%
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DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR46
Resources Deliverable 2 Provide appropriate and sustainable Matériel
R2.2 Strategic Output Indicator Percentage Defence critical stock level status
Output Indicator Statement The Performance Indicator addresses the Defence critical stock level.
Baseline Information classified
5 Year Target Information classified
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
Information classified
Information classified
Information classified
Information classified
Information classified
R2.3 Strategic Output Indicator Percentage Logistics compliance status
Output Indicator Statement The Performance Indicator addresses the Logistics compliance in the DOD. In particular is the procurement requests fully completed within 90 days from day of registration a good indication of a healthy procurement and payment system.
Baseline 99%
5 Year Target 99.2%
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
100% 99% 99% 99% 99%
Table 16: DOD Resources 3
Resources Deliverable 3 Provide integrated and reliable Defence Information Systems
Output statement This element is an overarching departmental aspect to ensure that information systems meet the requirements of the department in order to engage in the main processes of the department. This deliverable includes management information and management intelligence also known in the private sector as "business intelligence" (not to be confused with military intelligence).
Baseline 94.95%
Justification This strategic output addresses the degree to which the DOD complies with its 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
R3.1 Strategic Output Indicator Percentage Defence ICT status
Output Indicator Statement The Performance Indicator addresses the degree to which the DOD complies with its ICT demands.
Baseline Percentage of modernised, sustainable DOD ICT Integrated Prime Systems Capabilities.
Table 15: DOD Resources 2 (continued)
Last and Final APP 2016.indd 46 2016-02-23 07:02:37 PM
47DOD ANNUAL PERFORMANCE PLAN FOR 2016
Resources Deliverable 3 Provide integrated and reliable Defence Information Systems
Justification This strategic output addresses the degree to which the DOD complies with its Information and ICT demands.
5 Year Target 94.95%
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
New Indicator 92.45% 93.95% 96.7% 96.5%
Table 17: DOD Resources 4
Resources Deliverable 4 Provide sound Financial Management to the DOD
Output statement This element is an overarching departmental aspect to ensure that departmental financial management remains sound in terms of the regulatory requirements and guidelines and that financial reporting is performed accordingly.
Baseline Less than 8% deviation.
Justification This strategic output addresses the degree to which the DOD complies with financial management requirements.
Links MTSF Outcome 12 “An efficient, effective and development-oriented public service and empowered, fair and inclusive citizenship” and Outcomes 02, 03 and 11.
R4.1 Strategic Output Indicator Percentage deviation from approved drawing schedule
Output Indicator Statement The Performance Indicator addresses the degree to which the DOD complies with its financial management demands.
Baseline Less than 8% deviation.
5 Year Target Less than 8% deviation.
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
<8% <8% <8% <8% <8%
Last and Final APP 2016.indd 47 2016-02-23 07:02:37 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR48
Defence Building for the Future (Defence Sustainability)
The Defence perspective Building for the Future (BFF)23 outlines how defence will endeavour to ensure its future sustainability
and relevance moving forward into the MTEF and beyond through structured departmental initiatives and processes. The
departmental building for the future perspectives are provided below:
Table 18: DOD Building for the Future 1
Future Deliverable 1 Ensure appropriate Strategic Reserves
Output statement This element addresses the requirement to ensure that critical commodities and/or items are available at all times to enable and support expected and unforeseen defence commitments (e.g. fuel, ammunition).
Baseline Information classified.
Justification This strategic output addresses the degree to which the DOD ensures that critical commodities and/or items are available at all times to enable and support expected and unforeseen defence commitments.
Links MTSF Outcome 11 “Creating a better South Africa and contributing to a better and safer Africa in a better World” (main contribution) and Outcomes 12.
F1.1 Strategic Output Indicator Level of strategic reserves
Output Indicator Statement The Performance Indicator addresses the degree to which the DOD complies with strategic reserves demands.
Baseline Information classified.
5 Year Target Information classified.
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
Information classified
Information classified
Information classified
Information classified
Information classified
Tables 19 and 20: DOD Building for the Future 2/3
Future Deliverable 2/3 Renew DOD main Equipment and Systems (including technology development)
Output statement This element addresses the requirement to ensure that the DOD invests in the development and acquisition of equipment and associated doctrine to ensure the DOD’s long-term sustainability and relevance.
Baseline 80%
Justification This strategic output addresses the renewal of armament through acquisition and technology development commitments approved.
Links MTSF Outcome 11 “Creating a better South Africa and contributing to a better and safer Africa in a better World” (main contribution) and Outcomes 02, 03 and 12.
23. See Annexures A and C for Performance Information.
Last and Final APP 2016.indd 48 2016-02-23 07:02:38 PM
49DOD ANNUAL PERFORMANCE PLAN FOR 2016
Future Deliverable 2/3 Renew DOD main Equipment and Systems (including technology development)
F2.1 Strategic Output Indicator Percentage Defence armament acquisition commitments status
F3.1 Strategic Output Indicator Undertake Defence Research and Development
Output Indicator Statement The Performance Indicator addresses the degree to which the DOD renew armament through acquisition and technology development commitments approved.
Baseline Armamentacquisitioncommitmentsapproved,≥75%by31March.
Technology development commitments approved, 85% by 31 March.
5 Year Target 80%
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
80% 80% 80% 80% 80%
Table 21: DOD Building for the Future 4
Future Deliverable 4 Promote an appropriate Defence Industry
Output statement This element addresses the requirement to ensure that the RSA's Defence Industry remains appropriate and relevant with regard to global military technology development (and trends) in order to enable and sustain the RSA's military capacity/capability requirement and relevance in our area of influence.
Baseline Defence Industry Policy to be developed.
Justification In terms of the SA Defence Review 2015 Implementation Plan for Milestone 1, Acquisition Services will develop a Defence Industry Policy in cooperation with the National Defence Industry Council.
Links MTSF Outcome 3: “All people in South Africa are and feel safe” (main contribution) and Outcomes 11 and 12.
5 Year Target 100%
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
New Indicator 100% 100% 100% 100%
Table 22: DOD Building for the Future 5
Future Deliverable 5 Promote consensus on Defence
Output statement This element addresses the requirement to ensure that stakeholders internal and external to the DOD are engaged to enable national cohesion relating to the role and functions of the Defence portfolio in support of the RSA Constitutional Imperatives.
Baseline Public positive opinion of 77%.
Last and Final APP 2016.indd 49 2016-02-23 07:02:38 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR50
Future Deliverable 5 Promote consensus on Defence
Justification It is required to ensure that stakeholders internal and external to the DOD are engaged to enable national cohesion relating to the role and functions of the Defence Constitutional Imperatives.
Links MTSF Outcome 12 “An efficient, effective and development-oriented public service and empowered, fair and inclusive citizenship.”
F5.1 Strategic Output Indicator Status of Public Opinion of the DOD
Output Indicator Statement The Performance Indicator addresses the public opinion of the DOD to determine:
• The DOD’s relationship with the general public.
• The stance related to the DOD general direction (policies and strategies).
Baseline Public positive opinion of 77%.
5 Year Target 77%.
Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20
77% 77% 77% 77% 77%
DOD PERFORMANCE INFORMATION ALIGNED WITH THE DOD STRATEGY MAP: FY2016/17 TO FY2018/19
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 2016 for each level of the DOD
SPF to enable performance monitoring of the Defence mandate, as reflected in the tables under the departmental budget
subprogrammes. The included performance information includes both cumulative and non-cumulative targets for which
quarterly progress will be reported during departmental internal processes.
In the Performance Information tables, under each departmental budget 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”.
Table 15: DOD Resources 2 (continued)
Last and Final APP 2016.indd 50 2016-02-23 07:02:38 PM
51DOD ANNUAL PERFORMANCE PLAN FOR 2016
DOD SELECTED PERFORMANCE INDICATORS AND TARGETS FOR FY2016/17 TO FY2018/19
The DOD Selected Performance Indicators and Targets for FY2016/17 to FY2018/19, as reflected in Table 23, form the basis
of the DOD contribution to the National Budget 2016 Estimates of National Expenditure (DOD 2016 Defence and Military
Veterans Vote 19).
The DOD Selected Performance Indicators reflect the main outputs and activities of the DOD in support of the MTSF
(2014-2019) and DOD SP 2015-2020.
Last and Final APP 2016.indd 51 2016-02-23 07:02:39 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR52
Tab
le 2
3: D
OD
Sel
ecte
d P
erfo
rman
ce In
dic
ato
rs a
nd T
arg
ets:
FY
2016
/17
to t
he
FY20
18/1
9
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/
Ac
tual
Per
form
ance
Estim
ated
Pe
rfor
man
ceM
ediu
m-te
rm
Targ
ets
Budg
et
Prog
ram
me
2012
/13
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
Outc
ome
11P3
_03
Tota
l num
ber o
f def
ence
Atta
ché
Offic
es40
4343
4524
4625
4646
Adm
inis
tratio
n (D
efen
ce F
orei
gn
Rela
tions
)
Outc
ome
5R1
_1B
Num
ber o
f mili
tary
skil
ls
deve
lopm
ent m
embe
rs in
the
syst
em p
er y
ear26
8 95
57
005
3 88
93
863
4 00
13
997
3 94
9Ad
min
istra
tion
(Hum
an R
esou
rces
Se
rvic
es)
Outc
ome
3R1
_1C
Num
ber o
f res
erve
forc
e pe
rson
days
New
Indi
cato
rNe
w In
dica
tor
2 69
5 74
22
442
792
2 70
1 68
12
707
164
2 70
7 34
9Ad
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
forc
e Pl
edge
27
100%
79%
79%
10
0%10
0%10
0%10
0%Fo
rce
Empl
oym
ent
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
)
125% (5)
83%
(5)
140%
(7
)2810
0%29
100%
100%
100%
Forc
e Em
ploy
men
t
24. T
he 45
Defe
nce A
ttach
é Offic
es co
mpris
e 10 o
ffices
in th
e Sou
thern
Afric
an D
evelo
pmen
t Com
munit
y (SA
DC) R
egion
, 10 o
ffices
in th
e Res
t of A
frica a
nd 25
offic
es in
the R
est o
f the W
orld.
25
. The
46 D
efenc
e Atta
ché O
ffices
comp
rise 1
0 offic
es w
ithin
the S
outhe
rn A
frican
Dev
elopm
ent C
ommu
nity (
SADC
) Reg
ion, 1
6 offic
es in
the R
est o
f Afric
a and
Midd
le Ea
st an
d 20 o
ffices
in th
e Res
t of th
e Wor
ld.
26. D
uring
the M
OD&M
V Bu
dget
Vote
(May
2015
) an a
nnou
ncem
ent b
y the
MOD
&MV
was m
ade w
ith re
gard
to th
e MSD
S me
mber
s “W
e nee
d to i
ncre
ase t
he in
take o
f MSD
S re
cruits
to re
juven
ate th
e Defe
nce F
orce
.” T
here
fore t
he M
SDS
targe
t was
revis
ed by
CHR
from
3 91
6 to 4
001 f
or F
Y201
6/17.
27. P
revio
usly
read
as “P
erce
ntage
comp
lianc
e with
the S
outh
Afric
an D
evelo
pmen
t Com
munit
y stan
dby f
orce
agre
emen
t and
Sou
th Af
rican
Pled
ge.”
28. T
wo ad
dition
al op
erati
ons w
ere c
ondu
cted o
ver a
nd ab
ove,
name
ly Op
CHA
RIOT
, Op M
ETAA
L and
Op L
OAPI
.29
. Only
exec
uted o
pera
tions
are r
epor
ted on
. Actu
al nu
mber
s will
be pr
ovide
d afte
r ach
ievem
ent.
Last and Final APP 2016.indd 52 2016-02-23 07:02:39 PM
53DOD ANNUAL PERFORMANCE PLAN FOR 2016
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/
Ac
tual
Per
form
ance
Estim
ated
Pe
rfor
man
ceM
ediu
m-te
rm
Targ
ets
Budg
et
Prog
ram
me
2012
/13
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
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
)30
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,
inte
rdep
artm
enta
l, in
tera
genc
y an
d m
ultin
atio
nal m
ilita
ry
exer
cise
s co
nduc
ted
per y
ear31
55
55
43
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
per y
ear
1113
1313
1532
1515
Forc
e Em
ploy
men
t
Outc
ome
11
D1_0
5Nu
mbe
r of f
orce
em
ploy
men
t ho
urs
flown
per
yea
r11
697
4 47
15
026.
396
50033
5 00
0345
000
5 00
0Ai
r Def
ence
Outc
ome
11
D1_0
6Nu
mbe
r of h
ours
at s
ea p
er y
ear
7 33
911
081
8 95
1.53
12 0
0012
000
12 0
0012
000
Mar
itim
e De
fenc
e
30. I
ntern
al op
erati
ons i
nclud
e bor
der s
afegu
ardin
g and
oper
ation
s in s
uppo
rt of
other
gove
rnme
nt de
partm
ents.
31. R
efine
ment
of the
MTS
F (2
014
– 20
19) b
y Pre
siden
cy (D
PME)
toge
ther w
ith C
JOps
took
plac
e an
d its
was
dec
ided
that t
he d
epar
tmen
t wou
ld ad
dres
s only
the
SAND
F’s p
artic
ipatio
n on
the
highe
r lev
el of
SADC
and
inter
depa
rtmen
tal/
inter
ange
cy ex
ercis
es, a
s Sou
th Afi
rca is
not a
lway
s the
lead
ing co
untry
durin
g the
se ex
ercis
es.
32. D
uring
the M
OD&M
V Bu
dget
Vote
(May
2015
) the
Mini
ster in
dicate
d tha
t the n
umbe
r of s
ub-u
nits f
or bo
rder
safeg
uard
ing w
ill inc
reas
e fro
m 13
to 15
sub-
units
. Dur
ing th
e dep
artm
ental
budg
et pr
oces
ses i
t was
decid
ed th
at the
numb
er of
su
b-un
its w
ill be
incre
ased
from
13 to
15 su
b-un
its fr
om F
Y201
6/17 o
nwar
ds.
33. 8
00 ho
urs w
ill be
flown
for V
IP op
erati
ons a
nd 5
700 h
ours
for jo
int fo
rce em
ploym
ent r
equir
emen
ts su
bject
to re
sour
ce al
locati
on.
34. 1
000 h
ours
will b
e flow
n for
VIP
oper
ation
s and
4 00
0 hou
rs for
joint
force
emplo
ymen
t req
uirem
ents
subje
ct to
reso
urce
alloc
ation
.
Last and Final APP 2016.indd 53 2016-02-23 07:02:39 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR54
MTSF OUTCOMES, DERIVED FROM GOVERNMENT OUTCOMES, FOR THE FY2016/17 TO FY2018/19
By pursuing of the DOD legislative mandate and utilising its inherent Defence capabilities, the DOD will continue to provide
support to the governmental MTSF Outcomes (2014 – 2019) relevant to the Defence mandate and 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 Justice
Crime Prevention and Security Cluster (JCPS) and a member of the Joint International Cooperation Trade and Security
(ICTS) Cluster for MTSF Outcomes 3 and 11 respectively that relate to the sustained and change agenda of Defence. These
MTSF Outcomes that Defence will engrave (sustained agenda) are as follows:
• Outcome 3: “All people in South Africa are and feel safe.”
– Sub-outcome 3: South Africa’s Borders Effectively Defended, Protected, Secured and Well-managed. Defence will
contribute to this outcome by developing sub-strategies in support of the national overarching strategy to defend,
protect, secure, and ensure well-managed borders by securing of the land, airspace and maritime borders.
– Sub-outcome 4: Secure Cyber Space. Defence will contribute to the development of the Cyber Warfare Strategy
and Implementation Plan of the country, which is required for approval by March 2016. During FY2016/17 the
Defence will continue with the implementation of the Cyber Warfare Implementation Plan and will furthermore
continue to contribute towards capacitating a Cyber-security Institution by establishing a Cyber Command Centre
Headquarters, scheduled by FY2018/19.
– Sub-outcome 7: Corruption in the Public and Private Sectors Reduced. The DOD’s contribution is to assist in the
reduction of corruption in the JCPS Cluster but more specifically in the DOD where possibly prevalent.
• Outcome 11: “Creating a better South Africa and contributing to a better and safer Africa in a better World.”
– Sub-outcome 3: Political cohesion in Southern Africa to ensure a peaceful, secure and stable Southern African
region. The DOD will continue to support sub-outcome 3 by means of the SANDF contribution to AU/UN peace
operations and through the department’s International Affairs Policy.
The MTSF outcomes to which Defence will indirectly (change agenda) contribute by virtue of its legislative mandate and
inherent capabilities are as follows:
• Outcome 2: “A long and healthy life for all South Africans.”
• Outcome 5: “A skilled and capable workforce to support an inclusive growth path.”
• Outcome12: “Anefficient,effectiveanddevelopment-orientedpublicserviceandempowered, fairandinclusive citizenship.”
Last and Final APP 2016.indd 54 2016-02-23 07:02:40 PM
55DOD ANNUAL PERFORMANCE PLAN FOR 2016
CORE OUTPUTS PER PROGRAMME: PERFORMANCE INDICATORS, TARGETS (ANNUAL AND QUARTERLY) AND RECONCILING PERFORMANCE TARGETS WITH THE FY2016/17 TO FY2018/19 BUDGET ALLOCATION
PROGRAMME 1: ADMINISTRATION35
OVERVIEW
The Administration mandate finds expression in the DOD Administration Budget Programme (Programme 1) responsible
to provide departmental administrative support, development of defence policy and the management and administration
of the department.
The Administration programme provides centralised Human Resource Support, Defence Legal Services and Defence
Foreign Relations Support Functions to the DOD. Furthermore, the Administration programme includes governance risks
and compliance functions, the determination of working methods and procedures that improve internal controls, as well as
the veracity of information provided.
PURPOSE
The purpose of the Administration programme is to provide strategic leadership, management and support services to the
DOD and provide for military veterans’ benefits through the Department of Military Veterans36.
OUTPUTS
The main outputs of the Administration programme are as follows:
• To provide Ministerial direction.
• To provide departmental direction.
• To provide defence policy advice.
• To provide departmental strategic direction.
• To provide corporate planning, budgeting and reporting.
Budget Allocation. An amount of R5 151 108 000 is allocated to the Administration Programme for the 2016/17 MTEF.
35. The Administration Programme consists of both Defence Secretariat and SANDF subprogrammes. 36. This Administration Programme purpose is aligned with the National ENE, as determined/standardised by National Treasury for all national departments as from the FY2015/16
onwards.
Last and Final APP 2016.indd 55 2016-02-23 07:02:40 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR56
OVERVIEW OF ADMINISTRATION SUBPROGRAMME: MINISTRY OF DEFENCE
Responsibility. Minister of Defence and Military Veterans.
Purpose. The purpose of the subprogramme is to provide political direction to the DOD thereby ensuring the democratic
defence of South Africa by meeting the required defence commitments and providing appropriate defence capabilities.
Outputs. The outputs of the subprogramme Ministry are as follows:
• To provide Political direction to the DOD.
• To ensure the defence of South Africa by meeting the approved ordered defence commitments and providing appropriate defence capabilities.
• To oversee the applicable Public Entities (Armscor and Castle Control Board [CCB]).
• To oversee the Organs of State (Military Ombud, Defence Force Service Commission [DFSC] and Reserve Force Council [RFC]).
Budget Allocation. An amount of R72 898 000 is allocated to the subprogramme Ministry for the 2016/17 MTEF.
Performance Indicators and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicators and
Targets (Annual and Quarterly) associated with the subprogramme.
Table 24: Subprogramme: Ministry: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Targets
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Output 3 Provide sound Defence direction
D3_05
Percentage compliance with submission dates of DOD accountability documents
(DOD APP tabled in Parliament)
(Armscor Corporate Plan tabled in Parliament)
(Castle Control Board APP tabled in Parliament)
(Military Ombud APP tabled in Parliament)
100%
100%Tabled on 13 March
2013
100%(The APPs were tabled
by 13 March
2014)
100%(APPs were
tabled in line with the
Parliamentary Programme on 11 March
2015)
100%(4 APPstabled in line with National
Prescripts)
100%(4 APPstabled in line with National
Prescripts)
100%(4 APPstabled in line with National
Prescripts)
100%(4 APPstabled in line with National
Prescripts)
Last and Final APP 2016.indd 56 2016-02-23 07:02:40 PM
57DOD ANNUAL PERFORMANCE PLAN FOR 2016
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Targets
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
D3_05
Percentage compliance with submission dates of DOD accountability documents
(DOD Annual Report tabled in Parliament)
(Armscor Annual Report tabled in Parliament)
(Castle Control Board Annual Report tabled in Parliament)
(Military Ombud Annual Report tabled in Parliament)
100% 100% 100% 100%
100%(4 ARs
tabled in line with National
Prescripts)
100%(4 ARs
tabled in line with National
Prescripts)
100%(4 ARs
tabled in line with National
Prescripts)
100%(4 ARs
tabled in line with National
Prescripts)
Table 25: Subprogramme: Ministry: Performance Indicators and Quarterly Targets for FY2016/17
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Output 3 Provide sound Defence direction
D3_05
Percentage compliance with submission dates of DOD accountability documents
(DOD APP tabled in Parliament)
Annually
100%(4 tabled in line
with National
Prescripts)
- - -
100%(1 DOD APPtabled in line with National Prescripts)
(Armscor Corporate tabled in Parliament)
Annually - - -
100%(1 Armscor
Corporate Plantabled in line with National Prescripts)
(Castle Control Board APP tabled in Parliament)
Annually - - -
100%(1 Castle
Control Board APP
tabled in line with National Prescripts)
Last and Final APP 2016.indd 57 2016-02-23 07:02:40 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR58
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
D3_05
(Military Ombud APP tabled in Parliament)
Annually
100%(4 tabled in line
with National
Prescripts)
- - -
(1 Military Ombud APPtabled in line with National Prescripts)
Percentage compliance with submission dates of DOD accountability documents
(DOD APP tabled in Parliament)
Annually -
100%(1 DOD
Annual Reporttabled in line with National Prescripts)
-
(Armscor Annual Report tabled in Parliament)
Annually -
100%(1 Armscor
Annual Reporttabled in line with National Prescripts)
-
(Castle Control Board Annual Report tabled in Parliament)
Annually -
100%(1 Castle
Control Board Annual Reporttabled in line with National Prescripts)
-
(Military Ombud Annual Report tabled in Parliament)
Annually
100%(1 Military
Ombud Annual Report
tabled in line with National
Prescripts)
The MOD&MV is responsible for oversight of Organs of State (Military Ombud, DFSC and RFC) as listed on the next page. These entities receive budget allocations from the DOD and they are responsible and report to the Executive Authority.
Table 25: Subprogramme: Ministry: Performance Indicators and Quarterly Targets for FY2016/17 (continued)
Last and Final APP 2016.indd 58 2016-02-23 07:02:40 PM
59DOD ANNUAL PERFORMANCE PLAN FOR 2016
OVERVIEW OF THE MILITARY OMBUD
Responsibility. The Military Ombud.
Purpose. The Military Ombud is responsible to investigate and ensure that complaints are resolved in a fair, economical
and expeditious manner.
Outputs. The outputs of the Military Ombud are as follows:
• Investigate as well as resolve complaints lodged in writing by:
– A member regarding his or her service conditions.
– A former member regarding his or her conditions of service.
– A member of the public regarding the official conduct of a member of the Defence Force.
– A person acting on behalf of a member of the Defence Force.
Budget Allocation. An amount of R46 810 000 from the budget of Legal Services is allocated to the Military Ombud for the
2016/17 MTEF.
Performance Indicators and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicators and
Targets (Annual and Quarterly) associated with the subprogramme.
Table 26: Military Ombud: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Targets
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to the Ministry
Output 3 Provide sound Defence direction
D3_05
Percentage compliance with submission dates of DOD accountability documents
(Military Ombud APP submitted to the Executive Authority)
100%New
IndicatorNew
IndicatorNew
Indicator
100%(1 APP
submitted in line with National Prescripts)
100%(1 APP
submitted to the
Executive Authority)
100%(1 APP
submitted to the
Executive Authority)
100%(1 APP
submitted to the
Executive Authority)
D3_05
Percentage compliance with submission dates of DOD accountability documents
(Military Ombud Annual Report submitted to the Executive Authority)
100%New
IndicatorNew
IndicatorNew
Indicator
100%(1 Annual Report submitted in line
with National Prescripts)
100%(1 Annual
Report submitted
to the Executive Authority)
100%(1 Annual
Report submitted
to the Executive Authority)
100%(1 Annual
Report submitted
to the Executive Authority)
Last and Final APP 2016.indd 59 2016-02-23 07:02:41 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR60
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Targets
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Output 4 Ensure Defence compliance with Regularly Framework
D4_08Percentage of written complaints finalised
70%New
IndicatorNew
Indicator43% 60% 60% 70% 80%
Table 27: Military Ombud: Performance Indicators and Quarterly Targets for FY2016/17
DOD
Outp
ut a
nd
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Reporting to the Ministry
Output 3 Provide sound Defence direction
D3_05
Percentage compliance with submission dates of DOD accountability documents
(Military Ombud Annual Report submitted to the Executive Authority)
Annually
100%(1 Annual
Report submitted to the Executive
Authority)
(1 Annual Report
submitted to the Executive
Authority)
- - -
D3_05
Percentage compliance with submission dates of DOD accountability documents
(Military Ombud APP submitted to the Executive Authority)
Annually
100%(1 APP
submitted to the Executive
Authority)
- - -
100%(1 APP
submitted to the Executive
Authority)
Output 4 Ensure Defence compliance with Regularly Framework
D4_08Percentage of written complaints finalised
Quarterly 60% 60% 60% 60% 60%
Table 26: Military Ombud: Performance Indicators and Targets for FY2016/17 to the FY2018/19 (continued)
Last and Final APP 2016.indd 60 2016-02-23 07:02:41 PM
61DOD ANNUAL PERFORMANCE PLAN FOR 2016
OVERVIEW OF RESERVE FORCE COUNCIL (RFC)
Responsibility. Chairperson of the Reserve Force Council.
Purpose. The RFC is a consultative and advisory body representing the Reserve Force to promote and maintain the force
as an integral part of the Defence Force and must be consulted on any legislation, policy or administrative measures
affecting the Reserve Force.
Outputs. The outputs of the RFC are as follows:
• Provide consultative and advice services to promote and maintain pertaining the Reserve Force function.
Budget Allocation. An amount of R8 620 000 is allocated to the RFC for the 2016/17 MTEF as part of the budget allocation
to 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 subprogramme.
Table 28: RFC: Performance Indicator and Annual Targets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Targets
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to the Ministry
Output 3 Provide sound Defence direction
D3_05
Percentage compliance with submission dates of DOD accountability documents
(2 Reports on RFC Activities submitted to the Executive Authority)
100%New
IndicatorNew
IndicatorNew
Indicator
100%(2 Reports on RFC Activities submitted in
line with National
Prescripts)
100%(2 Reports
on RFC Activities submitted
to the Executive Authority)
100%(2 Reports on RFC Activities submitted
to the Executive Authority)
100%(2 Reports on RFC Activities submitted
to the Executive Authority)
Table 29: RFC: Performance Indicators and Quarterly Targets for FY2016/17
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Reporting to the Ministry
Output 3 Provide sound Defence direction
D3_05
Percentage compliance with submission dates of DOD accountability documents
(2 Reports on RFC Activities submitted to the Executive Authority)
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)
Last and Final APP 2016.indd 61 2016-02-23 07:02:41 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR62
OVERVIEW OF DEFENCE FORCE SERVICE COMMISSION (DFSC)
Responsibility. Chairperson of the Defence Force Service Commission.
Purpose. The DFSC is to submit, on an annual basis, recommendations to the MOD&MV on improvements of salaries,
service benefits and policies on conditions of service of members as well as the effective and efficient implementation
thereof.
Outputs. The outputs of the DFSC are as follows:
• Provide annual salary/service benefits recommendations.
• Provide recommendations on conditions of service policies.
• Ensure the effective and efficient implementation of policies on conditions of service within the Defence Force.
Budget Allocation. An amount R12 549 000 is allocated to the DFSC for the 2016/17 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 subprogramme.
Table 30: DFSC: Performance Indicator and Annual Targets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Targets
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to the Ministry
Output 3 Provide sound Defence direction
D3_05
Percentage compliance with submission dates of DOD accountability documents
(Annual Report regarding DFSC Activities submitted to the Executive Authority)
100%New
IndicatorNew
IndicatorNew
Indicator
100%(1 Annual
Report regarding
DFSC Activities submitted
to the Executive Authority)
100%(1 Annual
Report regarding
DFSC Activities submitted
to the Executive Authority)
100%(1 Annual
Report regarding
DFSC Activities submitted
to the Executive Authority)
100%(1 Annual
Report regarding
DFSC Activities submitted
to the Executive Authority)
Last and Final APP 2016.indd 62 2016-02-23 07:02:42 PM
63DOD ANNUAL PERFORMANCE PLAN FOR 2016
Table 31: DFSC: Performance Indicator and Quarterly Targets for FY2016/17
DOD
Outp
ut a
nd
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Reporting to the Ministry
Output 3 Provide sound Defence direction
D3_05
Percentage compliance with submission dates of DOD accountability documents
(Annual Report regarding DFSC Activities submitted to the Executive Authority)
Annually
100% (1 Annual
Report on DFSC Activities submitted in line with
National Prescripts)
100%(1 Annual
Report on DFSC Activities submitted in line with
National Prescripts)
- - -
OVERVIEW OF ADMINISTRATION SUBPROGRAMME: DEPARTMENTAL DIRECTION
Responsibility. Secretary for Defence (Sec Def).
Purpose. The Accounting Officer is to ensure the provision and maintenance of effective, efficient and transparent systems
of financial and risk management and internal control.
Outputs. The outputs of the subprogramme Departmental Direction are as follows:
• Is the Head of the Department.
• Is the Accounting Officer of the Department.
• Is the Secretary for Defence.
• As the Principal adviser provide advice to the MOD&MV on Defence policy matters.
• Effective management and administration of the Department.
• To ensure policy of the Government in respect of Conventional Arms Control.
• To provide governance on the defence matériel supply chain in the DOD.
• To provide departmental direction for the DOD to ensure the effective and efficient conduct of Defence information and communication system activities in accordance with legislation and policy.
Budget Allocation. An amount of R50 565 000 is allocated to the subprogramme Departmental Direction for the 2016/17
MTEF.
Performance Indicators and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicators and
Targets (Annual and Quarterly) associated with the subprogramme.
Last and Final APP 2016.indd 63 2016-02-23 07:02:42 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR64
Table 32: Subprogramme: Departmental Direction: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Targets
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to Sec Def
OFFICE OF THE SEC DEF
Output 3 Provide sound Defence direction
D3_01B
Percentage adherence to DOD governance promulgation schedule
(SA Defence Review 2015 Implementation status)
100%New
IndicatorNew
IndicatorNew
Indicator
100%(Submission
of the SA Defence
Review Implementation
Plan for MOD&MV approval)
100%(Monitor
implementation of the
approved SA Defence
Review 2015 Implementation
Plan)37
100%(Monitor
implementation of the
approved SA Defence Review 2015
Implementation Plan)
100%(Monitor
implementation of the
approved SA Defence Review 2015
Implementation Plan)
D3_05
Percentage compliance with submission dates of DOD accountability documents
(DOD APP submitted to the Executive Authority)
100%New
IndicatorNew
Indicator
100%(Tabled
in line with the Parliamentary Programme on 11 March
2015
100%(1 DOD APP submitted in
line with National
Prescripts)
100%(1 DOD APP submitted to the Executive
Authority)
100%(1 DOD APP submitted to the Executive
Authority)
100%(1 DOD APP submitted to the Executive
Authority)
D3_05
Percentage compliance with submission dates of DOD accountability documents
(DOD Annual Report submitted to the Executive Authority)
100%New
IndicatorNew
Indicator
100% (Tabled in
Parliament on 30 September
2014)
100%(1 DOD
Annual Report submitted in
line with National
Prescripts)
100%(1 DOD
Annual Report submitted to the Executive
Authority)
100%(1 DOD
Annual Report submitted to the Executive
Authority)
100%(1 DOD
Annual Report submitted to the Executive
Authority)
37. The implementation of the SA Defence Review 2015 Implementation Plan, addressing the Milestone 1, within the current 2016 Resource Allocation is reflected in Annexure D. During FY2016/17 the DOD will report, 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 this APP.
Last and Final APP 2016.indd 64 2016-02-23 07:02:42 PM
65DOD ANNUAL PERFORMANCE PLAN FOR 2016
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Targets
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
D3_07
Established DOD strategic research capability status38
Funding and staffing of critical vacancies
New Indicator
New Indicator
Policy Research
Unit Concept document not compiled or
approved
Policy Research
Unit Concept document approved
Policy Research
Unit Concept document approved
Approved Organisational
Structure
Funding and staffing of
critical vacancies
Output 4 Ensure Defence compliance with Regularly Framework
D4_12
Status of external statutory responses to requests received
100%New
IndicatorNew
IndicatorNew
Indicator100% 100% 100% 100%
GITO
Output 3 Provide sound Defence direction
D3_01B
Percentage adherence to DOD governance promulgation schedule
(Information and Communication Systems Policy Development Plan status)
100%
100%(Monitor
and Review)
100%(Monitor
and Review)
100%(Monitor
and Review)
100%(Monitor
and Review)
100%(Monitor
and Review)
100%(Monitor
and Review)
100%(Monitor
and Review)
D3_01B
Percentage adherence to DOD governance promulgation schedule
(Department of Defence Information Strategy status)
100%
100%(Monitor
and Review)
100%(Monitor
and Review)
100%(Monitor
and Review)
100%(Monitor
and Review)
100%(Monitor
and Review)
100%(Monitor
and Review)
100%(Monitor
and Review)
38. Various forms of strategic research are done by the DOD in support of the National Government imperatives with regard to research and development.
Last and Final APP 2016.indd 65 2016-02-23 07:02:42 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR66
Table 33: Subprogramme: Departmental Direction: Performance Indicators and Quarterly Targets for FY2016/17
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Reporting to Sec Def
OFFICE OF THE SEC DEF
Output 3 Provide sound Defence direction
D3_01B
Percentage adherence to DOD governance promulgation schedule
(SA Defence Review 2015 Implementation status)
Annually
100%(Monitor
implementation of the approved
SA Defence Review Implementation
Plan)
- - -
100%(Monitor
implementation of the approved SA Defence Review Implementation
Plan)
D3_05
Percentage compliance with submission dates of DOD accountability documents
(DOD APP submitted to the Executive Authority)
Annually
100%(1 DOD APP
submitted to the Executive Authority)
- - -
100%(1 DOD APP
submitted to the Executive Authority)
Percentage compliance with submission dates of DOD accountability documents
(DOD Annual Report submitted to the Executive Authority)
Annually
100%(1 DOD
Annual Report submitted to the
Executive Authority)
-
100%(1 DOD
Annual Report submitted to the
Executive Authority)
- -
D3_07Established DOD strategic research capability status
AnnuallyPolicy Research Unit Concept document
approved- - -
Policy Research Unit Concept
document approved
Output 4 Ensure Defence compliance with Regularly Framework
D4_12Status of external statutory responses to requests received
Annually 100% - - - 100%
GITO
Output 3 Provide sound Defence direction
D3_01B
Percentage adherence to DOD governance promulgation schedule
(Information and Communication Systems Policy Development Plan status)
Annually100%
(Monitor and Review)
- - -100%
(Monitor and Review)
Last and Final APP 2016.indd 66 2016-02-23 07:02:43 PM
67DOD ANNUAL PERFORMANCE PLAN FOR 2016
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
D3_01B
Percentage adherence to DOD governance promulgation schedule
(Department of Defence Information Strategy status)
Annually100%
(Monitor and Review)
- - -100%
(Monitor and Review)
OVERVIEW OF ADMINISTRATION SUBPROGRAMME: POLICY AND PLANNING
Responsibility. Chief Defence Policy, Strategy and Planning.
Purpose. The purpose of the subprogramme is to advise on defence policy matters and co-ordinate the departmental strategic
direction process by developing, formulating, monitoring and adapting Defence policy, strategy and plans in accordance with
national policy to enable the effective, efficient and proper conduct of Defence activities.
Outputs. The outputs of the Policy and Planning subprogramme are as follows:
• To ensure defence policies are aligned with National legislation through providing credible policy direction.
• To provide DOD strategy, planning, risk management, performance monitoring and evaluation and structure management.
• To provide secretariat and administrative support to the National Conventional Arms Control Committee (NCACC).
• To manage the participation of the DOD in clusters, as well as the implementation of arising obligations.
Budget Allocation. An amount of R118 967 000 is allocated to the subprogramme Policy and Planning, which includes a
budget allocation to the following two Divisions:
• An amount of R94 761 000 is allocated to the Defence Policy, Strategy and Planning Division for the 2016/17 MTEF.
• An amount of R24 206 000 is allocated to the Military Policy, Strategy and Planning Division for the 2016/17 MTEF.
Performance Indicators and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicators and
Targets (Annual and Quarterly) associated with the subprogramme.
Last and Final APP 2016.indd 67 2016-02-23 07:02:43 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR68
Table 34: Subprogramme: Policy and Planning: Performance Indicators and Annually Targets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Targets
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to Sec Def
Output 3 Provide sound Defence direction
D3_01A
Percentage adherence to DOD governance promulgationschedule
(Policy)
100% 100% 100% 100% 100% 100% 100% 100%
D3_01B
Percentage adherence to DOD governance promulgationschedule
(Strategy)
100% 100% 100% 100% 100% 100% 100% 100%
D3_05
Percentage compliance with submission dates of DOD accountability documents
100%New
IndicatorNew
Indicator100%
100% (1 DOD
Annual Report and
1 DOD APP submitted in line with
National Prescripts)
100%(1 DOD
Annual Report and
1 DOD APP submitted in line with
National Prescripts)
100%(1 DOD
Annual Report and
1 DOD APP submitted in line with
National Prescripts)
100% (1 DOD
Annual Report and
1 DOD APP submitted in line with
National Prescripts)
D3_06
DOD Enterprise Risk Management maturity level achieved
73.33% (Level 4)
DOD ERM
maturity level 4
achieved
DOD ERM
maturity level 5
achieved
DOD ERM
maturity level 4
achieved39
Level 6 Level 4 Level 4 Level 4
Output 4 Ensure Defence compliance with Regulatory Framework
D4_10
DOD Management Performance Assessment Tool, assessment level achieved
69.5%(Level 2.6)
Level 2.2 achieved
Level 2.4 achieved
Level 2.1 achieved
Level 2.5 Level 2.6 Level 2.8 Level 3
39. Assessed in terms of National Treasury risk management questionnaire as part of the Financial Management Capability Maturity Model.
Last and Final APP 2016.indd 68 2016-02-23 07:02:43 PM
69DOD ANNUAL PERFORMANCE PLAN FOR 2016
Table 35: Subprogramme: Policy and Planning: Performance Indicators and Quarterly Targets for FY2016/17
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
Period
Annual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Reporting to Sec Def
Output 3 Provide sound Defence direction
D3_01A
Percentage adherence to DOD governance promulgation Schedule
(Policy)
Quarterly 100% 25% 25% 25% 25%
D3_01B
Percentage adherence to DOD governance promulgation Schedule
(Strategy)
Quarterly 100% 25% 25% 25% 25%
D3_05Percentage compliance with submission dates of DOD accountability documents
Quarterly
100%(1 DOD
Annual Report and
1 DOD APP submitted in line with
National Prescripts)
-
50% (1 DOD
Annual Report and
1 DOD APP submitted in line with
National Prescripts)
-
50%(1 DOD APP submitted in line with
National Prescripts)
D3_06DOD Enterprise Risk Management maturity level achieved
Annually Level 4 - - - Level 4
Output 4 Ensure Defence compliance with Regulatory Framework
D4_10DOD Management Performance Assessment Tool, assessment level achieved
Annually Level 2.6 - - - Level 2.6
Last and Final APP 2016.indd 69 2016-02-23 07:02:43 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR70
OVERVIEW OF ADMINISTRATION SUBPROGRAMME: MILITARY POLICY, STRATEGY AND PLANNING OFFICE
Responsibility. Chief of Corporate Staff (Chief of Military Policy, Strategy and Planning).
Purpose. The purpose of the subprogramme is to advise on military policy matters and to co-ordinate the military strategic
direction process. This process includes developing policy, formulating strategies and plans, monitoring the execution of
plans and the reporting thereof.
Outputs. The outputs of the Military Policy, Strategy and Planning Office are as follows:
• To manage the strategic planning and control process of the SANDF.
• To provide a military strategising capability and service for the C SANDF.
Performance Indicator and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicator and
Targets (Annual and Quarterly) associated with the subprogramme.
Table36:Subprogramme:MilitaryPolicy,StrategyandPlanningOffice:PerformanceIndicatorandAnnualTargets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID
Performance Indicator
5 Year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to C SANDF
Output 3 Provide sound Defence direction
D3_05
Percentage compliance with submission dates of DOD accountability documents
(SANDF quarterly reports submitted to the Executive Authority)
100%New
IndicatorNew
IndicatorNew
Indicator
100%(4)
Submitted in line with National
Prescripts
100% (4 SANDF quarterly reports
submitted to the
Executive Authority)
100% (4 SANDF quarterly reports
submitted to the
Executive Authority)
100% (4 SANDF quarterly reports
submitted to the
Executive Authority)
Output 4 Ensure Defence compliance with Regulatory Framework
D3_08
Percentage compliance with the progress of the establishment of the Military Strategic Direction Register40
100%New
IndicatorNew
IndicatorNew
IndicatorNew
Indicator48%(17)
31%(11)
9%(3)
40. The implementation of the SA Defence Review 2015 Implementation Plan, addressing Milestone 1, within the current 2016 Resource Allocation is reflected in Annexure D. During FY2016/17 the DOD will report, 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 this APP.
Last and Final APP 2016.indd 70 2016-02-23 07:02:43 PM
71DOD ANNUAL PERFORMANCE PLAN FOR 2016
Table37:Subprogramme:MilitaryPolicy,StrategyandPlanningOffice:PerformanceIndicatorand Quarterly Targets for FY2016/17
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Reporting to C SANDF
Output 3 Provide sound Defence direction
D3_05
Percentage compliance with submission dates of DOD accountability documents
(SANDF quarterly reports submitted to the Executive Authority)
Quarterly
100%(4 SANDF
quarterly reports submitted to the Executive
Authority)
25%(1)
25%(1)
25%(1)
25%(1)
Output 4 Ensure Defence compliance with Regulatory Framework
D3_08Percentage compliance with the progress of the establishment of the Military Strategic Direction Register
Annually48%(17)
- - -48%(17)
OVERVIEW OF ADMINISTRATION SUBPROGRAMME: FINANCIAL SERVICES
Responsibility. Chief Financial Officer.
Purpose. The purpose of the subprogramme is to provide an innovative, cost-effective financial management departmental
service for the MOD&MV, Sec Def and C SANDF within the regulatory framework.
Outputs. The outputs of the Financial Services subprogramme are as follows:
• To assist the Sec Def in carrying out his financial management responsibilities in areas ranging from budget preparation to financial reporting.
• To develop and maintain internal control policies and procedures.
• To implement financial reforms at the direction of the Sec Def.
Budget Allocation. An amount of R361 392 000 is allocated to the subprogramme Financial Services for the
FY2016/17 MTEF.
Performance Indicator and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicator and
Targets (Annual and Quarterly) associated with the subprogramme.
Last and Final APP 2016.indd 71 2016-02-23 07:02:44 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR72
Table 38: Subprogramme: Financial Services: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to Sec Def
Output 3 Provide sound Defence direction
D3_05
Percentage compliance with submission dates of DOD accountability documents
(Percentage compliance with DOD financial management products)
100%New
IndicatorNew
Indicator100%
100% (37 Financial management
products submitted in line with
National Prescripts)
100% (37 Financial management
products submitted in line with
National Prescripts)
100% (37 Financial management
products submitted in line with
National Prescripts)
100% (37 Financial management
products submitted in line with
National Prescripts)
Output 4 Ensure Defence compliance with Regulatory Framework
D4_01Number of Audit Qualifications
100% (0)
2 1 1 0 0 0 0
D4_11
Percentage payments within 30 days from receipt of legitimate invoices41
75% 80% 85% 73% 75% 75%42 75% 75%
Input 4 Provide sound Financial Management of the DOD
R4_01Percentage deviation from approved drawing schedule
<8%New
IndicatorNew
IndicatorNew
Indicator<8% <8% <8% <8%
41. Treasury Regulation 8.2.3 stated “Unless determine otherwise in a contract or other agreements, all payments due to creditors must be settled within 30 days from receipt of an invoice.”
42. The DOD confirms legitimate invoices as invoices that comply with the detail/specifications of the order placed against the supplier for goods and services and which adhere to the DOD prescripts for a legitimate payment.
Last and Final APP 2016.indd 72 2016-02-23 07:02:44 PM
73DOD ANNUAL PERFORMANCE PLAN FOR 2016
Table 39: Subprogramme: Financial Services: Performance Indicators and Quarterly Targets for FY2016/17
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Reporting to Sec Def
Output 3 Provide sound Defence direction
D3_05
Percentage compliance with submission dates of DOD accountability documents
(Percentage compliance with DOD financial management products)
Quarterly
100%(37 Financial management
products submitted in
line with National
Prescripts)
24%(9)
24%(9)
27%(10)
24%(9)
Output 4 Ensure Defence compliance with Regulatory Framework
D4_01 Number of Audit Qualifications Annually 0 - - - 0
D4_11Percentage payments within 30 days from receipt of payable 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 SUBPROGRAMME: HUMAN RESOURCES SUPPORT SERVICES (DOD CENTRAL STAFF)
Responsibility. Chief Human Resources.
Purpose. The purpose of the subprogramme is to provide full Human Resource Support Services to the DOD.
Outputs. The outputs of the subprogramme Human Resources Support Services are as follows:
• To provide Human Resources Services in support of the provision of contingency ready defence capabilities.
• To provide sound Human Resources Direction and Advice.
• To provide sound Human Resources Policy and Administration.
Budget Allocation. An amount of R753 112 000 is allocated to the subprogramme Human Resources Support Services
for the 2016/17 MTEF.
Performance Indicators and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicators and
Targets (Annual and Quarterly) associated with the subprogramme.
Last and Final APP 2016.indd 73 2016-02-23 07:02:44 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR74
Table 40: Subprogramme: Human Resources Support Services: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to Def Sec
Output 3 Provide sound Defence direction
D3_01A
Percentage adherence to DOD governance promulgation schedule
(Internship Policy status)
100%New
IndicatorNew
IndicatorNew
IndicatorNew
Indicator
100%(Policy
Development)
100%(Policy
Approved and Promulgated)
100%(Policy
Implementation)
D3_01B
Percentage adherence to DOD governance promulgation schedule
(Human Resources Strategy status)
100%
Piloting of Strategy
75% completed
Strategy Piloted
HR Development
Strategy and Annual Implemen-
tation plan were submitted
for approval
Approved Strategy
Implemen- tation Plan
100%(Implemented
Strategy)
100%(Review Strategy)
100%(Review Strategy)
D3_01B
Percentage adherence to DOD governance promulgation schedule
(DOD Ethics Management status)
Monitor and Review
New Indicator
New Indicator
New Indicator
DOD Ethics Policy
Approved
100%(DOD Ethics
Policy Approved)
100%(DOD Ethics
Strategy Approved)
100%(DOD Ethics
Strategy Implementation)
D3_05
Percentage compliance with submission dates of DOD accountability documents
(SMS financial disclosures submitted)
100% 99% 92% 89% 100%(294)
100% 100% 100%
Last and Final APP 2016.indd 74 2016-02-23 07:02:44 PM
75DOD ANNUAL PERFORMANCE PLAN FOR 2016
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
D3_05
Percentage compliance with submission dates of DOD accountability documents
(SMS performance agreements submitted)
100% 89% 88% 87%100% (294)
100% 100% 100%
Activity 1 Administrate the DOD
P1_05
Percentage of disciplinary cases in the DOD finalised within 90 days
(PSAP Disciplinary Cases)
100%56%
(87 of 193 cases)
29%(58 of 203
cases within 90
days)
39%43 39% 100% 100% 100%
P1_08
Percentage collective grievances and disputes resolved
85% 75% 87% 78% 85% 85% 85% 85%
Activity 2 Enable the DOD
P2_06
Percentage compliance with DOD training targets
(Number of PSAP attending training programmes)
100%137%
(3 539)66%
(1 716)88.3%(2 284)
100%(2 587)
100%(2 587)
100%(2 587)
100%(2 587)
Input 1 Provide professional and supported DOD Human Resources
R1_1A
Percentage compliance with planned staffing of funded posts
100% (80 390)
97%(78 725)
113%(78 864)
101%(78 015)
100%(79 445)
100%(80 064)
100%(80 500)
100%(80 971)
43. Performance Indicator Target adjusted to align with amended wording of Performance Indicator as per approved Def Sec APP FY2014.
Last and Final APP 2016.indd 75 2016-02-23 07:02:44 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR76
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to the C SANDF
Output 3 Provide sound Defence direction
D3_02
Number of positions filled against allocated quota for international institutions
12New
Indicator 14 18 12 12 12 12
Activity 2 Enable the DOD
P2_06
Percentage compliance with DOD training targets
(Non-combat professional military development courses)
100% 81%140%(179)
165%(3 254)
100%(1 934)
100%(3 000)
100%(3 000)
100%(3 000)
P2_06
Percentage compliance with DOD training targets
(Re-skilling)
100% 0%250%(30)
592%(71)
70%(50)
70% 70% 70%
P2_06
Percentage compliance with DOD training targets
(National Youth Service programme)
100%145%
(2 891)108%
(2 158)100.4%(2 008)
100%(2 000)
100%(2 000)
100%(2 000)
100%(2 000)
Input 1 Provide professional and supported DOD Human Resources
R1_1B
Number of military skills development members in the system per year
19 759 8 955 7 005 3 889 3 863 4 001 3 997 3 949
Table 40: Subprogramme: Human Resources Support Services: Performance Indicators and Targets for the FY2016/17 to the FY2018/19 (continued)
Last and Final APP 2016.indd 76 2016-02-23 07:02:45 PM
77DOD ANNUAL PERFORMANCE PLAN FOR 2016
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
R1_1CNumber of reserve force persondays
100% (13 266
335)-
New Indicator
2 695 742 2 442 792 2 701 681 2 707 164 2 707 349
R1_1G
Percentage compliance with SANDF Battle fitness requirements
Information classified
New Indicator
New Indicator
New Indicator
85%Information classified
Information classified
Information classified
Table 41: Subprogramme: Human Resources Support Services: Performance Indicators and Quarterly Targets for FY2016/17
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Reporting to Sec Def
Output 3 Provide sound Defence direction
D3_01A
Percentage adherence to DOD governance promulgation schedule
(Internship Policy Status)
Annually100% (Policy
Development)- - -
100% (Policy
Development)
D3_01B
Percentage adherence to DOD governance promulgation schedule
(Human Resources Strategy status)
Annually100%
(Implemented Strategy)
- - -100%
(Implemented Strategy)
D3_01B
Percentage adherence to DOD governance promulgation schedule
(DOD Ethics Management status)
Annually100%
(DOD Ethics Policy Approved)
- - -
100% (DOD Ethics
Policy Approved)
D3_05
Percentage compliance with submission dates of DOD accountability documents
(SMS financial disclosures submitted)
Bi-annually 100%75%
submitted100%
submitted- -
Last and Final APP 2016.indd 77 2016-02-23 07:02:45 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR78
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
D3_05
Percentage compliance with submission dates of DOD accountability documents
(SMS performance agreements submitted)
Bi-annually 100%75%
submitted100%
submitted- -
Activity 1 Administrate the DOD
P1_05
Percentage of disciplinary cases in the DOD finalised within 90 days
(PSAP Disciplinary Cases)
Quarterly 100% 100% 100% 100% 100%
P1_08Percentage collective grievances and disputes resolved
Quarterly 85% 20% 20% 20% 25%
Activity 2 Enable the DOD
P2_06
Percentage compliance with DOD training targets
(Number of PSAP attending training programmes)
Annually100%
(2 587)- - -
100% (2 587)
Input 1 Provide professional and supported DOD Human Resources
R1_1APercentage compliance with planned staffing of funded posts
Annually100%
(80 064)- - -
100%(80 064)
Reporting to C SANDF
Output 3 Provide sound Defence direction
D3_02Number of positions filled against allocated quota for international institutions
Annually 12 - - - 12
Activity 2 Enable the DOD
P2_06
Percentage compliance with DOD training targets
(Non-combat professional military development courses)
Annually100%
(3 000)- - -
100%(3 000)
Table 41: Subprogramme: Human Resources Support Services: Performance Indicators and Quarterly Targets for FY2016/17 (continued)
Last and Final APP 2016.indd 78 2016-02-23 07:02:45 PM
79DOD ANNUAL PERFORMANCE PLAN FOR 2016
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
P2_06
Percentage compliance with DOD training targets
(Re-skilling)
Annually 70% - - - 70%
P2_06
Percentage compliance with DOD training targets
(National Youth Service programme)
Annually100%
(2 000)- - -
100%(2 000)
Input 1 Provide professional and supported DOD Human Resources
R1_1BNumber of military skills development members in the system per year
Annually 4 00144 - - - 4 001
R1_1C Number of reserve force persondays Annually 2 701 681 - - - 2 701 681
R1_1GPercentage compliance with SANDF Battle fitness requirements
Bi-annuallyInformation classified
-Information classified
-Information classified
OVERVIEW OF ADMINISTRATION SUBPROGRAMME: LEGAL SERVICES (DOD CENTRAL STAFF)
Responsibility. Chief of Defence Legal Services.
Purpose. The purpose of the subprogramme is to provide professional, legitimate and deployable Defence legal services
and support commensurate with the needs of the DOD.
Outputs. The outputs of the subprogramme Legal Services are as follows:
• To administrate of Military Justice in the SANDF.
• To provide legal advice to the DOD/SANDF regarding operational and force preparation and support.
• To provide legal advice and litigation support to the DOD.
• To provide legal support during deployments.
Budget Allocation. An amount of R308 363 00045 is allocated to the subprogramme Legal Services for the 2016/17 MTEF.
Performance Indicators and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicators and
Targets (Annual and Quarterly) associated with the subprogramme.
44. This performance target is a non-cumulative annual target and only the last reported value will be reported.45. According to the DOD Budget Structure for FY2016/17, the Budget allocation of R308 363 000 for the Subprogramme Legal Services includes an amount of R46 810 000 al-
located to the Military Ombud. The actual amount allocated to the Defence Legal Services is R261 553 000 for FY2016/17.
Last and Final APP 2016.indd 79 2016-02-23 07:02:45 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR80
Table 42: Subprogramme: Legal Services: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to Sec Def
Activity 1 Administrate the DOD
P1_07
Percentage litigation cases finalised in the best interest of the DOD
50% 60%45% (23)
80.6% (25/31)
50% 50% 50% 50%
Reporting to C SANDF
Output 4 Ensure Defence compliance with Regulatory Framework
D4_07Percentage of cases of Corruption and Fraud prosecuted46
100%New
IndicatorNew
Indicator13.4% (23)
40% (70)
40% 40% 40%
Reporting to C SANDF
Activity 1 Administrate the DOD
P1_04A
Percentage reduction of military court cases outstanding(backlog)
60%New
IndicatorNew
Indicator83% 60% 60% 60% 60%
P1_04BPercentage military court cases finalised(in-year)
40%New
IndicatorNew
Indicator33% 40% 40% 40% 40%
P1_05
Number of disciplinary cases in the DOD finalised within 90 days
(Military Disciplinary Cases)
100%New
IndicatorNew
Indicator1 265 600 100% 100% 100%
46. 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.
Last and Final APP 2016.indd 80 2016-02-23 07:02:46 PM
81DOD ANNUAL PERFORMANCE PLAN FOR 2016
Table 43: Subprogramme: Legal Services: Performance Indicators and Quarterly Targets for FY2016/17
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Reporting to Sec Def
Activity 1 Administrate the DOD
P1_07Percentage litigation cases finalised in the best interest of the DOD
Annually 50% - - - 50%
Reporting to the C SANDF
Output 4 Ensure Defence compliance with the Regulatory Framework
D4_07Percentage of cases of Corruption and Fraud prosecuted
Annually 40% - - - 40%
Activity 1 Administrate the DOD
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
Percentage of disciplinary cases in the DOD finalised within 90 days
(Military Disciplinary Cases)
Annually 100% - - - 100%
Last and Final APP 2016.indd 81 2016-02-23 07:02:46 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR82
OVERVIEW OF ADMINISTRATION SUBPROGRAMME: INSPECTION AND AUDIT SERVICES
The subprogramme Inspection and Audit Services consists of two components, namely Defence Inspectorate Division and Internal Audit Division.
DEFENCE INSPECTORATE DIVISION
Responsibility. Inspector-General
Purpose. The purposes of the subprogramme are as follows:
• To provide independent and objective internal- and closing down audits.
• To provide Military Inspections.
• To provide Perception surveys.
• To provide Anti-corruption and fraud prevention services.
Output. The output of the subprogramme Defence Inspectorate Division (Inspector-General) is to provide an independent, comprehensive, value added and responsive risk analysis function.
INTERNAL AUDIT DIVISION
Responsibility. Chief Audit Executive.
Purpose. The purpose of the subprogramme is to provide internal audit services to the DOD.
Outputs. The outputs of the subprogramme Internal Audit Division are to ensure that the DOD’s operations are conducted without waste, abuse of power and scarce resources, theft and fraud and therefore seeks to assist management broadly in:
• Ensuring Compliance with applicable legislation, policies, systems and procedures.
• Promoting Achievement of objectives.
• Ensuring both operational and financial information is reliable and timely and presented with integrity.
• Ensuring that DOD operations are carried out effectively and economically, with due consideration of equity, empowerment and efficiency.
• Ensuring that DOD assets are safeguarded adequately.
• Review the DOD ITC environment.
Budget Allocation. An amount of R145 890 000 is allocated to the subprogramme Defence Inspection and Audit Services for the 2016/17 MTEF which includes a budget allocation to the following two Divisions:
• An amount of R91 178 000 is allocated to the Defence Inspectorate Division for the 2016/17 MTEF.
• An amount of R54 712 000 is allocated to the Internal Audit Division for the 2016/17 MTEF.
Performance Indicators and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicators and Targets (Annual and Quarterly) associated with the subprogramme, that include Defence Inspectorate Division and Internal
Audit Division.
Last and Final APP 2016.indd 82 2016-02-23 07:02:46 PM
83DOD ANNUAL PERFORMANCE PLAN FOR 2016
Table 44: Subprogramme: Inspection and Audit Services: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Internal Audit Division Reporting to the Sec Def
Output 4 Ensure Defence compliance with Regulatory Framework
D4_04
Percentage of recommendations agreed to by management to address the internal control gaps identified in audit reports
100%New
IndicatorNew
IndicatorNew
Indicator New
Indicator100% 100% 100%
D4_09
Number of scope coordination meetings with internal and external assurance providers to reduce audit fatigue across the DOD
100%New
IndicatorNew
IndicatorNew
Indicator New
Indicator12 4 4
Defence Inspectorate Division Reporting to the C SANDF
Output 4 Ensure Defence compliance with Regulatory Framework
D4_05
Percentage of Corruption and Fraud incidents detected for investigation
100% New
Indicator6.8%(17)
14.23%(21)
19%47 100% 100% 100%
Activity 1 Administrate the DOD
P1_21
Percentage of National Anti-corruption Hotline (NACH) incidents detected for investigation
50New
IndicatorNew
IndicatorNew
Indicator10%48 100% 100% 100%
P1_22Number of awareness activities on Corruption and Fraud
240 (5 years)
New Indicator
New Indicator
New Indicator
48 48 48 48
Input 1 Provide professional and supported DOD Human Resources
R1_03 Level of DOD Morale Positive Neutral Neutral Positive Positive Positive Positive Positive
47. Performance Indicator name change from “Number of detection investigations of Corruption and Fraud conducted” to “Percentage of Corruption and Fraud incidents detected for investigation.”
48. 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.”
Last and Final APP 2016.indd 83 2016-02-23 07:02:46 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR84
Table 45: Subprogramme: Inspection and Audit Services: Performance Indicators and Quarterly Targets for FY2016/17
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Internal Audit Division Reporting to the Sec Def
Output 4 Ensure Defence compliance with Regulatory Framework
D4_04
Percentage of recommendations agreed to by management to address the internal control gaps identified in audit reports
Quarterly 100% 100% 100% 100% 100%
D4_09
Number of scope coordination meetings with internal and external assurance providers to reduce audit fatigue across the DOD
Quarterly 12 3 3 3 3
Defence Inspectorate Division Reporting to the C SANDF
Output 4 Ensure Defence compliance with Regulatory Framework
D4_05Percentage of Corruption and Fraud incidents detected for investigation
Annually 100% - - - 100%
Activity 1 Administrate the DOD
P1_21
Percentage 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
Input 1 Provide professional and supported DOD Human Resources
R1_03 Level of DOD Morale Annually Positive - - - Positive
Last and Final APP 2016.indd 84 2016-02-23 07:02:47 PM
85DOD ANNUAL PERFORMANCE PLAN FOR 2016
OVERVIEW OF ADMINISTRATION SUBPROGRAMME: ACQUISITION SERVICES49
Responsibility. Chief Defence Matériel.
Purpose. The purpose of the subprogramme is to optimally direct and manage Defence Matériel Acquisition and
Governance by means of appropriate resources to deliver solutions effectively, efficiently and transparently within the
applicable regulatory frameworks.
Outputs. The outputs of the subprogramme Acquisition Services are as follows:
• To optimally directed and managed acquisition of DOD specific matériel and technology requirements.
• To provide governance on defence matériel in accordance with policy and strategy.
• To provide policy advice to Sec Def relating to Supply Chain, Matériel, Logistics Services, Facilities and Environmental matters.
• To provide a Supply Chain GRC Framework (develop, roll out and monitor compliance).
Budget Allocation. An amount of R112 742 000 is allocated to the subprogramme Acquisition Services for the 2016/17
MTEF.
Performance Indicators and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicators and
Targets (Annual and Quarterly) associated with the subprogramme.
Table 46: Subprogramme: Acquisition Services: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to the Sec Def
Output 3 Provide sound Defence direction
D3_01A
Percentage adherence to DOD governance promulgation schedule
(Defence Intangible Capital Assets Management Policy status)
100%
Finalisation, ratification and roll-
out of Defence ICA Management
Policy
Establishment of a
Defence ICA Management Organisation
Structure and organisation
in place. The approved
policy is under review
A functioning Defence ICA Management Organisation
(Policy Implementation and Monitoring)
100%(A functioning Defence ICA Management Organisation
[Policy Implementation and Monitoring])
100%(A functioning Defence ICA Management Organisation
[Policy Review])
100%(A functioning Defence ICA Management Organisation
[Policy Review])
49. The amendments to the DOD Macro-organisational structure and DOD Budget Programme Structure will be dealt with as a function of the DOD Defence Review Level 1 Implementation Plan as a holistic approach.
Last and Final APP 2016.indd 85 2016-02-23 07:02:47 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR86
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
BFF 2 Renew DOD Main Equipment and Systems
F2_02
Percentage armament acquisition commitments approved
≥75%New
IndicatorNew
Indicator97,14%
≥75%by 31 March of each year
≥75% by 31 March
of each year
≥75%by 31 March
of each year
≥75%by 31 March
of each year
BFF 3 Undertake Defence Research and Development
F3_02
Percentage technology development commitments approved
85% New
IndicatorNew
Indicator99.94%
85% - 100% by 31 March of
each year
85% - 100% by 31 March
of each year
85% - 100% by 31 March of each year
85% - 100% by 31 March of each year
Table 47: Subprogramme: Acquisition Services: Performance Indicators and Quarterly Targets for FY2016/17
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Reporting to the Sec Def
Output 3 Provide sound Defence direction
D3_01A
Percentage adherence to DOD governance promulgation schedule
(Defence Intangible Capital Assets Management Policy status)
Annually
100%(A functioning
ICA Management Organisation
[Policy Implementation and Monitoring])
- - -
100%(A functioning
ICA Management Organisation
[Policy Implementation
and Monitoring])
BFF 2 Renew DOD Main Equipment and Systems
F2_02Percentage armament acquisition commitments approved
Annually≥75% by 31 March
of each year- - -
≥75%by 31 March
of each year
BFF 3 Undertake Defence Research and Development
F3_02 Percentage technology development commitments approved
Annually85% - 100% by
31 March of each year
- - -85% - 100% by
31 March of each year
Table 46: Subprogramme: Acquisition Services: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19 (continued)
Last and Final APP 2016.indd 86 2016-02-23 07:02:47 PM
87DOD ANNUAL PERFORMANCE PLAN FOR 2016
OVERVIEW OF ADMINISTRATION SUBPROGRAMME: COMMUNICATION SERVICES
Responsibility. Head of Communication (Director Corporate Communication).
Purpose. The purpose of the subprogramme is to provide Defence Communication, policy, strategy and plans in accordance
with DOD policy and national (Government Communication and Information system – GCIS) policy, and a decentralised
corporate implementation, services and product in order to enable effective, efficient, asymmetric two-way communication
between the DOD and its stakeholders in support of DOD outputs.
Outputs. The outputs of subprogramme Communication Services are as follows:
• To provide corporate communication policy, strategy and specialist advice.
• To provide corporate communication products and services.
Budget Allocation. An amount of R45 211 000 is allocated to the subprogramme Communication Services for the 2016/17
MTEF.
Performance Indicator and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicator and
Targets (Annual and Quarterly) associated with the subprogramme.
Table 48: Subprogramme: Communication Services: Performance Indicator and Annual Targets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to the Sec Def
BFF 5 Promote consensus on Defence
F5_01Status of Public Opinion of the DOD
77%New
IndicatorNew
Indicator72% 77% 77% 77% 77%
Table 49: Subprogramme: Communication Services: Performance Indicator and Quarterly Targets for FY2016/17
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Reporting to the Sec Def
BFF 5 Promote consensus on Defence
F5_01Status of Public Opinion of the DOD
Annually 77% - - - 77%
Last and Final APP 2016.indd 87 2016-02-23 07:02:47 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR88
OVERVIEW OF ADMINISTRATION SUBPROGRAMME: SANDF COMMAND AND CONTROL
Responsibility. C SANDF.
Purpose. The purpose of the subprogramme is to command the SANDF.
Outputs. The outputs of the subprogamme SANDF Command and Control are as follows:
• To provide Strategic Military Direction.
• To provide Instructions / Orders to ensure execution of the SANDF’s Constitutional mandate as directed by government.
Budget Allocation. An amount of R156 358 000 is allocated to the subprogramme SANDF Command and Control for the
FY2016/17 MTEF.
Performance Indicator and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicator and
Targets (Annual and Quarterly) associated with the subprogramme.
Table 50: Subprogramme: SANDF Command and Control: Performance Indicator and Annual Targets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to the C SANDF
Output 3 Provide sound Defence direction
D3_03Number of Strategic Activities per annum
58New
IndicatorNew
IndicatorNew
Indicator10 12 12 12
Table 51: Subprogramme: SANDF Command and Control: Performance Indicator Quarterly Targets for FY2016/17
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Reporting to the C SANDF
Output 3 Provide sound Defence direction
D3_03Number of Strategic Activities per annum
Quarterly 12 3 3 3 3
Last and Final APP 2016.indd 88 2016-02-23 07:02:47 PM
89DOD ANNUAL PERFORMANCE PLAN FOR 2016
OVERVIEW OF ADMINISTRATION SUBPROGRAMME: RELIGIOUS SERVICES
Responsibility. Chaplain General.
Purpose. The purpose of the subprogramme is to provide a chaplain service that cares for all DOD members and their
dependants and promotes spiritual growth, social support and ethical conduct.
Outputs. The outputs of the subprogramme Religious Services are as follows:
• To provide Strategic guidance on spiritual, ethical and social support to the SANDF.
• To provide Chaplains to the SANDF.
• To provide a sound Covenantal relationship and good communication with religious organisations to which chaplains belong.
Budget Allocation. An amount of R13 700 000 is allocated to the subprogramme Religious Services for the 2016/17 MTEF.
Performance Indicator and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicator and
Targets (Annual and Quarterly) associated with the subprogramme.
Table 52: Subprogramme: Religious Services: Performance Indicator and Annual Targets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to the C SANDF
Activity 1 Administrate the DOD
P1_23
Number of Covenantal relationships with Religious Stakeholders
(Religious Advisory Boards)
25 5 5 5 5 5 5 5
Table 53: Subprogramme: Religious Services: Performance Indicator and Quarterly Targets for FY2016/17
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Reporting to the C SANDF
Activity 1 Administrate the DOD
P1_23
Number of Covenantal relationships with Religious stakeholders
(Religious Advisory Boards)
Quarterly 5 2 1 1 1
Last and Final APP 2016.indd 89 2016-02-23 07:02:48 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR90
OVERVIEW OF ADMINISTRATION SUBPROGRAMME: DEFENCE RESERVE DIRECTION
Responsibility. Chief of Defence Reserves.
Purpose. The purpose of the subprogramme is to direct the development and maintenance of the Reserve system, to
provide specialist advice on Reserve matters and to promote/market the Reserves and the volunteer Reserve system.
Outputs. The outputs of the subprogramme Defence Reserve Direction are as follows:
• To provide specialist advice on Reserve Policy, Strategy and Plans.
• To market and promote the Reserve System to all stakeholders and employer support.
• To provide administrative support to the SANDF’s participation in the United State National Guard Partnership Programme and in the 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 850 000 is allocated to the subprogramme Defence Reserves Direction for the
2016/17 MTEF.
Performance Indicator and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicator and
Targets (Annual and Quarterly) associated with the subprogramme.
Table 54: Subprogramme: Defence Reserve Direction: Performance Indicator and Annual Targets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to the C SANDF
Activity 1 Administrate the DOD
P1_24Number of marketing events to promote the Reserves
180New
IndicatorNew
IndicatorNew
Indicator36 36 36 36
Table 55: Subprogramme: Defence Reserve Direction: Performance Indicator and Quarterly Targets for FY2016/17
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Reporting to the C SANDF
Activity 1 Administrate the DOD
P1_24Number of marketing events to promote the Reserves
Quarterly 36 9 9 9 9
Last and Final APP 2016.indd 90 2016-02-23 07:02:48 PM
91DOD ANNUAL PERFORMANCE PLAN FOR 2016
OVERVIEW OF ADMINISTRATION SUBPROGRAMME: DEFENCE FOREIGN RELATIONS (DOD CENTRAL STAFF)
Responsibility. Chief of Defence Foreign Relations.
Purpose. The purpose of the subprogramme is to provide a DOD and MOD&MV foreign relations capability and service.
Outputs. The outputs of subprogramme Defence Foreign Relations are as follows:
• To provide Defence diplomacy administrative support to the SANDF and Foreign Military Dignitaries.
• To provide administrative support to SANDF Defence Attaché offices abroad.
• To manage and maintain a VIP Lounge facility at OR Tambo International Airport for Internal and External dignitaries.
Budget Allocation. An amount of R224 186 000 is allocated to the subprogramme Defence Force Relations, which includes a budget allocation to the following two Divisions:
• An amount of R206 423 000 is allocated to the Defence Foreign Relations Division for the 2016/17 MTEF.
• An amount of R17 763 000 is allocated to the Defence International Affairs Division for the 2016/17 MTEF.
Performance Indicator and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicator and Targets (Annual and Quarterly) associated with the subprogramme.
Table 56: Subprogramme: Defence Foreign Relations: Performance Indicator and Anual Targets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to the C SANDF
Activity 3 Employ the SANDF
P3_03Total number of Defence Attaché Offices 45 40 43 43 45 4650 46 46
Table 57: Subprogramme: Defence Foreign Relations: Performance Indicator and Quarterly Targets for FY2016/17
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Reporting to the C SANDF
Activity 3 Employ the SANDF
P3_03Total number of Defence Attaché Offices
Annually 46 - - - 46
50. The 46 Defence Attaché Offices comprise 10 offices in the Southern African Development Community (SADC) Region, 16 offices in the Rest of Africa and Middle East and 20 offices in the Rest of the World.
Last and Final APP 2016.indd 91 2016-02-23 07:02:48 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR92
51. The policy on Defence Foreign Relations was incorporated into a new policy, namely: “Defence International Affairs Policy” during FY2014/15.
OVERVIEW OF ADMINISTRATION SUBPROGRAMME: DEFENCE INTERNATIONAL AFFAIRS DIVISION
Responsibility. Chief of Defence International Affairs.
Purpose. The purpose of the subprogramme is to formulate and provide policy advice on the determination and conduct of
Defence international affairs and the attendant Defence diplomatic engagement and to ensure that such a policy accords
with the evolving and emerging foreign policy of the country.
Outputs. The outputs of the subprogramme Defence International Affairs Division are as follows:
• To provide appropriate International Legal Instruments.
• To provide policy to ensure compliance with national foreign policy.
• To provide policy products in pursuit of Defence Diplomacy.
Performance Indicators and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicators and
Targets (Annual and Quarterly) associated with the subprogramme.
Table 58: Subprogramme: Defence International Affairs Division: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to the Sec Def
Output 3 Provide sound Defence direction
D3_01A
Percentage adherence to DOD governance promulgation schedule
(Policy products in pursuit of Defence Diplomacy)
100%
Policy Imple-
mentation, Monitoring
and Provide Advice
Continuous Updating of Policy
Products and Positions to ensure
Relevance and of good Quality
100%
Ensure 100% relevant,
quality policy products
Ensure 100% relevant,
quality policy products
Ensure 100% relevant,
quality policy products
Ensure 100% relevant,
quality policy products
D3_01A
Percentage adherence to DOD governance promulgation schedule
(Defence International Affairs Policy Status)
100%Work in Progress
Stakeholder Consultation
Process
In process to be completed by the end of
201551
Policy Monitor Imple-
mentation
100% (Monitor
Policy Imple- mentation)
100% (Policy Monitor Effectiveness)
100% (Policy Review, Provide Advice)
Last and Final APP 2016.indd 92 2016-02-23 07:02:48 PM
93DOD ANNUAL PERFORMANCE PLAN FOR 2016
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Output 4 Ensure Defence compliance with Regulatory Framework
D4_03
Percentage deployments including training exercises, where applicable, supported with appropriate legal instruments
100% 100% 100% 100%
100%(Appropriate
approved legal
instrument to be in place)
100% (Appropriate
approved legal
instrument to be in place)
100% (Appropriate
approved legal
instrument to be in place)
100% (Appropriate
approved legal
instrument to be in place)
Table 59: Subprogramme: Defence International Affairs Division: Performance Indicators and Quarterly Targets for FY2016/17
DOD
Outp
ut
and
Indi
cato
r ID
Performance Indicator
Reporting Period
Annual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Reporting to the Sec Def
Output 3 Provide sound Defence direction
D3_ 01A
Percentage adherence to DOD governance promulgation schedule
(Policy products in pursuit of Defence Diplomacy)
AnnuallyEnsure 100%
relevant, quality policy products
- - -Ensure 100%
relevant, quality policy products
D3_01A
Percentage adherence to DOD governance promulgation schedule
(Defence International Affairs Policy Status)
Annually100%
(Monitor Policy Implementation)
- - -100%
(Monitor Policy Implementation)
Output 4 Ensure Defence compliance with Regulatory Framework
D4_03
Percentage deployments including training exercises, where applicable, supported with appropriate legal instruments
Quarterly
100% (Appropriate
approved legal instrument to be
in place)
100% (Appropriate
approved legal instrument to be
in place)
100% (Appropriate
approved legal instrument to be
in place)
100% (Appropriate
approved legal instrument to be
in place)
100% (Appropriate
approved legal instrument to be
in place)
Last and Final APP 2016.indd 93 2016-02-23 07:02:48 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR94
OVERVIEW OF ADMINISTRATION SUBPROGRAMME: OFFICE ACCOMMODATION
Responsibility. Chief of Logistics.
Purpose. The purpose of the subprogramme is to manage the payment of accommodation charges, leases and municipal
services as a direct result of the devolution of a portion of the buget of the National Department of Public Works’ to national
departments (Managed within General Support Programme [Joint Logistic Services]).
Outputs. The outputs of subprogramme Office Accommodation are as follows:
• To ensure the payment of leases.
• To ensure the payment of accommodation charges.
• To ensure the payment of municipal services.
Budget Allocation. An amount of R2 161 267 000 is allocated to the subprogramme Office Accommodation for the 2016/17 MTEF.
Performance Indicators and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicators and
Targets (Annual and Quarterly) associated with the subprogramme.
Table60:Subprogramme:OfficeAccommodation:PerformanceIndicatorsandAnnualTargetsfor
FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to the C SANDF
Input 2 Provide appropriate and sustained Matériel
R2_07
Percentage of expenditure in accordance with facilities plan.
(Payment of leases, accommodation charges and municipal services)
100%New
IndicatorNew
Indicator New
Indicator New
Indicator 100% 100% 100%
Last and Final APP 2016.indd 94 2016-02-23 07:02:49 PM
95DOD ANNUAL PERFORMANCE PLAN FOR 2016
Table61:Subprogramme:OfficeAccommodation:PerformanceIndicatorsandQuarterlyTargetsfor FY2016/17
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
Period
Annual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Reporting to the C SANDF
Input 2 Provide appropriate and sustained Matériel
R2_07
Percentage of expenditure in accordance with facilities plan.
(Payment of leases, accommodation charges and municipal services)
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 subprogramme Military Veterans Management are as follows:
• To provide Department of Military Veterans Direction.
• To provide Military Veteran Socio-economic Support Services.
• To ensure Military Veteran Empowerment and Stakeholder Relations.
• To provide sound Policy and Administration.
The Performance Information related to the subprogramme Military Veterans Management is reflected in Department of Military Veterans APP for FY2016/17 and therefore not part of the DOD APP for 2016.
Budget Allocation. An amount of R597 607 000 is allocated to the subprogramme Military Veterans Management for the 2016/17 MTEF.
PROGRAMME 1: ADMINISTRATION BUDGET AND MTEF (FY2016/17 TO FY2018/19)
Table 62 reflects Administration Programmes with the respective budget allocation attached to the subprogrammes for the
FY2016/17 MTEF. The allocated budget of the DOD Administration Programme amounts to 10,92% of the total Defence
Budget Vote.
These budget allocations include the budget allocations of the “DOD Central Staff” Divisions, which includes Human
Resources Services and Legal Services and the Defence Foreign relations function.
Last and Final APP 2016.indd 95 2016-02-23 07:02:49 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR96
Table 62: Programme 1: Administration: Reconciling Performance Targets with the Budget and MTEF
Subprogramme
Audited Outcome Vote Medium-term
Estimates
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
R’000 R’000 R’000 R’000 R’000 R’000 R’000
Ministry 93 310 86 867 81 987 75 875 72 898 73 722 75 391
Departmental Direction 49 493 50 035 43 673 53 596 50 565 58 689 60 276
Policy and Planning 94 794 84 289 93 673 110 514 118 967 118 785 121 533
Financial Administration 276 604 285 028 325 176 322 998 361 392 375 082 383 180
HR Support Services 608 575 652 202 714 358 741 812 753 112 774 685 788 393
Legal Services52 208 390 242 626 266 262 287 291 308 363 299 770 303 546
Inspection Services 74 742 82 887 106 914 139 834 145 890 143 049 144 340
Acquisition Services 54 275 46 544 58 828 64 137 112 742 132 362 132 778
Communication Services 32 646 49 785 48 486 40 975 45 211 45 486 46 368
SANDF Command And Control 152 911 136 607 143 742 145 064 156 358 155 243 157 766
Religious Services 11 337 11 405 12 736 13 175 13 700 13 859 14 282
Defence Reserves Direction 17 509 23 240 24 575 26 204 28 850 28 407 29 035
Defence Foreign Relations 150 437 227 309 255 538 216 489 224 186 225 846 229 829
Office Accommodation 1 859 562 2 180 730 1 978 877 2 042 236 2 161 267 2 268 693 2 400 277
Military Veteran Management 96 976 351 431 504 160 582 201 597 607 634 720 673 360
Total 3 781 561 4 510 985 4 658 985 4 862 401 5 151 108 5 348 398 5 560 354
Economic classification
Current payments 3 573 281 4 074 548 4 029 089 4 222 646 4 497 608 4 641 141 4 815 735
Compensation of employees 1 274 516 1 397 821 1 535 000 1 741 921 1 860 533 1 826 081 1 862 487
Goods and services 2 298 765 2 676 727 2 494 089 2 480 725 2 637 075 2 815 060 2 953 248
Transfers and subsidies 134 795 387 292 557 075 623 837 644 677 686 436 726 089
Provinces and Municipalities 0 0 17 26 30 30 32
52. According to the DOD Budget Strucure for FY2016/17 the Budget allocation of R308 363 000 for the Subprogramme Legal Services includes an amount of R46 810 000 allocated to the Military Ombud.
Last and Final APP 2016.indd 96 2016-02-23 07:02:49 PM
97DOD ANNUAL PERFORMANCE PLAN FOR 2016
Subprogramme
Audited Outcome Vote Medium-term
Estimates
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
R’000 R’000 R’000 R’000 R’000 R’000 R’000
Departmental agencies and accounts
114 140 370 367 525 174 604 360 618 289 655 798 695 334
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
0 451 188 0 0 0 0
Non-profit Institutions 6 213 6 869 7 140 7 192 8 620 8 445 8 841
Households 14 442 9 605 24 556 12 259 17 738 22 163 21 882
Payments for capital assets 38 333 43 116 59 659 15 918 8 823 20 821 18 530
Buildings and other fixed structures
42 38 28 0 0 0 0
Machinery and equipment 38 291 43 078 58 780 15 918 8 823 20 777 18 482
Heritage Assets 0 0 0 0 0 0 0
Specialised Military Assets 0 0 0 0 0 0 0
Biological Assets 0 0 0 0 0 0 0
Land and Sub-soil Assets 0 0 0 0 0 0 0
Software and Other Intangible Assets
0 0 851 0 0 44 48
Payment for financial Assets
35 152 6 029 13 162 0 0 0 0
Total 3 781 561 4 510 985 4 658 985 4 862 401 5 151 108 5 348 398 5 560 354
Last and Final APP 2016.indd 97 2016-02-23 07:02:50 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR98
PROGRAMME 2: FORCE EMPLOYMENT
OVERVIEW
Responsibility. Chief of Joint Operations.
Purpose. The purpose of the programme is to provide and employ defence capabilities, including an operational capability,
to successfully conduct all operations as well as joint, interdepartmental, interagency and multinational military exercises.
Outputs. The output of the programme is to ensure successful joint force employment over the medium term by:
• Providing and employing a special operations capability in accordance with national requirements.
• Ensuring full participation in the number of peace missions as instructed by the President.
• Conducting 12 joint, interdepartmental, interagency and multinational military force preparation exercises from
FY2016/17 to FY2018/19, excluding Special Forces exercises.
• Conducting four operations per year, protecting the territorial integrity and sovereignty of South Africa, supporting other
government departments and complying with international obligations on an ongoing basis.
Budget Allocation. An amount of R3 899 635 000 is allocated to the programme Force Employment for the 2016/17 MTEF
as reflected in Table 65.
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 63: Programme 2: Force Employment: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to the C SANDF
Output 1 Conduct ordered Defence commitments in accordance with government policy and strategy
Regional Security
D1_10
Percentage compliance with number of ordered commitments (external operations)
100%125%
(5)75% (3)
140%53 (7)
100% 100% 100% 100%
D1_01APercentage compliance with force levels for external operations
Information classified
98% 96% 98%Information classified
Information classified
Information classified
Information classified
53. Two additional operations were conducted over and above, namely Op CHARIOT, Op METAAL and Op LOAPI.
Last and Final APP 2016.indd 98 2016-02-23 07:02:50 PM
99DOD ANNUAL PERFORMANCE PLAN FOR 2016
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
D1_01B
Percentage compliance with serviceability of main equipment for external operations
Information classified
70% 77%Information classified
Information classified
Information classified
Information classified
Information classified
D1_01CPercentage of the value of reimbursement by the UN/AU recognised
Information classified
81% 76% 78%Information classified
Information classified
Information classified
Information classified
D1_01DPercentage compliance with self-sustainment of personnel
Information classified
New Indicator
83% 79%Information classified
Information classified
Information classified
Information classified
Support to the People
D1_02
Number of landward sub-units54 deployed on border safeguarding per year
100% (15)
11 13 13 13 15 15 15
D1_10
Percentage compliance with number of ordered commitments (internal operations)
100%100%
(4)100%
(4)100%
(4)100% 100% 100% 100%
Percentage compliance with number of ordered commitments (internal operations)(safety and security support)
100% 100% 100% 100% 100% 100% 100% 100%
Percentage compliance with number of ordered commitments (internal operations) (disaster aid and disaster relief)
100% 100% 100% 100% 100% 100% 100% 100%
D1_10
Percentage compliance with number of ordered commitments (internal operations)(search and rescue)
100% 100% 100% 100% 100% 100% 100% 100%
Output 2 Provide mission ready Defence capabilities
D2_01
Percentage compliance with Joint Force Employment requirements as resourced
Information classified
Information classified
Information classified
Information classified
Information classified
Information classified
Information classified
Information classified
54. A sub-unit (company) consists of approximately 170 members.
Last and Final APP 2016.indd 99 2016-02-23 07:02:50 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR100
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 Year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
D2_03
Percentage compliance with the Southern African Development Community Standby Force Pledge
100% 100% 100% 79% 100% 100% 100% 100%
Output 3 Provide sound Defence direction
D3_01B
Percentage adherence to DOD governance promulgation schedule
(Sub-strategy, to support overarching strategy by securing land, airspace and maritime borders [Border Safeguarding Strategy])55
100%New
IndicatorNew
IndicatorNew
IndicatorNew
Indicator
Sub-strategy approved
Partial Implement
sub- strategy
Fully Implement
sub-strategy
Activity 3 Employ the SANDF
Strategic Direction
P3_02
Number of joint, interdepartmental, interagency and multinational military exercises conducted per year56
18 5 5 5 5 4 3 3
55. The measurement of the Sub-strategy can be developed only as soon as the Overarching Strategy ito Border Management Agency (BMA) is developed and promulgated where after the Joint Operations Division will develop a Standard Operating Procedure (SOP) and Technical Datasheet.
56. Excluding Special Forces and SADC Standby Force exercises.
Table 63: Programme 2: Force Employment: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19 (continued)
Last and Final APP 2016.indd 100 2016-02-23 07:02:50 PM
101DOD ANNUAL PERFORMANCE PLAN FOR 2016
Table 64: Programme 2: Force Employment: Performance Indicators and Quarterly Targets for FY2016/17
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Reporting to the C SANDF
Output 1 Conduct ordered defence commitments in accordance with government policy and strategy
Regional Security
D1_10 Percentage compliance with number of ordered commitments (external operations)
Quarterly 100% 100% 100% 100% 100%
D1_01APercentage compliance with force levels for external operations
Quarterly Information classified
D1_01BPercentage compliance with serviceability of main equipment for external operations
Quarterly Information classified
D1_01CPercentage of the value of reimbursement by the UN/AU recognised
Quarterly Information classified
D1_01DPercentage compliance with self-sustainment of personnel
Quarterly Information classified
Support to the People
D1_02Number of landward sub-units deployed on border safeguarding per year
Quarterly 15 15 15 15 15
D1_10
Percentage compliance with number of ordered commitments (internal operations)
Quarterly 100% 100% 100% 100% 100%
Percentage compliance with number of ordered commitments (internal operations) (safety and security support)
Percentage compliance with number of ordered commitments (internal operations)(disaster aid and disaster relief)
Percentage compliance with number of ordered commitments (internal operations) (search and rescue)
Last and Final APP 2016.indd 101 2016-02-23 07:02:51 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR102
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Output 2 Provide mission ready Defence capabilities
D2_01Percentage compliance with Joint Force Employment requirements as resourced
Annually Information classified
D2_03Percentage compliance with the Southern African Development Community Standby Force Pledge
Annually 100% - - - 100%
Output 3 Provide sound Defence direction
D3_01B
Percentage adherence to DOD governance promulgation schedule
(Sub-strategy, to support overarching strategy by securing land, airspace and maritime borders [Border Safeguarding Strategy])
AnnuallySub-strategy
approved- - -
Sub-strategy approved
Activity 3 Employ the SANDF
Strategic Direction
P3_02Number of joint, interdepartmental, interagency and multinational military exercises conducted per year
Quarterly 4 1 1 2 0
Table 65 reflects the Force Employment Programme respective budget allocation for the FY2016/17 MTEF.
Table 65: Programme 2: Force Employment: Reconciling Performance Targets with the Budget and MTEF
Subprogramme
Audited Outcome (R‘000)
Budget (R‘000)
Medium-term Expenditure Estimate (R‘000)
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Strategic Direction 117 598 119 771 125 918 164 955 186 949 163 700 193 042
Operational Direction 258 115 253 043 257 001 299 887 307 758 319 158 335 044
Special Operations 604 969 666 472 708 723 754 388 813 440 815 050 793 393
Regional Security 1 147 477 1 608 559 1 638 636 1 599 262 1 484 658 1 495 361 1 517 330
Support to the People 652 817 698 810 901 163 989 012 1 106 830 1 152 281 1 200 823
Total 2 780 976 3 346 655 3 631 441 3 807 504 3 899 635 3 945 550 4 039 632
Table 64: Programme 2: Force Employment: Performance Indicators and Quarterly Targets for the FY2016/17 (continued)
Last and Final APP 2016.indd 102 2016-02-23 07:02:51 PM
103DOD ANNUAL PERFORMANCE PLAN FOR 2016
Subprogramme
Audited Outcome (R‘000)
Budget (R‘000)
Medium-term Expenditure Estimate (R‘000)
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Economic classification
Current Payments 2 404 939 2 938 725 3 053 107 3 267 506 3 550 880 3 519 463 3 604 684
Compensation of employees 1 482 988 1 590 158 1 854 548 1 864 170 2 170 263 2 107 120 2 121 672
Goods and services 921 951 1 348 567 1 198 559 1 403 336 1 380 617 1 412 343 1 483 012
Transfers and subsidies 166 103 163 638 288 037 272 049 254 543 257 141 225 982
Provinces and Municipalities 0 0 0 0 0 0 0
Departmental agencies & accounts 150 582 149 131 276 855 256 402 241 405 242 898 212 062
Higher Education Institutions 0 0 0 0 0 0 0
Foreign Governments and International Organisations 0 0 0 0 0 0 0
Public corporations & private enterprises 12 587 9 037 8 086 11 994 8 424 8 870 9 296
Non-profit Institutions 0 0 0 0 0 0 0
Households (HH) 2 934 5 470 3 096 3 653 4 714 5 373 4 624
Payments for capital assets 209 810 244 214 290 252 267 949 94 212 168 946 208 966
Buildings & other fixed structures 39 773 11 721 491 4 900 1 160 410 410
Machinery and equipment 169 985 232 449 289 761 262 056 92 059 167 543 207 563
Heritage Assets 0 0 0 0 0 0 0
Specialised military Assets 52 0 993 993 993 993
Biological Assets 0 0 0 0 0 0 0
Land and Sub-soil Assets 0 0 0 0 0 0 0
Software & intangible Assets 0 44 0 0 0 0 0
Payments for financial Assets 124 78 45 0 0 0 0
Grand Total 2 780 976 3 346 655 3 631 441 3 807 504 3 899 635 3 945 550 4 039 632
Last and Final APP 2016.indd 103 2016-02-23 07:02:51 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR104
PROGRAMME 3: LANDWARD DEFENCE
OVERVIEW
Responsibility. Chief SA Army
Purpose. The purpose of the programme is to provide prepared and supported landward defence capabilities for the
defence and protection of South Africa.
Outputs. The output of the programme is to defend and protect South Africa and its territory over the medium term by:
• Providing an infantry capability, including C SANDF Reaction Force, for external deployment and for internal safety and
security including border safeguarding.
• Exercising a tank and armoured car capability and providing a squadron for internal deployment per year.
• Exercising a composite artillery capability and providing a battery for internal deployment per year.
• Exercising an air defence artillery capability and providing a battery for internal deployment per year.
• Providing a sustained composite engineer capability for external deployment, as well as for internal safety and security
and exercising a field engineer capability per year.
• Providing a signal capability for external deployment and for internal signal support and exercising a composite signal
capability per year.
• Provides Strategic Direction by directing, orchestrating and controlling the South African Army to achieve its mission to
prepare and provide supported landward capabilities per year.
• Providing an operational intelligence capability for external deployment, internal operational intelligence support and
exercising one composite intelligence troop per year.
• Providing combat-ready tactical command and control capabilities for integrated forces during force preparation
exercises and force employment per year.
• Provides a support capability for external and internal deployment through first, second and fourth line support by two
first and second line maintenance units and two field workshops and fourth line depots per year.
• Provides general training capabilities through basic military training, junior leader training common landward training,
command and management training, force preparation exercises and training courses per year.
Budget Allocation. An amount of R15 651 438 000 is allocated to the programme Landward Defence for the 2016/17 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”.
Last and Final APP 2016.indd 104 2016-02-23 07:02:52 PM
105DOD ANNUAL PERFORMANCE PLAN FOR 2016
Table 66: Programme 3: Landward Defence: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to the C SANDF
Output 1 Conduct ordered Defence commitments in accordance with government policy and strategy
D1_10
Percentage compliance with number of ordered commitments
(General Military Assistance)57
100% 100% 100% 100% 100% 100% 100% 100%
Output 2 Provide mission ready Defence capabilities
D2_01
Percentage compliance with Joint Force Employment requirements as resourced
Information classified
Activity 2 Enable the DOD
Training Capability (General Training for Regular and Reserve Members)
P2_06Percentage compliance with DOD training targets58 100%
New Indicator
New Indicator
75% (3 232)
80% (3 146)
80% (2 214)
80% (2 362)
80% (2 146)
Table 67: Programme 3: Landward Defence: Performance Indicators and Quarterly Targets for FY2016/17
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator Reporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Reporting to the C SANDF
Output 1 Conduct ordered Defence commitments in accordance with government policy and strategy
D1_10
Percentage compliance with number of ordered commitments
(General Military Assistance)
Quarterly 100% 100% 100% 100% 100%
57. The phrasing “General Military Assistance” refers to non-combat operations that provide military assistance, training and expertise over a wide range of activities i.e. support to peace building.
58. Performance Indicator name change. Previously read as “Percentage compliance with DOD formal training targets (number of learners on planned courses)”.
Last and Final APP 2016.indd 105 2016-02-23 07:02:52 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR106
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator Reporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Output 2 Provide mission ready Defence capabilities
D2_01Percentage compliance with Joint Force Employment requirements as resourced
Annually Information classified
Activity 2 Enable the DOD
Training Capability (General Training for Regular and Reserve Members)
P2_06Percentage compliance with DOD training targets
Quarterly80%
(2 214)6%
(162)22% (608)
10% (280)
42% (1 164)
Table 68 reflects the Landward Defence Programme respective budget allocation for the FY2016/17 MTEF.
Table 68: Programme 3: Landward Defence: Reconciling Performance Targets with the Budget and MTEF
Subprogramme
Audited Outcome (R‘000)
Budget (R‘000)
Medium-term Expenditure Estimate (R‘000)
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Strategic Direction 372 015 420 388 418 972 361 408 510 163 462 119 436 043
Infantry Capability 3 826 318 4 759 699 5 403 955 6 118 704 6 208 726 7 292 650 7 906 796
Armour Capability 346 761 356 755 374 685 398 611 444 191 449 396 467 383
Artillery Capability 481 461 383 202 425 602 527 491 463 044 500 883 564 060
Air Defence Artillery Capability 590 902 425 105 478 055 580 453 588 879 846 774 996 312
Engineering Capability 564 048 587 191 623 073 742 997 708 687 716 180 748 268
Operational Intelligence 233 936 176 843 188 262 218 656 252 520 266 488 289 581
Command and Control Capability 158 706 168 679 177 810 198 063 202 683 195 788 196 222
Support Capability 4 415 483 4 858 211 4 428 168 4 414 588 4 424 147 4 283 292 4 261 112
General Training Capability 347 644 390 971 411 522 504 674 585 823 576 510 578 909
Signal Capability 862 701 1 072 079 1 119 012 1 136 731 1 262 575 1 248 657 1 269 852
Total 12 199 975 13 599 123 14 049 116 15 202 376 15 651 438 16 838 737 17 714 538
Table 67: Programme 3: Landward Defence: Performance Indicators and Quarterly Targets for the FY2016/17 (continued)
Last and Final APP 2016.indd 106 2016-02-23 07:02:52 PM
107DOD ANNUAL PERFORMANCE PLAN FOR 2016
Subprogramme
Audited Outcome (R‘000)
Budget (R‘000)
Medium-term Expenditure Estimate (R‘000)
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Economic classification
Current Payments 9 762 480 10 809 538 11 652 112 12 614 857 13 167 574 13 306 291 13 783 720
Compensation of employees 8 387 318 9 164 762 9 795 641 10 648 208 11 295 190 11 340 926 11 846 685
Goods and services 1 375 162 1 644 776 1 856 471 1 966 649 1 872 384 1 965 365 1 937 035
Transfers and subsidies 2 045 482 2 473 968 2 251 766 2 549 032 2 457 933 3 512 536 3 915 403
Provinces and Municipalities 0 0 2 5 3 3 3
Departmental agencies & accounts 1 955 279 2 391 470 2 158 389 2 481 195 2 379 140 3 446 963 3 858 440
Higher Education Institutions 0 0 0 0 0 0 0
Foreign governments and International Organisations
0 0 0 00
0 0
Public corporations & private enterprises
53 617 54 509 50 185 33 11738 400
26 000 11 000
Non-profit Institutions 0 0 0 0 0 0 0
Households (HH) 36 586 27 989 43 190 34 715 40 390 39 570 45 960
Payments for capital Assets 557 090 312 092 144 478 38 487 25 931 19 910 15 415
Buildings & other fixed structures 967 334 925 100 132 100 100
Machinery and equipment 531 462 310 513 143 547 34 621 25 779 19 810 15 315
Heritage Assets 0 0 0 0 0 0 0
Specialised military Assets 20 574 0 0 3 766 0 0 0
Biological Assets 4 039 1 245 0 0 0 0 0
Land and Sub-soil Assets 0 0 0 0 0 0 0
Software & intangible Assets 48 0 6 0 20 0 0
Payments for financial Assets 2 871 3 525 760 0 0 0 0
Grand Total 12 367 923 13 599 123 14 049 116 15 202 376 15 651 438 16 838 737 17 714 538
Last and Final APP 2016.indd 107 2016-02-23 07:02:53 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR108
PROGRAMME 4: AIR DEFENCE
OVERVIEW
Responsibility. Chief Air Force.
Purpose. The purpose of the programme is to provide prepared and supported air defence capabilities for the defence and
protection of South Africa.
Outputs. The output of the programme is to defend and protect South Africa and its airspace over the medium term by
providing:
• Four helicopter squadrons and one combat support helicopter squadron per year.
• Three medium transport squadrons which will include one VIP squadron, one maritime and transport squadron, one
light transport squadron and nine reserve squadrons per year.
• One air combat squadron per year.
• 24-hour air command and control capability.
Budget Allocation. An amount of R6 883 527 000 is allocated to the programme Air Defence for the 2016/17 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 69: Programme 4: Air Defence: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to the C SANDF
Output 1 Conduct ordered Defence commitments in accordance with government policy and strategy
D1_05Number of force employment hours flown per year
100% (26 500)
11 697 4 471 5 099.37 6 50059 5 00060 5 000 5 000
59. 800 hours will be flown for VIP operations and 5 700 hours for joint force employment requirements subject to resource allocation.60. 1000 hours will be flown for VIP operations and 4 000 hours for joint force employment requirements subject to resource allocation.
Last and Final APP 2016.indd 108 2016-02-23 07:02:53 PM
109DOD ANNUAL PERFORMANCE PLAN FOR 2016
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Output 2 Provide mission ready Defence capabilities
D2_01
Percentage compliance with Joint Force Employment requirements as resourced
Information classified
Activity 2 Enable the DOD
Training Capability (General Education, Training and Development of personnel)
P2_06Percentage compliance with DOD training targets61
100%New
IndicatorNew
Indicator72% (902)
80% (834)
80% (742)
80% (646)
80% (646)
Table 70: Programme 4: Air Defence: Performance Indicators and Quarterly Targets for FY2016/17
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator Reporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Reporting to the C SANDF
Output 1 Conduct ordered Defence commitments in accordance with government policy and strategy
D1_05Number of force employment hours flown per year
Annually 5 000 - - - 5 000
Output 2 Provide mission ready Defence capabilities
D2_01Percentage compliance with Joint Force Employment requirements as resourced
Annually Information classified
Activity 2 Enable the DOD
Training Capability (General Education, Training and Development of personnel)
P2_06Percentage compliance with DOD training targets
Quarterly80% (742)
20.16% (187)
19.83% (184)
22.32% (207)
17.69% (164)
61. Performance Indicator name change. Previously read as “Percentage compliance with DOD formal training targets (number of learners on planned courses).”
Last and Final APP 2016.indd 109 2016-02-23 07:02:53 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR110
Table 71 reflects the Air Defence Programme respective budget allocation for the FY2016/17 MTEF.
Table 71: Programme 4: Air Defence: Reconciling Performance Targets with the Budget and MTEF
Subprogramme
Audited Outcome (R‘000)
Budget (R‘000)
Medium-term Expenditure Estimate (R‘000)
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Strategic Direction 19 619 16 830 18 298 16 783 35 219 36 776 37 429
Operational Direction 236 742 247 937 183 763 177 686 208 681 230 274 273 634
Helicopter Capability 872 420 996 286 817 145 801 494 763 242 825 318 918 324
Transport and Maritime Capability 551 867 485 389 1 138 780 794 867 672 528 740 333 817 603
Air Combat Capability 1 594 135 909 905 1 108 324 1 437 203 1 371 247 1 190 719 1 321 415
Operational Support and Intelligence Capability
463 435 312 633 270 938 286 425 314 168 299 610 304 283
Command and Control Capability 470 164 343 112 508 715 901 454 606 031 437 116 685 644
Base Support Capability 1 664 516 1 723 986 1 848 057 1 818 545 1 819 552 1 782 705 1 837 289
Command Post 51 105 30 871 57 395 54 827 61 232 60 004 60 496
Training Capability 213 249 206 393 200 584 184 394 569 991 545 973 530 579
Technical Support Services 937 693 758 181 761 524 693 916 461 636 447 304 453 607
Total 7 074 945 6 031 523 6 913 523 7 167 594 6 883 527 6 596 132 7 240 303
Economic classification
Current Payments 5 127 652 5 116 005 5 162 868 5 262 942 5 601 628 5 719 545 5 920 016
Compensation of employees 2 790 981 2 955 320 3 148 889 3 321 093 3 499 610 3 326 786 3 341 452
Goods and services 2 336 671 2 160 685 2 013 979 1 941 849 2 102 018 2 392 759 2 578 564
Transfers and subsidies 1 780 995 815 669 1 630 860 1 855 054 1 275 050 858 005 1 297 731
Last and Final APP 2016.indd 110 2016-02-23 07:02:53 PM
111DOD ANNUAL PERFORMANCE PLAN FOR 2016
Subprogramme
Audited Outcome (R‘000)
Budget (R‘000)
Medium-term Expenditure Estimate (R‘000)
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Provinces and Municipalities 0 0 2 2 3 3 3
Departmental agencies & accounts 1 765 517 806 142 1 618 149 1 837 617 1 256 583 836 974 1 277 163
Higher Education Institutions 0 0 0 0 0 0 0
Foreign Governments and International Organisations
0 0 0 0 0 0 0
Public corporations & private enterprises
2 260 40 100 0 0 0 0
Non-profit Institutions 0 0 0 0 0 0 0
Households (HH) 13 218 9 487 12 609 17 435 18 464 21 028 20 565
Payments for capital assets 165 382 99 118 119 219 49 598 6 849 18 582 22 556
Buildings & other fixed structures
52 545 90 0 0 0 0
Machinery and equipment 164 061 98 329 118 972 42 986 6 849 18 582 22 556
Heritage Assets 0 0 0 0 0 0 0
Specialised military Assets 1 269 244 157 6 612 0 0 0
Biological Assets 0 0 0 0 0 0 0
Land and Sub-soil Assets 0 0 0 0 0 0 0
Software and Other Intangible Assets
0 0 0 0 0 0 0
Payments for financial Assets 916 731 576 0 0 0 0
Grand Total 7 074 945 6 031 523 6 913 523 7 167 594 6 883 527 6 596 132 7 240 303
Last and Final APP 2016.indd 111 2016-02-23 07:02:54 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR112
PROGRAMME 5: MARITIME DEFENCE
OVERVIEW
Responsibility. Chief Navy.
Purpose. The purpose of the programme is to provide prepared and supported maritime defence capabilities for the
defence and protection of South Africa.
Outputs. The output of the programme is to defend and protect South Africa and its maritime zones over the medium term
by providing:
• A surface combat and patrol capability of three frigates, one combat support vessel, two offshore patrol vessels and three inshore patrol vessels in each annual operational cycle.
• A sub-surface combat capability of two submarines in each annual operational cycle.
• A mine warfare capability of two vessels in each annual operational cycle to ensure safe access to South Africa’s harbours and mine clearance where required62.
• 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 355 880 000 is allocated to the programme Maritime Defence for the 2016/17 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 72: Programme 5: Maritime Defence: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to the C SANDF
Output 1 Conduct ordered defence commitments in accordance with government policy and strategy
D1_06Number of hours at sea per year
100%(60 000)
7 339 11 081 8 951.53 12 000 12 000 12 000 12 000
62. Currently no mine warfare capability, awaiting the operationalisation of Project MOTSU.
Last and Final APP 2016.indd 112 2016-02-23 07:02:54 PM
113DOD ANNUAL PERFORMANCE PLAN FOR 2016
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Output 2 Provide mission ready Defence capabilities
D2_01
Percentage compliance with Joint Force Employment requirements as resourced
Information classified
Activity 2 Enable the DOD
Training Capability (General Education, Training and Development of personnel)
P2_06Percentage compliance with DOD training targets63
100%New
IndicatorNew
Indicator103% (548)
80%(422)
80%(438)
80%(438)
80%(460)
Table 73: Programme 5: Maritime Defence: Performance Indicators and Quarterly Targets for FY2016/17
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Reporting to the C SANDF
Output 1 Conduct ordered defence commitments in accordance with government policy and strategy
D1_06 Number of hours at sea per year Annually 12 000 - - - 12 000
Output 2 Provide mission ready Defence capabilities
D2_01Percentage compliance with Joint Force Employment requirements as resourced
Annually Information classified
Activity 2 Enable the DOD
Training Capability (General Education, Training and Development of personnel)
P2_06Percentage compliance with DOD training targets
Quarterly80%(438)
45% (245)
10% (57)
22% (118)
3% (18)
63. Performance Indicator name change. Previously read as “Percentage compliance with DOD formal training targets (number of learners on planned courses).”
Last and Final APP 2016.indd 113 2016-02-23 07:02:54 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR114
Table 74 reflects the Maritime Defence Programme respective budget allocation for the FY2016/17 MTEF.
Table 74: Programme 5: Maritime Defence: Reconciling Performance Targets with the Budget and MTEF
Subprogramme
Audited Outcome (R‘000)
Budget (R‘000)
Medium-term Expenditure Estimate (R‘000)
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Maritime Direction 467 248 488 771 524 851 545 183 581 621 559 704 558 723
Maritime Combat Capability 558 293 585 054 1 129 323 1 252 500 1 707 984 1 857 014 1 651 120
Maritime Logistic Support Capability
988 958 1 136 996 1 103 963 859 709 930 730 1 027 905 1 073 944
Maritime Human Resources and Training Capability
316 290 397 131 445 218 467 086 505 914 502 985 513 700
Base Support Capability 564 156 618 426 599 014 644 669 629 631 609 725 630 036
Total 2 894 945 3 226 378 3 802 369 3 769 147 4 355 880 4 557 333 4 427 523
Economic classification
Current Payments 2 413 440 2 663 894 2 886 473 2 868 541 2 982 248 3 021 292 3 113 643
Compensation of employees 1 672 529 1 827 073 1 968 660 2 109 674 2 263 018 2 213 552 2 277 163
Goods and services 740 911 836 821 917 813 758 867 719 230 807 740 836 480
Transfers and subsidies 417 219 475 245 867 619 878 072 1 366 999 1 526 451 1 304 393
Provinces and Municipalities 0 0 0 0 0 0 0
Departmental agencies & accounts
104 117 167 743 648 874 633 542 1 123 038 1 268 232 1 041 772
Higher Education Institutions 0 0 0 0 0 0 0
Foreign Governments and International Organisations
0 0 0 0 0 0 0
Public corporations & private enterprises
294 113 301 388 208 897 219 884 226 287 243 182 254 994
Non-profit Institutions 0 0 0 0 0 0
Households (HH) 18 989 6 114 9 848 24 646 17 674 15 037 7 627
Payments for capital assets 63 864 86 899 48 036 22 534 6 633 9 590 9 487
Last and Final APP 2016.indd 114 2016-02-23 07:02:55 PM
115DOD ANNUAL PERFORMANCE PLAN FOR 2016
Subprogramme
Audited Outcome (R‘000)
Budget (R‘000)
Medium-term Expenditure Estimate (R‘000)
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Buildings & other fixed structures
13 873 3 509 592 2 000 0 0 0
Machinery and equipment 49 642 83 352 47 444 20 384 6 633 9 590 9 487
Heritage Assets 0 0 0 0 0 0 0
Specialised military Assets 0 0 0 0 0 0 0
Biological Assets 0 0 0 0 0 0 0
Land and Sub-soil Assets 0 0 0 0 0 0 0
Software & intangible Assets 349 38 0 150 0 0 0
Payments for financial Assets
422 340 241 0 0 0 0
Grand Total 2 894 945 3 226 378 3 802 369 3 769 147 4 355 880 4 557 333 4 427 523
Last and Final APP 2016.indd 115 2016-02-23 07:02:56 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR116
PROGRAMME 6: MILITARY HEALTH SUPPORT
OVERVIEW
Responsibility. Surgeon General.
Purpose. The purpose of the programme is to provide prepared and supported health capabilities and services for the
defence and protection of South Africa.
Outputs. The output of the programme is to ensure prepared and supported health capabilities and services by providing:
• A health support capability of five medical battalion groups, including accompanying field hospitals and one specialist medical battalion group, for deployed and contingency forces.
• A comprehensive, multidisciplinary military health service to a projected patient population of 302 000 members per year.
Budget Allocation. An amount of R4 416 816 000 is allocated to the programme Military Health Support for the 2016/17
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 75: Programme 6: Military Health Support: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to the C SANDF
Output 2 Provide mission ready Defence capabilities
D2_01
Percentage compliance with Joint Force Employment requirements as resourced
Information classified
Activity 2 Enable the DOD
P2_04Broader SANDF health status
Information classified
Last and Final APP 2016.indd 116 2016-02-23 07:02:56 PM
117DOD ANNUAL PERFORMANCE PLAN FOR 2016
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
P2_05Trend of deployable status on concurrent health assessments
Information classified
P2_10Number of health care activities per year
610 702 750 2 450 754 2 331 135 2 312 381 2 140 550 2 140 550 2 140 550 2 140 550
Training Capability (General Education, Training and Development of personnel)
P2_06Percentage compliance with DOD training targets 64
100%New
IndicatorNew
Indicator83% (678)
80% (648)
80% (648)
80% (648)
80% (648)
Input 2 Provide appropriate and sustained Matériel
R2_04Percentage availability of medical stock
Information classified
64% 67% 54% 50%Information classified
Information classified
Information classified
Table 76: Programme 6: Military Health Support: Performance Indicators and Quarterly Targets for FY2016/17
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator Reporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Reporting to the C SANDF
Output 2 Provide mission ready Defence capabilities
D2_01Percentage compliance with Joint Force Employment requirements as resourced
Annually Information classified
Activity 2 Enable the DOD
P2_04 Broader SANDF health status Quarterly Information classified
64. Performance Indicator name change. Previously read as “Percentage compliance with DOD formal training targets (number of learners on planned courses).”
Last and Final APP 2016.indd 117 2016-02-23 07:02:56 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR118
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator Reporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
P2_05Trend of deployable status on concurrent health assessments
Quarterly Information classified
P2_10Number of health care activities per year
Quarterly 2 140 550 535 139 535 137 535 137 535 137
Training Capability (General Education, Training and Development of personnel)
P2_06Percentage compliance with DOD training targets
Quarterly80% (648)
15% (123)
22% (181)
43% (344)
0% (0)
Input 2 Provide appropriate and sustained Matériel
R2_04Percentage availability of medical stock
Quarterly Information classified
Table 77 reflects the Military Health Support Programme respective budget allocation for the FY2016/17 MTEF.
Table 77: Programme 6: Military Health Support: Reconciling Performance Targets with the Budget and MTEF
Subprogramme
Audited Outcome (R‘000)
Budget (R‘000)
Medium-term Expenditure Estimate (R‘000)
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Strategic Direction 203 239 207 513 218 271 172 553 203 249 188 399 191 016
Mobile Military Health Support 105 262 109 408 120 810 118 930 121 678 153 786 177 059
Area Military Health Support 1 143 874 1 262 346 1 455 454 1 412 913 1 548 512 1 553 570 1 641 564
Specialist/Tertiary Health Service 1 215 105 1 273 469 1 433 329 1 490 018 1 574 186 1 524 620 1 571 166
Military Health Product Support Capability
198 122 236 322 212 914 186 668 208 883 231 969 228 401
Military Health Maintenance Capability 261 524 280 847 256 414 271 205 302 657 276 707 268 208
Military Health Training Capability 332 790 363 698 355 921 416 974 457 651 471 333 501 029
Total 3 459 916 3 733 603 4 053 113 4 069 261 4 416 816 4 400 384 4 578 443
Table 76: Programme 6: Military Health Support: Performance Indicators and Quarterly Targets for FY2016/17 (continued)
Last and Final APP 2016.indd 118 2016-02-23 07:02:57 PM
119DOD ANNUAL PERFORMANCE PLAN FOR 2016
Subprogramme
Audited Outcome (R‘000)
Budget (R‘000)
Medium-term Expenditure Estimate (R‘000)
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Economic classification
Current Payments 3 360 605 3 615 868 3 886 430 4 035 436 4 407 393 4 341 666 4 492 004
Compensation of employees 2 546 606 2 700 762 2 865 474 3 114 661 3 362 501 3 277 455 3 322 375
Goods and services 813 999 915 106 1 020 956 920 775 1 044 892 1 064 211 1 169 629
Transfers and subsidies 14 677 11 497 46 096 7 709 6 510 31 320 58 377
Provinces and Municipalities 0 0 0 0 0 0 0
Departmental agencies & accounts 4 411 2 934 15 357 6 666 58 27 111 51 449
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 0 107 0 0 0 0
Non-profit Institutions 752 832 769 800 840 882 926
Households (HH) 9 514 7 731 29 863 243 5 612 3 327 6 002
Payments for capital assets 83 201 105 476 120 225 26 116 2 913 27 398 28 062
Buildings & other fixed structures 44 23 180 600 0 0 47
Machinery and equipment 80 131 105 428 119 195 24 728 2 913 27 398 28 015
Heritage Assets 0 0 0 0 0 0 0
Specialised military Assets 747 0 850 750 0 0 0
Biological Assets 11 0 0 0 0 0 0
Land and Subsoil Assets 0 0 0 0 0 0 0
Software & intangible Assets 2 268 25 0 38 0 0 0
Payments for financial Assets 1 433 762 362 0 0 0 0
Grand Total 3 459 916 3 733 603 4 053 113 4 069 261 4 416 816 4 400 384 4 578 443
Last and Final APP 2016.indd 119 2016-02-23 07:02:57 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR120
PROGRAMME 7: DEFENCE INTELLIGENCE
OVERVIEW
Responsibility. Chief Defence Intelligence.
Purpose. The purpose of the programme is to provide defence intelligence and counter-intelligence capabilities.
Outputs. The output of the programme is to ensure prepared and supported intelligence services by providing:
• An Intelligence capability.
• A Counter-Intelligence capability.
• A Defence Foreign Relations capability.
Budget Allocation. An amount of R900 248 000 is allocated to the programme Defence Intelligence for the 2016/17 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.
Table 78: Programme 7: Defence Intelligence: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to the C SANDF
Output 1 Conduct ordered defence commitments in accordance with government policy and strategy
D1_10
Percentage compliance with number of ordered commitments
(General Military Assistance)65
100% 100% 100% 100% 100% 100% 100% 100%
Output 3 Provide sound Defence direction
D3_01B
Percentage compliance with DOD governance promulgation schedule
(Develop Cyber Warfare Strategy)
100% New
IndicatorNew
Indicator
Draft strategy not approved by JCPS Ministers
Approved Cyber Warfare
Strategy
100% (Submit for
approval by the JCPS Cluster
Ministers)
100% (Implementation Cyber Warfare
Strategy)
100% (Monitor
and Review)
65. The phrasing “General Military Assistance” refers to non-combat operations that provide military assistance, training and expertise over a wide range of activities i.e. support to peace building.
Last and Final APP 2016.indd 120 2016-02-23 07:02:57 PM
121DOD ANNUAL PERFORMANCE PLAN FOR 2016
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
D3_01B
Percentage compliance with DOD governance promulgation schedule
(Sensor Strategy)
100% New
IndicatorNew
IndicatorNew
IndicatorNew
IndicatorDevelop Strategy
Approved Strategy
Implementation of Strategy
Activity 2 Enable the DOD
P2_11
Number of Defence Intelligence products
100% (2 240)
348 579 868 448 448 448 448
P2_12
Number of vetting decisions taken in accordance with requirements
33 500 8 138 6 124 4 744 5 000 6 500 7 000 7 500
P2_13
Level of Implementation of the Cyber Warfare plan66
Fully implemented
New Indicator
New Indicator
New Indicator
Partial implementation (establishment
Cyber Command Centre HQ)
Phases 2 – 3
Phases 4 – 5
Phase 6
Table 79: Programme 7: Defence Intelligence: Performance Indicators and Quarterly Targets for FY2016/17
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Reporting to the C SANDF
Output 1 Conduct ordered defence commitments in accordance with government policy and strategy
D1_10
Percentage compliance with number of ordered commitments
(General Military Assistance)
Quarterly 100% 100% 100% 100% 100%
66. This will be conducted through a phase approach, which is as follows: Phase 1 – Establish HQ; Phase 2 – Finalise functions; Phase 3 – Finalise structures; Phase 4 – Obtain bud-get; 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 FY2018/19.
Last and Final APP 2016.indd 121 2016-02-23 07:02:58 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR122
DOD
Outp
ut
and
Indi
cato
r ID Performance
IndicatorReporting
PeriodAnnual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Output 3 Provide sound Defence direction
D3_01B
Percentage compliance with DOD governance promulgation schedule
(Develop Cyber warfare strategy)
Annually
100% (Submit for
approval by the JCPS Cluster
Ministers)
- - -
100% (Submit for approval by the JCPS Cluster
Ministers)
Percentage compliance with DOD governance promulgation schedule
(Sensor Strategy)
Annually100%
(Develop Strategy)
- - -100%
(Develop Strategy)
Activity 2 Enable the DOD
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
AnnuallyPhase 2 – 3
- - -Phase 2 – 3
Table 80 reflects the Defence Intelligence Programme for the FY2016/17 MTEF.
Table 80: Programme 7: Defence Intelligence: Reconciling Performance Targets with the Budget and MTEF
Subprogramme
Audited Outcome (R‘000)
Budget (R‘000)
Medium-term Expenditure Estimate (R‘000)
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Strategic Direction 0 11 0 71 71 72 74
Operations 420 886 457 793 472 579 459 692 472 482 477 728 501 902
Defence Intelligence Support Services 284 164 316 879 347 196 371 696 427 695 439 418 442 314
Total 705 050 774 683 819 775 831 459 900 248 917 218 944 290
Table 79: Programme 7: Defence Intelligence: Performance Indicators and Quarterly Targets for FY2016/17 (continued)
Last and Final APP 2016.indd 122 2016-02-23 07:02:58 PM
123DOD ANNUAL PERFORMANCE PLAN FOR 2016
Subprogramme
Audited Outcome (R‘000)
Budget (R‘000)
Medium-term Expenditure Estimate (R‘000)
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Economic classification
Current Payments 275 575 324 191 358 722 381 268 442 950 453 499 457 440
Compensation of employees 261 992 295 835 327 807 349 496 404 891 413 116 415 048
Goods and services 13 583 28 356 30 915 31 772 38 059 40 383 42 392
Transfers and subsidies 424 599 445 653 456 493 445 799 456 729 459 791 482 730
Provinces and Municipalities 0 0 4 0 0 0 0
Departmental agencies & accounts 420 565 441 890 455 783 442 226 452 451 455 833 478 993
Higher Education institutions 0 0 0 0 0 0 0
Foreign governments and International Organisations
0 0 0 00
0 0
Public Corporations and Private Enterprises
0 0 2 00
0 0
Non-profit Institutions 0 0 0 0 0 0 0
Households (HH) 4 034 3 763 704 3 573 4 278 3 958 3 737
Payments for capital assets 4 789 4 828 4 525 4 392 569 3 928 4 120
Buildings and Other Fixed Structures 0 0 0 0 0 0 0
Machinery and equipment 4 789 4 828 4 525 4 392 569 3 928 4 120
Heritage Assets 0 0 0 0 0 0 0
Specialised Military Assets 0 0 0 0 0 0 0
Biological Assets 0 0 0 0 0 0 0
Land and Sub-soil Assets 0 0 0 0 0 0 0
Software and Other Intangible Assets
0 0 0 0 0 0 0
Payments for financial Assets 87 11 35 0 0 0 0
Grand Total 705 050 774 683 819 775 831 459 900 248 917 218 944 290
Last and Final APP 2016.indd 123 2016-02-23 07:02:58 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR124
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 R5 911 093 000 is allocated to the programme General Support for the 2016/17 MTEF which includes a budget allocation to the following three Services:
• An amount of R2 916 867 000 is allocated to the Joint Logistic Services for the 2016/17 MTEF.
• An amount of R1 011 199 000 is allocated to the Command and Management Information Systems for the 2016/17 MTEF.
• An amount of R565 427 000 is allocated to the Military Police Capability for the 2016/17 MTEF.
JOINT LOGISTIC SERVICES
Responsibility. Chief Joint Logistics
Outputs. The output of the subprogramme Joint Logistic Services are to provide effective and efficient centralised common logistic support to ordered commitments in accordance to DOD policy and strategy by67:
• Providing appropriate, ready and sustained centralised common matériel management to the DOD.
• Providing appropriate, ready and sustained centralised facilities management to the DOD.
• Providing appropriate, ready and sustained centralised common logistic services and movement management to the DOD.
• Providing sound logistic strategic direction to the DOD.
COMMAND AND MANAGEMENT INFORMATION SYSTEMS
Responsibility. Chief Communication Management Information Systems.
Outputs. The output of the subprogramme Command and Management Information Systems are to provide ICT Prime
Systems Integration and Strategic Direction to the DOD over the medium term by:
• Providing Strategic Direction and Staff Support Services to the CMIS Division.
• Providing Integrated ICT Solutions and Enablers for the DOD.
• Providing Information Warfare (IW) Strategic Direction Capability to the DOD.
• Providing Maintenance and Support for DOD Information Systems.
67. C Log and CCMIS subprogramme outputs were amended to be aligned with the 2016 ENE.
Last and Final APP 2016.indd 124 2016-02-23 07:02:59 PM
125DOD ANNUAL PERFORMANCE PLAN FOR 2016
MILITARY POLICE CAPABILITY
Responsibility. Provost Marshall General
Outputs. The outputs of the subprogramme Military Police Capability are to provide a military policing capability to the
department over the medium-term by:
• Investigate 40 per cent of backlog criminal cases68.
• Investigate 50 per cent of new criminal cases reported.
• Conducting 12469 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 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.”
Table 81: Programme 8: General Support: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Reporting to the C SANDF
JOINT LOGISTIC SERVICES
Output 3 Provide sound Defence direction
D3_01A
Percentage adherence to DOD governance promulgation schedule
(DOD Procurement Policy status)
100%New
IndicatorNew
IndicatorNew
IndicatorNew
Indicator
100% (Submission
of DOD Procurement
Policy for approval)
100% (Implementation
of DOD Procurement
Policy)
100% (Monitor and
Review)
68. Target determined in accordance with the capacity of the Military Police.69. The total of 248 deliberate crime prevention operations per years reflected in the 2015 ENE was amended to 124 in the DOD APP for 2016 as a result of the DOD Budget
allocation for FY2016/17.
Last and Final APP 2016.indd 125 2016-02-23 07:02:59 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR126
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
D3_01B
Percentage adherence to DOD governance promulgation schedule
(Overarching Logistic Strategy status)
100%Not
ApprovedNot
ApprovedNot
ApprovedCompleted
100% (Completed)
100% (Approved Strategy)
100% (Implementation
of Strategy)
Input 2 Provide appropriate and sustained Matériel
R2_11
Percentage procurement requests fully completed within 90 days from day of registration70
96% 91%161.63% (12 928)
70.91% (7100)
100% 95%71 95% 95%
R2_13Percentage utilisation of endowment property in the DOD
90%New
IndicatorNew
Indicator New
Indicator New
Indicator 90% 90% 90%
BFF 1 Ensure appropriate Strategic Reserves
F1_01Level of strategic reserves (ammunition)
Information classified
Information classified
Information classified
Information classified
Information classified
Information classified
Information classified
Information classified
COMMAND AND MANAGEMENT INFORMATION SYSTEMS
Input 3 Provide integrated and reliable Defence Information Systems
R3_03
Percentage of modernised, sustainable DOD ICT Integrated Prime Systems Capabilities
94.95%New
IndicatorNew
Indicator New
Indicator New
Indicator 92.45% 93.95% 96.7%
MILITARY POLICE CAPABILITY
Output 4 Ensure Defence compliance with Regulatory Framework
D4_06 Percentage of cases of Corruption and Fraud investigated
100%New
IndicatorNew
Indicator112.5%
(90)100% (80)
100% 100% 100%
70. C Log changed number of days from 60 to 90 days. This is in line with government imperatives.71. Performance Indicator name change. Previously read as “Percentage procurement requests fully completed within 90 days”
Table 81: Programme 8: General Support: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19 (continued)
Last and Final APP 2016.indd 126 2016-02-23 07:02:59 PM
127DOD ANNUAL PERFORMANCE PLAN FOR 2016
DOD
Outp
ut
and
Indi
cato
r ID Performance
Indicator
5 year Strategic
Plan Target
Audited/ Actual Performance
Estimated Performance
Medium-term Targets
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Activity 1 Administrate the DOD
P1_01 Projected number of deliberate crime prevention operations
744 (5 years)
New Indicator
227 230 248 124 124 124
P1_26 Percentage criminal cases investigated (backlog)
40%New
IndicatorNew
IndicatorNew
IndicatorNew
Indicator40% 40% 40%
P1_27 Percentage criminal cases investigated (in-year)
50%New
IndicatorNew
IndicatorNew
IndicatorNew
Indicator50% 50% 50%
Table 82: Programme 8: General Support: Performance Indicators and Quarterly Targets for FY2016/17
DOD
Outp
ut a
nd
Indi
cato
r ID
Performance Indicator
Reporting Period
Annual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
Reporting to the C SANDF
JOINT LOGISTIC SERVICES
Output 3 Provide sound Defence direction
D3_01A
Percentage adherence to DOD governance promulgation schedule
(DOD Procurement Policy status)
Annually
100% (Submission
of DOD Procurement
Policy for approval)
- - -
100% (Submission
of DOD Procurement
Policy for approval)
D3_01B
Percentage adherence to DOD governance promulgation schedule
(Overarching Logistic Strategy status)
Annually100%
(Completed)- - -
100% (Completed)
Input 2 Provide appropriate and sustained Matériel
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 DOD
Annually 90% - - - 90%
Last and Final APP 2016.indd 127 2016-02-23 07:03:00 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR128
DOD
Outp
ut a
nd
Indi
cato
r ID
Performance Indicator
Reporting Period
Annual Target
FY2016/17
Quarterly Targets
1st 2nd 3rd 4th
BFF 1 Ensure appropriate Strategic Reserves
F1_01Level of strategic reserves (ammunition)
Annually Information classified
COMMAND AND MANAGEMENT INFORMATION SYSTEMS
Input 3 Provide integrated and reliable Defence Information Systems
R3_03 Percentage of modernised, sustainable DOD ICT Integrated Prime Systems Capabilities
Quarterly 92.45% 25.65% 23.8% 22.88% 20.12%
MILITARY POLICE CAPABILITY
Output 4 Ensure Defence compliance with Regulatory Framework
D4_06 Percentage of cases of Corruption and Fraud investigated
Annually 100% - - - 100%
Activity 1 Administrate the DOD
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 50% - - - 50%
Table 83 reflects the General Support Programme respective budget allocation for the FY2016/17 MTEF.
Table 83: Programme 8: General Support: Reconciling Performance Targets with the Budget and MTEF
Subprogramme
Audited Outcome (R‘000)
Adjusted Budget (R‘000)
Medium-term Expenditure Estimate (R‘000)
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Joint Logistic Services 2 096 158 2 055 116 2 125 739 2 618 464 2 916 867 2 952 058 3 012 529
Command and Management Information Systems
849 806 955 593 865 697 954 813 1 011 199 1 043 185 1 081 992
Table 82: Programme 8: General Support: Performance Indicators and Quarterly Targets for FY2016/17 (continued)
Last and Final APP 2016.indd 128 2016-02-23 07:03:00 PM
129DOD ANNUAL PERFORMANCE PLAN FOR 2016
Subprogramme
Audited Outcome (R‘000)
Adjusted Budget (R‘000)
Medium-term Expenditure Estimate (R‘000)
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Military Police 502 576 498 723 539 571 530 058 565 427 554 999 564 059
Technology Development 326 672 347 963 442 306 424 345 516 244 484 884 383 049
Departmental Support 861 690 1 367 176 940 746 844 934 901 356 1 105 737 1 178 973
Total 4 636 902 5 224 571 4 914 059 5 372 614 5 911 093 6 140 863 6 220 602
Economic classification
Current Payments 2 666 647 3 205 161 3 314 672 3 954 366 4 450 817 4 474 460 4 565 089
Compensation of employees 1 271 468 1 400 970 1 509 790 1 741 166 2 028 553 1 942 935 1 929 814
Goods and services 1 395 179 1 804 191 1 804 882 2 213 200 2 422 264 2 531 525 2 635 275
Transfers and subsidies 1 119 542 1 649 108 1 302 234 1 256 341 1 318 394 1 501 385 1 483 150
Provinces and Municipalities 0 0 29 0 51 59 69
Departmental agencies & accounts
445 903 368 091 445 685 483 217 551 691 508 845 420 361
Higher Education Institutions 0 0 0 0 0 0 0
Foreign Governments and International Organisations
0 303 347 0 0 0 0 0
Public corporations & private enterprises
666 124 971 571 846 580 760 898 752 276 982 854 1 051 497
Non-profit Institutions 0 0 0 0 0 0 0
Households (HH) 7 515 6 099 9 940 12 226 14 376 9 627 11 223
Payments for capital assets
755 270 369 767 294 831 161 907 141 882 165 018 172 363
Buildings & other fixed structures
630 523 200 805 62 571 114 999 120 643 126 676 133 010
Machinery and equipment 124 425 167 614 228 293 46 082 20 913 37 987 38 953
Heritage Assets 0 0 0 0 0 0 0
Specialised military Assets 0 0 3 379 22 0 0 0
Last and Final APP 2016.indd 129 2016-02-23 07:03:00 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR130
Subprogramme
Audited Outcome (R‘000)
Adjusted Budget (R‘000)
Medium-term Expenditure Estimate (R‘000)
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Biological Assets 0 0 0 0 0 0 0
Land and Sub-soil Assets 0 0 0 0 0 0 0
Software & intangible Assets
322 1 348 588 804 326 355 400
Payments for financial Assets
95 443 535 2 322 0 0 0 0
Grand Total 4 636 902 5 224 571 4 914 059 5 372 614 5 911 093 6 140 863 6 220 602
Table 83: Programme 8: General Support: Reconciling Performance Targets with the Budget and MTEF (continued)
Last and Final APP 2016.indd 130 2016-02-23 07:03:01 PM
131DOD ANNUAL PERFORMANCE PLAN FOR 2016
PART C: LINKS TO OTHER PLANS
LINKS TO THE DOD LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS
The resources necessary for the delivery of the DOD mandate are herewith provided to enable the Departmental Infrastructure
Plan. Part C of this Plan deals with the presentation of supporting and functional resource areas that support the execution
of the Defence mandate. These resource areas are located in an acknowledged inextricable link that exists between the
vision and the enablers.
The long-term infrastructure and other capital plans of the DOD are reflected in Tables 84, 85 and 86.
Table 84: Links to Long-term Infrastructure Plan: New and Replacement Assets72
Ser No.
Project Name
Programme Outputs
Estimated Project Cost
Expenditure to Date
Project Duration
New and Replacement Assets (R thousands) (R'000) (R'000) Start Finish
1Construction of a security fence and guard house at Wynberg Military Base, Cape Town
CapitalHabitable Facility
17 421 61 2014/15 2017/18
2Construction of new sick bay at Saldanha Military Base
CapitalHabitable Facility
51 437 51 2014/15 2018/19
3Erection of security fence at 4 Special Forces Regiment HQ, Phalaborwa
CapitalHabitable Facility
633 0 2015/16 2017/18
4Replacement of perimeter fence with palisade fence at SAS Wingfield
CapitalHabitable Facility
6 741 0 2015/16 2018/19
5Replacement/erection of security fence at Naval Stores Depot, Simonstown
CapitalHabitable Facility
10 055 0 2016/17 2018/19
6Replace existing security fence with pallisade fencing at Mahonia, Langebaan
CapitalHabitable Facility
626 0 2015/16 2018/19
7Erection of security fence at Ammunition Stores, Langebaan
CapitalHabitable Facility
623 0 2015/16 2018/19
8Installation of high level security thermal and radar perimeter intrusion management system at 2 Military Hospital, Cape Town
CapitalHabitable Facility
11 081 0 2015/16 2018/19
9Replace existing security fence with new pallisade fence at the dog kennels, Langebaan
CapitalHabitable Facility
246 0 2015/16 2018/19
72. Joint Logistic Services indicated that all the projects are registered. However, as the commencement dates are scheduled for FY2015/16 and FY2017/18, no funds have been allocated as to date.
Last and Final APP 2016.indd 131 2016-02-23 07:03:02 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR132
Ser No.
Project Name
Programme Outputs
Estimated Project Cost
Expenditure to Date
Project Duration
New and Replacement Assets (R thousands) (R'000) (R'000) Start Finish
10Site clearance for the construction of a security fence at Army Support Base (ASB) Johannesburg
CapitalHabitable Facility
450 0 2015/16 2017/18
11Site clearance for the construction of a security fence at Rooiwal Military Base, Pretoria
CapitalHabitable Facility
324 0 2016/17 2019/20
12Site clearance for the construction of a security fence at DOD Main Ordnance Depot, Pretoria
CapitalHabitable Facility
342 0 2017/18 2019/20
13Site clearance for the construction of a security fence at Boekenhoutskloof Military Base, Pretoria
CapitalHabitable Facility
396 0 2015/16 2017/18
14Construction of a security fence with main entrance canopy and guard house at Tek Base, Pretoria
CapitalHabitable Facility
450 0 2015/16 2017/18
15Replace existing security fence with clearview invisible wall at Wingfield Naval Stores Depot
CapitalHabitable Facility
1 248 0 2015/16 2017/18
16Replace existing security fence with palisade fence at SAS Wingfield
CapitalHabitable Facility
952 0 2015/16 2017/18
17Replace existing security fence with palisade fence at SA Navy Signal School, Simonstown
CapitalHabitable Facility
343 0 2015/16 2017/18
18Replace existing security fence with palisade fence at Glencairn Sports Complex, Simonstown
CapitalHabitable Facility
421 0 2015/16 2017/18
19Site clearance for South African Defence Intelligence College (SADIC) and ETD College, Pretoria
CapitalHabitable Facility
1 080 0 2015/16 2017/18
20Replacement of inner security fence at Spec Forces HQ Swartkop Park Nature Reserve
CapitalHabitable Facility
360 0 2015/16 2017/18
21Request for site clearance for Phase 2 of the Master Plan for Special Forces School at Murrayhill, Pretoria
CapitalHabitable Facility
540 0 2015/16 2017/18
22Construction of Base Hospital and medical staff housing, Port Elizabeth
CapitalHabitable Facility
646 868 0 2015/16 2022/23
Total New and Replacement Assets - - 752 637 112 - -
Table 84: Links to Long-term Infrastructure Plan: New and Replacement Assets (continued)
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133DOD ANNUAL PERFORMANCE PLAN FOR 2016
Table 85: Links to Long-term Infrastructure Plan: Maintenance and Repairs
Ser No.
Project Name
Programme Outputs
Estimated Project Cost
Expenditure to Date
Project Duration
Maintenance and Repairs (R thousands) (R'000) (R'000) Start Finish
1Upgrading of water reservoir at Air Force Base Bloemspruit, Bloemfontein
CapitalHabitable Facility
3 980 0 2015/16 2018/19
2Upgrading of kitchen eqpt at 1 South African Tank Regiment, Bloemfontein
CapitalHabitable Facility
2 884 0 2016/17 2018/19
3Upgrading of kitchen equipment at Mobilisation Centre De Brug, Bloemfontein
CapitalHabitable Facility
3 040 0 2016/17 2018/19
4Upgrading of mess facilities at 4 Spescial Forces Regiment, Langebaan
CapitalHabitable Facility
14 586 0 2015/16 2018/19
5Upgrading of water reticulation system at Naval Base Simonstown East Yard, Simonstown
CapitalHabitable Facility
45 312 272 2014/15 2017/18
6Upgrading of kitchen equipment at ASB Western Cape, NCO Mess Wynberg
CapitalHabitable Facility
3 447 0 2015/16 2017/18
7Upgrading of kitchen equipment at ASB Western Cape, Officers Mess Wynberg
CapitalHabitable Facility
3 447 0 2015/16 2017/18
8Upgrading of kitchen equipment at ASB Western Cape, Mess at the Castle of Good Hope, Cape Town
CapitalHabitable Facility
3 447 0 2015/16 2017/18
9Upgrading of kitchen equipment at Infantry School, Oudtshoorn
CapitalHabitable Facility
20 143 0 2015/16 2018/19
10Upgrading of kitchen equipment at 9 South African Infantry (SAI) Batallion, Cape Town
CapitalHabitable Facility
2 668 21 2014/15 2017/18
11Refurbishment of main kitchen at SAS Salisbury Island, Durban
CapitalHabitable Facility
44 691 7 497 2013/14 2016/17
12Upgrading of critical accommodation facilities at SAS Salisbury Island, Durban
CapitalHabitable Facility
56 648 0 2015/16 2018/19
13Upgrading of kitchen equipment at Umhloti Signal Base, Durban
CapitalHabitable Facility
2 747 0 2015/16 2018/19
14Upgrading of kitchen equipment at ASB KZN Bluff Military Base, Durban
CapitalHabitable Facility
3 447 0 2015/16 2017/18
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DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR134
Ser No.
Project Name
Programme Outputs
Estimated Project Cost
Expenditure to Date
Project Duration
Maintenance and Repairs (R thousands) (R'000) (R'000) Start Finish
15Upgrading of kitchen equipment at 5 SA Inf Bn, Ladysmith
CapitalHabitable Facility
23 488 0 2015/16 2018/19
16Upgrade of security system at Cash Office at 1 Construction Regiment, Springs
CapitalHabitable Facility
411 0 2015/16 2019/20
17Upgrading of kitchen equipment at SA Army Gymnasium, Heidelberg
CapitalHabitable Facility
2 962 0 2015/16 2019/20
18Upgrading of kitchen equipment at ASB, Johannesburg
CapitalHabitable Facility
2 576 0 2015/16 2017/18
19Upgrading and refurbishment of the 1st floor and related support services at 1 Military Hospital, Thaba Tshwane
CapitalHabitable Facility
68 637 1 596 2013/14 2020/21
20Upgrading of pump station at 4 Artillary (Arty) Regiment: Request for site clearance, Potchefstroom
CapitalHabitable Facility
270 0 2015/16 2018/19
21Replacement of leaking sewerage system at 10 SA Inf Bn: Request for site clearance, Mafikeng
CapitalHabitable Facility
810 0 2015/16 2018/19
22Re-surfacing and tarring of access road to Discobolos Military Base Sick Bay, Kimberley
CapitalHabitable Facility
4 692 163 2014/15 2017/18
23Upgrading of kitchen equipment at Alexander Bay Signal Unit, Alexander Bay
CapitalHabitable Facility
2 955 2016/17 2017/18
24Upgrading of kitchen and kitchen equipment at Shamrock Mess, Potchefstroom
CapitalHabitable Facility
2 373 0 2015/16 2018/19
25Upgrading of kitchen equipment at Constand Viljoen Mess, Potchefstroom
CapitalHabitable Facility
6 808 0 2015/16 2018/19
26Upgrading of buildings and construction of new Sick Bay at 4 SA Inf Bn, Middelburg
CapitalHabitable Facility
53 735 1 503 2013/14 2017/18
27Upgrading of kitchen equipment at Camden Military Base, Ermelo
CapitalHabitable Facility
2 804 185 2014/15 2017/18
28Upgrading of aquatic training facility at 5 Special Forces Regiment, Langebaan
CapitalHabitable Facility
1 500 0 2015/16 2017/18
Table 85: Links to Long-term Infrastructure Plan: Maintenance and Repairs (continued)
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135DOD ANNUAL PERFORMANCE PLAN FOR 2016
Ser No.
Project Name
Programme Outputs
Estimated Project Cost
Expenditure to Date
Project Duration
Maintenance and Repairs (R thousands) (R'000) (R'000) Start Finish
29Upgrading of kitchen equipment at 523 Signal Squadron, Makhado
CapitalHabitable Facility
3 418 0 2015/16 2016/17
30Upgrading of kitchen equipment at 524 Signal Squadron, Phalaborwa
CapitalHabitable Facility
3 684 0 2015/16 2017/18
31Upgrading of kitchen equipment at Uitkoms Base Junior Ranks Mess, Polokwane
CapitalHabitable Facility
10 377 0 2015/16 2018/19
32Upgrading of kitchen equipment at 115 SA Inf Batallion, Thohoyandou
CapitalHabitable Facility
7 909 0 2015/16 2017/18
33Upgrading of kitchen equipment at 7 SA Inf Bn, Phalaborwa
CapitalHabitable Facility
3 079 0 2015/16 2016/17
34Upgrading of kitchen equipment at National Ceremonial Guard, Thaba Tshwane
CapitalHabitable Facility
12 376 0 2015/16 2017/18
35Upgrading of kitchen equipment SA Army Engineer Formation Combined Mess, Tek Base, Pretoria
CapitalHabitable Facility
18 264 0 2015/16 2017/18
36Upgrading of kitchen equipment at Joint Support Base Garrison Gerbera Officers Mess, Thaba Tshwane
CapitalHabitable Facility
2 014 0 2015/16 2017/18
37Upgrading of kitchen equipment at Joint Support Base Garrison Kiepersol Officers Mess, Pretoria
CapitalHabitable Facility
11 096 0 2015/16 2017/18
38Upgrading of kitchen equipment at SA Army College, Thaba Tshwane
CapitalHabitable Facility
50 130 0 2016/17 2018/19
39Upgrade of uninterrupted power supply at 1 Military Hospital, Thaba Tshwane
CapitalHabitable Facility
6 501 0 2015/16 2016/17
40Upgrading of water reticulation system at Maluti Base, Ladybrand
CapitalHabitable Facility
45 970 1 390 2013/14 2017/18
Total Maintenance and Repairs - - 4 118 555 12 627 - -
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DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR136
Table 86: Links to Long-term Infrastructure Plan: Refurbishment
Ser No.
Project Name
Programme Outputs
Estimated Project Cost
Expenditure to Date
Project Duration
Refurbishment (R thousands)
(R'000) (R'000) Start Finish
1 Refurbishment of 1 SAI Bn, Bloemfontein RefurbishmentHabitable Facility
87 541 5 925 2012/13 2019/20
2Refurbishment of 1 Parachute Battalion, Bloemfontein
RefurbishmentHabitable Facility
32 943 2 387 2014/15 2018/19
3Refurbishment of 44 Parachute Regiment, Pretoria
RefurbishmentHabitable Facility
81 252 6 120 2014/15 2018/19
4Refurbishment of School of Engineers, Bethlehem
RefurbishmentHabitable Facility
180 392 6 376 2012/13 2019/20
5Refurbishment of 1 Special Service Battalion, Bloemfontein
RefurbishmentHabitable Facility
89 320 13 595 2013/14 2018/19
6Refurbishment of 2 Field Engineers Regiment, Bethlehem
RefurbishmentHabitable Facility
83 999 10 913 2012/13 2017/18
7Upgrade Electrical Power Supply at DOD Mobilisation Centre, De Brug
RefurbishmentHabitable Facility
46 202 25 388 2014/15 2016/17
8Refurbishment of AFB Bloemspruit, Bloemfontein
RefurbishmentHabitable Facility
684 549 0 2016/17 2020/21
9Refurbishment of Military Health Training Satellite, Bloemfontein
RefurbishmentHabitable Facility
20 463 0 2015/16 2019/20
10Refurbishment of School of Armour, Bloemfontein
RefurbishmentHabitable Facility
10 778 0 2015/16 2017/18
11Refurbishment of 2 Military Hospital, Cape Town
RefurbishmentHabitable Facility
945 022 307 913 2012/13 2017/18
12Refurbishment of Sick Bay (Building 142) at Naval Base, Simonstown
RefurbishmentHabitable Facility
4 449 0 2015/16 2016/17
13Refurbishment Pharmacy (Building 70) Institute for Maritime Medicine at Naval Base, Simonstown
RefurbishmentHabitable Facility
5 115 0 2016/17 2017/18
14Refurbishment of the Castle of Good Hope, Cape Town
RefurbishmentHabitable Facility
139 096 11 017 2013/14 2017/18
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137DOD ANNUAL PERFORMANCE PLAN FOR 2016
Ser No.
Project Name
Programme Outputs
Estimated Project Cost
Expenditure to Date
Project Duration
Refurbishment (R thousands)
(R'000) (R'000) Start Finish
15 Refurbishment of Military Academy, Saldanha RefurbishmentHabitable Facility
198 150 18 278 2013/14 2016/17
16Refurbishment of AFB Overberg sewer plant, Bredasdorp
RefurbishmentHabitable Facility
11 688 519 2013/14 2016/17
17 Refurbishment of AFB Overberg, Bredasdorp RefurbishmentHabitable Facility
207 707 341 2015/16 2019/20
18Refurbishment of SA Navy Staff College, Cape Town
RefurbishmentHabitable Facility
29 213 0 2015/16 2017/18
19Refurbishment of Oesterskulp Duplex Flats, Langebaan
RefurbishmentHabitable Facility
15 598 0 2015/16 2017/18
20Refurbishment and upgrade of AFB Overberg Sick Bay complex, Bredasdorp
RefurbishmentHabitable Facility
17 771 0 2015/16 2018/19
21Installation of centralised ventilation system at Infantry School, Oudtshoorn
RefurbishmentHabitable Facility
2 375 0 2015/16 2017/18
22 Refurbishment of SAS Salisbury Island, Durban RefurbishmentHabitable Facility
173 474 0 2015/16 2019/20
23 Refurbishment of 8 SAI Bn, Upington RefurbishmentHabitable Facility
235 027 198 408 2013/14 2016/17
24 Refurbishment of 10 SAI Bn, Mafikeng RefurbishmentHabitable Facility
100 676 98 692 Nov-10 2016/17
25Refurbishment of 4 Artillery Regiment, Potchefstroom
RefurbishmentHabitable Facility
58 403 3 298 2015/16 2017/18
26Refurbishment of School of Artillery, Potchefstroom
RefurbishmentHabitable Facility
92 670 3 202 2015/16 2018/19
27Replacement of kitchen equipment, roof and ceiling at 2 SA Inf Bn, Zeerust
RefurbishmentHabitable Facility
8 622 0 2015/16 2016/17
28Refurbishment of 1 Tactical Intelligence Regiment, Potchefstroom
RefurbishmentHabitable Facility
63 830 0 2015/16 2018/19
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DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR138
Ser No.
Project Name
Programme Outputs
Estimated Project Cost
Expenditure to Date
Project Duration
Refurbishment (R thousands)
(R'000) (R'000) Start Finish
29Replace airconditioners at Constand Viljoen Officers Mess, Potchefstroom
RefurbishmentHabitable Facility
247 0 2015/16 2017/18
30 Refurbishmnet of 4 SAI Bn, Middelburg RefurbishmentHabitable Facility
59 830 49 080August 2007
2016/17
31Refurbishment of AFB Hoedspruit (Base & Flood Damage)
RefurbishmentHabitable Facility
28 515 14 967 2013/14 2017/18
32 Refurbishment of 6 SAI Bn, Grahamstown RefurbishmentHabitable Facility
366 125 11 200 2013/14 2020/21
33Refurbishment of 1 Military Hospital, Thaba Tshwane
RefurbishmentHabitable Facility
853 688 486 816August 2007
2018/19
34 Refurbishment of AFB Waterkloof, Pretoria RefurbishmentHabitable Facility
422 753 319 703August 2007
2018/19
35 Refurbishment of A Mess Thaba Tshwane RefurbishmentHabitable Facility
449 998 9 996 2013/14 2019/20
36Refurbishment of SA Army Office in Dequar Road, Pretoria
RefurbishmentHabitable Facility
714 479 0 2017/18 2022/23
37Re-surface 2km Road Swartkop Park, Thaba Tshwane
RefurbishmentHabitable Facility
2 438 0 2015/16 2019/20
38Refurbishment of JSB Garrison Financial Office, Thaba Tshwane
RefurbishmentHabitable Facility
10 082 0 2015/16 2017/18
39Refurbishment of Rooiwal Communication Facility, Pretoria
RefurbishmentHabitable Facility
83 300 0 2015/16 2019/20
40Refurbishment of Defence College, Thaba Tshwane
RefurbishmentHabitable Facility
75 356 256 2014/15 2018/19
41 Refurbishment of Thaba Tshwane B Mess RefurbishmentHabitable Facility
55 614 3 023 2013/14 2017/18
Total Refurbishment - - 554 634 362 1 607 413 - -
Table 86: Links to Long-term Infrastructure Plan: Refurbishment (continued)
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139DOD ANNUAL PERFORMANCE PLAN FOR 2016
CONDITIONAL GRANTS
The DOD has no conditional grants for the FY2016/17 to FY2018/19.
PUBLIC ENTITIES REPORTING TO THE EXECUTIVE AUTHORITY
The DOD has a legislative oversight function in terms of Public Entities and Organs of State, which are accountable to the
Executive Authority (EA) and categorised within Schedules 2 and 3 of the PFMA (Act No 1 of 1999). The summary of the
mandate, outputs and annual budget for Public Entities is reflected in Table 87.
Table 87: Public Entities Reporting to the Executive Authority
Name of Public Entity
Legislative Mandate
OutputsBudget Allocation
FY2016/17
Armscor The Armscor mandate is derived from the Armscor 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.
R 1 025 387 000
Castle Control Board (CCB)
The CCB as a public entity, under the Public Finance Management Act (Act No. 1 of 1999) Section 1, has the mandate to manage and protect the Castle of Good Hope on behalf of the MOD&MV who has the ultimate ownership responsibility for the Castle of Good Hope.
The CCB is responsible for the following:
• Compliance with Regulatory Framework.
• Maintenance, preservation, interpretation and showcasing of the history of the Castle of Good Hope.
• 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
Last and Final APP 2016.indd 139 2016-02-23 07:03:04 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR140
PUBLIC/PRIVATE PARTNERSHIP
The DOD has no registered Public/Private Partnerships (PPP) for the FY2016/17 to FY2018/19.
CONSULTANT UTILISATION
The total expenditure on Consultant Utilisation73 by the DOD is estimated at R146 219 938 for the FY2016/17. The utilisation
of Consultants in the DOD is reflected in Table 88.
Table88:DODConsultantUtilisationandHDIClassificationfortheFY2016/17
Ser No.
Description of Consultants Utilisation
Estimate Amount for FY2016/17
Budget Programme
1 SABS Service: Quality Control R3 000 000 Landward Defence
2 General Consultants: Personnel R300 000
Air Defence3 SABS Services: Quality Control R651 537
4 Boards, Commissions and Committees R9 500
5 Verification Services R10 000
Maritime Defence
6 SABS Services: Quality Control R 469 427
7 Verification Services R23 892 939 General Support (Joint Logistic Services)
8 ARMSCOR Services (Project Management) R28 145 460General Support (Command and
Management Information systems)
9 Project Specification / Management (DMD Only) R300 000 General Support (Military Police Service)
10 B Matt: Capitation Fees R9 588 587 British Peace Support Training Team (BPSTT)
11 Human Resources Services R15 000 Military Ombud
12 ARMSCOR Services (SA Defence Review 2015) R1 666 529 Administration (Policy and Planning)
13 ARMSCOR Services (SA Defence Review 2015) R33 000Administration (Military Strategy, Policy and
Planning)
14 Translation, Transcription and Interpretation Services R3 000 Administration (Financial Services)
15 Management Consultants (DOD Funding Model) R30 000 000Administration
(Financial Services)
73. According to NT Notice Number 3 of 2014/15 dated March 2015, consultants refer to Business and Advisory Services only.
Last and Final APP 2016.indd 140 2016-02-23 07:03:04 PM
141DOD ANNUAL PERFORMANCE PLAN FOR 2016
Ser No.
Description of Consultants Utilisation
Estimate Amount for FY2016/17
Budget Programme
16 Boards, Commissions and Committees R8 096
Administration (Human Resources Services)
17 Translation, Transcription and Interpretation Services R84 554
18 Human Resources Services R86 722
19 Translate, Transcript and Interpret Services R860 000Administration
(Defence Legal Services)
20 SABS Services: Quality Control R41 868Administration
(Inspection Services)
21 Project Management Consultants (Through Life Capability Model) R47 000 000Administration
(Acquisition Services)
22 Translate, Transcript and Interpret Services R53 719Administration
(Defence Foreign Relations)
TOTAL R 146 219 938
DOD ENTERPRISE RISKS
The DOD continues to pursue its commitment towards the enabling of the effective management of risks throughout the
organisation by the continuous adoption of best practices and methodologies relating to enterprise risk management,
tailored to the department portfolio whilst ensuring legislative compliance. The DOD acknowledges that risks are unavoidable
in the context of the department and will therefore strive to ensure that a culture of risk management is institutionalised in
departmental processes thereby reducing the departmental risk exposure to an acceptable level. The identified DOD
Enterprise Risks continue to be subjected to regular monitoring and scrutiny by relevant departmental management forums,
oversight and governance structures that include, amongst others, the DOD Strategic Risk Management Committee and
DOD Audit Committee.
The transversal DOD Enterprise Risks listed in Table 89 may have an adverse effect on the realisation of the departmental
outputs of the associated budget programmes during the FY2016/17 to FY2018/19 period and will be attended to by
applying the noted departmental risk responses.
Table 89: DOD Enterprise Risks with Risk Responses
Ser No.
Enterprise Risks
DOD Strategy Map Linkage
Risk Responses
1 Deteriorating DOD Facilities and Infrastructure. Deteriorating DOD facilities and infrastructure may result in:
• Non-compliance to legislation.
• Negative impact on morale.
• Compromised readiness.
D2: Provide Mission Ready Defence Capabilities.
P2: Enable the DOD.
• Develop a new logistic strategy and process framework.
• Monitor and report on the implementation of the DOD User Assets Management Plan (UAMP).
• Execute the function shift from NDPW to DOD Works Formation together with the utilisation of the devolved NDPW budget.
• Enhance DOD Works Capability to execute Level 1 and Level 2 maintenance and repair.
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DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR142
Ser No.
Enterprise Risks
DOD Strategy Map Linkage
Risk Responses
2 Non 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.
• Upgrade DOD Core Information Systems by means of the development, approval and implementation of an Integrated Defence Enterprise System (IDES).
3 Increase in Fraud and Corruption. Weaknesses on key internal controls increase the opportunity for fraud and corruption.
D4: Ensure Defence compliance with Regulatory Framework.
P1: Administrate the DOD.
• Review, approve and implement the DOD Fraud Prevention Plan.
• Fraud and Corruption cases to be continuously monitored and reported at the DOD DACAF Forum meetings.
• Provision and maintenance of the Whistleblowing Hotline.
4 High Prevalence of Litigation. The DOD’s inability to comply with applicable legislation, prescribed policy and procedures may result in costly litigation and losses to the DOD.
D4: Ensure Defence compliance with Regulatory Framework.
• The expansion of the DLSD Reserve Force component and full time structures together with the staffing of and call up of specialised skill, to more effectively facilitate litigation, legal advice and general support.
5 Forfeited rights on DOD Property. Possible land claims may result in loss of DOD facilities which may impact on readiness and deployment capabilities in support of the Defence mandate.
D2: Provide mission ready Defence capabilities.
P2: Enable the DOD.
• Develop and approve Contingency Plan to address the identified areas of possible land claims.
• Monitor and report on Contingency Plan to Management Fora.
DOD MANAGEMENT PERFORMANCE ASSESSMENT TOOL
The Management 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.
The MPAT identifies four progressive levels of management performance (KPAs), against which departments are assessed
and scored. Table 90 illustrates the four levels of achievable management performance.
Table 89: DOD Enterprise Risks with Risk Responses (continued)
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143DOD ANNUAL PERFORMANCE PLAN FOR 2016
Table 90: MPAT Levels of Management Performance
Level Description
Level 1 Department is non-compliant with legal/regulatory requirements
Level 2 Department is partially compliant with legal/regulatory requirements
Level 2+ Department is compliant with the basic legal/regulatory requirements but non-compliant with one or more level 3 requirements
Level 3 Department is fully compliant with legal/regulatory requirements
Level 4 Department is fully compliant with legal/regulatory requirements and is doing things SMART
The Figure 8 indicates the MPAT areas KPAs and the related scores the DOD obtained during the FY2012/13 (MPAT 1.2),
FY2013/14 (MPAT 1.3) and FY2014/15 (MPAT 1.4) assessment years. The score indicated for FY2015/16 (MPAT 1.5) is the
preliminary score under consideration by the Presidency (Department Planning, Monitoring and Evaluation).
Figure 8: DOD Management Key Performance Areas
Strategic Management
• Strategic Planning
• Monitoring & Evaluation
1
MPAT 1.2 : 3.3
MPAT 1.3 : 3
MPAT 1.4 : 3
MPAT 1.5 : 3
Governance and Accountability• Service Delivery Improvement
• Management Structures
• Accountability
• Ethics
• Internal Audit
• Risk Management
• Delegations
• ITC
• Promotion of Access to information Act (PAIA)
• Promotion of Adeministration Justice Act (PAJA)
2
MPAT 1.2 : 1.5
MPAT 1.3 : 1.8
MPAT 1.4 : 1.9
MPAT 1.5 : 2
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
Financial Management
• Supply Chain Management
• Expenditure Management
MPAT Implementation
MPAT 1.2 : 3
MPAT 1.3 : 3
MPAT 1.4 : 2.6
MPAT 1.5 : 2.7
3 4
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DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR144
Whilst areas of departmental partial or non-compliance were identified, areas reflecting institutionalised good practices
were confirmed during the assessment process. The DOD will through implemented departmental improvement plans
aim to ensure; improved departmental practices, internal controls, smarter working efficiencies, innovation and continuous
improvement. For the period under review the Department will endeavour to ensure the addressing of areas requiring
improvement whilst ensuring sustained best practice achievements with the introduction of the DOD 2015 MTEF Service
Delivery Improvement Plan (SDIP).
DOD SERVICE DELIVERY IMPROVEMENT PLAN
In line with the Public Service Batho Pele “People First” principles as introduced on 01 October 1997, aimed at ensuring the
appropriate quality and accessibility of government services by improving the efficiency and accountability to the recipients
of such public goods and services, the DOD SDIP for FY2016/17 to FY2018/19 has been developed in order to promote and
enable this national imperative. The basis for the development of the DOD SDIP locates itself within the departmental Vision
“To provide, manage, prepare and employ Defence capabilities commensurate with the needs of South Africa as regulated
by the Constitution, national legislation, parliamentary and executive direction. The above will be provided through the proper
management, provision, preparedness and employment of Defence capabilities, which are in line with the domestic and
global needs of South Africa.” The evolving DOD SDIP regards as the enabling of ordered defence commitments as the
central theme that will inform and direct the development of subsequent departmental SDIP’s at all levels of the organisation
thereby enabling the realisation of the DOD’s mandate driven Output deliverables.
The approved DOD SDIP for FY2015/16 to FY2017/18 was submitted to the DPSA on 21 April 2015.
Table 91 reflects the required improvement to the identified SDIP standard with the associated actions that will be undertaken
over the FY2016/17 to FY2018/19 period to achieve the envisaged service delivery standards.
Table 91: DOD Service Delivery Improvement Plan
Ser No.
Internal Service
Improved Service Standard FY2016/17
1Promotion of Access to Information
Complete all requests in terms of the Promotion of Access to Information Act 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 ProcurementEffective, efficient and economical Procurement processes
Implement Edition 5 of the Procurement delegation
Implement Procurement policy
Implement standardised SOPs / SWPs
3 HR AcquisitionPSAP 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 CasesFinalisation of disciplinary cases within 90 days
Submit a requirement for the appointment of permanent DOD chairpersons and representatives
Last and Final APP 2016.indd 144 2016-02-23 07:03:05 PM
145DOD ANNUAL PERFORMANCE PLAN FOR 2016Last and Final APP 2016.indd 145 2016-02-23 07:03:06 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR146
ANNEXURES
TOPIC PAGE
Annexure A: DOD Performance Information aligned and linked to Government Outcomes, DOD Strategy Map for
FY2016/17 and the Strategic Outcomes and 5 year Strategic Plan Targets2 ..................................................................... 147
Annexure B: Amendments to the Performance Indicators that are reflected in the DOD Strategic Plan for 2015 to 2020 ....................... 163
Annexure C: DOD Strategic Indicator Description Table ...................................................................................................................... 173
Annexure D: SA Defence Review 2015 (Milestone 1) Implementation within current FY2016/17 Resource Allocation .......................... 191
Last and Final APP 2016.indd 146 2016-02-23 07:03:07 PM
147DOD ANNUAL PERFORMANCE PLAN FOR 2016
AN
NEX
URE
A D
OD
PER
FORM
AN
CE IN
FORM
ATIO
N A
LIG
NED
AN
D L
INK
ED T
O G
OV
ERN
MEN
T O
UTC
OM
ES, D
OD
STR
ATEG
Y M
AP
FOR
FY20
16/1
7 an
d TH
E ST
RATE
GIC
OU
TCO
MES
AN
D 5
YEA
R ST
RATE
GIC
PLA
N T
ARG
ETS
As
the
DO
D is
com
mitt
ed t
o O
utco
mes
-bas
ed p
lann
ing
and
in s
uppo
rt of
the
Gov
ernm
ent
Out
com
es t
he f
ollo
win
g Pe
rform
ance
Ind
icat
ors
wer
e de
velo
ped
to
unde
rline
the
Dep
artm
ent’s
com
mitm
ents
in ta
ble
belo
w, t
he a
lignm
ent b
etw
een
the
DO
D p
erfo
rman
ce in
form
atio
n to
the
DO
D S
trate
gy M
ap a
nd w
ith th
e 5
year
Stra
tegi
c P
lan
Targ
ets
is re
flect
ed.
The
Stra
tegi
c Pe
rform
ance
Indi
cato
rs a
re in
dica
tors
tha
t ar
e cr
itica
l to
the
achi
evem
ent
and
mis
sion
of
the
DO
D,
linke
d to
Nat
iona
l Out
com
es a
re r
elat
ed t
o th
e
Stra
tegi
c O
utpu
ts o
f the
DO
D a
nd re
flect
s th
e im
plem
enta
tion
of th
e S
A D
efen
ce R
evie
w 2
015
Impl
emen
taio
n P
lan
(DO
D C
onso
lidat
ion
End
-Sta
tes)
as
reso
urce
d
for F
Y201
6/17
.
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
and
link
ed t
o G
ove
rnm
ent
Out
com
es a
nd D
OD
Str
ateg
y M
ap f
or
FY20
16/1
7
Desc
riptio
n of
Pe
rfor
man
ce In
dica
tor
Resp
onsi
bilit
y
(Bud
get
Prog
ram
me)
5 Ye
ar
Stra
tegi
c Pl
an
Targ
ets
Link
age
Link
age
to
DOD
St
rate
gy
Map
MTS
F Ou
tcom
e
Natio
nal
Deve
lopm
ent
Plan
New
Gro
wth
Pa
th
Min
iste
rial
Deliv
ery
Agre
emen
t
MOD
&M
V Pr
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
yea
r te
rm)
100%
Perc
enta
ge c
ompl
ianc
e 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
clas
sifie
dD1
_01A
MTS
F
Outc
ome
11
Chap
ter 7
Tr
ansn
atio
nal
Crim
eN/
A11
YES
N/A
Last and Final APP 2016.indd 147 2016-02-23 07:03:07 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR148
Desc
riptio
n of
Pe
rfor
man
ce In
dica
tor
Resp
onsi
bilit
y
(Bud
get
Prog
ram
me)
5 Ye
ar
Stra
tegi
c Pl
an
Targ
ets
Link
age
Link
age
to
DOD
St
rate
gy
Map
MTS
F Ou
tcom
e
Natio
nal
Deve
lopm
ent
Plan
New
Gro
wth
Pa
th
Min
iste
rial
Deliv
ery
Agre
emen
t
MOD
&M
V Pr
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 p
er y
ear
C SA
NDF
(Air
Defe
nce)
100%
(2
6 50
0)D1
_05
MTS
F
Outc
ome
11
Chap
ter 7
Tr
ansn
atio
nal
Crim
eN/
A3
YES
N/A
Num
ber o
f hou
rs a
t sea
per
ye
arC
SAND
F (M
ariti
me
Defe
nce)
100%
(60
000)
D1_0
6M
TSF
Ou
tcom
e 3
and
11
Chap
ter 7
Tr
ansn
atio
nal
Crim
eN/
A3
YES
N/A
Perc
enta
ge c
ompl
ianc
e wi
th n
umbe
r of o
rder
ed
com
mitm
ents
(Num
ber o
f exte
rnal
op
erat
ions
)
(Gen
eral
Mili
tary
As
sist
ance
)
(Num
ber o
f int
erna
l op
erat
ions
)
C SA
NDF
(For
ce E
mpl
oym
ent)
(For
ce E
mpl
oym
ent)
(Lan
dwar
d De
fenc
e an
d De
fenc
e In
telli
genc
e fo
r Exte
rnal
ope
ratio
ns)
(For
ce E
mpl
oym
ent,
for i
nter
nal o
pera
tions
)
100%
D1_1
0M
TSF
M
TSF
Outc
ome
3 an
d 11
Chap
ters
5 a
nd 1
2 Di
sast
er A
id
and
Di
sast
er R
elie
f
N/A
11YE
S
Sust
aine
d or
dere
d De
fenc
e Co
mm
itmen
ts
(Sus
tain
ed P
eace
M
issi
ons)
(Sus
tain
ed In
terv
entio
n Op
erat
ions
)
(Sus
tain
ed S
uppo
rt to
Go
vern
men
t Ope
ratio
ns)
(Sus
tain
ed In
tern
atio
nal
Com
mitm
ents
)
(Sus
tain
ed In
tern
al
Oper
atio
ns)
D_1.
2 S
trat
egic
Out
put:
Per
cent
age
Def
ence
co
mm
itmen
ts s
uppo
rt co
mpl
ianc
eIn
form
atio
n cl
assi
fied
Perc
enta
ge c
ompl
ianc
e wi
th s
ervi
ceab
ility
of m
ain
equi
pmen
t for
exte
rnal
op
erat
ions
C SA
NDF
(For
ce E
mpl
oym
ent)
Info
rmat
ion
clas
sifie
dD1
_01B
MTS
F
Outc
ome
11N/
AN/
AN/
AYE
SN/
A
Perc
enta
ge c
ompl
ianc
e wi
th
self-
sust
ainm
ent o
f per
sonn
elC
SAND
F(F
orce
Em
ploy
men
t)In
form
atio
n cl
assi
fied
D1_0
1DM
TSF
Ou
tcom
e 11
N/A
N/A
N/A
N/A
N/A
Tab
le 1
: D
OD
Per
form
ance
Info
rmat
ion
alig
ned
and
link
ed t
o G
ove
rnm
ent
Out
com
es a
nd D
OD
Str
ateg
y M
ap f
or
FY20
16/1
7 (c
ont
inue
d)
Last and Final APP 2016.indd 148 2016-02-23 07:03:07 PM
149DOD ANNUAL PERFORMANCE PLAN FOR 2016
Desc
riptio
n of
Pe
rfor
man
ce In
dica
tor
Resp
onsi
bilit
y
(Bud
get
Prog
ram
me)
5 Ye
ar
Stra
tegi
c Pl
an
Targ
ets
Link
age
Link
age
to
DOD
St
rate
gy
Map
MTS
F Ou
tcom
e
Natio
nal
Deve
lopm
ent
Plan
New
Gro
wth
Pa
th
Min
iste
rial
Deliv
ery
Agre
emen
t
MOD
&M
V Pr
iorit
ies
SA D
efen
ce R
evie
w
2015
(Con
solid
ated
En
d-St
ates
)
D_1.
3 S
trat
egic
Out
put:
Per
cent
age
Bord
er
safe
guar
ding
com
mitm
ents
sta
tus
100%
(1
5)
Num
ber o
f lan
dwar
d su
b-un
its d
eplo
yed
on b
orde
r sa
fegu
ardi
ng p
er y
ear
C SA
NDF
(For
ce E
mpl
oym
ent)
100%
(15)
D1_0
2M
TSF
Outc
ome
3
Chap
ter 7
Tran
snat
iona
l Cr
ime
N/A
3YE
S
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
trat
egic
Out
put:
Per
cent
age
com
plia
nce
with
Joi
nt F
orce
Em
ploy
men
t Req
uire
men
ts (i
nclu
ding
th
e So
uthe
rn A
frica
n De
velo
pmen
t Com
mun
ity S
tand
by
Forc
e pl
edge
)
100%
Perc
enta
ge c
ompl
ianc
e wi
th
Join
t For
ce E
mpl
oym
ent
Requ
irem
ents
as
reso
urce
d
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
Outc
ome
2, 3
, 5,
11
and
12
Chap
ter 7
Tr
ansn
atio
nal
Crim
eN/
AN/
AYE
S
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
ianc
e 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
Ou
tcom
e 11
Chap
ter 7
Tr
ansn
atio
nal
Crim
eN/
A11
YES
Info
rmat
ion
cl
assi
fied
Last and Final APP 2016.indd 149 2016-02-23 07:03:07 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR150
Desc
riptio
n of
Pe
rfor
man
ce In
dica
tor
Resp
onsi
bilit
y
(Bud
get
Prog
ram
me)
5 Ye
ar
Stra
tegi
c Pl
an
Targ
ets
Link
age
Link
age
to
DOD
St
rate
gy
Map
MTS
F Ou
tcom
e
Natio
nal
Deve
lopm
ent
Plan
New
Gro
wth
Pa
th
Min
iste
rial
Deliv
ery
Agre
emen
t
MOD
&M
V Pr
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
trat
egic
Out
put:
Per
cent
age
com
plia
nce
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 p
rom
ulga
tion
sche
dule
Sec
Def
(Adm
inis
tratio
n)
100%
D3_0
1
(A fo
r Pol
icie
s an
d B
for
Stra
tegi
es)
MTS
FOu
tcom
e 12
Chap
ter 3
Econ
omy
and
Yout
h Em
ploy
men
tYe
sN/
AYe
s
Defe
nce
capa
bilit
ies
deve
lope
d an
d su
stai
ned
(Pro
mul
gate
d Ac
quis
ition
of
Arm
amen
ts in
the
DOD
Polic
y [D
AP 1
000
Polic
y])
(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
tert
iary
In
stitu
tions
for c
ivili
an
and
mili
tary
mem
bers
(Pro
mul
gate
d Ed
ucat
ion
Trai
ning
and
De
velo
pmen
t Pol
icy)
Cost
ed Im
plem
enta
tion
Plan
for M
ilest
one
1 of
th
e SA
Def
ence
Re
view
201
5
(Pro
mul
gate
d [Im
plem
ente
d] S
A De
fenc
e
Revi
ew M
S1 O
vera
rchi
ng
Impl
emen
tatio
n Pl
an,
Targ
ets
and
Tim
elin
es)
(Inte
rnsh
ip P
olic
y St
atus
)
(Hum
an R
esou
rces
Su
ppor
t Ser
vice
s)
(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)
(Def
ence
In
tern
atio
nal A
ffairs
)
(Def
ence
Inte
rnat
iona
l Affa
irs
Polic
y st
atus
)
Tab
le 1
: D
OD
Per
form
ance
Info
rmat
ion
alig
ned
and
link
ed t
o G
ove
rnm
ent
Out
com
es a
nd D
OD
Str
ateg
y M
ap f
or
FY20
16/1
7 (c
ont
inue
d)
Last and Final APP 2016.indd 150 2016-02-23 07:03:08 PM
151DOD ANNUAL PERFORMANCE PLAN FOR 2016
Desc
riptio
n of
Pe
rfor
man
ce In
dica
tor
Resp
onsi
bilit
y
(Bud
get
Prog
ram
me)
5 Ye
ar
Stra
tegi
c Pl
an
Targ
ets
Link
age
Link
age
to
DOD
St
rate
gy
Map
MTS
F Ou
tcom
e
Natio
nal
Deve
lopm
ent
Plan
New
Gro
wth
Pa
th
Min
iste
rial
Deliv
ery
Agre
emen
t
MOD
&M
V Pr
iorit
ies
SA D
efen
ce R
evie
w
2015
(Con
solid
ated
En
d-St
ates
)
(Dep
artm
ent o
f Def
ence
Info
r-m
atio
n St
rate
gy s
tatu
s)Go
vern
men
t In
form
atio
n
Tech
nolo
gy O
ffice
r
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
Hu
man
Res
ourc
es
Man
agem
ent
(Pro
mul
gate
d HR
St
rate
gy)
Str
ateg
ic
Com
mun
icat
ion
Inte
rven
tion
(Pro
mul
gate
d Co
mm
unic
atio
n St
rate
gy
for t
he d
epar
tmen
t)
(Info
rmat
ion
and
Com
mun
icat
ion
Syst
ems
Polic
y De
velo
pmen
t Pla
n st
atus
)
(Def
ence
Inta
ngib
le C
apita
l As
sets
[ICA
] Man
agem
ent
Polic
y st
atus
)Aq
uisi
tion
Serv
ices
(SA
Defe
nce
Revi
ew 2
015
Impl
emen
tatio
n st
atus
)Of
fice
of th
e Se
c De
f
(DOD
Pro
cure
men
t Pol
icy
Stat
us)
C SA
NDF
(Gen
eral
Sup
port
[J
oint
Log
istic
s Se
rvic
es])
(Ove
rarc
hing
Log
istic
Stra
tegy
)10
0%D3
_01B
MTS
F
Outc
ome
3 an
d 12
N/A
N/A
N/A
N/A
(Cyb
er W
arfa
re S
trate
gy)
C SA
NDF
(Def
ence
Inte
llige
nce)
100%
D3_0
1BM
TSF
Ou
tcom
e 3
and
12N/
AN/
AN/
AN/
A
(Sen
sor S
trate
gy)
100%
D3_0
1BM
TSF
Ou
tcom
e 3
and
12N/
AN/
AN/
AN/
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
])
C SA
NDF
(F
orce
Em
ploy
men
t)10
0%D3
_01B
MTS
F
Outc
ome
3 an
d 11
Chap
ter 7
Tr
ansn
atio
nal
Crim
e N/
A11
YES
Desc
riptio
n of
Pe
rfor
man
ce In
dica
tor
Resp
onsi
bilit
y
(Bud
get
Prog
ram
me)
5 Ye
ar
Stra
tegi
c Pl
an
Targ
ets
Link
age
Link
age
to
DOD
St
rate
gy
Map
MTS
F Ou
tcom
e
Natio
nal
Deve
lopm
ent
Plan
New
Gro
wth
Pa
th
Min
iste
rial
Deliv
ery
Agre
emen
t
MOD
&M
V Pr
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
trat
egic
Out
put:
Per
cent
age
com
plia
nce
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 p
rom
ulga
tion
sche
dule
Sec
Def
(Adm
inis
tratio
n)
100%
D3_0
1
(A fo
r Pol
icie
s an
d B
for
Stra
tegi
es)
MTS
FOu
tcom
e 12
Chap
ter 3
Econ
omy
and
Yout
h Em
ploy
men
tYe
sN/
AYe
s
Defe
nce
capa
bilit
ies
deve
lope
d an
d su
stai
ned
(Pro
mul
gate
d Ac
quis
ition
of
Arm
amen
ts in
the
DOD
Polic
y [D
AP 1
000
Polic
y])
(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
tert
iary
In
stitu
tions
for c
ivili
an
and
mili
tary
mem
bers
(Pro
mul
gate
d Ed
ucat
ion
Trai
ning
and
De
velo
pmen
t Pol
icy)
Cost
ed Im
plem
enta
tion
Plan
for M
ilest
one
1 of
th
e SA
Def
ence
Re
view
201
5
(Pro
mul
gate
d [Im
plem
ente
d] S
A De
fenc
e
Revi
ew M
S1 O
vera
rchi
ng
Impl
emen
tatio
n Pl
an,
Targ
ets
and
Tim
elin
es)
(Inte
rnsh
ip P
olic
y St
atus
)
(Hum
an R
esou
rces
Su
ppor
t Ser
vice
s)
(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)
(Def
ence
In
tern
atio
nal A
ffairs
)
(Def
ence
Inte
rnat
iona
l Affa
irs
Polic
y st
atus
)
Last and Final APP 2016.indd 151 2016-02-23 07:03:08 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR152
Desc
riptio
n of
Pe
rfor
man
ce In
dica
tor
Resp
onsi
bilit
y
(Bud
get
Prog
ram
me)
5 Ye
ar
Stra
tegi
c Pl
an
Targ
ets
Link
age
Link
age
to
DOD
St
rate
gy
Map
MTS
F Ou
tcom
e
Natio
nal
Deve
lopm
ent
Plan
New
Gro
wth
Pa
th
Min
iste
rial
Deliv
ery
Agre
emen
t
MOD
&M
V Pr
iorit
ies
SA D
efen
ce R
evie
w
2015
(Con
solid
ated
En
d-St
ates
)
Perc
enta
ge c
ompl
ianc
e wi
th
subm
issi
on d
ates
of D
OD
acco
unta
bilit
y do
cum
ents
Sec
Def
(Adm
inis
tratio
n)
100%
D3_0
5M
TSF
Ou
tcom
e 12
N/A
N/A
N/A
N/A
N/A
(Tab
ling
of D
OD a
ccou
ntin
g do
cum
ents
)M
inis
try
(Rep
orts
on
DFSC
Act
iviti
es
subm
itted
to th
e Ex
ecut
ive
Auth
ority
)DF
SC
(Rep
orts
on
RFC
Activ
ities
su
bmitt
ed to
the
Exec
utiv
e Au
thor
ity)
RFC
(Com
plia
nce
with
DOD
Fi
nanc
ial P
rodu
cts)
Fina
ncia
l Ser
vice
s
(SM
S Ag
reem
ents
sub
mitt
ed)
Hum
an R
esou
rces
Su
ppor
t Ser
vice
s(S
MS
Fina
ncia
l Dis
clos
ures
su
bmitt
ed)
(SAN
DF q
uarte
rly re
ports
su
bmitt
ed to
the
Exec
utiv
e Au
thor
ity)
C SA
NDF
(Adm
inis
tratio
n)
DOD
Ente
rpris
e Ri
sk
Man
agem
ent m
atur
ity le
vel
achi
eved
Sec
Def
(Adm
inis
tratio
n)73
.33%
D3
_06
MTS
F
Outc
ome
12N/
AN/
AN/
AN/
AN/
A
Perc
enta
ge c
ompl
ianc
e 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
(A
dmin
istra
tion)
100%
D3_0
8M
TSF
Ou
tcom
e 12
N/A
N/A
N/A
YES
Rest
ruct
urin
g of
the
SAND
F
Tab
le 1
: D
OD
Per
form
ance
Info
rmat
ion
alig
ned
and
link
ed t
o G
ove
rnm
ent
Out
com
es a
nd D
OD
Str
ateg
y M
ap f
or
FY20
16/1
7 (c
ont
inue
d)
Last and Final APP 2016.indd 152 2016-02-23 07:03:08 PM
153DOD ANNUAL PERFORMANCE PLAN FOR 2016
Desc
riptio
n of
Pe
rfor
man
ce In
dica
tor
Resp
onsi
bilit
y
(Bud
get
Prog
ram
me)
5 Ye
ar
Stra
tegi
c Pl
an
Targ
ets
Link
age
Link
age
to
DOD
St
rate
gy
Map
MTS
F Ou
tcom
e
Natio
nal
Deve
lopm
ent
Plan
New
Gro
wth
Pa
th
Min
iste
rial
Deliv
ery
Agre
emen
t
MOD
&M
V Pr
iorit
ies
SA D
efen
ce R
evie
w
2015
(Con
solid
ated
En
d-St
ates
)
DOD
Outp
ut 4
: En
sure
Def
ence
Com
plia
nce
with
Reg
ulat
ory
Fram
ewor
k (D
_4)
D_4.
1 S
trat
egic
Out
com
e: P
erce
ntag
e De
fenc
e co
mpl
ianc
e wi
th R
egul
ator
y Fr
amew
ork
86.1
2%
Num
ber o
f Aud
it Qu
alifi
catio
nsSe
c De
f(A
dmin
istra
tion)
0D4
_01
MTS
F
Outc
ome
12N/
AN/
AN/
A N/
AN/
A
Perc
enta
ge d
eplo
ymen
ts,
incl
udin
g tra
inin
g ex
erci
ses,
wh
ere
appl
icab
le, s
uppo
rted
with
app
ropr
iate
lega
l in
stru
men
ts
Sec
Def
(Adm
inis
tratio
n)10
0%D4
_03
MTS
F
Outc
ome
11N/
AN/
AN/
AYE
SN/
A
DOD
Man
agem
ent P
erfo
rman
ce
Asse
ssm
ent T
ool,
asse
ssm
ent
leve
l ach
ieve
d
Sec
Def
(Adm
inis
tratio
n)69
.5%
D4
_10
MTS
F
Outc
ome
12N/
AN/
AN/
AN/
AN/
A
Perc
enta
ge p
aym
ents
with
in 3
0 da
ys fr
om re
ceip
t of l
egiti
mat
e in
voic
es
Sec
Def
(Adm
inis
tratio
n)75
%D4
_11
MTS
F
Outc
ome
12N/
AN/
AN/
AN/
AN/
A
D_4.
2 S
trat
egic
Out
put:
Per
cent
age
corru
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
inis
tratio
n)10
0%D4
_05
MTS
F
Outc
ome
11
and
12
Chap
ter 1
4 Fi
ghtin
g Co
rrupt
ion
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
(G
ener
al S
uppo
rt)10
0%D4
_06
MTS
F
Outc
ome
3, 1
1 an
d 12
Chap
ter 1
4 Fi
ghtin
g Co
rrupt
ion
N/A
3N/
AN/
A
Last and Final APP 2016.indd 153 2016-02-23 07:03:09 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR154
Desc
riptio
n of
Pe
rfor
man
ce In
dica
tor
Resp
onsi
bilit
y
(Bud
get
Prog
ram
me)
5 Ye
ar
Stra
tegi
c Pl
an
Targ
ets
Link
age
Link
age
to
DOD
St
rate
gy
Map
MTS
F Ou
tcom
e
Natio
nal
Deve
lopm
ent
Plan
New
Gro
wth
Pa
th
Min
iste
rial
Deliv
ery
Agre
emen
t
MOD
&M
V Pr
iorit
ies
SA D
efen
ce R
evie
w
2015
(Con
solid
ated
En
d-St
ates
)
Perc
enta
ge o
f cas
es o
f Co
rrupt
ion
and
Frau
d pr
osec
uted
(Con
vict
ion
of p
erso
ns R
5 m
illio
n an
d ov
er)74
C SA
NDF
(A
dmin
istra
tion)
100%
D4_0
7M
TSF
Ou
tcom
e 2,
3
and
12
Chap
ter 1
4 Fi
ghtin
g Co
rrupt
ion
N/A
3N/
AN/
ASe
c De
f (A
dmin
istra
tion)
Perc
enta
ge o
f writ
ten
com
plai
nts
final
ised
Sec
Def
(Adm
inis
tratio
n)
(Mili
tary
Om
bud)
70%
D4_0
8M
TSF
Ou
tcom
e 12
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
trat
egic
Out
put:
Per
cent
age
Defe
nce
adm
inis
tratio
n co
mpl
ianc
e in
dex
72.5
%
Perc
enta
ge re
duct
ion
of m
ilita
ry c
ourt
case
s ou
tsta
ndin
g
(bac
klog
)
C SA
NDF
(Adm
inis
tratio
n)60
%P1
_04A
MTS
F
Outc
ome
12N/
AN/
AN/
AYE
SM
ilita
ry D
isci
plin
e En
hanc
edPe
rcen
tage
mili
tary
cou
rt ca
ses
final
ised
(in
-yea
r)
C SA
NDF
(Adm
inis
tratio
n)40
%P1
_04B
Perc
enta
ge o
f dis
cipl
inar
y ca
ses
in th
e DO
D fin
alis
ed
with
in 9
0 da
ys
(Mili
tary
Dis
cipl
inar
y Ca
ses)
C SA
NDF
(Adm
inis
tratio
n)10
0%P1
_05
MTS
FOu
tcom
e 2
and
12N/
AN/
AN/
AYE
SM
ilita
ry D
isci
plin
e En
hanc
ed
74. P
erfor
manc
e Ind
icator
was
delet
ed fr
om th
e Bud
get P
rogr
amme
, as i
t form
s par
t of th
e Per
forma
nce I
ndica
tor “P
erce
ntage
of ca
ses o
f Cor
rupti
on an
d Fra
ud pr
osec
uted”
but r
emain
s in A
nnex
ure A
to in
dicate
the d
epar
tmen
t’s su
ppor
t to
MTSF
Outc
ome 3
: Sub
-outc
ome 7
“ Co
rrupti
on in
the P
ublic
and P
rivate
Sec
tors R
educ
ed.”
Tab
le 1
: D
OD
Per
form
ance
Info
rmat
ion
alig
ned
and
link
ed t
o G
ove
rnm
ent
Out
com
es a
nd D
OD
Str
ateg
y M
ap f
or
FY20
16/1
7 (c
ont
inue
d)
Last and Final APP 2016.indd 154 2016-02-23 07:03:09 PM
155DOD ANNUAL PERFORMANCE PLAN FOR 2016
Desc
riptio
n of
Pe
rfor
man
ce In
dica
tor
Resp
onsi
bilit
y
(Bud
get
Prog
ram
me)
5 Ye
ar
Stra
tegi
c Pl
an
Targ
ets
Link
age
Link
age
to
DOD
St
rate
gy
Map
MTS
F Ou
tcom
e
Natio
nal
Deve
lopm
ent
Plan
New
Gro
wth
Pa
th
Min
iste
rial
Deliv
ery
Agre
emen
t
MOD
&M
V Pr
iorit
ies
SA D
efen
ce R
evie
w
2015
(Con
solid
ated
En
d-St
ates
)
Perc
enta
ge o
f dis
cipl
inar
y ca
ses
in th
e DO
D fin
alis
ed
with
in 9
0 da
ys
(PSA
P Di
scip
linar
y Ca
ses)
Sec
Def
(Adm
inis
tratio
n)10
0%P1
_05
MTS
F Ou
tcom
e 2
and
12N/
AN/
AN/
AYE
SN/
A
Perc
enta
ge li
tigat
ion
case
s fin
alis
ed in
the
best
inte
rest
of
the
DOD
Sec
Def
(Adm
inis
tratio
n)50
%P1
_07
MTS
FOu
tcom
e 12
N/A
N/A
N/A
N/A
N/A
Perc
enta
ge c
olle
ctiv
e gr
ieva
nces
and
dis
pute
s re
solv
ed
Sec
Def
(Adm
inis
tratio
n)85
%P1
_08
MTS
FOu
tcom
e 12
N/A
N/A
N/A
YES
N/A
P_1.
2 S
trat
egic
Out
put:
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 a
ctiv
ities
)
918
(p
er 5
yea
r ter
m)
(306
per
yea
r)
Proj
ecte
d nu
mbe
r of d
elib
erat
e cr
ime
prev
entio
n op
erat
ions
C SA
NDF
(Gen
eral
Sup
port)
744
(5 y
ears
)P1
_01
MTS
F
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
Perc
enta
ge o
f Nat
iona
l Ant
i-co
rrupt
ion
Hotli
ne (N
ACH)
in
cide
nts
dete
cted
for
inve
stig
atio
n
C SA
NDF
(Adm
inis
tratio
n)10
0%
(5 y
ears
)P1
_21
MTS
F
Outc
ome
3
Chap
ter 1
4 Pr
omot
ing
acco
unta
bilit
y an
d fig
htin
g co
rrupt
ion
N/A
MTS
F
Outc
ome
3N/
AN/
A
Num
ber o
f awa
rene
ss a
ctiv
ities
on
Cor
rupt
ion
and
Frau
dC
SAND
F(A
dmin
istra
tion)
240
(5 y
ear)
P1_2
2M
TSF
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
MTS
F
Outc
ome
3N/
AN/
A
Last and Final APP 2016.indd 155 2016-02-23 07:03:09 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR156
Desc
riptio
n of
Pe
rfor
man
ce In
dica
tor
Resp
onsi
bilit
y
(Bud
get
Prog
ram
me)
5 Ye
ar
Stra
tegi
c Pl
an
Targ
ets
Link
age
Link
age
to
DOD
St
rate
gy
Map
MTS
F Ou
tcom
e
Natio
nal
Deve
lopm
ent
Plan
New
Gro
wth
Pa
th
Min
iste
rial
Deliv
ery
Agre
emen
t
MOD
&M
V Pr
iorit
ies
SA D
efen
ce R
evie
w
2015
(Con
solid
ated
En
d-St
ates
)
P_1.
3 S
trat
egic
Out
put:
Per
cent
age
redu
ctio
n of
cr
imin
al c
ases
45%
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
Perc
enta
ge c
rimin
al c
ases
in
vest
igat
ed
(in-y
ear)
C SA
NDF
(Gen
eral
Sup
port)
50%
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
DOD
Activ
ity 2
: En
able
the
DOD
(P_2
)
P_2.
1 S
trat
egic
Out
put:
Num
ber o
f Def
ence
hea
lth
care
act
iviti
es10
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/
A
Trend
of d
eplo
yabl
e st
atus
on
conc
urre
nt h
ealth
ass
essm
ents
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/
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/
A
Tab
le 1
: D
OD
Per
form
ance
Info
rmat
ion
alig
ned
and
link
ed t
o G
ove
rnm
ent
Out
com
es a
nd D
OD
Str
ateg
y M
ap f
or
FY20
16/1
7 (c
ont
inue
d)
Last and Final APP 2016.indd 156 2016-02-23 07:03:09 PM
157DOD ANNUAL PERFORMANCE PLAN FOR 2016
Desc
riptio
n of
Pe
rfor
man
ce In
dica
tor
Resp
onsi
bilit
y
(Bud
get
Prog
ram
me)
5 Ye
ar
Stra
tegi
c Pl
an
Targ
ets
Link
age
Link
age
to
DOD
St
rate
gy
Map
MTS
F Ou
tcom
e
Natio
nal
Deve
lopm
ent
Plan
New
Gro
wth
Pa
th
Min
iste
rial
Deliv
ery
Agre
emen
t
MOD
&M
V Pr
iorit
ies
SA D
efen
ce R
evie
w
2015
(Con
solid
ated
En
d-St
ates
)
P_2.
2 S
trat
egic
Out
put:
Per
cent
age
Defe
nce
prim
ary
mili
tary
pre
para
tion
activ
ities
100%
Perc
enta
ge c
ompl
ianc
e wi
th
DOD
train
ing
targ
ets
Sec
Def a
nd
C SA
NDF
(Adm
inis
tratio
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
YES
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
an
d m
ilita
ry m
embe
rs
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
240
)P2
_11
MTS
F Ou
tcom
e 3
and
11N/
AN/
AN/
AYE
SN/
A
DOD
Activ
ity 3
: Em
ploy
the
SAND
F (P
_3)
P_3.
1 S
trat
egic
Out
put:
Num
ber o
f DOD
mili
tary
ex
erci
ses
18
Num
ber o
f joi
nt,
inte
rdep
artm
enta
l, in
tera
genc
y an
d m
ultin
atio
nal m
ilita
ry
exer
cise
s co
nduc
ted
per y
ear
C SA
NDF
(For
ce E
mpl
oym
ent)
18P3
_02
MTS
FOu
tcom
e 11
N/A
N/A
N/A
YES
N/A
P_3.
2 S
trat
egic
Out
put:
Num
ber o
f Def
ence
Atta
ché
Offic
es46
Tota
l num
ber o
f Def
ence
At
tach
é Of
fices
C SA
NDF
(Adm
inis
tratio
n)46
P3_0
3M
TSF
Outc
ome
11N/
AN/
AN/
AYE
SN/
A
Last and Final APP 2016.indd 157 2016-02-23 07:03:10 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR158
Desc
riptio
n of
Pe
rfor
man
ce In
dica
tor
Resp
onsi
bilit
y
(Bud
get
Prog
ram
me)
5 Ye
ar
Stra
tegi
c Pl
an
Targ
ets
Link
age
Link
age
to
DOD
St
rate
gy
Map
MTS
F Ou
tcom
e
Natio
nal
Deve
lopm
ent
Plan
New
Gro
wth
Pa
th
Min
iste
rial
Deliv
ery
Agre
emen
t
MOD
&M
V Pr
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
trat
egic
Out
put:
Per
cent
age
HR u
tilis
atio
n in
dex
100%
Perc
enta
ge c
ompl
ianc
e wi
th
plan
ned
staf
fing
of fu
nded
po
sts
Sec
Def
(Adm
inis
tratio
n)10
0%
(80
390)
R1_1
AM
TSF
Outc
ome
12N/
AN/
AN/
AN/
ADO
D Hu
man
Res
ourc
es
Man
agem
ent
Num
ber o
f res
erve
forc
e pe
rson
days
C SA
NDF
(Adm
inis
tratio
n)10
0%
(13
266
335)
R1_1
CM
TSF
Outc
ome
3N/
AN/
AN/
AN/
AN/
A
Perc
enta
ge c
ompl
ianc
e wi
th S
ANDF
Bat
tle fi
tnes
s re
quire
men
ts
C SA
NDF
(Adm
inis
tratio
n)In
form
atio
n cl
assi
fied
R1_1
GM
TSF
Outc
ome
5 an
d 11
N/A
N/A
N/A
N/A
N/A
R_1.
2 S
trat
egic
Out
put:
Num
ber o
f mili
tary
skil
ls
deve
lopm
ent m
embe
rs in
the
syst
em p
er y
ear
19 7
59
Num
ber o
f mili
tary
skil
ls
deve
lopm
ent m
embe
rs in
the
syst
em p
er y
ear
C SA
NDF
(Adm
inis
tratio
n)19
759
R1_1
BM
TSF
Outc
ome
12N/
AN/
AN/
AYE
SN/
A
R_1.
3 S
trat
egic
Out
put:
Lev
el o
f mor
ale
in th
e DO
DPo
sitiv
e
Leve
l of D
OD m
oral
eC
SAND
F(A
dmin
istra
tion)
Posi
tive
R1_0
3M
TSF
Outc
ome
12N/
AN/
AN/
AYE
SN/
A
DOD
Inpu
t 2:
Prov
ide
appr
opria
te &
sus
tain
ed M
atér
iel (
R_2)
R_2.
1 S
trat
egic
Out
put:
Def
ence
infra
stru
ctur
e re
vita
lisat
ion
stat
us95
%
Perc
enta
ge o
f exp
endi
ture
in
acco
rdan
ce w
ith fa
cilit
ies
plan
(p
aym
ent o
f lea
ses,
ac
com
mod
atio
n ch
arge
s an
d m
unic
ipal
ser
vice
s)
C SA
NDF
(Gen
eral
sup
port)
100%
R2_0
7M
TSF
Outc
ome
12N/
AN/
AN/
AN/
AN/
A
Tab
le 1
: D
OD
Per
form
ance
Info
rmat
ion
alig
ned
and
link
ed t
o G
ove
rnm
ent
Out
com
es a
nd D
OD
Str
ateg
y M
ap f
or
FY20
16/1
7 (c
ont
inue
d)
Last and Final APP 2016.indd 158 2016-02-23 07:03:10 PM
159DOD ANNUAL PERFORMANCE PLAN FOR 2016
Desc
riptio
n of
Pe
rfor
man
ce In
dica
tor
Resp
onsi
bilit
y
(Bud
get
Prog
ram
me)
5 Ye
ar
Stra
tegi
c Pl
an
Targ
ets
Link
age
Link
age
to
DOD
St
rate
gy
Map
MTS
F Ou
tcom
e
Natio
nal
Deve
lopm
ent
Plan
New
Gro
wth
Pa
th
Min
iste
rial
Deliv
ery
Agre
emen
t
MOD
&M
V Pr
iorit
ies
SA D
efen
ce R
evie
w
2015
(Con
solid
ated
En
d-St
ates
)
Perc
enta
ge u
tilis
atio
n of
en
dowm
ent p
rope
rty in
the
DOD
C SA
NDF
(Gen
eral
Sup
port)
90%
R2_1
3M
TSF
Outc
ome
12N/
AN/
AN/
AN/
ADe
fenc
e Fa
cilit
ies
Mai
ntai
ned
R_2.
2 S
trat
egic
Out
put:
Per
cent
age
Defe
nce
criti
cal
stoc
k le
vel s
tatu
sIn
form
atio
n cl
assi
fied
Perc
enta
ge a
vaila
bilit
y of
m
edic
al s
tock
C SA
NDF
(Mili
tary
Hea
lth
Supp
ort )
Info
rmat
ion
clas
sifie
dR2
_04
MTS
FOu
tcom
e 2
Chap
ter 1
0Pr
omot
ing
Heal
thN/
AN/
AYE
SIn
form
atio
n
clas
sifie
d
R_2.
3 S
trat
egic
Out
put:
Perc
enta
ge L
ogis
tics
com
plia
nce
stat
us96
%
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
n75
C SA
NDF
(Gen
eral
Sup
port)
96%
R2_1
1M
TSF
Outc
ome
12N/
AN/
AN/
AN/
AN/
A
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
trat
egic
Out
put:
Per
cent
age
Defe
nce
ICT
stat
us94
.95%
Perc
enta
ge o
f mod
erni
sed,
su
stai
nabl
e DO
D IC
T In
tegr
ated
Pr
ime
Syst
ems
Capa
bilit
ies
C SA
NDF
(Gen
eral
Sup
port)
94.9
5%R3
_03
MTS
FOu
tcom
e 12
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
trat
egic
Out
put:
Per
cent
age
devi
atio
n fro
m
appr
oved
dra
wing
sch
edul
e <
8%
Perc
enta
ge d
evia
tion
from
ap
prov
ed d
rawi
ng s
ched
ule
Sec
Def
(Adm
inis
tratio
n)<
8%R4
_01
MTS
F
Outc
ome
12N/
AN/
AN/
AN/
ADe
fenc
e Fu
ndin
g M
odel
De
velo
ped
75. C
hief L
ogist
ics ch
ange
d num
ber o
f day
s fro
m 60
to 90
days
. This
is in
line w
ith go
vern
ment
impe
rativ
es.
Desc
riptio
n of
Pe
rfor
man
ce In
dica
tor
Resp
onsi
bilit
y
(Bud
get
Prog
ram
me)
5 Ye
ar
Stra
tegi
c Pl
an
Targ
ets
Link
age
Link
age
to
DOD
St
rate
gy
Map
MTS
F Ou
tcom
e
Natio
nal
Deve
lopm
ent
Plan
New
Gro
wth
Pa
th
Min
iste
rial
Deliv
ery
Agre
emen
t
MOD
&M
V Pr
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
trat
egic
Out
put:
Per
cent
age
HR u
tilis
atio
n in
dex
100%
Perc
enta
ge c
ompl
ianc
e wi
th
plan
ned
staf
fing
of fu
nded
po
sts
Sec
Def
(Adm
inis
tratio
n)10
0%
(80
390)
R1_1
AM
TSF
Outc
ome
12N/
AN/
AN/
AN/
ADO
D Hu
man
Res
ourc
es
Man
agem
ent
Num
ber o
f res
erve
forc
e pe
rson
days
C SA
NDF
(Adm
inis
tratio
n)10
0%
(13
266
335)
R1_1
CM
TSF
Outc
ome
3N/
AN/
AN/
AN/
AN/
A
Perc
enta
ge c
ompl
ianc
e wi
th S
ANDF
Bat
tle fi
tnes
s re
quire
men
ts
C SA
NDF
(Adm
inis
tratio
n)In
form
atio
n cl
assi
fied
R1_1
GM
TSF
Outc
ome
5 an
d 11
N/A
N/A
N/A
N/A
N/A
R_1.
2 S
trat
egic
Out
put:
Num
ber o
f mili
tary
skil
ls
deve
lopm
ent m
embe
rs in
the
syst
em p
er y
ear
19 7
59
Num
ber o
f mili
tary
skil
ls
deve
lopm
ent m
embe
rs in
the
syst
em p
er y
ear
C SA
NDF
(Adm
inis
tratio
n)19
759
R1_1
BM
TSF
Outc
ome
12N/
AN/
AN/
AYE
SN/
A
R_1.
3 S
trat
egic
Out
put:
Lev
el o
f mor
ale
in th
e DO
DPo
sitiv
e
Leve
l of D
OD m
oral
eC
SAND
F(A
dmin
istra
tion)
Posi
tive
R1_0
3M
TSF
Outc
ome
12N/
AN/
AN/
AYE
SN/
A
DOD
Inpu
t 2:
Prov
ide
appr
opria
te &
sus
tain
ed M
atér
iel (
R_2)
R_2.
1 S
trat
egic
Out
put:
Def
ence
infra
stru
ctur
e re
vita
lisat
ion
stat
us95
%
Perc
enta
ge o
f exp
endi
ture
in
acco
rdan
ce w
ith fa
cilit
ies
plan
(p
aym
ent o
f lea
ses,
ac
com
mod
atio
n ch
arge
s an
d m
unic
ipal
ser
vice
s)
C SA
NDF
(Gen
eral
sup
port)
100%
R2_0
7M
TSF
Outc
ome
12N/
AN/
AN/
AN/
AN/
A
Last and Final APP 2016.indd 159 2016-02-23 07:03:10 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR160
Desc
riptio
n of
Pe
rfor
man
ce In
dica
tor
Resp
onsi
bilit
y
(Bud
get
Prog
ram
me)
5 Ye
ar
Stra
tegi
c Pl
an
Targ
ets
Link
age
Link
age
to
DOD
St
rate
gy
Map
MTS
F Ou
tcom
e
Natio
nal
Deve
lopm
ent
Plan
New
Gro
wth
Pa
th
Min
iste
rial
Deliv
ery
Agre
emen
t
MOD
&M
V Pr
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
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
trat
egic
Out
put:
Lev
el o
f stra
tegi
c re
serv
esIn
form
atio
n cl
assi
fied
Leve
l 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
F
Outc
ome
3 an
d 11
N/A
N/A
N/A
YES
Info
rmat
ion
clas
sifie
d
DOD
BFF
2 R
enew
DOD
Mai
n Eq
uipm
ent a
nd S
yste
ms
(F_2
)
F_2.
1 S
trat
egic
Out
put:
Per
cent
age
of D
efen
ce
arm
amen
t acq
uisi
tion
com
mitm
ents
sta
tus
80%
Perc
enta
ge a
rmam
ent
acqu
isiti
on c
omm
itmen
ts
appr
oved
Sec
Def
(Adm
inis
tratio
n)≥75%
F2_0
2M
TSF
Outc
ome
12N/
AN/
AN/
AYE
S
(Pro
mul
gate
d Ac
quis
ition
of
Arm
amen
ts
in th
e DO
D Po
licy
[D
AP 1
000
Polic
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
inis
tratio
n)85
%F3
_02
MTS
FOu
tcom
e 12
Chap
ter 9
Expa
nd S
cien
ce
and
Rese
arch
N/A
N/A
YES
N/A
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
PRO
CESS
ES A
ND C
OMM
AND)
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
val
ue o
f re
imbu
rsem
ent b
y th
e UN
/AU
reco
gnis
ed
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
YES
N/A
Tab
le 1
: D
OD
Per
form
ance
Info
rmat
ion
alig
ned
and
link
ed t
o G
ove
rnm
ent
Out
com
es a
nd D
OD
Str
ateg
y M
ap f
or
FY20
16/1
7 (c
ont
inue
d)
Last and Final APP 2016.indd 160 2016-02-23 07:03:11 PM
161DOD ANNUAL PERFORMANCE PLAN FOR 2016
Desc
riptio
n of
Pe
rfor
man
ce In
dica
tor
Resp
onsi
bilit
y
(Bud
get
Prog
ram
me)
5 Ye
ar
Stra
tegi
c Pl
an
Targ
ets
Link
age
Link
age
to
DOD
St
rate
gy
Map
MTS
F Ou
tcom
e
Natio
nal
Deve
lopm
ent
Plan
New
Gro
wth
Pa
th
Min
iste
rial
Deliv
ery
Agre
emen
t
MOD
&M
V Pr
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
agai
nst 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
YES
N/A
Num
ber o
f Stra
tegi
c Ac
tiviti
es
per a
nnum
C SA
NDF
(Adm
inis
tratio
n)58
D3_0
3M
TSF
Outc
ome
3 an
d 5
N/A
N/A
N/A
N/A
N/A
DOD
Outp
ut 4
: En
sure
Def
ence
com
plia
nce
with
Reg
ulat
ory
Fram
ewor
k
Stat
us o
f exte
rnal
sta
tuto
ry
resp
onse
s to
requ
ests
rece
ived
Sec
Def
(Adm
inis
tratio
n)10
0%D4
_12
MTS
F
Outc
ome
12N/
AN/
AN/
AN/
AN/
A
DOD
Activ
ity 1
: Ad
min
istr
ate
the
DOD
Esta
blis
hed
DOD
stra
tegi
c re
sear
ch c
apab
ility
sta
tus
Sec
Def
(Adm
inis
tratio
n)
Fund
ing
and
staf
fing
of c
ritic
al
vaca
ncie
sP3
_07
MTS
F
Outc
ome
12
Chap
ter 9
Impr
ovin
g ed
ucat
ion,
in
nova
tion
and
train
ing
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
inis
tratio
n)10
0%D4
_04
MTS
F
Outc
ome
12
N/A
N/A
N/A
YES
N/A
Num
ber o
f sco
pe c
oord
inat
ion
mee
tings
with
inte
rnal
and
ex
tern
al a
ssur
ance
pro
vide
rs
to re
duce
aud
it fa
tigue
acr
oss
the
DOD
Sec
Def
(Adm
inis
tratio
n)10
0%D4
_09
MTS
F
Outc
ome
12
N/A
N/A
N/A
YES
N/A
Desc
riptio
n of
Pe
rfor
man
ce In
dica
tor
Resp
onsi
bilit
y
(Bud
get
Prog
ram
me)
5 Ye
ar
Stra
tegi
c Pl
an
Targ
ets
Link
age
Link
age
to
DOD
St
rate
gy
Map
MTS
F Ou
tcom
e
Natio
nal
Deve
lopm
ent
Plan
New
Gro
wth
Pa
th
Min
iste
rial
Deliv
ery
Agre
emen
t
MOD
&M
V Pr
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
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
trat
egic
Out
put:
Lev
el o
f stra
tegi
c re
serv
esIn
form
atio
n cl
assi
fied
Leve
l 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
F
Outc
ome
3 an
d 11
N/A
N/A
N/A
YES
Info
rmat
ion
clas
sifie
d
DOD
BFF
2 R
enew
DOD
Mai
n Eq
uipm
ent a
nd S
yste
ms
(F_2
)
F_2.
1 S
trat
egic
Out
put:
Per
cent
age
of D
efen
ce
arm
amen
t acq
uisi
tion
com
mitm
ents
sta
tus
80%
Perc
enta
ge a
rmam
ent
acqu
isiti
on c
omm
itmen
ts
appr
oved
Sec
Def
(Adm
inis
tratio
n)≥75%
F2_0
2M
TSF
Outc
ome
12N/
AN/
AN/
AYE
S
(Pro
mul
gate
d Ac
quis
ition
of
Arm
amen
ts
in th
e DO
D Po
licy
[D
AP 1
000
Polic
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
inis
tratio
n)85
%F3
_02
MTS
FOu
tcom
e 12
Chap
ter 9
Expa
nd S
cien
ce
and
Rese
arch
N/A
N/A
YES
N/A
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
PRO
CESS
ES A
ND C
OMM
AND)
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
val
ue o
f re
imbu
rsem
ent b
y th
e UN
/AU
reco
gnis
ed
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
YES
N/A
Last and Final APP 2016.indd 161 2016-02-23 07:03:11 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR162
Desc
riptio
n of
Pe
rfor
man
ce In
dica
tor
Resp
onsi
bilit
y
(Bud
get
Prog
ram
me)
5 Ye
ar
Stra
tegi
c Pl
an
Targ
ets
Link
age
Link
age
to
DOD
St
rate
gy
Map
MTS
F Ou
tcom
e
Natio
nal
Deve
lopm
ent
Plan
New
Gro
wth
Pa
th
Min
iste
rial
Deliv
ery
Agre
emen
t
MOD
&M
V Pr
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
ehol
ders
(Rel
igio
us A
dvis
ory
Boar
ds)
C SA
NDF
(Adm
inis
tratio
n)25
P1_2
3M
TSF
Ou
tcom
e 3,
11
and
12N/
AN/
AM
TSF
Outc
ome
3N/
AN/
A
Num
ber o
f mar
ketin
g ev
ents
to
prom
ote
the
Rese
rves
C SA
NDF
(Adm
inis
tratio
n)18
0P1
_24
MTS
F
Outc
ome
3N/
AN/
AM
TSF
Outc
ome
3N/
AN/
A
DOD
Activ
ity 2
: En
able
the
DOD
Num
ber o
f vet
ting
deci
sion
s 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
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/
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)
77%
F5_0
1M
TSF
Outc
ome
12N/
AN/
AN/
AYE
SSt
rate
gic
Com
mun
icat
ion
Inte
rven
tion
Tab
le 1
: D
OD
Per
form
ance
Info
rmat
ion
alig
ned
and
link
ed t
o G
ove
rnm
ent
Out
com
es a
nd D
OD
Str
ateg
y M
ap f
or
FY20
16/1
7 (c
ont
inue
d)
Last and Final APP 2016.indd 162 2016-02-23 07:03:11 PM
163DOD ANNUAL PERFORMANCE PLAN FOR 2016
AN
NEX
URE
B A
MEN
DM
ENTS
TO
TH
E PE
RFO
RMA
NCE
IND
ICAT
ORS
TH
AT A
RE R
EFLE
CTED
IN T
HE
DO
D S
TRAT
EGIC
PLA
N
FOR
2015
TO
202
0
Ser
No.
Loca
tion
of
Amen
dmen
t/s
Perf
orm
ance
Indi
cato
r as
Refle
cted
in th
e
DOD
SP 2
015
to 2
020
Amen
dmen
t as
Re
flect
ed in
the
DO
D AP
P fo
r 201
6Re
mar
ksLo
catio
n of
Am
endm
ent/s
1An
nexu
re A
to th
e DO
D SP
201
5-20
20
D3_0
1: P
erce
ntag
e ad
here
nce
to
Gove
rnan
ce p
rom
ulga
tion
sche
dule
D3_0
1 A:
To a
ddre
ss
depa
rtmen
tal p
olic
ies
D3_0
1B: T
o ad
dres
s de
partm
enta
l stra
tegi
es
Durin
g th
e DO
D Pe
rform
ance
Man
agem
ent W
orks
hop
(25
to 2
7 M
arch
201
5) d
ecis
ion
to d
istin
guis
h be
twee
n DO
D po
licie
s an
d st
rate
gies
to im
prov
e re
porti
ng o
n th
e Pe
rform
ance
Indi
cato
r
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e Po
licy
and
Plan
ning
, Hu
man
Res
ourc
es S
uppo
rt Se
rvic
e, D
efen
ce
Inte
rnat
iona
l Affa
irs, e
tc),
Forc
e Em
ploy
men
t Pr
ogra
mm
e, D
efen
ce In
telli
genc
e Pr
ogra
mm
e, G
ener
al S
uppo
rt Pr
ogra
mm
e (S
ubpr
ogra
mm
e Jo
int L
ogis
tic S
ervi
ces)
and
An
nexu
res
A an
d C
to th
e DO
D AP
P fo
r 201
6
2An
nexu
re A
to th
e DO
D SP
201
5-20
20
D4_0
2: P
erce
ntag
e co
mpl
ianc
e wi
th s
ubm
issi
on d
ates
of D
OD
acco
unta
bilit
y do
cum
ents
D3_0
5: P
erce
ntag
e co
mpl
ianc
e wi
th s
ubm
issi
on d
ates
of D
OD
acco
unta
bilit
y do
cum
ents
the
Perfo
rman
ce In
dica
tor n
umbe
r to
read
D3_
05
Durin
g th
e DO
D Pe
rform
ance
Man
agem
ent W
orks
hop
(2
5 to
27
Mar
ch 2
015)
dec
isio
n to
cha
nge
the
Perfo
rman
ce
Indi
cato
r num
ber D
3_05
to a
ddre
ss s
ound
di
rect
ion
to th
e DO
D
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e M
inis
try, P
olic
y an
d Pl
anni
ng, F
inan
cial
Ser
vice
s, H
uman
Re
sour
ces
Supp
ort S
ervi
ces)
and
Ann
exur
es
A an
d C
to th
e DO
D AP
P fo
r 201
6
3An
nexu
re A
to th
e DO
D SP
201
5-20
20
R3_0
1: P
erce
ntag
e co
mpl
ianc
e wi
th th
e DO
D IC
T Po
rtfol
ios
of th
e de
fenc
e en
terp
rise
info
rmat
ion
syst
ems
mas
ter p
lan
Repl
ace
by R
3_03
: Pe
rcen
tage
of
mod
erni
sed,
sus
tain
able
DOD
IC
T In
tegr
ated
Prim
e Sy
stem
s Ca
pabi
litie
s.
Durin
g th
e DO
D Pe
rform
ance
Man
agem
ent W
orks
hop
(2
5 to
27
Mar
ch 2
015)
dec
isio
n to
repl
ace
the
Perfo
rman
ce
Indi
cato
r with
a n
ew P
erfo
rman
ce In
dica
tor t
hat a
ddre
sses
th
e cu
rrent
ICT
stat
us in
the
DOD
Unde
r the
Gen
eral
Sup
port
Prog
ram
me
(Sub
prog
ram
me
Com
man
d an
d M
anag
emen
t Inf
orm
atio
n Sy
stem
s) a
nd
Anne
xure
s A
and
C to
the
DOD
APP
for 2
016
4An
nexu
re A
to th
e DO
D SP
201
5-20
20
R3_0
2: P
erce
ntag
e av
aila
bilit
y of
the
defe
nce
info
rmat
ion
and
com
mun
icat
ions
infra
stru
ctur
e at
al
l tim
es
Repl
ace
by R
3_03
: Pe
rcen
tage
of
mod
erni
sed,
sus
tain
able
DOD
IC
T In
tegr
ated
Prim
e Sy
stem
s Ca
pabi
litie
s.
Durin
g th
e DO
D Pe
rform
ance
Man
agem
ent W
orks
hop
(2
5 to
27
Mar
ch 2
015)
dec
isio
n to
repl
ace
the
Perfo
rman
ce
Indi
cato
r with
a n
ew P
erfo
rman
ce In
dica
tor t
hat a
ddre
sses
th
e cu
rrent
ICT
stat
us in
the
DOD
Unde
r the
Gen
eral
Sup
port
Prog
ram
me
(Sub
prog
ram
me
Com
man
d an
d M
anag
emen
t Inf
orm
atio
n Sy
stem
s) a
nd
Anne
xure
s A
and
C to
the
DOD
APP
for 2
016
5An
nexu
re A
to th
e DO
D SP
201
5-20
20
P1_1
4: D
OD E
nter
pris
e Ri
sk
Man
agem
ent m
atur
ity le
vel,
achi
eved
D3_0
6: D
OD E
nter
pris
e Ri
sk
Man
agem
ent m
atur
ity le
vel,
achi
eved
Durin
g th
e DO
D Pe
rform
ance
Man
agem
ent W
orks
hop
(2
5 to
27
Mar
ch 2
015)
dec
isio
n to
cha
nge
the
Perfo
rman
ce
Indi
cato
r num
ber t
o ad
dres
s so
und
dire
ctio
n to
the
DOD
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e Po
licy
and
Plan
ning
) and
An
nexu
res
A an
d C
to th
e DO
D AP
P fo
r 201
6
6An
nexu
re A
to th
e DO
D SP
201
5-20
20
P1_1
9: D
OD M
anag
emen
t Pe
rform
ance
Ass
essm
ent T
ool
asse
ssm
ent l
evel
D4_1
0 :
DOD
Man
agem
ent
Perfo
rman
ce A
sses
smen
t Too
l, as
sess
men
t lev
el
Durin
g th
e DO
D Pe
rform
ance
Man
agem
ent W
orks
hop
(2
5 to
27
Mar
ch 2
015)
dec
isio
n to
cha
nge
the
Perfo
rman
ce
Indi
cato
r num
ber t
o ad
dres
s th
e DO
D’s
com
plia
nce
with
Re
gula
tory
Fra
mew
orks
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e Po
licy
and
Plan
ning
) and
An
nexu
res
A an
d C
to th
e DO
D AP
P fo
r 201
6
Last and Final APP 2016.indd 163 2016-02-23 07:03:11 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR164
Ser
No.
Loca
tion
of
Amen
dmen
t/s
Perf
orm
ance
Indi
cato
r as
Refle
cted
in th
e
DOD
SP 2
015
to 2
020
Amen
dmen
t as
Re
flect
ed in
the
DO
D AP
P fo
r 201
6Re
mar
ksLo
catio
n of
Am
endm
ent/s
7An
nexu
re A
to th
e DO
D SP
201
5-20
20
P1_0
6: P
erce
ntag
e pa
ymen
ts w
ithin
30
day
s fro
m re
ceip
t of l
egiti
mat
e in
voic
es
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
Durin
g th
e DO
D Pe
rform
ance
Man
agem
ent w
orks
hop
(2
5 to
27
Mar
ch 2
015)
dec
isio
n to
cha
nge
the
Perfo
rman
ce
Indi
cato
r num
ber t
o ad
dres
s th
e DO
D’s
com
plia
nce
with
Re
gula
tory
Fra
mew
orks
. DO
D se
es le
gitim
ate
invo
ices
as
invo
ices
that
com
ply
with
the
deta
il/sp
ecifi
catio
ns o
f the
or
der p
lace
d ag
ains
t the
sup
plie
r for
goo
ds a
nd s
ervi
ces
and
that
adh
ere
to th
e DO
D pr
escr
ipts
for a
legi
timat
e pa
ymen
t
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e Fi
nanc
ial S
ervi
ces)
and
An
nexu
res
A an
d C
to th
e DO
D AP
P fo
r 201
6
8An
nexu
re A
to th
e DO
D SP
201
5-20
20
R2_0
7: P
erce
ntag
e of
exp
endi
ture
in
acc
orda
nce
with
faci
litie
s pl
an(p
aym
ent o
f lea
ses)
(pay
men
t of m
unic
ipal
ser
vice
s)(p
aym
ent o
f acc
omm
odat
ion
char
ges)
R2_0
7: P
erce
ntag
e of
ex
pend
iture
in a
ccor
danc
e wi
th
faci
litie
s pl
an.
(pay
men
t of l
ease
s,
acco
mm
odat
ion
char
ges
and
mun
icip
al s
ervi
ces)
Durin
g th
e DO
D Pe
rform
ance
Man
agem
ent W
orks
hop
(2
5 to
27
Mar
ch 2
015)
dec
isio
n to
com
bine
the
thre
e su
b-in
dica
tors
in o
ne s
ub-in
dica
tor t
o im
prov
e th
e m
etho
d of
repo
rting
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e Of
fice
Acco
mm
odat
ion)
an
d An
nexu
res
A an
d C
to th
e DO
D AP
P fo
r 20
16
9An
nexu
re A
to th
e DO
D SP
201
5-20
20
R2_0
1: P
erce
ntag
e co
mpl
ianc
e wi
th D
OD R
efur
bish
men
t Pr
ogra
mm
e an
nual
sch
edul
e
Avai
labl
e in
the
Join
t Log
istic
Se
rvic
es L
evel
2 A
PP fo
r 201
6Du
ring
the
DOD
Perfo
rman
ce M
anag
emen
t Wor
ksho
p
(25
to 2
7 M
arch
201
5) d
ecis
ion
to d
elet
e th
e Pe
rform
ance
In
dica
tor f
rom
the
Leve
l 1 D
OD A
PP fo
r 201
6 an
d to
add
ress
it
in th
e C
Log
Leve
l 2 A
PP fo
r 201
6
N/A
10An
nexu
re A
to th
e DO
D SP
201
5-20
20
R2_0
2: P
erce
ntag
e of
app
rove
d ca
pita
l wor
ks p
lan
proj
ects
co
mpl
eted
as
sche
dule
d pe
r yea
r
Avai
labl
e in
the
Join
t Log
istic
Se
rvic
es L
evel
2 A
PP fo
r 201
6Du
ring
the
DOD
Perfo
rman
ce M
anag
emen
t Wor
ksho
p
(25
to 2
7 M
arch
201
5) d
ecis
ion
to d
elet
e th
e Pe
rform
ance
In
dica
tor f
rom
the
Leve
l 1 D
OD A
PP fo
r 201
6 an
d to
add
ress
it
in th
e C
Log
Leve
l 2 A
PP fo
r 201
6N/
A
11An
nexu
re A
to th
e DO
D SP
201
5-20
20
R2_0
3: P
erce
ntag
e co
mpl
ianc
e wi
th D
OD c
odifi
catio
n re
quire
men
tsAv
aila
ble
in th
e Jo
int L
ogis
tic
Serv
ices
Lev
el 2
APP
for 2
016
Durin
g th
e DO
D Pe
rform
ance
Man
agem
ent W
orks
hop
(2
5 to
27
Mar
ch 2
015)
dec
isio
n to
del
ete
the
Perfo
rman
ce
Indi
cato
r fro
m th
e Le
vel 1
DOD
APP
for 2
016
and
to a
ddre
ss
it in
the
C Lo
g Le
vel 2
APP
for 2
016
N/A
12An
nexu
re A
to th
e DO
D SP
201
5-20
20
R2_0
9: P
erce
ntag
e re
ques
ts
appr
oved
for d
ispo
sal v
ersu
s re
ques
ts re
ceiv
ed
Avai
labl
e in
the
Join
t Log
istic
Se
rvic
es L
evel
2 A
PP fo
r 201
6Du
ring
the
DOD
Perfo
rman
ce M
anag
emen
t Wor
ksho
p (2
5 to
27
Mar
ch 2
015)
dec
isio
n to
del
ete
the
Perfo
rman
ce
Indi
cato
r fro
m th
e Le
vel 1
DOD
APP
for 2
016
and
to a
ddre
ss
it in
the
C Lo
g Le
vel 2
APP
for 2
016
N/A
AmendmentstothePerformanceIndicatorsthatarereflectedintheDepartmentofDefenceStrategicPlanforthe2015to2020
Last and Final APP 2016.indd 164 2016-02-23 07:03:12 PM
165DOD ANNUAL PERFORMANCE PLAN FOR 2016
Ser
No.
Loca
tion
of
Amen
dmen
t/s
Perf
orm
ance
Indi
cato
r as
Refle
cted
in th
e
DOD
SP 2
015
to 2
020
Amen
dmen
t as
Re
flect
ed in
the
DO
D AP
P fo
r 201
6Re
mar
ksLo
catio
n of
Am
endm
ent/s
13An
nexu
re A
to th
e DO
D SP
201
5-20
20
R2_1
1: P
erce
ntag
e pr
ocur
emen
t re
ques
ts fu
lly c
ompl
eted
with
in 9
0 da
ys
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
Durin
g th
e DO
D Pe
rform
ance
Man
agem
ent W
orks
hop
(25
to 2
7 M
arch
201
5) d
ecis
ion
to a
dd th
e wo
rdin
g “d
ays
from
da
y of
regi
stra
tion”
to im
prov
e an
d en
sure
com
plia
nce
with
na
tiona
l im
pera
tives
Unde
r the
Gen
eral
Sup
port
Prog
ram
me
(Sub
prog
ram
me
Join
t Log
istic
Ser
vice
s) a
nd
Anne
xure
s A
and
C to
the
DOD
APP
for 2
016
14An
nexu
re A
to th
e DO
D SP
201
5-20
20
R2_1
2: P
erce
ntag
e re
ques
ts
appr
oved
for d
ispo
sal v
ersu
s re
ques
ts re
ceiv
ed
Avai
labl
e in
the
Join
t Log
istic
Se
rvic
es L
evel
2 A
PP fo
r 201
6Du
ring
the
DOD
Perfo
rman
ce M
anag
emen
t Wor
ksho
p (2
5 to
27
Mar
ch 2
015)
dec
isio
n to
del
ete
the
Perfo
rman
ce
Indi
cato
r fro
m th
e Le
vel 1
DOD
APP
for 2
016
and
to a
ddre
ss
it in
the
C Lo
g Le
vel 2
APP
for 2
016
N/A
15An
nexu
re A
to th
e DO
D SP
201
5-20
20
New
Indi
cato
r R2
_13
: Pe
rcen
tage
util
isat
ion
of
endo
wmen
t pro
perty
in th
e DO
D Du
ring
the
DOD
Perfo
rman
ce M
anag
emen
t Wor
ksho
p (2
5 to
27
Mar
ch 2
015)
dec
isio
n to
sup
port
the
MOD
&M
V pr
iorit
ies
for t
he M
TEF
perio
d
Unde
r the
Gen
eral
Sup
port
Prog
ram
me
(Sub
prog
ram
me
Join
t Log
istic
Ser
vice
s) a
nd
Anne
xure
s A
and
C to
the
DOD
APP
for 2
016
16An
nexu
re A
to th
e DO
D SP
201
5-20
20
New
Indi
cato
rD3
_08:
Per
cent
age
com
plia
nce
with
the
esta
blis
hmen
t of t
he
Mili
tary
Stra
tegi
c Di
rect
ion
Regi
ster
Durin
g th
e DO
D Pe
rform
ance
Man
agem
ent W
orks
hop
(25
to
27 M
arch
201
5) d
ecis
ion
to s
uppo
rt th
e M
OD&
MV
prio
ritie
s fo
r the
MTE
F pe
riod
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e Po
licy
and
Plan
ning
[M
ilita
ry P
olic
y, S
trate
gy a
nd P
lann
ing]
) and
An
nexu
res
A an
d C
to th
e DO
D AP
P fo
r 201
6
17An
nexu
re A
to th
e DO
D SP
201
5-20
20
D3_0
5: P
erce
ntag
e co
mpl
ianc
e wi
th s
ubm
issi
on d
ates
of D
OD
acco
unta
bilit
y do
cum
ents
(Rep
orts
on
RFC
Activ
ities
su
bmitt
ed in
line
with
Nat
iona
l Pr
escr
ipts
)
D3_0
5: P
erce
ntag
e co
mpl
ianc
e wi
th s
ubm
issi
on d
ates
of D
OD
acco
unta
bilit
y do
cum
ents
(Rep
orts
on
RFC
Activ
ities
su
bmitt
ed to
the
Exec
utiv
e Au
thor
ity)
Durin
g th
e DO
D Pe
rform
ance
Info
rmat
ion
Wor
ksho
p (2
to
4 Se
ptem
ber 2
015)
dec
isio
n to
am
end
the
word
ing
as th
e RF
C is
resp
onsi
ble
to s
ubm
it th
eir r
epor
t to
the
Exec
utiv
e Au
thor
ity
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e Re
serv
e Fo
rce
Coun
cil)
and
Anne
xure
s A
and
C to
the
DOD
APP
for 2
016
18An
nexu
re A
to th
e DO
D SP
201
5-20
20
D3_0
5: P
erce
ntag
e co
mpl
ianc
e wi
th s
ubm
issi
on d
ates
of D
OD
acco
unta
bilit
y do
cum
ents
(Rep
orts
on
DFSC
Act
iviti
es
subm
itted
in li
ne w
ith N
atio
nal
Pres
crip
ts)
D3_0
5: P
erce
ntag
e co
mpl
ianc
e wi
th s
ubm
issi
on d
ates
of D
OD
acco
unta
bilit
y do
cum
ents
(Rep
orts
on
DFSC
Act
iviti
es
subm
itted
to th
e Ex
ecut
ive
Auth
ority
)
Durin
g th
e DO
D Pe
rform
ance
Info
rmat
ion
Wor
ksho
p (2
to
4 Se
ptem
ber 2
015)
dec
isio
n to
am
end
the
word
ing
as th
e DF
SC i
s re
spon
sibl
e to
sub
mit
thei
r rep
ort t
o th
e Ex
ecut
ive
Auth
ority
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e De
fenc
e Fo
rce
Serv
ice
Com
mis
sion
) and
Ann
exur
es A
and
C to
the
DOD
APP
for 2
016
19An
nexu
re A
to th
e DO
D SP
201
5-20
20
P1_1
8: E
stab
lishe
d DO
D st
rate
gic
rese
arch
cap
abili
ty s
tatu
sRe
plac
e by
D3_
07: E
stab
lishe
d DO
D st
rate
gic
rese
arch
cap
abili
ty
stat
us
Durin
g th
e DO
D Pe
rform
ance
Info
rmat
ion
Wor
ksho
p (2
to
4 S
epte
mbe
r 201
5) d
ecis
ion
that
the
Perfo
rman
ce
Indi
cato
r num
ber t
o be
am
ende
d fro
m P
1_18
to D
3_07
as
this
Per
form
ance
Indi
cato
r add
ress
es t
he d
epar
tmen
t’s
com
plia
nce
with
the
natio
nal i
mpe
rativ
e (F
OSAD
Act
ion
Plan
[201
4-20
19])
in te
rms
of ti
mel
y re
spon
ses
to C
hapt
er
9 an
d 10
inst
itutio
ns
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e De
partm
enta
l Dire
ctio
n)
and
Anne
xure
s A
and
C to
the
DOD
APP
for
2016
Last and Final APP 2016.indd 165 2016-02-23 07:03:12 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR166
Ser
No.
Loca
tion
of
Amen
dmen
t/s
Perf
orm
ance
Indi
cato
r as
Refle
cted
in th
e
DOD
SP 2
015
to 2
020
Amen
dmen
t as
Re
flect
ed in
the
DO
D AP
P fo
r 201
6Re
mar
ksLo
catio
n of
Am
endm
ent/s
20An
nexu
re A
to th
e DO
D SP
201
5-20
20
D3_0
1B: P
erce
ntag
e ad
here
nce
to
Gove
rnan
ce p
rom
ulga
tion
sche
dule
(Hum
an R
esou
rces
Dev
elop
men
t St
rate
gy s
tatu
s)
D3_0
1B: P
erce
ntag
e ad
here
nce
to G
over
nanc
e pr
omul
gatio
n sc
hedu
le
(Hum
an R
esou
rces
Stra
tegy
st
atus
)
Durin
g th
e DO
D Pe
rform
ance
Info
rmat
ion
Wor
ksho
p (2
to 4
Sep
tem
ber 2
015)
dec
isio
n to
del
ete
the
word
“d
evel
opm
ent”
, as
the
Hum
an R
esou
rce
Stra
tegy
is
in th
e de
velo
pmen
t pha
se a
nd th
eref
ore
the
word
ing
“dev
elop
men
t” re
fers
to th
e ta
rget
of t
his
Perfo
rman
ce
Indi
cato
r
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e Hu
man
Res
ourc
es S
uppo
rt Se
rvic
es) a
nd A
nnex
ures
A a
nd C
to th
e DO
D AP
P fo
r 201
6
21An
nexu
re A
to th
e DO
D SP
201
5-20
20
New
Indi
cato
rD3
_01A
: Per
cent
age
adhe
renc
e to
Gov
erna
nce
prom
ulga
tion
sche
dule
(Inte
rnsh
ip P
olic
y st
atus
)
Durin
g th
e DO
D Pe
rform
ance
Info
rmat
ion
Wor
ksho
p (2
to
4 Se
ptem
ber 2
015)
dec
isio
n to
add
the
deve
lopm
ent o
f a
depa
rtmen
tal s
trate
gy to
add
ress
the
DOD'
s Su
ppor
t to
the
natio
nal i
mpe
rativ
e “In
tern
ship
s”
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e Hu
man
Res
ourc
es S
uppo
rt Se
rvic
es) a
nd A
nnex
ures
A a
nd C
to th
e DO
D AP
P fo
r 201
6
22An
nexu
re A
to th
e DO
D SP
201
5-20
20
P1_2
5: D
OD E
thic
s M
anag
emen
t St
atus
D3_0
1B:
Perc
enta
ge a
dher
ence
to
Gov
erna
nce
prom
ulga
tion
sche
dule
(DOD
Eth
ics
Man
agem
ent S
tatu
s)
Durin
g th
e DO
D Pe
rform
ance
Info
rmat
ion
Wor
ksho
p (2
to
4 Se
ptem
ber 2
015)
dec
isio
n to
am
end
the
Perfo
rman
ce
Indi
cato
r num
ber t
o D3
_01B
as
this
Per
form
ance
Indi
cato
r ad
dres
ses
the
deve
lopm
ent o
f a d
epar
tmen
tal s
trate
gy
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e Hu
man
Res
ourc
es S
uppo
rt Se
rvic
es) a
nd A
nnex
ures
A a
nd C
to th
e DO
D AP
P fo
r 201
6
23An
nexu
re A
to th
e DO
D SP
201
5-20
20
D4_0
7: P
erce
ntag
e of
cas
es o
f Co
rrupt
ion
and
Frau
d pr
osec
uted
(Con
vict
ion
rate
of p
erso
ns R
5 m
illio
n an
d ov
er)
Dele
ted
from
the
DOD
APP
for
2016
but
will
rem
ain
in A
nnex
ure
A as
it is
a M
TSF
requ
irem
ent
(Out
com
e 3
Sub-
outc
ome
7)
Durin
g th
e DO
D Pe
rform
ance
Info
rmat
ion
Wor
ksho
p (2
to
4 Se
ptem
ber 2
015)
dec
isio
n th
at th
e m
ain
Perfo
rman
ce
Indi
cato
r D4_
07: P
erce
ntag
e of
cas
es o
f Cor
rupt
ion
and
Frau
d pr
osec
uted
and
the
asso
ciat
ed Te
chni
cal D
atas
heet
wi
ll in
clud
e ca
ses
pros
ecut
ed o
f R5
mill
ion
and
over
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e Le
gal S
ervi
ces)
and
An
nexu
res
A an
d C
to th
e DO
D AP
P fo
r 201
6
24An
nexu
re A
to th
e DO
D SP
201
5-20
20
P1_0
5: N
umbe
r of d
isci
plin
ary
case
s in
the
DOD
final
ised
with
in
90 d
ays
(Mili
tary
Dis
cipl
inar
y Ca
ses)
P1_0
5: P
erce
ntag
e of
dis
cipl
inar
y ca
ses
in th
e DO
D fin
alis
ed w
ithin
90
day
s
(Mili
tary
Dis
cipl
inar
y Ca
ses)
The
5 ye
ar s
trate
gic
targ
et is
am
ende
d to
read
100
%
Durin
g th
e DO
D Pe
rform
ance
Info
rmat
ion
Wor
ksho
p (2
to 4
Se
ptem
ber 2
015)
dec
isio
n to
cha
nge
the
actu
al n
umbe
r to
perc
enta
ge.
The
5 ye
ar s
trate
gic
targ
et is
am
ende
d to
read
10
0%
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e Le
gal S
ervi
ces)
and
An
nexu
res
A an
d C
to th
e DO
D AP
P fo
r 201
6
25An
nexu
re A
to th
e DO
D SP
201
5-20
20
D4_0
5: N
umbe
r of d
etec
tion
inve
stig
atio
ns o
f Cor
rupt
ion
and
Frau
d co
nduc
ted
D4_0
5 Pe
rcen
tage
of C
orru
ptio
n an
d Fr
aud
inci
dent
s de
tect
ed fo
r in
vest
igat
ion
The
5 ye
ar s
trate
gic
targ
et is
am
ende
d to
read
100
%
Durin
g th
e DO
D Pe
rform
ance
Info
rmat
ion
Wor
ksho
p (2
to 4
Se
ptem
ber 2
015)
dec
isio
n to
cha
nge
the
actu
al n
umbe
r to
perc
enta
ge.
The
5 ye
ar s
trate
gic
targ
et is
am
ende
d to
read
10
0%
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e In
spec
tion
Serv
ices
) and
An
nexu
res
A an
d C
to th
e DO
D AP
P fo
r 201
6
AmendmentstothePerformanceIndicatorsthatarereflectedintheDepartmentofDefenceStrategicPlanforthe2015to2020
Last and Final APP 2016.indd 166 2016-02-23 07:03:12 PM
167DOD ANNUAL PERFORMANCE PLAN FOR 2016
Ser
No.
Loca
tion
of
Amen
dmen
t/s
Perf
orm
ance
Indi
cato
r as
Refle
cted
in th
e
DOD
SP 2
015
to 2
020
Amen
dmen
t as
Re
flect
ed in
the
DO
D AP
P fo
r 201
6Re
mar
ksLo
catio
n of
Am
endm
ent/s
26An
nexu
re A
to th
e DO
D SP
201
5-20
20
P1_2
1: N
umbe
r of d
etec
ted
Natio
nal A
nti-c
orru
ptio
n Ho
tline
(N
ACH)
cas
es c
ondu
cted
P1_2
1: P
erce
ntag
e of
Nat
iona
l An
ti-co
rrupt
ion
Hotli
ne
(NAC
H) in
cide
nts
dete
cted
for
inve
stig
atio
nTh
e 5
year
stra
tegi
c ta
rget
is
amen
ded
to re
ad 1
00%
Durin
g th
e DO
D Pe
rform
ance
Info
rmat
ion
Wor
ksho
p (2
to 4
Se
ptem
ber 2
015)
dec
isio
n to
cha
nge
the
actu
al n
umbe
r to
perc
enta
ge.
The
5 ye
ar s
trate
gic
targ
et is
am
ende
d to
read
10
0%
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e In
spec
tion
Serv
ices
) and
An
nexu
res
A an
d C
to th
e DO
D AP
P fo
r 201
6
27An
nexu
re A
to th
e DO
D SP
201
5-20
20
D1_1
0: P
erce
ntag
e co
mpl
ianc
e wi
th n
umbe
r of o
rder
ed
com
mitm
ents
(Exte
rnal
Ope
ratio
ns)
D1_1
0: P
erce
ntag
e co
mpl
ianc
e wi
th n
umbe
r of o
rder
ed
com
mitm
ents
(Gen
eral
Mili
tary
Ass
ista
nce)
Durin
g th
e DO
D Pe
rform
ance
Info
rmat
ion
Wor
ksho
p (2
to
4 Se
ptem
ber 2
015)
dec
isio
n to
incl
ude
Gene
ral M
ilita
ry
Assi
stan
ce a
s th
e DO
D ex
tern
al in
volv
emen
t is
not o
nly
limit
to e
xecu
tion
of o
pera
tions
Unde
r the
Lan
dwar
d De
fenc
e Pr
ogra
mm
e,
Defe
nce
Inte
llige
nce
and
Anne
xure
s A
and
C to
the
DOD
APP
for 2
016
28An
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: N
umbe
r of l
andw
ard
sub-
units
dep
loye
d on
bor
der
safe
guar
ding
per
yea
r Th
e 5
year
stra
tegi
c ta
rget
is
amen
ded
to re
ad 1
00%
(15)
Durin
g th
e DO
D Pe
rform
ance
Info
rmat
ion
Wor
ksho
p (2
to 4
Se
ptem
ber 2
015)
a d
ecis
ion
by th
e de
partm
enta
l Com
man
d Bo
dies
that
the
num
ber o
f lan
dwar
d su
b-un
its d
eplo
yed
on
bord
er s
afeg
uard
ing
per y
ear w
ill in
crea
se fr
om 1
3 to
15
was
supp
orte
d an
d th
eref
ore
the
5 ye
ar s
trate
gic
targ
et is
am
ende
d to
read
100
% (1
5)
Unde
r the
For
ce E
mpl
oym
ent
Prog
ram
me
and
Anne
xure
s A
and
C to
the
DOD
APP
for
2016
29An
nexu
re A
to th
e DO
D SP
201
5-20
20
R2_0
4: P
erce
ntag
e av
aila
bilit
y of
m
edic
al s
tock
R2
_04:
Per
cent
age
avai
labi
lity
of
med
ical
sto
ck
The
5 ye
ar s
trate
gic
targ
et is
am
ende
d to
read
Info
rmat
ion
clas
sifie
d
Durin
g th
e DO
D Pe
rform
ance
Info
rmat
ion
Wor
ksho
p (2
to
4 Se
ptem
ber 2
015)
dec
isio
n to
cha
nge
the
Perfo
rman
ce
Indi
cato
r tar
get t
o “In
form
atio
n cl
assi
fied”
as
the
DOD
has
no c
ontro
l ove
r the
ava
ilabi
lity
of n
atio
nal m
edic
al s
tock
Unde
r the
Mili
tary
Hea
lth S
uppo
rt Pr
ogra
mm
e an
d An
nexu
res
A an
d C
to th
e DO
D AP
P fo
r 201
6
30An
nexu
re A
to th
e DO
D SP
201
5-20
20
P1_0
5: N
umbe
r of d
isci
plin
ary
case
s in
the
DOD
final
ised
with
in
90 d
ays
(PSA
P Di
scip
linar
y Ca
ses)
P1_0
5: P
erce
ntag
e of
dis
cipl
inar
y ca
ses
in th
e DO
D fin
alis
ed w
ithin
90
day
s
(PSA
P Di
scip
linar
y Ca
ses)
The
5 ye
ar s
trate
gic
targ
et is
am
ende
d to
read
100
%
Durin
g th
e DO
D Pe
rform
ance
Info
rmat
ion
Wor
ksho
p (2
to 4
Se
ptem
ber 2
015)
dec
isio
n to
am
end
the
actu
al n
umbe
r to
perc
enta
ge.
The
5 ye
ar s
trate
gic
targ
et is
am
ende
d to
read
10
0%
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e Hu
man
Res
ourc
es S
uppo
rt Se
rvic
es) a
nd A
nnex
ures
A a
nd C
to th
e DO
D AP
P fo
r 201
6
31An
nexu
re A
to th
e DO
D SP
201
5-20
20
P3_0
3: To
tal n
umbe
r of D
efen
ce
Atta
ché
Offic
esP3
_03:
Tota
l num
ber o
f Def
ence
At
tach
é Of
fices
The
5 ye
ar s
trate
gic
targ
et is
am
ende
d to
read
46
Durin
g th
e DO
D Pe
rform
ance
Info
rmat
ion
Wor
ksho
p (2
to
4 Se
ptem
ber 2
015)
dec
isio
n to
am
end
the
Perfo
rman
ce
Indi
cato
r tar
get a
nd 5
yea
r stra
tegi
c ta
rget
as
the
num
ber o
f M
ilita
ry A
ttach
és in
crea
sed
from
45
in F
Y201
5/16
to 4
6 in
FY
2016
/17
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e De
fenc
e Fo
reig
n Re
latio
ns)
and
Anne
xure
s A
and
C to
the
DOD
APP
for
2016
Last and Final APP 2016.indd 167 2016-02-23 07:03:12 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR168
Ser
No.
Loca
tion
of
Amen
dmen
t/s
Perf
orm
ance
Indi
cato
r as
Refle
cted
in th
e
DOD
SP 2
015
to 2
020
Amen
dmen
t as
Re
flect
ed in
the
DO
D AP
P fo
r 201
6Re
mar
ksLo
catio
n of
Am
endm
ent/s
32An
nexu
re A
to th
e DO
D SP
201
5-20
20
D4_0
6: P
erce
ntag
e of
cas
es o
f Co
rrupt
ion
and
Frau
d in
vest
igat
edTh
e 5
year
stra
tegi
c ta
rget
read
s 10
0%(B
asel
ine
targ
et o
f 80
case
s pe
r an
num
)
D4_0
6: P
erce
ntag
e of
cas
es
of C
orru
ptio
n an
d Fr
aud
inve
stig
ated
The
5 ye
ar s
trate
gic
targ
et is
am
ende
d to
read
100
%
Durin
g th
e DO
D Pe
rform
ance
Info
rmat
ion
Wor
ksho
p (2
to
4 S
epte
mbe
r 201
5) d
ecis
ion
to a
men
d th
e 5
year
st
rate
gic
targ
et t
o ex
clud
e th
e nu
mbe
r of a
ctua
l cas
es a
s th
e re
duct
ion
of th
e bu
dget
allo
catio
n to
the
Mili
tary
Pol
ice
Capa
bilit
y wi
ll ha
ve a
n im
pact
on
the
tota
l of c
ases
bei
ng
inve
stig
ated
per
yea
r
Unde
r the
Gen
eral
Sup
port
Prog
ram
me
(Sub
prog
ram
me
Mili
tary
Pol
ice
Capa
bilit
y)
and
Anne
xure
s A
and
C to
the
DOD
APP
for
2016
33An
nexu
re A
to th
e DO
D SP
201
5-20
20
P1_2
5: D
OD E
thic
s M
anag
emen
t st
atus
D3_0
1B:
Perc
enta
ge a
dher
ence
to
DOD
gov
erna
nce
prom
ulga
tion
sche
dule
(DOD
Eth
ics
Man
agem
ent s
tatu
s)
Durin
g th
e DO
D Pe
rform
ance
Info
rmat
ion
Wor
ksho
p (2
to
4 Se
ptem
ber 2
015)
dec
isio
n to
am
end
the
Perfo
rman
ce
Indi
cato
r num
ber t
o ad
dres
s so
und
dire
ctio
n to
the
DOD
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e Hu
man
Res
ourc
es S
uppo
rt Se
rvic
es) a
nd A
nnex
ures
A a
nd C
to th
e DO
D AP
P fo
r 201
6
34An
nexu
re A
to th
e DO
D SP
201
5-20
20
P1_1
4: D
OD E
nter
pris
e Ri
sk
Man
agem
ent m
atur
ity le
vel,
achi
eved
The
5 ye
ar s
trate
gic
targ
et re
ad
Leve
l 6
D3_0
6: D
OD E
nter
pris
e Ri
sk
Man
agem
ent m
atur
ity le
vel
achi
eved
Th
e 5
year
stra
tegi
c ta
rget
is
amen
ded
to re
ad 7
3.33
% (L
evel
4)
Durin
g th
e DO
D Pe
rform
ance
Info
rmat
ion
Wor
ksho
p (2
to
4 Se
ptem
ber 2
015)
dec
isio
n to
am
end
the
5 ye
ar s
trate
gic
targ
et to
read
Lev
el 4
bas
ed o
n th
e ac
tual
ach
ieve
men
ts
durin
g FY
2014
/15,
as
refle
cted
in th
e DO
D An
nual
Rep
ort
for F
Y201
4/15
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e Po
licy
and
Plan
ning
) and
An
nexu
res
A an
d C
to th
e DO
D AP
P fo
r 201
6
35An
nexu
re A
to th
e DO
D SP
201
5-20
20
P1_1
9: D
OD M
anag
emen
t Pe
rform
ance
Ass
essm
ent T
ool,
asse
ssm
ent l
evel
The
5 ye
ar s
trate
gic
targ
et re
ad
Leve
l 3
D4_1
0 :
DOD
Man
agem
ent
Perfo
rman
ce A
sses
smen
t Too
l, as
sess
men
t lev
el a
chie
ved
Th
e 5
year
stra
tegi
c ta
rget
to re
ad
69.5
% (L
evel
2.6
)
Durin
g th
e DO
D Pe
rform
ance
Info
rmat
ion
Wor
ksho
p (2
to
4 Se
ptem
ber 2
015)
dec
isio
n to
am
end
the
5 ye
ar s
trate
gic
targ
et to
read
Lev
el 2
.6 b
ased
on
the
actu
al a
chie
vem
ents
du
ring
FY20
14/1
5, a
s re
flect
ed in
the
DOD
Annu
al R
epor
t fo
r FY2
014/
15
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e Po
licy
and
Plan
ning
) and
An
nexu
res
A an
d C
to th
e DO
D AP
P fo
r 201
6
36An
nexu
re A
to th
e DO
D SP
201
5-20
20
R1_1
G: P
erce
ntag
e co
mpl
ianc
e wi
th S
ANDF
Bat
tle fi
tnes
s re
quire
men
tsTh
e 5
year
stra
tegi
c ta
rget
read
10
0%
The
5 ye
ar s
trate
gic
targ
et is
am
ende
d to
read
Info
rmat
ion
clas
sifie
d
Durin
g th
e DO
D Pe
rform
ance
Info
rmat
ion
Wor
ksho
p (2
to
4 Se
ptem
ber 2
015)
dec
isio
n to
am
end
the
5 ye
ar s
trate
gic
targ
et fr
om 1
00%
to “
Info
rmat
ion
clas
sifie
d” a
s th
is is
no
t for
pub
lic c
onsu
mpt
ion
but t
he a
ctua
l tar
gets
will
be
avai
labl
e to
sta
tuto
ry e
ntiti
es fo
r aud
it pu
rpos
es
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e Hu
man
Res
ourc
es S
uppo
rt Se
rvic
es) a
nd A
nnex
ures
A a
nd C
to th
e DO
D AP
P fo
r 201
6
37An
nexu
re A
to th
e DO
D SP
201
5-20
20
R2_1
1: P
erce
ntag
e pr
ocur
emen
t re
ques
ts fu
lly c
ompl
eted
with
in 9
0 da
ysTh
e 5
year
stra
tegi
c ta
rget
read
10
0%
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
nTh
e 5
year
stra
tegi
c ta
rget
is
amen
ded
to re
ad 9
6%
Durin
g th
e DO
D Pe
rform
ance
Info
rmat
ion
Wor
ksho
p (2
to
4 Se
ptem
ber 2
015)
dec
isio
n to
am
end
the
5 ye
ar s
trate
gic
targ
et fr
om 1
00%
to 9
6% b
ased
on
actu
al a
chie
vem
ents
Unde
r the
the
Gene
ral S
uppo
rt Pr
ogra
mm
e (S
ubpr
ogra
mm
e Jo
int L
ogis
tic S
ervi
ces)
and
An
nexu
res
A an
d C
to th
e DO
D AP
P fo
r 201
6
AmendmentstothePerformanceIndicatorsthatarereflectedintheDepartmentofDefenceStrategicPlanforthe2015to2020
Last and Final APP 2016.indd 168 2016-02-23 07:03:12 PM
169DOD ANNUAL PERFORMANCE PLAN FOR 2016
Ser
No.
Loca
tion
of
Amen
dmen
t/s
Perf
orm
ance
Indi
cato
r as
Refle
cted
in th
e
DOD
SP 2
015
to 2
020
Amen
dmen
t as
Re
flect
ed in
the
DO
D AP
P fo
r 201
6Re
mar
ksLo
catio
n of
Am
endm
ent/s
38An
nexu
re A
to th
e DO
D SP
201
5-20
20
D4_0
1: N
umbe
r of A
udit
Find
ings
D4
_01:
Num
ber o
f Aud
it Qu
alifi
catio
nsDu
ring
the
DOD
Perfo
rman
ce In
form
atio
n W
orks
hop
(2 to
4
Sept
embe
r 201
5) d
ecis
ion
to a
men
d Pe
rform
ance
Indi
cato
r to
read
“Nu
mbe
r of A
udit
Qual
ifica
tions
” w
hich
will
incl
ude
all f
indi
ngs
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e Fi
nanc
ial S
ervi
ces)
and
An
nexu
res
A an
d C
to th
e DO
D AP
P fo
r 201
6
39An
nexu
re A
to th
e DO
D SP
201
5-20
20
D1_0
1A:
Perc
enta
ge c
ompl
ianc
e wi
th fo
rce
leve
ls fo
r exte
rnal
op
erat
ions
The
resp
onsi
bilit
y ow
ner i
s on
ly
C SA
NDF
(For
ce E
mpl
oym
ent)
Durin
g th
e de
velo
pmen
t of t
he D
OD A
PP fo
r 201
6 th
e re
spon
sibi
lity
owne
r was
am
ende
d to
refle
ct o
nly
Forc
e Em
ploy
men
t
Unde
r the
For
ce E
mpl
oym
ent P
rogr
amm
e an
d An
nexu
res
A an
d C
to th
e DO
D AP
P fo
r 20
16
40An
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: N
umbe
r of f
orce
em
ploy
men
t hou
rs fl
own
per y
ear
The
5 ye
ar s
trate
gic
targ
et is
am
ende
d to
read
100
% (2
6 50
0)
Durin
g th
e de
velo
pmen
t of t
he D
OD A
PP fo
r 201
6 an
d fin
al
depa
rtmen
tal b
udge
t allo
catio
n, re
quire
d th
e am
endm
ent
of th
e 5
year
stra
tegi
c ta
rget
from
100
% (3
2 00
0) to
100
%
(26
500)
Unde
r the
Air
Defe
nce
Prog
ram
me
and
Anne
xure
s A
and
C to
the
DOD
APP
for 2
016
41An
nexu
re A
to th
e DO
D SP
201
5-20
20
D_2.
1 S
trate
gic
Outp
ut:
Perc
enta
ge c
ompl
ianc
e wi
th J
oint
Fo
rce
Empl
oym
ent R
equi
rem
ents
(in
clud
ing
the
Sout
h Af
rican
De
velo
pmen
t Com
mun
ity s
tand
by
forc
e pl
edge
)
The
Stra
tegi
c Ou
tput
was
am
ende
d to
read
“D_
2.1
St
rate
gic
Outp
ut:
Perc
enta
ge
com
plia
nce
with
Joi
nt F
orce
Em
ploy
men
t Req
uire
men
ts
(incl
udin
g th
e So
uthe
rn A
frica
n De
velo
pmen
t Com
mun
ity
Stan
dby
Forc
e Pl
edge
)”
Durin
g th
e de
velo
pmen
t of t
he D
OD A
PP fo
r 201
6 th
e ph
rasi
ng “
Sout
hern
Afri
can
Deve
lopm
ent C
omm
unity
St
andb
y Fo
rce
Pled
ge”
was
corre
cted
Unde
r the
For
ce E
mpl
oym
ent P
rogr
amm
e an
d An
nexu
res
A an
d C
to th
e DO
D AP
P fo
r 20
16
42An
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 p
rom
ulga
tion
sche
dule
D_3.
1 S
trate
gic
Outp
ut:
Perc
enta
ge a
dher
ence
to D
OD
gove
rnan
ce p
rom
ulga
tion
sche
dule
.Th
e 5
year
stra
tegi
c ta
rget
is
amen
ded
to re
ad 9
3.33
%
Durin
g th
e de
velo
pmen
t of t
he D
OD A
PP fo
r 201
6 re
quire
d th
e am
endm
ent o
f the
5 y
ear s
trate
gic
targ
et fr
om 1
00%
to
93.3
3% b
ased
on
actu
al a
chie
vem
ents
Anne
xure
s A
and
C to
the
DOD
APP
for 2
016
43An
nexu
re A
to th
e DO
D SP
201
5-20
20
D_4.
1 S
trate
gic
Outc
ome:
Pe
rcen
tage
Def
ence
com
plia
nce
with
Reg
ulat
ory
Fram
ewor
k
D_4.
1 S
trate
gic
Outc
ome:
Pe
rcen
tage
Def
ence
com
plia
nce
with
Reg
ulat
ory
Fram
ewor
k.
The
5 ye
ar s
trate
gic
targ
et is
am
ende
d to
read
86.
12%
Durin
g th
e de
velo
pmen
t of t
he D
OD A
PP fo
r 201
6 re
quire
d th
e am
endm
ent o
f the
5 y
ear s
trate
gic
targ
et f
rom
100
% t
o 86
.12%
bas
ed o
n ac
tual
ach
ieve
men
ts
Anne
xure
s A
and
C to
the
DOD
APP
for 2
016
Last and Final APP 2016.indd 169 2016-02-23 07:03:13 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR170
Ser
No.
Loca
tion
of
Amen
dmen
t/s
Perf
orm
ance
Indi
cato
r as
Refle
cted
in th
e
DOD
SP 2
015
to 2
020
Amen
dmen
t as
Re
flect
ed in
the
DO
D AP
P fo
r 201
6Re
mar
ksLo
catio
n of
Am
endm
ent/s
44An
nexu
re A
to th
e DO
D SP
201
5-20
20
P_1.
1 S
trate
gic
Outp
ut:
Perc
enta
ge D
efen
ce a
dmin
istra
tion
com
plia
nce
inde
x
P_1.
1 S
trate
gic
Outp
ut:
Perc
enta
ge D
efen
ce
adm
inis
tratio
n co
mpl
ianc
e in
dex.
The
5 ye
ar s
trate
gic
targ
et is
am
ende
d fro
m 7
0% to
read
72
.5%
Durin
g th
e de
velo
pmen
t of t
he D
OD A
PP fo
r 201
6 re
quire
d th
e am
endm
ent o
f the
5 y
ear s
trate
gic
targ
et f
rom
70%
to
read
72.
5% b
ased
on
actu
al a
chie
vem
ents
Anne
xure
s A
and
C to
the
DOD
APP
for 2
016
45An
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
rcis
es
cond
ucte
d pe
r yea
rTh
e 5
year
stra
tegi
c ta
rget
read
s 21
P3_0
2: N
umbe
r of j
oint
, in
terd
epar
tmen
tal,
inte
rage
ncy
and
mul
tinat
iona
l mili
tary
ex
erci
ses
cond
ucte
d pe
r yea
rTh
e 5
year
stra
tegi
c ta
rget
to
read
18
Refin
emen
t of t
he M
TSF
(201
4 –
2019
) by
Pres
iden
cy
(DPM
E) 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/int
eran
gecy
exe
rcis
es
Unde
r the
For
ce E
mpl
oym
ent P
rogr
amm
e an
d An
nexu
res
A an
d C
to th
e DO
D AP
P fo
r 20
16
46An
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
ysR1
_1C:
Num
ber o
f res
erve
forc
e pe
rson
days
The
5 ye
ar s
trate
gic
targ
et
is a
men
ded
from
100
%
(12
162
435)
to re
ad 1
00%
(1
3 26
6 33
5)
Durin
g th
e de
velo
pmen
t of t
he D
OD A
PP fo
r 201
6 re
quire
d th
e am
endm
ent o
f the
5 y
ear s
trate
gic
targ
et f
rom
100
%
(12
162
435)
to re
ad 1
00%
(13
266
335)
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e Hu
man
Res
ourc
es S
uppo
rt Se
rvic
es) a
nd A
nnex
ures
A a
nd C
to th
e DO
D AP
P fo
r 201
6
47An
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
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
rTh
e 5
year
stra
tegi
c ta
rget
is
amen
ded
from
19
635
to 1
9 75
9
Durin
g th
e de
velo
pmen
t of t
he D
OD A
PP fo
r 201
6 re
quire
d th
e am
endm
ent o
f the
5 y
ear s
trate
gic
targ
et f
rom
19
635
to 1
9 75
9
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e Hu
man
Res
ourc
es S
uppo
rt Se
rvic
es) a
nd A
nnex
ures
A a
nd C
to th
e DO
D AP
P fo
r 201
6
48An
nexu
re A
to th
e DO
D SP
201
5-20
20
R_2.
1 S
trate
gic
Outp
ut:
Defe
nce
infra
stru
ctur
e re
vita
lisat
ion
stat
usR_
2.1
Stra
tegi
c Ou
tput
: De
fenc
e in
frast
ruct
ure
revi
talis
atio
n st
atus
The
5 ye
ar s
trate
gic
targ
et is
am
ende
d fro
m 9
2.2%
to 9
5%
Durin
g th
e de
velo
pmen
t of t
he D
OD A
PP fo
r 201
6 re
quire
d th
e am
endm
ent o
f the
5 y
ear s
trate
gic
targ
et fr
om 9
2.2%
to
95%
Anne
xure
s A
and
C to
the
DOD
APP
for 2
016
49An
nexu
re A
to th
e DO
D SP
201
5-20
20
R_2.
3 S
trate
gic
Outp
ut: P
erce
ntag
e Lo
gist
ics
com
plia
nce
stat
usR_
2.3
Stra
tegi
c Ou
tput
: Pe
rcen
tage
Log
istic
s co
mpl
ianc
e st
atus
The
5 ye
ar s
trate
gic
targ
et is
am
ende
d fro
m 1
00%
to 9
9.2%
Durin
g th
e de
velo
pmen
t of t
he D
OD A
PP fo
r 201
6 re
quire
d th
e am
endm
ent o
f the
5 y
ear s
trate
gic
targ
et f
rom
100
% to
92
.2%
Anne
xure
s A
and
C to
the
DOD
APP
for 2
016
AmendmentstothePerformanceIndicatorsthatarereflectedintheDepartmentofDefenceStrategicPlanforthe2015to2020
Last and Final APP 2016.indd 170 2016-02-23 07:03:13 PM
171DOD ANNUAL PERFORMANCE PLAN FOR 2016
Ser
No.
Loca
tion
of
Amen
dmen
t/s
Perf
orm
ance
Indi
cato
r as
Refle
cted
in th
e
DOD
SP 2
015
to 2
020
Amen
dmen
t as
Re
flect
ed in
the
DO
D AP
P fo
r 201
6Re
mar
ksLo
catio
n of
Am
endm
ent/s
50An
nexu
re A
to th
e DO
D SP
201
5-20
20
P2_1
2: N
umbe
r of v
ettin
g de
cisi
ons
take
n in
acc
orda
nce
with
re
quire
men
ts
P2_1
2: N
umbe
r of v
ettin
g de
cisi
ons
take
n in
acc
orda
nce
with
requ
irem
ents
The
5 ye
ar s
trate
gic
targ
et is
am
ende
d fro
m 2
5 00
0 to
33
500
Durin
g th
e de
velo
pmen
t of t
he D
OD A
PP fo
r 201
6 re
quire
d th
e am
endm
ent o
f the
5 y
ear s
trate
gic
targ
et f
rom
25
000
to 3
3 50
0
Unde
r the
Def
ence
Inte
llige
nce
Prog
ram
me
an
d An
nexu
res
A an
d C
to th
e DO
D AP
P fo
r 20
16
51An
nexu
re A
to th
e DO
D SP
201
5-20
20
P1_0
1: P
roje
cted
num
ber o
f de
liber
ate
crim
e pr
even
tion
oper
atio
ns
P1_0
1: P
roje
cted
num
ber o
f de
liber
ate
crim
e pr
even
tion
oper
atio
nsTh
e 5
year
stra
tegi
c ta
rget
is
amen
ded
from
1 2
40 to
744
Durin
g th
e de
velo
pmen
t of t
he D
OD A
PP fo
r 201
6 re
quire
d th
e am
endm
ent o
f the
5 y
ear s
trate
gic
targ
et f
rom
1 2
40 to
74
4 du
e to
the
budg
et re
duct
ion
of th
e bu
dget
allo
catio
n to
th
e M
ilita
ry P
olic
e Ca
pabi
lity
Unde
r the
Gen
eral
Sup
port
Prog
ram
me
(Sub
prog
ram
me
Mili
tary
Pol
ice
Capa
bilit
y)
and
Anne
xure
s A
and
C to
the
DOD
APP
for
2016
52An
nexu
re A
to th
e DO
D SP
201
5-20
20
R1_1
A: P
erce
ntag
e co
mpl
ianc
e wi
th p
lann
ed s
taffi
ng o
f fun
ded
post
s
R1_1
A: P
erce
ntag
e co
mpl
ianc
e wi
th p
lann
ed s
taffi
ng o
f fun
ded
post
sTh
e 5
year
stra
tegi
c ta
rget
is
amen
ded
from
100
% (8
1 10
8) to
10
0% (8
0 39
0)
Durin
g th
e de
velo
pmen
t of t
he D
OD A
PP fo
r 201
6 re
quire
d th
e am
endm
ent o
f the
5 y
ear s
trate
gic
targ
et is
am
ende
d fro
m 1
00%
(81
108)
to 1
00%
(80
390)
due
to th
e bu
dget
re
duct
ion
of th
e bu
dget
allo
catio
n
Unde
r the
Adm
inis
tratio
n Pr
ogra
mm
e (S
ubpr
ogra
mm
e Hu
man
Res
ourc
es S
uppo
rt Se
rvic
es) a
nd A
nnex
ures
A a
nd C
to th
e DO
D AP
P fo
r 201
6
53An
nexu
re A
to th
e DO
D SP
201
5-20
20
P1_0
9: P
erce
ntag
e re
duct
ion
of
crim
inal
cas
es fi
nalis
ed
(bac
klog
)Th
e 5
year
stra
tegi
c ta
rget
read
20%
P1_2
6: P
erce
ntag
e cr
imin
al
case
s in
vest
igat
ed
(bac
klog
)Th
e 5
year
stra
tegi
c ta
rget
read
to
40%
Durin
g th
e DO
D Pe
rform
ance
Info
rmat
ion
Wor
ksho
p (2
to 4
Se
ptem
ber 2
015)
dec
isio
n to
form
ulat
e ne
w pe
rform
ance
in
dica
tors
bec
ause
the
Mili
tary
Pol
ice
does
not
hav
e co
ntro
l ov
er th
e fin
alis
atio
n of
crim
inal
cas
es.
Ther
efor
e it
is a
lso
requ
ired
to a
men
d th
e 5
year
stra
tegi
c ta
rget
from
20%
to
40%
bas
ed o
n th
e am
ende
d Pe
rform
ance
Indi
cato
r nam
e
Unde
r the
Gen
eral
Sup
port
Prog
ram
me
(Sub
prog
ram
me
Mili
tary
Pol
ice
Capa
bilit
y)
and
Anne
xure
s A
and
C to
the
DOD
APP
for
2016
54An
nexu
re A
to th
e DO
D SP
201
5-20
20
P1_2
0: P
erce
ntag
e cr
imin
al c
ases
fin
alis
ed
(in-y
ear)
The
5 ye
ar s
trate
gic
targ
et re
ad 1
0%
P1_2
7: P
erce
ntag
e cr
imin
al
case
s in
vest
igat
ed
(in-y
ear)
The
5 ye
ar s
trate
gic
targ
et to
read
50
%
Durin
g th
e DO
D Pe
rform
ance
Info
rmat
ion
Wor
ksho
p (2
to 4
Se
ptem
ber 2
015)
dec
isio
n to
form
ulat
e ne
w pe
rform
ance
in
dica
tors
bec
ause
the
Mili
tary
Pol
ice
does
not
hav
e co
ntro
l ov
er th
e fin
alis
atio
n of
crim
inal
cas
es.
Ther
efor
e it
is a
lso
requ
ired
to a
men
d th
e 5
year
stra
tegi
c ta
rget
from
10%
to
50%
bas
ed o
n th
e am
ende
d Pe
rform
ance
Indi
cato
r nam
e
Unde
r the
Gen
eral
Sup
port
Prog
ram
me
(Sub
prog
ram
me
Mili
tary
Pol
ice
Capa
bilit
y)
and
Anne
xure
s A
and
C to
the
DOD
APP
for
2016
55An
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
of c
rimin
al
case
sTh
e 5
year
stra
tegi
c ta
rget
rea
d 15
%
P_1.
3 S
trate
gic
Outp
ut:
Perc
enta
ge re
duct
ion
of c
rimin
al
case
sTh
e 5
year
stra
tegi
c ta
rget
to re
ad
45%
Durin
g th
e DO
D Pe
rform
ance
Info
rmat
ion
Wor
ksho
p (2
to 4
Se
ptem
ber 2
015)
dec
isio
n to
form
ulat
e ne
w pe
rform
ance
in
dica
tors
bec
ause
the
Mili
tary
Pol
ice
does
not
hav
e co
ntro
l ov
er th
e fin
alis
atio
n of
crim
inal
cas
es.
Ther
efor
e it
is a
lso
requ
ired
to a
men
d th
e 5
year
stra
tegi
c ta
rget
from
15%
to
45%
bas
ed o
n th
e am
ende
d Pe
rform
ance
Indi
cato
r nam
es
Unde
r the
Gen
eral
Sup
port
Prog
ram
me
(Sub
prog
ram
me
Mili
tary
Pol
ice
Capa
bilit
y)
and
Anne
xure
s A
to th
e DO
D AP
P fo
r 201
6
Last and Final APP 2016.indd 171 2016-02-23 07:03:13 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR172
Ser
No.
Loca
tion
of
Amen
dmen
t/s
Perf
orm
ance
Indi
cato
r as
Refle
cted
in th
e
DOD
SP 2
015
to 2
020
Amen
dmen
t as
Re
flect
ed in
the
DO
D AP
P fo
r 201
6Re
mar
ksLo
catio
n of
Am
endm
ent/s
56Up
date
d Si
tuat
ion
Anal
ysis
to th
e DO
D SP
201
5-
2020
None
The
DOD
2016
Situ
atio
n An
alys
is
was
upda
ted
to a
ccom
mod
ate
all
exte
rnal
and
inte
rnal
fact
ors
that
af
fect
ed th
e DO
D to
exe
cute
its
man
date
None
DOD
Annu
al P
erfo
rman
ce P
lan
for 2
016
57DO
D SP
201
5-20
20No
neIn
a M
OD&
MV
lette
r dat
ed 2
3 Se
ptem
ber 2
015
the
MOD
&M
V di
rect
ed th
at th
e SA
Def
ence
Re
view
201
4 wi
ll be
rena
med
to
SA D
efen
ce R
evie
w 20
15
The
DOD
APP
for 2
016
will
ther
efor
e re
fer t
o th
e SA
Def
ence
Re
view
201
5DO
D An
nual
Per
form
ance
Pla
n fo
r 201
6
58An
nexu
re A
to th
e DO
D SP
201
5-20
20
D3_0
1A:
SA D
efen
ce R
evie
w 20
14
Impl
emen
tatio
n Pl
an S
tatu
sIn
a M
OD&
MV
lette
r dat
ed 2
3 Se
ptem
ber 2
015
the
MOD
&M
V di
rect
ed th
at th
e SA
Def
ence
Re
view
201
4 wi
ll be
rena
med
to
SA D
efen
ce R
evie
w 20
15D3
_01B
: SA
Defe
nce
Revi
ew
2015
Impl
emen
tatio
n Pl
an S
tatu
s to
read
SA
Defe
nce
Revi
ew 2
015
Impl
emen
tatio
n Pl
an S
tatu
s
The
DOD
APP
for 2
016
will
ther
efor
e re
fer t
o th
e SA
Def
ence
Re
view
201
5Un
der t
he A
dmin
istra
tion
Prog
ram
me
(Sub
prog
ram
me
Defe
nce
Dire
ctio
n) a
nd
Anne
xure
s A
and
C to
the
DOD
APP
for 2
016
59No
neNo
neAn
nexu
re C
: DOD
Stra
tegi
c In
dict
or D
escr
iptio
n Ta
ble
was
adde
d to
add
ress
all
depa
rtmen
tal S
trate
gic
(5 y
ear)
Targ
ets
This
is a
new
requ
irem
ent b
y Pr
esid
ency
(Dep
artm
ent
Plan
ning
, Mon
itorin
g an
d Ev
alua
tion)
An
nexu
re C
to th
e DO
D AP
P fo
r 201
6
6020
15 S
ituat
iona
l An
alys
is (P
age
7 of
the
DOD
SP fo
r 20
15 to
202
0)
2016
Situ
atio
nal A
naly
sis
was
upda
ted
The
2016
DOD
Situ
atio
nal
Anal
ysis
was
upd
ated
to in
clud
e th
e Su
stai
nabl
e De
velo
pmen
t Go
als
(SDG
s)
As th
e SD
G is
an
addi
tiona
l Nat
iona
l Gov
ernm
ent
impe
rativ
e, th
e in
clus
ion
of th
e SD
G go
als
appl
icab
le to
the
DOD
will
dire
ct th
e de
partm
enta
l act
ion
when
and
whe
re
requ
ired
DOD
APP
for 2
016
AmendmentstothePerformanceIndicatorsthatarereflectedintheDepartmentofDefenceStrategicPlanforthe2015to2020
Last and Final APP 2016.indd 172 2016-02-23 07:03:13 PM
173DOD ANNUAL PERFORMANCE PLAN FOR 2016
AN
NEX
URE
C D
OD
STR
ATEG
IC IN
DIC
ATO
R D
ESCR
IPTI
ON
TA
BLE76
Tab
le 1
: 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
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)
Wei
ghtin
gCo
nsol
idat
ed
Targ
et
Outp
ut (O
bjec
tive)
D1:
Con
duct
ord
ered
Def
ence
com
mitm
ents
in a
ccor
danc
e w
ith g
over
nmen
t pol
icy
and
stra
tegy
.
Stra
tegi
c Ou
tput
Des
crip
tion.
Thi
s DO
D Ou
tput
Del
iver
able
is to
con
duct
ord
ered
Def
ence
com
mitm
ents
in a
ccor
danc
e wi
th g
over
nmen
t pol
icy
and
stra
tegy
. Th
e st
rate
gic
outp
ut c
onsi
sts
of th
e fo
llowi
ng
Perfo
rman
ce In
dica
tors
that
can
be
mea
sure
d, n
amel
y:
Sub-
outp
ut D
_1.1
: Pe
rcen
tage
Def
ence
com
mitm
ents
acc
ompl
ishe
d (p
er a
nnum
or o
ver 5
yea
r per
iod)
. Th
e 5
year
stra
tegi
c ta
rget
for p
erce
ntag
e De
fenc
e co
mm
itmen
ts a
ccom
plis
hed
is e
stim
ated
at
100%
. Th
e co
ntrib
utin
g Pe
rform
ance
Indi
cato
rs a
re:
•Th
e co
mpl
ianc
e wi
th fo
rce
leve
ls fo
r exte
rnal
ope
ratio
ns.
The
5 ye
ar s
trate
gic
targ
et is
to c
ompl
y wi
th th
e DO
D op
erat
iona
l com
mitm
ents
.
•Th
e fo
rce
empl
oym
ent h
ours
flow
n pe
r yea
r con
tribu
tes
to D
efen
ce c
omm
itmen
ts.
The
5 ye
ar s
trate
gic
targ
et is
to a
chie
ve a
ll (1
00%
) of t
he p
lann
ed fl
ying
hou
rs (2
6 50
0).
•Th
e ho
urs
at s
ea p
er y
ear c
ontri
bute
s to
Def
ence
com
mitm
ents
. Th
e 5
year
stra
tegi
c ta
rget
is to
ach
ieve
all
(100
%) t
o th
e pl
anne
d ho
urs
at s
ea (6
0 00
0).
•Th
e co
mpl
ianc
e wi
th o
rder
ed c
omm
itmen
ts a
re fo
cusi
ng o
n in
tern
al (w
ithin
the
bord
ers
of S
outh
Afri
ca) D
OD c
omm
itmen
ts.
The
5 ye
ar s
trate
gic
targ
et is
to c
ompl
y 10
0% w
ith th
e DO
D or
dere
d co
mm
itmen
ts.
D_1.
1: P
erce
ntag
e De
fenc
e co
mm
itmen
ts
acco
mpl
ishe
d
(per
ann
um o
r ove
r 5
year
term
)
D1_0
1A:
Perc
enta
ge c
ompl
ianc
e wi
th fo
rce
leve
ls fo
r 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
-In
form
atio
n cl
assi
fied
D1_0
5: N
umbe
r of f
orce
em
ploy
men
t hou
rs fl
own
per y
ear
6 50
05
000
5 00
05
000
5 00
0
Actu
al fl
ying
hou
rs/
Plan
ned
flyin
g ho
urs
Cum
ulat
ive
100%
(26
500)
0.33
100%
D1_0
6: N
umbe
r of h
ours
at s
ea
per y
ear
12 0
0012
000
12 0
0012
000
1200
0Ac
tual
hou
rs a
t sea
/ Pl
anne
d ho
urs
at s
eaCu
mul
ativ
e
100%
(6
0 00
0)0.
33
76. P
erfor
manc
e Ind
icator
targ
ets th
at re
fer to
“Info
rmati
on cl
assifi
ed” w
ere n
ot inc
luded
in th
e meth
od of
calcu
lation
s. C
lassifi
ed in
forma
tion r
efers
to “C
lassifi
ed in
forma
tion t
hat h
as no
t bee
n pub
lishe
d for
the c
onsu
mptio
n of th
e pub
lic bu
t man
-ag
ed th
roug
h the
appr
opria
te ma
ndate
d inte
rnal
and e
xtern
al ov
ersig
ht ins
titutio
ns. H
owev
er, pr
ojecti
ons a
nd su
bseq
uent
repo
rts w
ill be
avail
able
for au
dit pu
rpos
es.”
Last and Final APP 2016.indd 173 2016-02-23 07:03:13 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR174
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
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)
Wei
ghtin
gCo
nsol
idat
ed
Targ
et
D_1.
1: P
erce
ntag
e De
fenc
e co
mm
itmen
ts
acco
mpl
ishe
d
(per
ann
um o
r ove
r 5
year
term
)
D1_1
0: P
erce
ntag
e co
mpl
ianc
e wi
th n
umbe
r of o
rder
ed
com
mitm
ents
100%
100%
100%
100%
100%
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
brac
kets
)
100%
0.33
100%
Sub-
outp
ut D
_1.2
: Pe
rcen
tage
Def
ence
com
mitm
ents
sup
port
com
plia
nce.
Thi
s DO
D st
rate
gic
outp
ut is
to s
uppo
rt th
e De
fenc
e co
mm
itmen
ts. T
he s
trate
gic
outp
ut c
onsi
sts
of tw
o Pe
rform
ance
Indi
cato
rs,
nam
ely:
•Co
mpl
ianc
e wi
th S
ervi
ceab
ility
of M
ain
Equi
pmen
t for
Exte
rnal
Ope
ratio
ns.
The
Perfo
rman
ce In
dica
tor T
arge
t rel
ated
to c
ompl
ianc
e wi
th s
ervi
ceab
ility
of m
ain
equi
pmen
t for
exte
rnal
ope
ratio
ns, i
s cl
assi
fied
and
is th
eref
ore
not i
nclu
ded
in th
e ca
lcul
atio
n of
the
Stra
tegi
c Ou
tput
targ
et/re
sult.
•De
fenc
e Co
mm
itmen
ts S
uppo
rt Co
mpl
ianc
e. D
efen
ce c
omm
itmen
ts s
uppo
rt co
mpl
ianc
e en
tails
the
com
plia
nce
with
ser
vice
abili
ty o
f mai
n eq
uipm
ent f
or e
xtern
al o
pera
tions
as
well
as th
e co
mpl
ianc
e wi
th
self-
sust
ainm
ent o
f per
sonn
el o
n de
ploy
men
t. T
he 5
yea
r stra
tegi
c ta
rget
is to
ach
ieve
100
% c
ompl
ianc
e wi
th s
elf-s
usta
inm
ent o
f per
sonn
el.
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 c
ompl
ianc
e wi
th s
ervi
ceab
ility
of m
ain
equi
pmen
t for
exte
rnal
ope
ratio
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
-In
form
atio
n cl
assi
fied
D1_0
1D: P
erce
ntag
e co
mpl
ianc
e wi
th s
elf-s
usta
inm
ent o
f per
sonn
elIn
form
atio
n cl
assi
fied
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
d-
Sub-
outp
ut D
_1.3
: Pe
rcen
tage
bor
der s
afeg
uard
ing
com
mitm
ents
sta
tus.
Thi
s DO
D Ou
tput
Del
iver
able
is to
con
duct
bor
der s
afeg
uard
ing
com
mitm
ents
. Th
e Ou
tput
Del
iver
able
ent
ails
the
DOD
resp
onsi
bilit
y to
pro
vide
land
ward
sub
-uni
ts d
eplo
yed
on b
orde
r saf
egua
rdin
g pe
r yea
r. Th
e 5
year
stra
tegi
c ta
rget
is to
ach
ieve
100
% c
ompl
ianc
e to
dep
loy
a to
tal o
f 15
land
ward
sub
-uni
ts (1
5 pe
r yea
r).
D_1.
3: P
erce
ntag
e bo
rder
saf
egua
rdin
g co
mm
itmen
ts s
tatu
s
D1_0
2: N
umbe
r of l
andw
ard
sub-
units
dep
loye
d on
bor
der
safe
guar
ding
per
yea
r13
1515
1515
Num
ber o
f uni
ts
depl
oyed
div
ided
by
num
ber o
f uni
ts
plan
ned
Non-
cum
ulat
ive
100%
(15)
1.0
100%
Tab
le 1
: 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
(co
ntin
ued
)
Last and Final APP 2016.indd 174 2016-02-23 07:03:14 PM
175DOD ANNUAL PERFORMANCE PLAN FOR 2016
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
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)
Wei
ghtin
gCo
nsol
idat
ed
Targ
et
Outp
ut (O
bjec
tive)
D2:
Pro
vide
mis
sion
read
y De
fenc
e ca
pabi
litie
s.
Stra
tegi
c Ou
tput
Des
crip
tion.
Thi
s st
rate
gic
outp
ut a
ddre
sses
the
degr
ee to
whi
ch th
e SA
NDF
prov
ides
mis
sion
read
y ca
pabi
litie
s to
Joi
nt F
orce
Em
ploy
men
t and
the
Sout
hern
Afri
can
Deve
lopm
ent C
omm
unity
St
andb
y Fo
rce
Pled
ge.
The
5 ye
ar s
trate
gic
targ
et is
to a
chie
ve 1
00%
com
plia
nce
with
the
Sout
hern
Afri
can
Deve
lopm
ent C
omm
unity
Sta
ndby
For
ce P
ledg
e as
the
targ
et re
late
d to
the
SAND
F to
pro
vidi
ng m
issi
on
read
y ca
pabi
litie
s to
Joi
nt F
orce
Em
ploy
men
t is
clas
sifie
d.
Sub-
outp
ut D
_2.1
: Pe
rcen
tage
com
plia
nce
with
Joi
nt F
orce
Em
ploy
men
t Req
uire
men
ts (i
nclu
ding
the
Sout
hern
Afr
ican
Dev
elop
men
t Com
mun
ity S
tand
by F
orce
Ple
dge)
. Th
e co
ntrib
utin
g Pe
rform
ance
Indi
cato
rs a
re:
•Pe
rcen
tage
com
plia
nce
with
Joi
nt F
orce
Em
ploy
men
t Req
uire
men
ts a
s re
sour
ced.
•Pe
rcen
tage
com
plia
nce
with
the
Sout
hern
Afri
can
Deve
lopm
ent C
omm
unity
Sta
ndby
For
ce P
ledg
e.
D_2.
1: P
erce
ntag
e co
mpl
ianc
e wi
th J
oint
For
ce
Empl
oym
ent
Requ
irem
ents
(in
clud
ing
the
Sout
hern
Afri
can
Deve
lopm
ent
Com
mun
ity s
tand
by
Forc
e Pl
edge
)
D2_0
1: P
erce
ntag
e co
mpl
ianc
e wi
th J
oint
For
ce E
mpl
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
-In
form
atio
n cl
assi
fied
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 Com
mun
ity S
tand
by
Forc
e Pl
edge
100%
100%
100%
100%
100%
Non-
cum
ulat
ive
100%
1.0
100%
Last and Final APP 2016.indd 175 2016-02-23 07:03:14 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR176
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 Titl
e
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)
Wei
ghtin
gCo
nsol
idat
ed
Targ
et
Outp
ut (O
bjec
tive)
D3:
Pro
vide
sou
nd D
efen
ce d
irect
ion.
Stra
tegi
c Ou
tput
Des
crip
tion.
Thi
s st
rate
gic
DOD
Outp
ut d
eliv
erab
le a
ddre
sses
the
degr
ee to
whi
ch th
e DO
D ad
here
s to
the
gove
rnan
ce p
rom
ulga
tion
sche
dule
and
the
DOD
com
plie
s wi
th th
e su
bmis
sion
of D
OD
acco
unta
bilit
y do
cum
ents
set
by
high
er a
utho
rity,
as
well
as th
e DO
D Ri
sk M
anag
emen
t mat
urity
leve
l ach
ieve
d. T
he 5
yea
r stra
tegi
c ta
rget
is to
ach
ieve
100
% c
ompl
ianc
e wi
th th
e DO
D go
vern
ance
pro
mul
gatio
n sc
hedu
le a
nd R
isk
Man
agem
ent m
atur
ity L
evel
4 o
r 66.
67%
. Th
e co
nsol
idat
ed ta
rget
ther
efor
e is
93.
33%
.
Sub-
outp
ut D
_3.1
: Pe
rcen
tage
com
plia
nce
by th
e DO
D w
ith N
atio
nal g
over
nanc
e. T
he c
ontri
butin
g Pe
rform
ance
Indi
cato
rs a
re:
•Pe
rcen
tage
adh
eren
ce to
DOD
gov
erna
nce
prom
ulga
tion
sche
dule
(Pol
icy)
.
•Pe
rcen
tage
adh
eren
ce to
DOD
gov
erna
nce
prom
ulga
tion
sche
dule
(Stra
tegy
).
•Pe
rcen
tage
com
plia
nce
with
sub
mis
sion
dat
es o
f DOD
acc
ount
abili
ty d
ocum
ents
. Th
e 5
year
stra
tegi
c ta
rget
for c
ompl
ianc
e wi
th s
ubm
issi
on d
ates
of D
OD a
ccou
ntab
ility
doc
umen
ts is
100
%. N
o de
viat
ion
can
be to
lera
ted;
ther
efor
e, th
e ta
rget
is n
ot n
egot
iabl
e.
•DO
D En
terp
rise
Risk
Man
agem
ent m
atur
ity le
vel a
chie
ved.
D_3.
1: P
erce
ntag
e co
mpl
ianc
e by
the
DOD
with
Nat
iona
l go
vern
ance
D3_0
1A:
Perc
enta
ge a
dher
ence
to
DOD
gov
erna
nce
prom
ulga
tion
sche
dule
(Pol
icy)
100%
100%
100%
100%
100%
Non-
cum
ulat
ive
100%
0.25
93.3
3%
D3_0
1B: P
erce
ntag
e ad
here
nce
to D
OD g
over
nanc
e pr
omul
gatio
n sc
hedu
le (S
trate
gy)
10
0%10
0%10
0%10
0%10
0%No
n-cu
mul
ativ
e10
0%0.
25
D3_0
5: P
erce
ntag
e co
mpl
ianc
e wi
th s
ubm
issi
on d
ates
of D
OD
acco
unta
bilit
y do
cum
ents
100%
100%
100%
100%
100%
Non-
cum
ulat
ive
100%
0.25
D3_0
6: D
OD E
nter
pris
e Ri
sk
Man
agem
ent m
atur
ity le
vel
achi
eved
Leve
l 6Le
vel 4
Leve
l 4Le
vel 4
Leve
l 4
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%0.
25
Last and Final APP 2016.indd 176 2016-02-23 07:03:14 PM
177DOD ANNUAL PERFORMANCE PLAN FOR 2016
Tab
le 4
: O
utp
ut 4
(O
bje
ctiv
e) D
4: E
nsur
e D
efen
ce c
om
plia
nce
with
Reg
ulat
ory
Fra
mew
ork
Stra
tegi
c Ou
tput
Pe
rfor
man
ce
Indi
cato
r Ti
tle
Curr
ent A
ppro
ved
Pe
rfor
man
ce 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
)W
eigh
ting
Cons
olid
ated
Ta
rget
Outp
ut 4
(Obj
ectiv
e) D
4: E
nsur
e De
fenc
e co
mpl
ianc
e w
ith R
egul
ator
y Fr
amew
ork.
Stra
tegi
c Ou
tput
Des
crip
tion.
Thi
s st
rate
gic
outp
ut a
ddre
sses
the
degr
ee to
whi
ch th
e DO
D co
mpl
ies
with
the
Regu
lato
ry F
ram
ewor
k (D
_4.1
) as
well
as th
e de
gree
to w
hich
the
DOD
deal
s wi
th c
orru
ptio
n an
d fra
ud in
the
DOD
(D_4
.2).
Sub-
outp
ut D
4_01
: Pe
rcen
tage
DOD
com
plie
s w
ith th
e Re
gula
tory
Fra
mew
ork.
The
5 y
ear s
trate
gic
outp
ut c
onsi
sts
of th
e fo
llowi
ng P
erfo
rman
ce In
dica
tors
that
can
be
mea
sure
d, n
amel
y:
•Nu
mbe
r of A
udit
Qual
ifica
tions
. Th
e 5
year
stra
tegi
c ta
rget
is to
hav
e no
aud
it qu
alifi
catio
ns p
er y
ear,
whic
h wi
ll ef
fect
a 1
00%
resu
lt.
•De
ploy
men
ts in
clud
ing
Trai
ning
Exe
rcis
es, w
here
app
licab
le, s
uppo
rted
with
app
ropr
iate
Leg
al In
stru
men
ts. T
he 5
yea
r stra
tegi
c ta
rget
for d
eplo
ymen
ts in
clud
ing
train
ing
exer
cise
s, w
here
app
licab
le, s
uppo
rted
with
app
ropr
iate
lega
l ins
trum
ents
is 1
00%
. Al
l dep
loym
ents
mus
t be
auth
oris
ed p
rope
rly; t
here
fore
, no
devi
atio
n ca
n be
tole
rate
d, a
nd th
e ta
rget
is n
ot n
egot
iabl
e.
•M
anag
emen
t Per
form
ance
Ass
essm
ent T
ool (
MPA
T), a
sses
smen
t ach
ieve
d. T
he M
PAT
is a
ben
efic
ial I
ndic
ator
to a
cces
s th
e DO
D co
ntrib
utio
n to
the
Defe
nce
com
plia
nce
with
the
Regu
lato
ry F
ram
ewor
k. A
ll at
tem
pts
will
be m
ade
to a
chie
ve a
MPA
T Le
vel 3
sco
re b
y 20
18.
Howe
ver,
for t
he 5
yea
r per
iod
an a
vera
ge o
f Lev
el 2
.6 s
core
or 6
9.5%
is p
lann
ed.
•Pe
rcen
tage
Pay
men
ts w
ithin
30
Days
. Th
e id
eal w
ould
be
to fi
nalis
e al
l pay
men
ts w
ithin
30
days
. Ho
weve
r, th
ere
are
too
man
y va
riabl
es th
at a
re n
ot u
nder
the
cont
rol o
f the
Indi
cato
r Own
er.
The
targ
et o
f 75%
is
bas
ed o
n th
e be
nchm
ark
dete
rmin
ed b
y tre
nds
expe
rienc
ed b
y ot
her n
atio
nal d
epar
tmen
ts.
D_4.
1: P
erce
ntag
e De
fenc
e co
mpl
ianc
e wi
th R
egul
ator
y Fr
amew
ork
D4_0
1: N
umbe
r of A
udit
qual
ifica
tions
0
00
00
No a
udit
findi
ngs
= 1
00%
>1
audi
t fin
ding
=
0%
Cum
ulat
ive
100% (0)
0.25
86.1
2%
D4_0
3: P
erce
ntag
e de
ploy
men
ts
incl
udin
g tra
inin
g ex
erci
ses,
wh
ere
appl
icab
le, s
uppo
rted
with
ap
prop
riate
lega
l ins
trum
ents
100%
100%
100%
100%
100%
Non-
cum
ulat
ive
100%
0.25
D4_1
0: D
OD M
anag
emen
t Pe
rform
ance
Ass
essm
ent T
ool,
asse
ssm
ent l
evel
ach
ieve
dLe
vel 2
.5Le
vel 2
.6Le
vel 2
.8Le
vel 3
Leve
l 3
If Le
vel 4
= 1
00%
, th
en L
evel
2.6
(a
vera
ge o
f 5 y
ear
scor
e) =
69.
5%No
n-cu
mul
ativ
e
69.5
%0.
25
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
es75
%75
%75
%75
%75
%No
n-cu
mul
ativ
e75
%0.
25
Last and Final APP 2016.indd 177 2016-02-23 07:03:14 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR178
Stra
tegi
c Ou
tput
Pe
rfor
man
ce
Indi
cato
r Ti
tle
Curr
ent A
ppro
ved
Pe
rfor
man
ce 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
)W
eigh
ting
Cons
olid
ated
Ta
rget
Sub-
outp
ut D
4_4.
2: P
erce
ntag
e co
rrup
tion
and
frau
d pr
even
tion
stat
us.
The
degr
ee to
whi
ch th
e DO
D de
als
with
cor
rupt
ion
and
fraud
in th
e DO
D. T
his
incl
udes
cor
rupt
ion
and
fraud
(whe
re a
nd if
pre
vale
nt)
dete
cted
inte
rnal
ly a
s we
ll as
by
exte
rnal
sou
rces
. The
stra
tegi
c ou
tput
con
sist
s of
four
Per
form
ance
Indi
cato
rs th
at c
an b
e m
easu
red,
nam
ely:
•De
tect
ion
Inve
stig
atio
ns o
f Cor
rupt
ion
and
Frau
d Co
nduc
ted.
Det
ectio
n in
vest
igat
ions
of c
orru
ptio
n an
d fra
ud c
ondu
cted
ent
ails
the
dete
ctio
n of
repo
rted
corru
ptio
n an
d fra
ud in
ord
er to
est
ablis
h th
e re
aliti
es
perta
inin
g to
the
mat
ter.
The
5 ye
ar s
trate
gic
targ
et is
to in
vest
igat
e al
l (10
0%) i
ncid
ents
dete
cted
for c
orru
ptio
n an
d fra
ud re
porte
d.
•Ca
ses
of C
orru
ptio
n an
d Fr
aud
Inve
stig
ated
. Ca
ses
of c
orru
ptio
n an
d fra
ud in
vest
igat
ed e
ntai
l the
act
ual P
olic
e or
Mili
tary
Pol
ice
inve
stig
atio
n of
cas
es o
f cor
rupt
ion
and
fraud
. Th
e 5
year
stra
tegi
c ta
rget
is to
in
vest
igat
e al
l (10
0%) o
f all
case
s of
cor
rupt
ion
and
fraud
han
ded
over
for i
nves
tigat
ion
as w
ell a
s ca
ses
of c
orru
ptio
n an
d fra
ud in
vest
igat
ed.
•Ca
ses
of C
orru
ptio
n an
d Fr
aud
Pros
ecut
ed.
Case
s of
cor
rupt
ion
and
fraud
pro
secu
ted
enta
il th
e le
gal p
roce
edin
gs to
pro
secu
te p
erso
ns in
volv
ed in
cor
rupt
ion
and
fraud
. Th
e 5
year
stra
tegi
c ta
rget
is to
in
vest
igat
e al
l (10
0%) o
f all
case
s of
cor
rupt
ion
and
fraud
han
ded
over
for p
rose
cutio
n.
•W
ritte
n Co
mpl
aint
s Fi
nalis
ed.
This
asp
ect d
eals
with
writ
ten
com
plai
nts
final
ised
per
yea
r. T
he 5
yea
r stra
tegi
c ta
rget
is to
fina
lise
(70%
) of a
ll wr
itten
com
plai
nts
repo
rted.
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
Cor
rupt
ion
and
Frau
d in
cide
nts
dete
cted
for
inve
stig
atio
n19
100%
100%
100%
100%
Num
ber o
f de
tect
ion
perfo
rmed
/ Nu
mbe
r of
dete
ctio
n re
porte
d Cu
mul
ativ
e
100%
(In
clud
e th
e ac
tual
whe
n re
porti
ng)
0.25
92.5
%
D4_0
6: P
erce
ntag
e of
cas
es o
f co
rrupt
ion
and
fraud
inve
stig
ated
100%
100%
100%
100%
100%
Non-
cum
ulat
ive
100%
(In
clud
e th
e ac
tual
whe
n re
porti
ng)
D4_0
7: P
erce
ntag
e of
cas
es o
f co
rrupt
ion
and
fraud
pro
secu
ted
40%
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
(100
%) a
chie
ved.
No
n-cu
mul
ativ
e
100%
(In
clud
e th
e ac
tual
whe
n re
porti
ng)
D4_0
8: P
erce
ntag
e of
writ
ten
com
plai
nts
final
ised
60%
60%
70%
80%
80%
Non-
cum
ulat
ive
70%
Tab
le 4
: O
utp
ut 4
(O
bje
ctiv
e) D
4: E
nsur
e D
efen
ce c
om
plia
nce
with
Reg
ulat
ory
Fra
mew
ork
(co
ntin
ued
)
Last and Final APP 2016.indd 178 2016-02-23 07:03:14 PM
179DOD ANNUAL PERFORMANCE PLAN FOR 2016
Tab
le 5
: 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
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)
Wei
ghtin
gCo
nsol
idat
ed
Targ
et
Inte
rnal
Pro
cess
(Obj
ectiv
e) P
1: A
dmin
istr
ate
the
DOD.
Stra
tegi
c Ou
tput
Des
crip
tion.
Thi
s st
rate
gic
outp
ut a
ddre
sses
the
degr
ee to
whi
ch th
e DO
D co
mpl
ies
with
the
Regu
lato
ry F
ram
ewor
k sp
ecifi
cally
rela
ted
to D
efen
ce a
dmin
istra
tion.
Sub-
Inte
rnal
Pro
cess
P1_
1.1:
Per
cent
age
Defe
nce
adm
inis
trat
ion
com
plia
nce
inde
x. T
he d
egre
e to
whi
ch th
e DO
D co
mpl
ies
with
the
Regu
lato
ry F
ram
ewor
k sp
ecifi
cally
rela
ted
to D
efen
ce a
dmin
istra
tion.
Th
e st
rate
gic
inte
rnal
pro
cess
out
put c
onsi
sts
of s
ix Pe
rform
ance
Indi
cato
rs th
at c
an b
e m
easu
red,
nam
ely:
•Pe
rcen
tage
redu
ctio
n of
mili
tary
cou
rt ca
ses
outs
tand
ing
(bac
klog
) with
a 5
yea
r stra
tegi
c ta
rget
of 6
0%.
•Pe
rcen
tage
mili
tary
cou
rt ca
ses
final
ised
(in-
year
) with
a 5
yea
r stra
tegi
c ta
rget
of 4
0%.
•Pe
rcen
tage
of d
isci
plin
ary
case
s in
the
DOD
final
ised
with
in 9
0 Da
ys (M
ilita
ry c
ourt
case
s) w
ith a
5 y
ear s
trate
gic
targ
et o
f 100
%.
•Pe
rcen
tage
of d
isci
plin
ary
case
s in
the
DOD
final
ised
with
in 9
0 Da
ys (P
SAP
case
s) w
ith a
5 y
ear s
trate
gic
targ
et o
f 100
%.
•Pe
rcen
tage
litig
atio
n at
tend
ed to
in th
e be
st in
tere
st o
f the
DOD
(set
tlem
ents
and
win
s) w
ith a
5 y
ear s
trate
gic
targ
et o
f 50%
.
•Pe
rcen
tage
col
lect
ive
grie
vanc
es a
nd d
ispu
tes
reso
lved
with
a 5
yea
r stra
tegi
c ta
rget
of 8
5%.
P_1.
1: P
erce
ntag
e De
fenc
e ad
min
istra
-tio
n co
mpl
ianc
e in
dex
P1_0
4A:
Perc
enta
ge re
duct
ion
of
mili
tary
cou
rt ca
ses
outs
tand
ing
(b
ackl
og)
60%
60%
60%
60%
60%
Non-
cum
ulat
ive
(Onc
e th
e ac
tual
num
ber
of re
duct
ion
of
mili
tary
cou
rt ca
ses
outs
tand
ing
are
repo
rted,
it c
an
be in
clud
ed in
br
acke
ts)
60%
0.16
7
72.5
%
P1_0
4B:
Perc
enta
ge m
ilita
ry c
ourt
case
s fin
alis
ed
(in-y
ear)
40%
40%
40%
40%
40%
Non-
cum
ulat
ive
(Onc
e th
e ac
tual
nu
mbe
r of m
ilita
ry
cour
t cas
es fi
nal-
ised
are
repo
rted,
it
can
be in
clud
ed in
br
acke
ts)
40%
0.16
7
Last and Final APP 2016.indd 179 2016-02-23 07:03:14 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR180
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
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)
Wei
ghtin
gCo
nsol
idat
ed
Targ
et
P_1.
1: P
erce
ntag
e De
fenc
e ad
min
istra
-tio
n co
mpl
ianc
e in
dex
P1_0
5: P
erce
ntag
e of
dis
cipl
inar
y ca
ses
in th
e DO
D fin
alis
ed w
ithin
90
Day
s
(mili
tary
cou
rt ca
ses)
600
100%
100%
100%
100%
Num
ber c
ases
fin
alis
ed /
num
ber
case
s re
porte
d Cu
mul
ativ
e
100%
(In
clud
e th
e ac
tual
whe
n re
porti
ng)
0.16
7
72.5
%
P1_0
5: P
erce
ntag
e of
dis
cipl
inar
y ca
ses
in th
e DO
D fin
alis
ed w
ithin
90
Day
s
(PSA
P ca
ses)
3910
0%10
0%10
0%10
0%
Num
ber c
ases
fin
alis
ed /
num
ber
case
s re
porte
d Cu
mul
ativ
e
100%
(In
clud
e th
e ac
tual
whe
n re
porti
ng)
0.16
7
P1_0
7: P
erce
ntag
e lit
igat
ion
atte
nded
to in
the
best
inte
rest
of
the
DOD
(set
tlem
ents
and
win
s)
50%
50%
50%
50%
50%
Non-
cum
ulat
ive
50%
0.16
7
P1_0
8: P
erce
ntag
e co
llect
ive
grie
vanc
es a
nd d
ispu
tes
reso
lved
85%
85%
85%
85%
85%
Non-
cum
ulat
ive
(Onc
e th
e ac
tual
nu
mbe
r of
grie
vanc
es a
nd
disp
utes
are
re
porte
d, it
can
be
incl
uded
in
brac
kets
)
85%
0.16
7
Sub-
Inte
rnal
Pro
cess
P1_
1.2:
Num
ber o
f Def
ence
crim
e pr
even
tion,
act
iviti
es (I
nclu
des
anti-
corr
uptio
n an
d an
ti-fr
aud
activ
ities
). F
or th
e DO
D in
sup
port
of M
TSF
(201
4-20
19) O
utco
me
3: s
ub-
outc
ome
7 “C
orru
ptio
n in
the
Pub
lic a
nd P
rivat
e Se
ctor
s re
duce
” th
e fo
llowi
ng D
OD P
erfo
rman
ce In
dica
tors
are
incl
uded
:
•Pr
ojec
ted
num
ber o
f del
iber
ate
crim
e pr
even
tion
oper
atio
ns w
ith a
5 y
ear s
trate
gic
targ
et o
f 744
.
•Pe
rcen
tage
of d
etec
ted
Natio
nal A
nti-c
orru
ptio
n Ho
tline
cas
es c
ondu
cted
with
a 5
yea
r stra
tegi
c ta
rget
of 1
00%
.
•Nu
mbe
r of a
ware
ness
act
iviti
es o
n Co
rrupt
ion
and
Frau
d wi
th a
5 y
ear s
trate
gic
targ
et o
f 240
.
Tab
le 5
: In
tern
al P
roce
ss (
Ob
ject
ive)
P1:
Ad
min
istr
ate
the
DO
D (
cont
inue
d)
Last and Final APP 2016.indd 180 2016-02-23 07:03:15 PM
181DOD ANNUAL PERFORMANCE PLAN FOR 2016
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
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)
Wei
ghtin
gCo
nsol
idat
ed
Targ
et
P_1.
2: N
umbe
r of
Defe
nce
crim
e
prev
entio
n, a
ctiv
ities
(Incl
udes
ant
i- co
rrupt
ion
and
anti-
fraud
act
iviti
es)
P1_0
1: P
roje
cted
num
ber o
f de
liber
ate
crim
e pr
even
tion
oper
atio
ns24
812
412
412
412
4Cu
mul
ativ
e74
4 (5
yea
rs)
0.33
100%
(918
per 5
yea
r te
rm)
P_1.
2: N
umbe
r of
Def
ence
crim
e pr
even
tion,
act
iviti
es(In
clud
es a
nti-
corru
ptio
n an
d an
ti-fra
ud a
ctiv
ities
)
P1_2
1: P
erce
ntag
e of
Nat
iona
l An
ti-co
rrupt
ion
Hotli
ne (N
ACH)
in
cide
nts
dete
cted
for i
nves
tigat
ion
1010
0%10
0%10
0%10
0%Cu
mul
ativ
e10
0%(5
yea
rs)
0.33
100%
P1_2
2: N
umbe
r of a
ware
ness
ac
tiviti
es o
n Co
rrupt
ion
and
Frau
d48
4848
4848
Cum
ulat
ive
240
(5 y
ears
)0.
3310
0%(3
06pe
r yea
r)
Sub-
Inte
rnal
Pro
cess
P1_
1.3:
Per
cent
age
redu
ctio
n of
crim
inal
cas
es.
For t
he D
OD in
sup
port
of M
TSF
(201
4-20
19) O
utco
me
3: s
ub-o
utco
me
7 “C
orru
ptio
n in
the
Pub
lic a
nd P
rivat
e Se
ctor
s re
duce
” th
e fo
llowi
ng D
OD P
erfo
rman
ce In
dica
tors
are
incl
uded
:
P1_1
.3: P
erce
ntag
e re
duct
ion
of c
rimin
al
case
s
P1_2
6: P
erce
ntag
e cr
imin
al c
ases
in
vest
igat
ed
(bac
klog
)
New
Indi
cato
r40
%40
%40
%40
%No
n-cu
mul
ativ
e40
%0.
50
45%
P1_2
7: P
erce
ntag
e cr
imin
al c
ases
in
vest
igat
ed
(in-y
ear)
New
Indi
cato
r50
%50
%50
%50
%No
n-cu
mul
ativ
e50
%0.
50
Last and Final APP 2016.indd 181 2016-02-23 07:03:15 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR182
Tab
le 6
: In
tern
al P
roce
ss (
Ob
ject
ive)
P2:
Ena
ble
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
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
)W
eigh
ting
Cons
olid
ated
Ta
rget
Inte
rnal
Pro
cess
(Obj
ectiv
e) P
2: E
nabl
e th
e DO
D.
Stra
tegi
c Ou
tput
Des
crip
tion.
Thi
s st
rate
gic
outp
ut a
ddre
sses
the
degr
ee to
whi
ch th
e DO
D co
mpl
ies
with
the
enab
lem
ent o
f the
DOD
thro
ugh:
•Su
b-In
tern
al P
roce
ss P
2_2.
1: N
umbe
r of D
efen
ce h
ealth
car
e ac
tiviti
es w
ith a
5 y
ear s
trate
gic
targ
et o
f 10
702
750.
•Su
b-In
tern
al P
roce
ss P
_2.2
: Pe
rcen
tage
Def
ence
prim
ary
mili
tary
pre
para
tion
activ
ities
with
a 5
yea
r stra
tegi
c ta
rget
of 1
00%
.
P_2.
1: N
umbe
r of
Defe
nce
heal
th c
are
activ
ities
P2_0
4: B
road
er S
ANDF
hea
lth
stat
usIn
form
atio
n cl
assi
fied
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
d-
Info
rmat
ion
clas
sifie
d
P_2.
1: N
umbe
r of
Defe
nce
heal
th c
are
activ
ities
P2_0
5: T
rend
of d
eplo
yabl
e st
atus
on
con
curre
nt h
ealth
ass
essm
ents
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
-In
form
atio
n cl
assi
fied
P2_1
0: N
umbe
r of h
ealth
car
e ac
tiviti
es p
er y
ear
2 14
0 55
02
140
550
2 14
0 55
02
140
550
2 14
0 55
0Cu
mul
ativ
e10
702
750
1.0
10 7
02 7
50
(2 1
40 5
50
per y
ear)
P_2.
2: P
erce
ntag
e De
fenc
e pr
imar
y m
ilita
ry p
repa
ratio
n ac
tiviti
es
P2_0
6: P
erce
ntag
e co
mpl
ianc
e wi
th D
OD Tr
aini
ng Ta
rget
s80
%80
%80
%80
%80
%
All (
100%
) of s
et
targ
et o
f 80%
Cum
ulat
ive
(Onc
e th
e ac
tual
Tr
aini
ng Ta
rget
s ar
e re
porte
d, it
ca
n be
incl
uded
in
brac
kets
)
100%
0.
50
100%
P2_1
1: N
umbe
r of D
efen
ce
Inte
llige
nce
Prod
ucts
448
448
448
448
448
Num
ber o
f In
telli
genc
e Pr
oduc
ts/
Rece
ived
num
ber
of In
telli
genc
e Pr
oduc
tsCu
mul
ativ
e
100%
(2
240
)0.
50
Last and Final APP 2016.indd 182 2016-02-23 07:03:15 PM
183DOD ANNUAL PERFORMANCE PLAN FOR 2016
Tab
le 7
: In
tern
al P
roce
ss (
Ob
ject
ive)
P3:
Em
plo
y th
e S
AN
DF
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
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)
Wei
ghtin
gCo
nsol
idat
ed
Targ
et
Inte
rnal
Pro
cess
(Obj
ectiv
e) P
3: E
mpl
oy th
e SA
NDF.
Stra
tegi
c Ou
tput
Des
crip
tion.
The
act
iviti
es re
late
d to
sub
-pro
cess
es in
the
SAND
F re
quire
d fo
r em
ploy
men
t of t
he S
ANDF
in J
oint
, Int
erde
partm
enta
l, In
tera
genc
y an
d M
ultin
atio
nal (
JI2 M) o
pera
tions
as
dire
cted
by
gov
erm
ent.
It in
clud
es m
ilita
ry e
xerc
ise
and
mis
sion
read
ines
s tra
inin
g ac
tiviti
es th
roug
h th
e fo
llowi
ng s
ub-in
tern
al p
roce
sses
:
•Su
b-in
tern
al P
roce
ss P
3.1:
Num
ber o
f DOD
mili
tary
exe
rcis
es w
ith a
5 y
ear s
trate
gic
targ
et o
f 18.
•Su
b-in
tern
al P
roce
ss P
3.2:
Num
ber o
f Def
ence
Atta
ché
Offic
es w
ith a
5 y
ear s
trate
gic
targ
et o
f 46.
P_3.
1: N
umbe
r of
DOD
Mili
tary
ex
erci
ses
P3_0
2: N
umbe
r of j
oint
, in
terd
epar
tmen
tal,
inte
r-ag
ency
and
mul
tinat
iona
l m
ilita
ry e
xerc
ises
con
duct
ed
per y
ear
54
33
3Cu
mul
ativ
e18
1.0
18
P_3.
2: N
umbe
r of
Defe
nce
Atta
ché
Offic
es
P3_0
3: T
otal
num
ber o
f De
fenc
e At
tach
é Of
fices
4546
4646
46No
n-cu
mul
ativ
e46
1.0
46
Last and Final APP 2016.indd 183 2016-02-23 07:03:15 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR184
Tab
le 8
: R
eso
urce
s M
anag
emen
t (O
bje
ctiv
e) R
1: P
rovi
de
pro
fess
iona
l and
sup
po
rted
DO
D H
uman
Res
our
ces
Stra
tegi
c Ou
tput
Pe
rfor
man
ce
Indi
cato
r Titl
e
Curr
ent A
ppro
ved
Pe
rfor
man
ce 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
)W
eigh
ting
Cons
olid
ated
Ta
rget
Reso
urce
s M
anag
emen
t (Ob
ject
ive)
R1:
Pro
vide
pro
fess
iona
l and
sup
port
ed D
OD H
uman
Res
ourc
es.
Stra
tegi
c Ou
tput
Des
crip
tion.
Thi
s ob
ject
ive
is a
n ov
erar
chin
g as
pect
to e
nsur
e th
at h
uman
reso
urce
s m
eet t
he d
eman
ds o
f the
dep
artm
ent,
are
prof
essi
onal
as
well
as s
uppo
rted
in o
rder
to e
ngag
e in
the
mai
n pr
oces
ses
of th
e de
partm
ent.
Sub-
reso
urce
Man
agem
ent R
_1.1
: Pe
rcen
tage
HR
utili
satio
n in
dex.
The
Per
form
ance
Indi
cato
r add
ress
es th
e pe
rcen
tage
com
plia
nce
with
pla
nned
sta
ffing
of f
unde
d po
sts
thro
ugh
the
follo
wing
Pe
rform
ance
Indi
cato
rs:
•Pe
rcen
tage
com
plia
nce
with
pla
nned
sta
ffing
of f
unde
d po
sts
with
a 5
yea
r stra
tegi
c ta
rget
of 1
00%
(80
390)
.
•Nu
mbe
r of r
eser
ve fo
rce
pers
on-d
ays
with
a 5
yea
r stra
tegi
c ta
rget
of 1
00%
(13
266
335)
.
•Pe
rcen
tage
com
plia
nce
with
SAN
DF B
attle
fitn
ess
requ
irem
ents
with
a 5
yea
r stra
tegi
c ta
rget
of i
nfor
mat
ion
clas
sifie
d.
R_1.
1: P
erce
ntag
e HR
util
isat
ion
inde
x
R1_1
A: P
erce
ntag
e co
mpl
ianc
e wi
th p
lann
ed s
taffi
ng o
f fun
ded
post
s
100%
(79
445)
100%
(80
064)
100%
(80
500)
100%
(80
971)
100%
(80
971)
Non-
cum
ulat
ive
(End
of t
erm
: 80
971
)(T
erm
ave
rage
: 80
390
)
100%
(80
390)
0.5
100%
R1_1
C: N
umbe
r of r
eser
ve fo
rce
pers
onda
ys2
442
792
2 70
1 68
12
707
164
2 70
7 34
92
707
349
Num
ber o
f pe
rson
days
/
Plan
ned
num
ber o
f pe
rson
days
Cum
ulat
ive
100%
(1
3 26
6 33
5)
R1_1
G: P
erce
ntag
e co
mpl
ianc
e wi
th S
ANDF
Bat
tle fi
tnes
s re
quire
men
ts85
%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
-In
form
atio
n cl
assi
fied
Sub-
Reso
urce
Man
agem
ent R
_1.2
: Nu
mbe
r of m
ilita
ry s
kills
dev
elop
men
t mem
bers
in th
e sy
stem
per
yea
r. T
he P
erfo
rman
ce In
dica
tor a
ddre
sses
the
num
ber o
f mili
tary
skil
ls d
evel
opm
ent m
embe
rs in
th
e sy
stem
, tha
t wer
e tra
ined
per
yea
r with
a 5
yea
r stra
tegi
c ta
rget
of 1
9 75
9 at
the
end
of te
rm.
R_1.
2: N
umbe
r of
mili
tary
skil
ls
deve
lopm
ent
mem
bers
in th
e sy
stem
per
yea
r
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
r3
863
4 00
13
997
3 94
93
949
Cum
ulat
ive
19 7
591.
019
759
Last and Final APP 2016.indd 184 2016-02-23 07:03:15 PM
185DOD ANNUAL PERFORMANCE PLAN FOR 2016
Stra
tegi
c Ou
tput
Pe
rfor
man
ce
Indi
cato
r Titl
e
Curr
ent A
ppro
ved
Pe
rfor
man
ce 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
)W
eigh
ting
Cons
olid
ated
Ta
rget
Sub-
Reso
urce
Man
agem
ent R
_1.3
: Le
vel o
f mor
ale
in th
e DO
D. T
he P
erfo
rman
ce In
dica
tor a
ddre
sses
the
leve
l of m
oral
e as
exp
erie
nced
by
mem
bers
in th
e DO
D wi
th a
5 y
ear s
trate
gic
targ
et o
f pos
itive
.
R_1.
3: L
evel
of
mor
ale
in th
e DO
DR1
_03:
Lev
el o
f DOD
mor
ale
Posi
tive
Posi
tive
Posi
tive
Posi
tive
Posi
tive
Non-
cum
ulat
ive
Posi
tive
1.0
Posi
tive
Tab
le 9
: 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
r Titl
e
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)
Wei
ghtin
gCo
nsol
idat
ed
Targ
et
Reso
urce
Man
agem
ent (
Obje
ctiv
e) R
2: P
rovi
de a
ppro
pria
te a
nd s
usta
ined
Mat
érie
l.
Stra
tegi
c Ou
tput
Des
crip
tion.
Thi
s ob
ject
ive
is to
ens
ure
mat
érie
l mee
t the
dem
ands
of t
he S
ANDF
in o
rder
to e
ngag
e in
the
mai
n pr
oces
ses
of th
e SA
NDF.
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
as
to it
s ap
plic
atio
n fo
r adm
inis
trativ
e or
com
bat p
urpo
ses
thro
ugh
the
follo
wing
Per
form
ance
Indi
cato
rs:
•Su
b-Re
sour
ce M
anag
emen
t R_2
.1:
Per
cent
age
Defe
nce
infra
stru
ctur
e re
vita
lisat
ion
stat
us w
ith a
5 y
ear s
trate
gic
targ
et o
f 95%
.
•Su
b-Re
sour
ce M
anag
emen
t R2.
2: P
erce
ntag
e De
fenc
e cr
itica
l sto
ck le
vel s
tatu
s wi
th a
5 y
ear s
trate
gic
targ
et o
f Inf
orm
atio
n cl
assi
fied.
•Su
b-Re
sour
ce M
anag
emen
t R2.
3: P
erce
ntag
e Lo
gist
ics
com
plia
nce
stat
us w
ith a
5 y
ear s
trate
gic
targ
et o
f 99.
2%.
Sub-
Reso
urce
Man
agem
ent R
_2.1
: Pe
rcen
tage
Def
ence
infr
astr
uctu
re re
vita
lisat
ion
stat
us.
The
Perfo
rman
ce In
dica
tor a
ddre
sses
the
revi
talis
atio
n of
Def
ence
infra
stru
ctur
e th
roug
h th
e m
anag
emen
t (e
xpen
ditu
re c
ontro
l) of
the
faci
litie
s pl
an a
nd th
e ut
ilisa
tion
of D
OD e
ndow
men
t pro
perty
(pro
perty
und
er th
e di
rect
con
trol o
f the
DOD
) thr
ough
the
follo
wing
Per
form
ance
Indi
cato
rs:
•Pe
rcen
tage
of e
xpen
ditu
re in
acc
orda
nce
with
faci
litie
s pl
an (p
aym
ent o
f lea
ses,
acc
omm
odat
ion
char
ges
and
mun
icip
al s
ervi
ces)
with
a 5
yea
r stra
tegi
c ta
rget
of 1
00%
.
•Pe
rcen
tage
util
isat
ion
of e
ndow
men
t pro
perty
in th
e DO
D wi
th a
5 y
ear s
trate
gic
targ
et o
f 90%
.
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
ex
pend
iture
in a
ccor
danc
e wi
th fa
cilit
ies
plan
(pay
men
t of
leas
es, a
ccom
mod
atio
n ch
arge
s an
d m
unic
ipal
se
rvic
es)
100%
100%
100%
100%
100%
Non-
cum
ulat
ive
100%
0.50
95%
R2_1
3: P
erce
ntag
e ut
ilisa
tion
of e
ndow
men
t pro
perty
in th
e DO
D90
%90
%90
%90
%90
%No
n-cu
mul
ativ
e90
%0.
50
Last and Final APP 2016.indd 185 2016-02-23 07:03:15 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR186
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
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)
Wei
ghtin
gCo
nsol
idat
ed
Targ
et
Sub-
Reso
urce
Man
agem
ent R
2.2:
Per
cent
age
Defe
nce
criti
cal s
tock
leve
l sta
tus.
The
Per
form
ance
Indi
cato
r add
ress
es th
e De
fenc
e cr
itica
l sto
ck le
vel b
y fo
cusi
ng o
n th
e pe
rcen
tage
ava
ilabi
lity
of m
edic
al
stoc
k of
whi
ch th
e wi
th a
five
yea
r stra
tegi
c ta
rget
is c
lass
ified
.
R2.2
: Pe
rcen
tage
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
sto
ck50
%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
-In
form
atio
n cl
assi
fied
Sub-
Reso
urce
Man
agem
ent R
2.3:
Per
cent
age
Logi
stic
s co
mpl
ianc
e st
atus
. Th
e Pe
rform
ance
Indi
cato
r add
ress
es th
e Lo
gist
ics
com
plia
nce
in th
e DO
D. I
n pa
rticu
lar i
s th
e pr
ocur
emen
t req
uest
s fu
lly
com
plet
ed w
ithin
90
days
from
day
of s
ubm
issi
on a
goo
d in
dica
tion
of a
hea
lthy
proc
urem
ent a
nd p
aym
ent s
yste
m w
ith a
5 y
ear s
trate
gic
targ
et o
f 96%
.
R2.3
: Pe
rcen
tage
Lo
gist
ics
com
plia
nce
stat
us
R2_1
1: P
erce
ntag
e pr
ocur
emen
t req
uest
s fu
lly
com
plet
ed w
ithin
90
days
fro
m d
ay o
f reg
istra
tion
100%
95%
95%
95%
95%
Non-
cum
ulat
ive
96%
0.50
96%
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
r Titl
e
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)
Wei
ghtin
gCo
nsol
idat
ed
Targ
et
Reso
urce
Man
agem
ent (
Obje
ctiv
e) R
3: P
rovi
de in
tegr
ated
and
relia
ble
Defe
nce
Info
rmat
ion
Syst
ems.
Stra
tegi
c Ou
tput
Des
crip
tion.
Thi
s el
emen
t is
an o
vera
rchi
ng d
epar
tmen
tal a
spec
t to
ensu
re th
at in
form
atio
n sy
stem
s m
eet t
he re
quire
men
ts o
f the
dep
artm
ent i
n or
der t
o en
gage
in th
e m
ain
proc
esse
s of
the
depa
rtmen
t. T
his
deliv
erab
le in
clud
es m
anag
emen
t inf
orm
atio
n an
d m
anag
emen
t int
ellig
ence
als
o kn
own
in th
e pr
ivat
e se
ctor
as
“bus
ines
s in
telli
genc
e” (n
ot to
be
conf
used
with
mili
tary
inte
llige
nce)
.
Sub-
Reso
urce
Man
agem
ent R
_3.1
: Pe
rcen
tage
Def
ence
ICT
stat
us.
The
Perfo
rman
ce In
dica
tor a
ddre
sses
the
degr
ee to
whi
ch th
e DO
D co
mpl
ies
with
the
avai
labi
lity
of m
oder
nise
d an
d su
stai
nabl
e DO
D IC
T ca
pabi
litie
s.
R_3.
1: P
erce
ntag
e De
fenc
e IC
T st
atus
R3_0
3: P
erce
ntag
e of
m
oder
nise
d, s
usta
inab
le D
OD
ICT
Inte
grat
ed P
rime
Syst
ems
Capa
bilit
ies
New
Indi
ca-
tor
92.4
5%93
.95%
96.7
%96
.7%
Cum
ulat
ive
94.9
5%1.
094
.95%
Tab
le 9
: R
eso
urce
Man
agem
ent
(Ob
ject
ive)
R2:
Pro
vid
e ap
pro
pri
ate
and
sus
tain
ed M
atér
iel (
cont
inue
d)
Last and Final APP 2016.indd 186 2016-02-23 07:03:16 PM
187DOD ANNUAL PERFORMANCE PLAN FOR 2016
Tab
le 1
1: R
eso
urce
Man
agem
ent
(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
r Titl
e
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)
Wei
ghtin
gCo
nsol
idat
ed
Targ
et
Reso
urce
Man
agem
ent (
Obje
ctiv
e) R
4: P
rovi
de s
ound
Fin
anci
al M
anag
emen
t of t
he D
OD.
Stra
tegi
c Ou
tput
Des
crip
tion.
Thi
s el
emen
t is
an o
vera
rchi
ng d
epar
tmen
tal a
spec
t to
ensu
re th
at d
epar
tmen
tal f
inan
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
that
fina
ncia
l rep
ortin
g is
per
form
ed a
ccor
ding
ly.
Sub-
Reso
urce
Man
agem
ent R
_4.1
: Pe
rcen
tage
dev
iatio
n fr
om a
ppro
ved
draw
ing
sche
dule
. Th
e Pe
rform
ance
Indi
cato
r add
ress
es th
e de
gree
to w
hich
the
DOD
com
plie
s wi
th it
s fin
anci
al m
anag
emen
t de
man
ds w
ith a
5 y
ear s
trate
gic
targ
et o
f <8%
.
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
via-
tion
from
app
rove
d dr
awin
g sc
hedu
le<
8%<
8%<
8%<
8%<
8%No
n-cu
mul
ativ
e<
8%1.
0<
8%
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
r Titl
e
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)
Wei
ghtin
gCo
nsol
idat
ed
Targ
et
Build
ing
for t
he F
utur
e (O
bjec
tive)
F1:
Ens
ure
Appr
opria
te S
trat
egic
Res
erve
s.
Stra
tegi
c Ou
tput
Des
crip
tion.
Thi
s el
emen
t add
ress
es th
e re
quire
men
t to
ensu
re th
at c
ritic
al c
omm
oditi
es a
nd/o
r ite
ms
are
avai
labl
e at
all
times
to e
nabl
e an
d su
ppor
t exp
ecte
d an
d un
fore
seen
def
ence
co
mm
itmen
ts (e
.g. f
uel,
amm
uniti
on)
F_1.
1: L
evel
of s
trate
gic
rese
rves
F1_0
1: L
evel
of s
trate
gic
rese
rves
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
-In
form
atio
n cl
assi
fied
Last and Final APP 2016.indd 187 2016-02-23 07:03:16 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR188
Tab
le 1
3: B
uild
ing
fo
r th
e Fu
ture
(O
bje
ctiv
es):
F2:
Ren
ew D
OD
Mai
n E
qui
pm
ent
and
Sys
tem
s an
d F
3: U
nder
take
Def
ence
Res
earc
h a
nd D
evel
op
men
t
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
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)
Wei
ghtin
gCo
nsol
idat
ed
Targ
et
Build
ing
for t
he F
utur
e (O
bjec
tives
):
F2:
Rene
w D
OD M
ain
Equi
pmen
t and
Sys
tem
s.
F3:
Unde
rtak
e De
fenc
e Re
sear
ch a
nd D
evel
opm
ent.
Stra
tegi
c Ou
tput
Des
crip
tion.
Thi
s el
emen
t add
ress
es th
e re
quire
men
t to
ensu
re th
at th
e DO
D in
vest
s in
the
deve
lopm
ent a
nd a
cqui
sitio
n of
equ
ipm
ent a
nd a
ssoc
iate
d do
ctrin
e to
ens
ure
the
DOD’
s lo
ng-te
rm
sust
aina
bilit
y an
d re
leva
nce.
F_2.
1: P
erce
ntag
e De
fenc
e ar
mam
ent
acqu
isiti
on c
omm
itmen
ts
stat
us
F2_0
2: P
erce
ntag
e ar
mam
ent
acqu
isiti
on c
omm
itmen
ts
appr
oved
≥75%by
31
Mar
ch
≥75%by
31
Mar
ch≥75%by
31
Mar
ch≥75%by
31
Mar
ch≥75%by
31
Mar
chNo
n-cu
mul
ativ
e≥75%
0.50
80%
F3_0
2: P
erce
ntag
e te
chno
logy
de
velo
pmen
t com
mitm
ents
ap
prov
ed
85%
- 10
0%
by 3
1 M
arch
85%
- 10
0%
by 3
1 M
arch
85%
- 10
0%
by 3
1 M
arch
85%
- 10
0%
by 3
1 M
arch
85%
- 10
0%
by 3
1 M
arch
Non-
cum
ulat
ive
85%
0.50
Table14: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
rfor
man
ce
Indi
cato
r Titl
e
Curr
ent A
ppro
ved
Pe
rfor
man
ce 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
)W
eigh
ting
Cons
olid
ated
Ta
rget
This
Per
form
ance
In
dica
tors
are
of
DOD
dom
estic
in
tere
st o
nly
D1_0
1C:
Perc
enta
ge o
f the
val
ue o
f re-
imbu
rsem
ent b
y th
e UN
/AU
reco
gnis
ed85
%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
-In
form
atio
n cl
assi
fied
D3_0
2: N
umbe
r of p
ositi
ons
fille
d ag
ains
t allo
cate
d qu
ota
for i
nter
natio
nal
inst
itutio
ns12
1212
1212
Non-
cum
ulat
ive
121.
012
Last and Final APP 2016.indd 188 2016-02-23 07:03:16 PM
189DOD ANNUAL PERFORMANCE PLAN FOR 2016
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
rfor
man
ce
Indi
cato
r Titl
e
Curr
ent A
ppro
ved
Pe
rfor
man
ce 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
)W
eigh
ting
Cons
olid
ated
Ta
rget
This
Per
form
ance
In
dica
tors
are
of
DOD
dom
estic
in
tere
st o
nly
D3_0
3: N
umbe
r of s
trate
gic
activ
ities
pe
r ann
um10
1212
1212
Num
ber o
f st
rate
gic
activ
ities
pe
rform
ed/
Num
ber o
f st
rate
gic
activ
ities
pl
anne
d
Cum
ulat
ive
581.
058
This
Per
form
ance
In
dica
tor d
oes
not h
ave
a 5
year
tra
ject
ory
D3_0
7: E
stab
lishe
d DO
D st
rate
gic
rese
arch
cap
abili
ty s
tatu
s
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
criti
cal
vaca
ncie
s
Fund
ing
and
staf
fing
of
criti
cal
vaca
ncie
s
N/A
Fund
ing
and
staf
fing
of c
ritic
al
vaca
ncie
s
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
ianc
e wi
th
the
prog
ress
of t
he e
stab
lishm
ent o
f the
M
ilita
ry S
trate
gic
Dire
ctio
n Re
gist
er6%
48%
31%
9%6%
Cum
ulat
ive
100%
1.0
100%
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
rec
omm
enda
-tio
ns a
gree
d to
by
man
agem
ent t
o ad
-dr
ess
the
inte
rnal
con
trol g
aps
iden
tifie
d in
aud
it re
ports
New
In
dica
tor
100%
100%
100%
100%
Non-
cum
ulat
ive
100%
1.0
100%
D4_0
9: N
umbe
r of s
cope
coo
rdin
atio
n m
eetin
gs w
ith in
tern
al a
nd e
xtern
al
assu
ranc
e pr
ovid
ers
to re
duce
aud
it fa
tigue
acr
oss
the
DOD
New
In
dica
tor
124
44
Cum
ulat
ive
(5 y
ear s
trate
gic
targ
et: A
ctua
l mee
t-in
gs [2
4]/ P
lann
ed
mee
tings
[24]
)
100%
1.0
100%
Last and Final APP 2016.indd 189 2016-02-23 07:03:16 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR190
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
rfor
man
ce
Indi
cato
r Titl
e
Curr
ent A
ppro
ved
Pe
rfor
man
ce 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
)W
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_1
2: E
xtern
al s
tatu
tory
resp
onse
s to
re
ques
ts re
ceiv
ed s
tatu
s10
0%10
0%10
0%10
0%10
0%No
n-cu
mul
ativ
e10
0%1.
010
0%
P1_2
3: N
umbe
r of c
oven
anta
l rel
atio
n-sh
ips
with
Rel
igio
us S
take
hold
ers
(Rel
igio
us A
dvis
ory
Boar
ds)
55
55
5Cu
mul
ativ
e25
1.0
25
Thes
e Pe
rform
ance
In
dica
tors
are
of
DOD
dom
estic
in
tere
st o
nly
P1_2
4: N
umbe
r of m
arke
ting
even
ts to
pr
omot
e th
e Re
serv
es36
3636
3636
Cum
ulat
ive
180
1.0
180
P2_1
2: N
umbe
r of v
ettin
g de
cisi
ons
take
n in
acc
orda
nce
with
requ
irem
ents
5 00
06
500
7 00
07
500
7 50
0Cu
mul
ativ
e33
500
1.0
33 5
00
P2_1
3: L
evel
of I
mpl
emen
tatio
n of
the
Cybe
r War
fare
Impl
emen
tatio
n Pl
an77
Parti
al
Impl
emen
ta-
tion
(Est
ab-
lish
Cybe
r Co
mm
and
Cent
re H
Q)
Phas
e
2 - 3
Phas
e
4 - 5
Ph
ase
6
Fully
Im
plem
ente
dRe
port
last
val
ue/
sta
tus
Fully
Im
plm
ente
d1.
0Fu
lly
Impl
emen
ted
Table14:DODCorePerformanceIndicatorsthatareUnrelatedtoSpecificStrategicOutputsbutareofimportancetoDODDomesticAspects
(Int
erna
l Pro
cess
es a
nd C
om
man
d)
(co
ntin
ued
)
77. T
his w
ill be
cond
ucted
thro
ugh
a ph
ase
appr
oach
whic
h is
as fo
llows
: Pha
se 1
– E
stabli
sh H
Q, P
hase
2 –
Fina
lise
functi
ons,
Phas
e 3
– Fin
alise
stru
cture
s, Ph
ase
4 –
Obtai
n bu
dget,
Pha
se 5
– E
stabli
sh ca
pabil
ities,
Phas
e 6
– Cr
eate
cybe
r-awa
rene
ss p
rogr
amme
. Fu
rther
Per
forma
nce
Indica
tors a
nd Ta
rgets
will
be d
evelo
ped
durin
g the
MST
F (2
015–
2020
) to
addr
ess t
he D
OD co
ntribu
tion
to the
MTS
F Ou
tcome
3 (S
ub-o
utcom
e 4:
Secu
re cy
ber s
pace
) esta
blish
ment
of a C
yber
Com
mand
Cen
tre, w
hich m
ust b
e full
y ope
ratio
nal b
y FY2
018/1
9.
Last and Final APP 2016.indd 190 2016-02-23 07:03:17 PM
191DOD ANNUAL PERFORMANCE PLAN FOR 2016
ANNEXURE D
SA DEFENCE REVIEW 2015 (MILESTONE 1) IMPLEMENTATION WITHIN CURRENT FY2016/17 RESOURCE ALLOCATION
This Annexure D serves to illustrate the SA Defence Review 2015 End-states and deliverables to be pursued during
FY2016/17, with the main emphasis during this period being on establishing the necessary Defence Review MS 1 policy,
strategy and planning constructs that will form the foundations for MS1 – MS4.
Annexure D reflects those Defence Review 2015 implementation deliverables that can be pursued within the FY2016/17
defence allocation. It however does not reflect those deliverables which require additional funding above the current
defence allocation, and which will be indicated in the Defence Review MS1 detailed Implementation Plan.
Annexure D thus indicates those minimal or no cost interventions which will be pursued during FY2016/17 and further
indicates responsibilities for reporting thereon. During FY2016/17, quarterly and annual reporting will be in a narrative
format. Appropriate Performance Indicators will be developed for FY2017/18.
Table 1: SA Defence Review 2015 (Milestone 1) Implementation within current FY2016/17 Resource Allocation
Ser No.
SA Defence Review 2015 End-States
(DOD Consolidation List)
Responsibility Owner(Budget Programme)
Deliverables for FY2016/17
Linkage to DOD Strategy Map
1Sustained Ordered Defence Commitments
C SANDF (Chief Joint Operations)
Sustained Internal Operations
D1
Sustained Peace Missions
Sustained Intervention Operations
Sustained Support to Government Departments
Sustained International Commitments
Promulgated Joint Force Employment Strategy
D3Promulgated Border Safeguarding
Strategy
C SANDF (Chief Corporate Staff - Chief Military
Policy, Strategy and Planning)Promulgated Military Strategy
2 Capability sustainment and renewal
Sec Def(Chief Defence Matériel)
Promulgated Acquisition of Armaments in the DOD Policy (DAP 1000 Policy)
D3National Defence Industry Council
(Chief Defence Matériel in support)Promulgated Defence
Industry Policy
Last and Final APP 2016.indd 191 2016-02-23 07:03:17 PM
DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR192
Ser No.
SA Defence Review 2015 End-States
(DOD Consolidation List)
Responsibility Owner(Budget Programme)
Deliverables for FY2016/17
Linkage to DOD Strategy Map
3Defence Facilities Maintained
C SANDF(Chief Logistics)
Defence Facilities, Maintained through the implementation of the long-term infrastructure and the Capital Plans
R2
Optimised utilisation of the DOD Works Capability
4 Restructuring of the SANDF
C SANDF(Chief Corporate Staff – Chief Military
Policy, Strategy and Planning)Promulgated Blue-print force design
D3
C SANDF (only) Promulgated Restructuring plan
5 DOD Human Resources ManagementSec Def
(Chief Human Resources)Promulgated
Human Resources StrategyR1
6 Defence Academy establishedC SANDF
(Chief Human Resources)Comprehensive appreciation on the
establishment of a Defence AcademyR1
7 Military Discipline EnhancedC SANDF
(Chief Defence Legal Services)
Submitted Military Discipline Bill to the Office of the
Chief State Law Advisor and undergo Socio-economic Environmental Impact
Assessment System
R1
8
Relationship established between the DOD ETD programmes and accredited tertiary Institutions for civilian and military members
Sec Def(Chief Human Resources)
Promulgated Education Trainingand Development Policy
R1
9 Defence Funding Model Developed
Sec Def (Chief Financial Officer)
Developed Defence Funding Model
R4C SANDF
(Chief Logistics)Promulgated Budgeting and
Costing Tool
Table 1: SA Defence Review 2015 (Milestone 1) Implementation within current FY2016/17 Resource Allocation (continued)
Last and Final APP 2016.indd 192 2016-02-23 07:03:17 PM
193DOD ANNUAL PERFORMANCE PLAN FOR 2016
Ser No.
SA Defence Review 2015 End-States
(DOD Consolidation List)
Responsibility Owner(Budget Programme)
Deliverables for FY2016/17
Linkage to DOD Strategy Map
10Defence Industry Engagements Established
Sec Def(Chief Defence Matériel)
Capability and technology programmes established with the defence industry
F4
11Strategic direction for the implementation of the SA Defence Review (MS1)
Sec Def (Chief Defence Policy, Strategy and
Planning)
C SANDF(Chief Corporate Staff - Chief Military
Policy, Strategy and Planning)
Promulgated SA Defence Review MS1 Overarching Implementation Plan,
Targets and TimelinesD3
12Strategic Communication Intervention
Ministry (Head of Communication)
Roll out of a SA Defence Review 2015 Communication Plan (internal and external)
F5
C SANDF(Director Corporate Communication)
Promulgated Communication Strategy D3
Last and Final APP 2016.indd 193 2016-02-23 07:03:17 PM
NOTES
.....................................................................................................................................................................................................
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Last and Final APP 2016.indd 194 2016-02-23 07:03:17 PM
NOTES
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Last and Final APP 2016.indd 195 2016-02-23 07:03:17 PM
NOTES
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Last and Final APP 2016.indd 196 2016-02-23 07:03:17 PM