“Lets grow South Africa together”
DEPARTMENT OF DEFENCE Annual Performance Plan For 2020/2021
“Lets grow South Africa together”
date of tabling: 12 March 2020
Annual Performance Plan I 2020/21 1 Department of Defence
FOREWORD BY THE MINISTER OF DEFENCE AND MILITARY VETERANS
This Plan has been developed against the backdrop of the sixth administration Medium-Term Strategic Framework priorities, 2019-2024, in support of the National Development Plan, ‘’Vision 2030’’. As a developmental State, government through the Medium-Term Strategic Framework, will continue to priorities the following goals; improving the human capital base, reducing inequalities, modernising the public service and transforming the economy. These Medium-Term Strategic Framework goals articulate the strategic focus of Government and its on-going commitment to build a stronger and effective State, able to respond to the needs and aspirations of the people of South Africa.
It is within the defence mandate that the role of defence will find expression in support of the Medium- Term Strategic Framework Pillars and Priorities of government and support to the national security architecture of the RSA at domestic, regional and continental dimensions.
The reconfiguration of the departmental planning instruments aligned with national requirements, now reflects the DOD Results-Based Model enabling the pursuing of the defence Impact Statement ‘’Enhance and contribute to peace, security and stability in the RSA, region, Africa and the world through appropriately resourced and sustained defence capabilities’’. This Impact Statement will be supported by measurable Outcomes, Outputs and Activities that will be implemented and monitored at appropriate governance structures of the Department thereby ensuring support to national imperative. It is my intent during the period of this Plan, to ensure the appropriate governance, execution and compliance functions and structures remain fully effective, thereby ensuring the effective, efficient and economical use of scarce resources, guided by my performance agreement with the Commander-in-Chief.
Defence during the period of the Plan and beyond, will continue, with available resources, to implement national policy in relation to the defence portfolio as articulated in the South African Defence Review 2015. The Review provides the long-term defence policy for South Africa that informs the defence trajectory to be pursued over multiple Medium-Term Strategic Framework periods. The Review maps out five strategic planning milestones as firm foundations to direct the development of the long-term defence strategic trajectory to enable the restoration of South Africa’s defence capabilities through an Extended Long-term Development Plan.
Strategically, defence has over the past number of years, been required to transition from being mandate-driven to being funding- driven with a resultant adverse impact on the execution of mandated operations, including the sustainability and modernisation of required defence capabilities. Notwithstanding, the Review has informed the development of non-cost driven departmental
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policy, strategy and planning instrument development and associated implementation that has taken into consideration the evolving national and defence situational analysis that may have a direct impact on defence during the period of this Plan. My evolving priorities for the Medium-Term Strategic Framework period include the following:
• Strategic Direction. Implementation of the SA Defence Review 2015 “DOD Plan to Arrest the Decline”.
• Strategic Resourcing. Revenue generation to supplement the insufficient defence fiscal allocation.
• Human Resources. Maintaining the SANDF Establishment Force Levels.
• Organisational Renewal. Ensuring appropriate organisational form and structure.
• Capability Sustainment. Maintenance of defence capabilities.
• Ordered Defence Commitments. Increased contribution by Defence to the National Developmental Agenda.
It remains my commitment during the period of this Plan, to enable the attaining of the DOD Impact Statement in support of national Medium-Term Strategic Framework imperatives, thereby enhancing and contributing to building safer communities, fighting corruption and promoting integrity through inter alia, the protecting of the borders of the RSA.
In conclusion, the Department of Defence affirms its deepest commitment to achieving the full spectrum of its Constitutional mandate, ensuring the successful attainment of its resourced Outputs and Activities that include the ensuring of sound departmental governance and the execution of ordered defence commitments within a sound departmental value system that upholds as foremost, discipline, transparency, fairness and excellence through leadership, honesty and integrity.
Herewith, I endorse the Department of Defence Annual Performance Plan for 2020 for implementation by the Department, within the available resources, as for 01 April 2020.
(THE HONOURABLE MS N.N. MAPISA-NQAKULA) MINISTER OF DEFENCE AND MILITARY VETERANS, MP Date: 28 February 2020
Annual Performance Plan I 2020/21 3 Department of Defence
THE SECRETARY FOR DEFENCE, AS THE ACCOUNTING OFFICER OF THE DEPARTMENT OF DEFENCE, STATEMENT
In support of the political direction of the Executive Authority and the National Development Plan, ‘’Vision 2030’’, as articulated through the governmental priorities of the 2019-2024 Medium-Term Strategic Framework, I, as the Head of the Department and Accounting Officer of Defence, will continue to give effect to my Constitutional mandate, to function under the direction of the Cabinet member responsible for the Defence Portfolio. For the period of this Plan and beyond, the primary function of my office will be to continuously ensure appropriate organisational form and structure whilst ensuring the effective, efficient and economic management of the Department, thereby enabling the meeting of set defence related 2019-2024 Medium-Term Strategic Framework targets.
From a governance perspective, the enhancing of current systems of departmental strategic direction, leadership and administration, inclusive of the strengthening of internal controls and assurance functions that enable the management, control and reporting on allocated resources in pursuit of our Defence mandate, remains a key focus area.
The implementation of the 2019-2024 Medium-Term Strategic Framework priorities and the associated targets will find expression in both this Plan and subsequent departmental planning instruments that will enable the effective, efficient and economical utilisation of scarce resources within the Department of Defence, with a specific focus on our Human Resource component.
The implementation of national government policy on defence, as articulated in the South African Defence Review 2015, will remain the primary national policy informing the defence trajectory during the period of this Plan and beyond. While there remains a non-alignment between the defence resource allocation and the defence ambition requirements articulated in the Review, the Department will inwardly undertake initiatives, in an attempt to ensure the sustainability of defence over the short, medium and long-term. Consultation with identified stakeholders will continue, in an effort to secure appropriate defence funding in order to give effect to our Constitutional mandate, whilst creating value to the citizens of the Republic of South Africa, the Southern African Development Community Region, Africa and the World.
The sustainment and modernisation of defence capabilities with associated resourcing, that will ensure their future relevance and ability to execute ordered commitments as directed by government, remains central to this Plan. Within the context of the Fourth Industrial Revolution and the associated rapid pace of technological change, the establishment of a Defence Strategic Research Capability, will serve to inform multiple defence trajectory options, best suited to optimally position defence within
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this rapidly changing contextual environment. The exploitation of information, communication and technology across the Defence Portfolio as a key efficiency lever, will be pursued, serving as a force-multiplier, whilst departmentally imparting scarce skills and creating the organisation of the future.
Defence in support of a developmental State, will enable local economic transformation and the sustainment of communities where defence has a footprint, through Project Koba Tlala. This will be achieved through the establishment of agricultural hubs able to uplift women, youth and people with disabilities in identified rural areas and communities.
Beyond the borders of South Africa, Defence will continue to pursue and support national foreign policy objectives within the region, Africa and the World through established co-operation agreements and initiatives that strengthen defence diplomacy efforts.
It therefore remains my commitment during the period of this Plan to give effect to the Department of Defence Impact Statement, “Enhance and contribute to peace, security and stability in the RSA, region, Africa and the world through appropriately resourced and sustained defence capabilities”, whilst engaging with the Executive Authority and identified stakeholders, to influence and realise an increase in the defence portfolio budget allocation in support of the Defence mandate. It is through the pursuance of the Defence Impact Statement and associated Defence mandate that we will enhance and contribute to creating value to the citizens of the Republic of South Africa, the Southern African Development Community Region, Africa and the World.
I herewith extend my thanks to the Executive Authority, external oversight committees and assurance providers for their on-going support.
It is my privilege to present the Department of Defence Annual Performance Plan for 2020 implementation, within the resource allocation, by 01 April 2020.
(DR S.M. GULUBE) SECRETARY FOR DEFENCE: DIRECTOR-GENERAL Date: 27 February 2020
Annual Performance Plan I 2020/21 5 Department of Defence
INTRODUCTION BY THE CHIEF OF THE SOUTH AFRICAN NATIONAL DEFENCE FORCE
The Department of Defence Annual Performance Plan for the Financial Year 2020/21 presents both the allocated and full budgetary requirements for the Defence Force and the difference indicates the financial constraints to fully fund defence capabilities in order to enhance our combat readiness status. Even with these budgetary constraints, the South African National Defence Force will, in support of South Africa’s foreign policy continue to fulfill its international obligations, inter alia, the United Nations Mission in the Democratic Republic of Congo (as part of the Force Intervention Brigade) and Maritime Security in the Mozambique Channel. In this Annual Performance Plan for the Financial Year 2020/21, the South African National Defence Force will maintain the current operational capability within the current operational strength due to financial distress.
The South African National Defence Force will continue to support the people of South Africa by protecting our borders against multiple security threats such as weapons smuggling, maritime piracy and terrorism amongst others. In the Financial Year 2020/21, the South African National Defence Force will prioritise assistance to local government authorities and other state departments internally in Republic of South Africa.
In support of the Department of Defence Impact Statement, the South African National Defence Force will continue to identify and implement resourced interventions to enhance combat readiness for our multi-mission capabilities required for intervention operations as may be ordered by the President of the Republic of South Africa.
The South African National Defence Force will intensify border liaison with our neighbours to leverage partnership and collective security where resources are inadequate. Within available resources, the South African National Defence Force will make use of force multipliers to monitor our borders.
The South African National Defence Force will always remain committed to execute our Constitutional mandate with a high level of discipline, commitment, professionalism and dedication.
(S.Z. SHOKE) CHIEF OF THE SOUTH AFRICAN NATIONAL DEFENCE FORCE: GENERAL Date: 27 February 2020
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Official Sign-off
It is hereby certified that the Department of Defence (DOD) Annual Performance Plan (APP) for 2020: a. 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), the honourable Ms N.N. Mapisa-Nqakula. b. Was prepared in line with the current DOD Strategic Plan (2020 to 2025), relevant policies, legislation, other mandates and international agreements for which the DOD is responsible. c. Accurately reflects the Impact, Outcomes and Outputs (performance indicators and targets) that the DOD will endeavour to achieve, within the available resources for the FY2020/21 Medium-Term Expenditure Framework (MTEF). d. Performance information included in this APP has been developed, managed and stored in accordance with the DOD approved Standard Operating Procedure (SOP) No 07/2014.
(MR E.S. SOKHELA) (DR T. GAMEDE) CHIEF FINANCIAL OFFICER: DEPUTY DIRECTOR-GENERAL CHIEF DEFENCE POLICY, STRATEGY AND PLANNING: Date: 14 February 2020 DEPUTY DIRECTOR-GENERAL Date: 14 February 2020
(L. YAM) (S.Z. SHOKE) CHIEF OF STAFF SOUTH AFRICAN NATIONAL DEFENCE CHIEF OF THE SOUTH AFRICAN NATIONAL DEFENCE FORCE: LIEUTENANT GENERAL FORCE: GENERAL Date: 12 February 2020 Date: 05 February 2020
(DR S.M. GULUBE) (N.N. MAPISA-NQAKULA) SECRETARY FOR DEFENCE: DIRECTOR-GENERAL MINISTER OF DEFENCE AND MILITARY VETERANS, MP Date: 14 February 2020 Date: 19 February 2020
Annual Performance Plan I 2020/21 7 Department of Defence
GLOSSARY
List of abbreviations used in this Annual Performance Plan.
ACIRC African Capacity for Immediate Response to Crises AFB Air Force Base AGSA Auditor-General of South Africa AO Accounting Officer APP Annual Performance Plan APSA African Peace and Security Architecture Armscor Armaments Corporation of South Africa ASB Army Support Base AU African Union
BBBEE Broad-Based Black Economic Empowerment
CCB Castle Control Board CoE Compensation of Employees C SANDF Chief of the South African National Defence Force
Def Sec Defence Secretariat DIRCO Department of International Relations and Cooperation DFR Defence Foreign Relations DFSC Defence Force Service Commission DLSD Defence Legal Services Division DOD Department of Defence DOD HQ Department of Defence Headquarters DPME Department of Planning, Monitoring and Evaluation DPSA Department of Public Service and Administration DPSP Defence Policy, Strategy and Planning DPWI Department of Public Works and Infrastructure DROIF Defence Review Overarching Implementation Framework DTI Department of Trade and Industry
EA Executive Authority EEZ Exclusive Economic Zone ENE Estimates of National Expenditure ETD Educational Training and Development FOSAD Forum of South African Directors-General FMS Financial Management System FY Financial Year
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GDP Gross Domestic Product
HR Human Resources HOD Head of Department
ICAO International Civil Aviation Organisation ICT Information Communication and Technology ICTS Information Communication and Technology System IDES Integrated Defence Enterprise System IFMS Integrated Financial Management System IPAP Industrial Policy Action Plan IT Information Technology JIIM Joint Interdepartmental, Interagency and Multinational Exercises
MOD&MV Minister of Defence and Military Veterans MOU Memorandum of Understanding MPSGL Marine Protection Services and Governance Laboratory MSDS Military Skills Development System MSS Maritime Security Strategy MTBPS Medium-Term Budget Policy Statement MTEC Ministerial Technical Evaluation Committee MTEF Medium-Term Expenditure Framework MTSF Medium-Term Strategic Framework
NACH National Anti-Corruption Hotline NCACC National Conventional Armaments Control Committee NCOP National Council of Provinces NDIC National Defence Industry Council NDP National Development Plan, “Vision 2030” NGP National Growth Path
OPSC Office of the Public Service Commission
PDSC Plenary Defence Staff Council PFMA Public Finance Management Act, 1999 (Act No 1 of 1999) PInd Performance Indicator PPP Public Private Partnership PSC Peace and Security Council
QPR Quarterly Performance Report
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RBM Results-Based Model RFC Reserve Force Council RISDP Regional Indicative Strategic Development Plan RSA Republic of South Africa
SA South Africa SADC Southern African Development Community SADIC South African Defence Intelligence College SAFI South Africa Forces Institute SAI South African Infantry SAMHS South African Military Health Support (Budget Programme) and South African Military Health Service (DOD Marco Structure) SANDF South African National Defence Force SAPS South African Police Service SCAMP Strategic Capital Acquisition Master Plan SDA Special Defence Account SDIP Service Delivery Improvement Plan Sec Def Secretary for Defence SMME Small, Medium and Macro Enterprises SMS Senior Management System SPF Strategic Planning Framework SONA State of the Nation Address SOP Standard Operating Procedures
TID Technical Indicator Datasheets /Technical Indicator Description Table
UN United Nations
VIP Very Important Person/People
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TABLE OF CONTENTS
Foreword by the Minister of Defence and Military Veterans 2
The Secretary for Defence, as the Accounting Officer of the Department of Defence, Statement 4
Introduction by the Chief of the South African National Defence Force 6
Official Sign-Off 7
Glossary 8
PART A: DOD MANDATE 18
Vision 18
Mission 18
DOD Organisational Values 18
DOD Individual Values 19
Constitutional and Legislative Mandates 19
Revision to Legislative and other Mandates 23
DOD Policy Mandate 23
SA Defence Review 2015 23
Update to DOD Policies and Strategies 26
Pending Court Rulings 28
PART B: DOD STRATEGIC FOCUS 30
2020 Situational Analysis 30
External Environment Analysis 30
Internal Environment Analysis 33
Performance Delivery Environment 36
DOD Contribution to National Imperatives of Government for the FY2020/21 to the FY2022/23 36
Departmental Imperatives 41
The Minister of Defence and Military Veterans Priorities for the FY2020/21 to the FY2022/23 42
The Secretary for Defence Focus Areas for the FY2020/21 to the FY2022/23 43
The Chief of the South African National Defence Force Focus Areas for the FY2020/21 to the FY2022/23 44
Organisational Environment 45
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PART C: MEASURING DOD PERFORMANCE 48
DOD Performance Information 48
Description of the DOD Planning, Budgeting and Reporting Cycle 49
DOD Results-Based Model Overview 49
DOD Outcomes, Outputs and Output Performance Indicators and Targets for the FY2020/21 Medium-Term 52 Expenditure Framework
Defence Impact Statement 52
Measuring of the DOD Outcomes 52
Defence Outcome Performance Indicators 52
Defence Outputs 54
Programme 1: Administration 56
Programme 2: Force Employment 58
Programme 3: Landward Defence 60
Programme 4: Air Defence 62
Programme 5: Maritime Defence 64
Programme 6: Military Health Support 66
Programme 7: Defence Intelligence 67
Programme 8: General Support 68
DOD Planned Performance over the 2020/21 Medium-Term Expenditure Framework Period 69
DOD Budget Programme Structure 70
Programme Resource Considerations Full-Cost 73
Programme 1: Administration: Budget Allocation per Sub-programme for the FY2020/21 MTEF 73
Programme 2: Force Employment: Budget Allocation per Sub-programme for the FY2020/21 MTEF 75
Programme 3: Landward Defence: Budget Allocation per Sub-programme for the FY2020/21 MTEF 76
Programme 4: Air Defence: Budget Allocation per Sub-programme for the FY2020/21 MTEF 78
Programme 5: Maritime Defence: Budget Allocation per Sub-programme for the FY2020/21 MTEF 80
Programme 6: Military Health Support: Budget Allocation per Sub-programme for the 2020/21 MTEF 81
Programme 7: Defence Intelligence: Budget Allocation per Sub-programme for the FY2020/21 MTEF 83
Programme 8: General Support: Budget Allocation per Sub-programme for the FY2020/21 MTEF 84
Relating FY2020/21 Medium-Term Expenditure Trends towards Achievement of DOD Outputs 86
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DOD Enterprise Risks Management 88
Public Entities Reporting to the Executive Authority 91
Organs Of State Reporting to the Executive Authority 92
DOD Infrastructure Projects 94
District-Based Service Delivery Model 94
Conditional Grants 94
Public Private Partnership 94
PART D: TECHNICAL INDICATOR DESCRIPTIONS 96
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List of Tables
Table 1: DOD Constitutional and Legislative Mandates 20 Table 2: DOD Policies and Strategies over the Departmental Planning Period (2020-2025) 27 Table 3: DOD Pending Court Ruling 28 Table 4: DOD Impact Statement 52 Table 5: Measuring of the DOD Outcomes 52 Table 6: DOD Outcome 1 Performance Indicator Description 52 Table 7: DOD Outcome 2 Performance Indicator Description 53 Table 8: DOD Outputs 54 Table 9: Programme 1: Administration: Outcomes, Outputs, Output Indicators and Annual Targets for the 2020/21 56 MTEF Table 10: Programme 1: Administration: Output Indicators, Annual and Quarterly Targets for the FY2020/21 57 Table 11: Programme 2: Force Employment: Outcomes, Outputs, Output Indicators and Annual Targets for the 58 2020/21 MTEF Table 12: Programme 2: Force Employment: Output Indicators, Annual and Quarterly Targets for the FY2020/21 59 Table 13: Programme 3: Landward Defence: Outcomes, Outputs, Output Indicators and Annual Targets for the 2020/21 60 MTEF Table 14: Programme 3: Landward Defence: Output Indicators, Annual and Quarterly Targets for the FY2020/21 61 Table 15: Programme 4: Air Defence: Outcomes, Outputs, Output Indicators and Annual Targets for the 2020/21 MTEF 62 Table 16: Programme 4: Air Defence: Output Indicators, Annual and Quarterly Targets for the FY2020/21 63 Table 17: Programme 5: Maritime Defence: Outcomes, Outputs, Output Indicators and Annual Targets for the 2020/21 64 MTEF Table 18: Programme 5: Maritime Defence: Output Indicators, Annual and Quarterly Targets for the FY2020/21 65 Table 19: Programme 6: Military Health Support: Outcomes, Outputs, Output Indicators and Annual Targets for the 66 2020/21 MTEF Table 20: Programme 6: Military Health Support: Output Indicators, Annual and Quarterly Targets for the FY2020/21 66 Table 21: Programme 7: Defence Intelligence: Outcomes, Outputs, Output Indicators and Annual Targets for the 67 2020/21 MTEF Table 22: Programme 7: Defence Intelligence: Output Indicators, Annual and Quarterly Targets for the FY2020/21 67 Table 23: Programme 8: General Support: Outcomes, Outputs, Output Indicators and Annual Targets for the 2020/21 68 MTEF Table 24: Programme 8: General Support: Output Indicators, Annual and Quarterly Targets for the FY2020/21 68 Table 25: DOD Budget Structure and Allocation for the 2020/21 MTEF 71 Table 26: DOD Economic Classification per Main Programme 72 Table 27: Programme 1: Administration: Budget allocation per Sub-programme for the 2020/21 MTEF 73 Table 28: Programme 2: Force Employment: Budget Allocation per Sub-programme for the FY2020/21 MTEF 75
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Table 29: Programme 3: Landward Defence: Budget Allocation per Sub-programme for the FY2020/21 MTEF 76 Table 30: Programme 4: Air Defence: Budget Allocation per Sub-programme for the 2020/21 MTEF 78 Table 31: Programme 5: Maritime Defence: Budget allocation per Sub-programme for the 2020/21 MTEF 80 Table 32: Programme 6: Military Health Support: Budget allocation per Sub-programme for the 2020/21 MTEF 81 Table 33: Programme 7: Defence Intelligence: Budget allocation per Sub-programme for the 2020/21 MTEF 83 Table 34: Programme 8: General Support: Budget allocation per Sub-programme for the 2020/21 MTEF 84 Table 35: DOD Enterprise Risks with Risk Mitigation 88 Table 36: Public Entities Reporting to the Executive Authority 91 Table 37: Organs of State Reporting to the Executive Authority 93 Figures
Figure 1: DOD Goals and Tasks 24 Figure 2: DOD Trajectory 24 Figure 3: SA Defence Review 2015 Implementation Work Packages 25 Figure 4: Hierarchy of DOD Policy, Strategy, Plan and Reporting Processes 26 Figure 5: Defence Governance Functions 42 Figure 6: DOD Macro-organisational Structure (2007) 46 Figure 7: National, Provincial and Local Government Planning Alignment 48 Figure 8: DOD Planning, Budgeting and Reporting Cycle 49 Figure 9: Key Performance Information Concepts (Results-Based Model) 50 Figure 10: DOD Results-Based Model 51 List of Annexures
Annexure A: DOD Infrastructure Projects 97 Annexure B: DOD Technical Indicator Datasheets for the FY2020/21 113
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16 Annual Performance Plan I 2020/21 PART A DOD MANDATE Department of Defence
PART A: DOD MANDATE
VISION
“Effective defence for a democratic South Africa”. MISSION
“To enable, prepare, employ, sustain and renew defence capabilities in accordance with the needs of South Africa as regulated by the Constitution, National Legislation, Parliamentary and Executive direction”. 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 the execution of the defence Mission Statements, the DOD will pursue the following organisational values, as informed by the DOD Strategic Plan (SP) 2020-2025:
• Accountability. We shall have the responsibility to answer for the outcomes of the DOD, the behaviour of our members, as well as the actions and performance in the execution of our constitutional obligations and an organisational culture of consequence management.
• Consultation Rooted in Effective and Efficient Partnership and Collaboration. We shall encourage and improve links with other Government departments, relevant Organs of State and identified stakeholders. We will strengthen partnerships with industry, allies and the community at large. We shall promote collaboration within the DOD, harmonise activities and systems and, where possible, share knowledge.
• Discipline. We shall consistently uphold a high level of discipline. We shall individually and collectively sustain and safeguard the profile and image of the defence establishment as a disciplined profession.
• Ethics. We shall adopt and encourage reasonable working practices. We shall not be deflected by the demands of own vested interests but those of the DOD. We shall foster fairness and trustworthiness in all that we do. We shall not ignore difficult issues or situations.
• Excellence. We shall build on what we do well and actively foster a climate of success. We shall invest in our people and encourage innovation. Where possible, we shall provide appropriate incentives and recognise individual and team contributions.
• Openness and Transparency. We shall ensure clear communication and common understanding. We shall ensure that our messages and intentions are clearly understood. We shall listen to clients’ concerns and make sure we understand and take into consideration what they are saying to us. We shall aim to create a climate of trust and transparency in our decision- making.
• People. We shall uphold the values as adopted in the founding principles of the Constitution and as further expressed in the Bill of Rights.
• Service Standards. Service standards are based on clear direction and strong leadership. Our priority is, and shall always be, to maximise our defence capability and our contribution to peace and security. We shall maintain high standards of excellence and professionalism in everything we do.
• Teamwork. Within the DOD, we are a single team and as such embrace a single purpose. We shall debate issues fully, whilst rigorously representing our individual responsibilities. However, our overriding aim, is to reach conclusions that best serve departmental interests and then to act on them.
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DOD INDIVIDUAL VALUES
The following individual values form the framework through which the individual values of DOD members will be pursued in support of the organisational values of Defence. The DOD individual values are as follows:
• Human Dignity. Treating others the way you expect to be treated. Human dignity is governed by respect, tolerance, fairness and communication.
• Integrity. Integrity denotes moral uprightness. This requires the execution of duty solely in the organisation’s interest and not for personal gain. Integrity is administered by honesty, credibility, trustworthiness and transparency.
• Leadership. Leadership is the capacity and the will to rally men and women to perform a common purpose or task, utilising the individual’s or group’s capabilities within the organisational culture and has the character that will inspire confidence and produce effectiveness based on moral and ethical authority.
• Loyalty. Loyalty is the sincere support of one’s superiors and subordinates. Loyalty does not permit destructive comments in the workplace and towards those with whom one works. It is an attitude of respect and understanding.
• Patriotism. To be devoted to one’s country, its interests, freedom and independence. Patriotism is the devotion of interests to South Africa above every other consideration.
• Professionalism. Those qualities, virtues and behaviour reflecting the uniqueness of the DOD. The ability to correctly perform any duty by striving to constantly excel and improve the achievements of the organisation and the individual. The learning culture, civil-military relations, discipline, ethical conduct and excellence govern professionalism. CONSTITUTIONAL AND LEGISLATIVE MANDATES
In terms of Section 200(2) of the Constitution of the Republic of South Africa (RSA) 1996, the primary purpose of the South African National Defence Force (SANDF) is to “defend and protect the RSA, its territorial integrity and its people in accordance with the Constitution and the principles of international law regulating the use of force”. The mandate of the DOD, as derived from Section 200(2) of the Constitution, the Defence Act (2002), as amended by the Defence Amendment Act (2010), the 1996 White Paper on Defence and the SA Defence Review 2015, requires the Department to “provide, manage, prepare and employ defence capabilities that are commensurate with the needs of SA”. The DOD Constitutional and legislative mandates as well as International Agreements, applicable to the DOD, are provided in Table 1.
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Table 1: DOD Constitutional and Legislative Mandates
Legislation Responsibilities placed on the DOD Constitution of the Republic of Section 92: Provides for the accountability and responsibilities of members of Cabinet: Members of the South Africa,1996 (Act No. 108 Cabinet are accountable to Parliament for the exercise of their powers and the performance of their of 1996) functions. Section 198: Provides for governing principles of national security in the Republic. Section 199: Provides for the establishment, structuring and conduct of security services 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. Section 41(1): Provide staff function for the fostering and management of cooperative Government and inter-Governmental relations through the cluster system. Defence Act, 2002 Section 4A: Composition of the Military Command. (Act No. 42 of 2002) 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 12: Services of the Defence Force and structural components. Section 13: Appointment of the Chief of the Defence Force. Section 14: Functions of the Chief of the Defence Force. Section 15: Delegation of Powers by the Chief of the Defence Force. Section 18: Employment of the Defence Force. Section 30: Appointment of Military Police Officials. Section 33: Intelligence Division of the Defence Force. Section 34: Application of Strategic and Operational Intelligence. Section 43: Establishment and composition of the Council of Defence. Section 48: Establishment of the Reserve Force Council. Section 53: Reserve Force. Section 90: Mobilisation during state of National Defence. Section 91: State of National Defence Regulations. Section 93: Service by members in fulfilment of international obligation. Section 94: Attachment of personnel. Section 95: Command over members serving under control of international bodies. Section 96: Command over members serving together with other military force.
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Legislation Responsibilities placed on the DOD Defence Amendment Act, 2010 Section 4: Military Command of the Defence Force. (Act No. 22 of 2010) 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 Schedule 1: Secretary for Defence is the Head of the Department. (Act No. 103 of 1994) Section 7(3)(a): Each department shall have a head (Accounting Officer) 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 Section 13: Deposits into National Revenue Fund. Act, 1999 Section 29(2)(a) and (b): Expenditure before annual budget is passed. (Act No. 1 of 1999) 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); Section 38: General responsibilities of accounting officers. Section 39: Accounting officers’ responsibilities relating to budgetary control. Section 40: Accounting officers’ reporting responsibilities. Section 41: Information to be submitted by accounting officers. Section 42: Accounting officers’ responsibilities when assets and liabilities are transferred. Section 43: Virement between main divisions within votes. Section 44: Assignment of powers and duties by accounting officers. Section 45: Responsibilities of other officials. Section 46: Application of public entities. Section 47(1)(a): Unlisted public entities. Section 63: Financial responsibilities of executive authorities. Section 64: Financial responsibilities of executive authorities. Section 65: Tabling in legislatures. Section 81: Financial misconduct by officials in departments and constitutional institutions. Section 89: Functions of Accounting Standards Board. Military Ombud Act, 2012 Provides for the establishment and mandate of the Office of the Military Ombud. (Act No. 4 of 2012) Castle Management Act, 1993 Castle Control Board to govern and manage the Castle of Good Hope on behalf of the Minister of (Act No. 207 of 1993) Defence and Military Veterans. ARMSCOR Act, 2003 Armscor is to adhere to accepted corporate governance principles, best business practices and (Act No. 51 of 2003) generally accepted accounting practices within a framework of established norms and standards that reflects fairness, equity, transparency, economy, efficiency, accountability and lawfulness.
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Legislation Responsibilities placed on the DOD Non-proliferation of Weapons of Subject to the Act on Non-proliferation of Weapons of Mass Destruction, which Armscor performs on Mass Destruction Act, 1993 behalf of the DOD for or on behalf of any sovereign state. (Act No. 87 of 1993).
National Conventional Arms Section 9(2): Ensure compliance with the policy of the Government in respect of arms control. Ensure Control Act, 2002 that trade in conventional arms is conducted in compliance with the Act and that all regulatory (Act No. 41 of 2002) processes of the Act are adhered to. National Strategic Intelligence Section 2(3)(4) referring to the collection of information. Act, 1994 (Act No. 39 of 1994) Defence Special Account Act, Section 2(c) states that moneys in the account shall be utilised to defray expenditure and purchases of 1974 (Act No. 6 of 1974) the DOD (relates to the Strategic Capital Acquisition Master Plan [SCAMP]). Promotion of Access to Each public and private body must make provision, in the manner prescribed in section 17 of the Information Act, 2000 Promotion of Access to Information Act, with the necessary changes, (Act No. 2 of 2000) 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. INTERNATIONAL AGREEMENTS Section 231 of the Constitution of the RSA, 1996 prescribes International agreements to which the DOD must adhere inclusive of the International Humanitarian Law. The following international agreements, but not limited to, remains applicable to the Department and the following applies: Article 51 stipulates: “Nothing in the present Charter shall impair the inherent right of individual or United Nations Charter collective self-defence if an armed attack occurs against a Member of the United Nations, until the Security Council has taken measures necessary to maintain international peace and security.” Vienna Convention on Members deployed as a Military Attaché are to execute their mandate within this Framework for Diplomatic Immunities and Diplomatic Relations. Privileges, 1961 The International Maritime Organisation Maritime Safety Committee divided the oceans of the world International Convention on into 13 search and rescue areas, in each of which the countries concerned have delimited search and Maritime Search and Rescue, rescue regions for which they are responsible. South Africa has an obligation regarding a vast search 1979 and rescue area. Southern Africa Development Article 6(1) stipulates: “An armed attack against a State Party shall be considered a threat to regional Community Mutual Defence peace and security and such an attack shall be met with immediate collective action.” Pact Article 4(a) stipulates: “State Parties undertake to provide mutual assistance towards their common African Union Non-aggression defence and security vis-à-vis any aggression or threats of aggression.” and Common Defence Pact Article 4(b) Stipulates: “State Parties undertake, individually and collectively, to respond by all available means to aggression or threats of aggression against any Member State.” The International Civil Aviation Organisation (ICAO), a specialised agency of the UN, is charged with coordinating and regulating international air travel. The Convention establishes rules of airspace, aircraft registration and safety, and details the rights of the signatories in relation to air travel. It also Chicago Convention (also exempts air fuels from tax. The Convention was signed by 52 states in Chicago on 7 December 1944. known as the Convention on International Civil Aviation), The Convention provides for the sovereignty of airspace above the territory of each state, together came into effect on 4 April 1947 with five freedoms (later expanded to nine by the addition of four unofficial freedoms), which govern the freedom of states to operate air transport flights (including the carriage of passengers, cargo and mail) across, into and within the airspace of other States. Only the first two of these freedoms apply automatically to signatory states, the remainder being subject to national agreement.
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REVISION TO LEGISLATIVE AND OTHER MANDATES
The following legislative and other mandates are awaiting tabling:
• Draft Military Discipline Bill. The draft Bill was published by the Portfolio Committee on Defence and Military Veterans, for public comments during the 4th quarter of the FY2019/20. It is envisaged that the draft Bill will be introduced by the MOD&MV in Parliament during the FY2020/21, which will subsequently see the implementation of the Act in the DOD during the FY2020/21.
• Draft Defence Amendment Bill, (No 18 of 2017). On 11 December 2019, the draft Bill was published for comments by identified stakeholders before a Public Hearing, scheduled for 4th Quarter of the FY2019/20. It is envisaged that the draft Bill will be tabled in Parliament during the FY2020/21, which will subsequently see the implementation of the Act in the DOD during the FY2020/21.
• Draft Hydrographic Bill (No 17 of 2018). On 03 December 2019 the draft Bill was approved by the Selected Committee on Security and Justice, and the National Council of Provinces (NCOP) and the National Assembly on 06 December 2019, after which the Bill was submitted to the President for assent. It is envisaged that the Bill will continue through the Parliamentary approval process during the FY2020/21 and the implementation of the Act in the DOD during the FY2020/21. DOD POLICY MANDATE
SA DEFENCE REVIEW 2015
The SA Defence Review 2015 represents a comprehensive national government review of the defence function within the context of changes to the security environment both domestically and abroad. The SA Defence Review 2015 is the updated National Policy on Defence that will continue to inform departmental policies, strategies and the development of implementation plans. The SA Defence Review 2015 provides the national defence policy for South Africa that informs the defence trajectory to be pursued over multiple MTSF periods. The SA Defence Review 2015 was approved by Cabinet on 19 March 2014, providing three strategic defence policy options for aligning the defence function towards sustainable future relevance in a complex and ever- changing world, and was endorsed by the National Assembly and the National Council of Provinces on 04 June 2015 and 24 June 2015 respectively. The three defence strategic Policy trajectory options include the following:
• Option 1. “Expand over the trajectory in partnership”.
• Option 2. “Expand independently”.
• Option 3. “Shrink to financial allocation”.
Defence Strategic Policy Option 2 was selected, approved and endorsed by Cabinet and Parliament respectively. This selected option focusses on the maximum preservation of the sovereignty of the defence function and posits a level of defence ambition that is commensurate with South Africa’s continental gravitas, as well as the role that South Africa is expected to and should execute/pursue on the African continent.
In the light of the fiscal constraints facing South Africa, the DOD (SANDF), will continue, in as far as resources permit, to pursue a rebalance of the suite of military capabilities towards a future-force that has a wide range of utility. The latter re-balancing is intended to ensure the future relevance of the Defence Force, able to sustainably execute selected priority missions, perform its mandated core functions and provide value to South Africa as a developmental state.
The SA Defence Review 2015 reflects on the Defence Outcomes (Goals) and Outputs (Tasks), which contribute to the DOD Impact Statement as articulated in the DOD Strategy 2020-2025, namely “Enhance and contribute to peace, security and stability in the RSA, region, African and the world through appropriately resourced and sustained defence capabilities”, as indicated in Figure 1.
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Figure 1: DOD Goals and Tasks1
GOAL: 1 GOAL: 2 GOAL: 3 GOAL: 4 DEFEND & PROTECT SAFEGUARD PROMOTE PEACE & DEVELOPMENTAL AND SOUTH AFRICA SOUTH AFRICA SECURITY OTHER ORDERED TASKS
TASK: 1 TASK: 8 TASK: 10 TASK: 4 DETER & PROMOTE EXECUTE SAFEGUARD PREVENT STRATEGIC RELEVANT TREATY BORDERS CONFLICT INFLUENCE OBLIGATIONS
TASK: 2 TASK: 5 TASK: 9 TASK:11 PROTECT SAFEGUARD CONTRIBUTE ORDERED NATIONAL CRITICAL TO PEACE AND PRESIDENTIAL INTERESTS INFRASTRUCTURE STABILITY TASKS
TASK: 6 TASK: 12 TASK: 3 COOPERATION ASSIST CIVAL DEFEND WITH THE AUTHORITY AS SOUTH AFRICA POLICE SERVICE ORDERED
TASK: 13 TASK: 7 CONTRIBUTE TO ENSURE THE DEVELOPMENT INFORMATION OF SA AND ITS SECURITY PEOPLE
The SA Defence Review 2015 maps out five strategic planning milestones, as presented in Figure 2, as firm foundations to direct the development of South Africa’s defence capabilities through a DOD Extended Long-term Defence Development Plan2. As funding permits, this Plan will be integrated into both the national and departmental planning, budgeting and reporting cycles to ensure monitored implementation.
Figure 2: DOD Trajectory
1 The DOD Goals 1 to 4 and the associated tasks, as reflected in the SA Defence Review 2015, are linked to the Governmental 2019-2024 MTSF Priorities, namely MTSF Priority 6 “Social Cohesion and Safer Communities” and MTSF Priority 7 “A Better Africa and a Better World”. 2 The Defence Review Implementation Plan “DOD Plan to Arrest the Decline” as approved by the Minister of Defence and Military Veterans on 07 March 2017.
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The first four milestones will provide the initial impetus to ensuring an adequate, appropriate and relevant defence capability for South Africa. Milestone 5 will remain the constitutional contingency which can be achieved from the firm foundation provided by Milestone 4. The Milestones are presented as follows:
• Milestone 0 (MS0). The current situation within the DOD commencing 2017.
• Milestone 1 (MS1). Arresting the decline in critical capabilities through immediate and 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 capacity of the Defence Force to respond to emerging threats and a wide range of strategic challenges.
• Milestone 5 (MS5). Defence of the Republic against any direct threat.
During 2017, the DOD completed the “DOD Plan to Arrest the Decline”, which was approved by the Council on Defence on 07 March 2017, after which it was presented to and endorsed by the Joint Standing Committee on Defence in Parliament on 12 May 2017.
The “DOD Plan to Arrest the Decline” is the Framework against which the DOD enables the programmatic implementation of the SA Defence Review 2015, continuing to form the basis for a strategic- level negotiation process between the DOD and identified stakeholders, so as to ensure the appropriate resourcing of the defence portfolio.
This “DOD Plan to Arrest the Decline” consists of a number of interventions and deliverables that will enable the systematic implementation of the SA Defence Review 2015. The interventions and deliverables are fully dependant on the consistent improvement in the baseline allocation of funding to the DOD. These interventions and deliverables are collared into sequential work packages as depicted in Figure 3 below:
Figure 3: SA Defence Review 2015 Implementation Work Packages
1 2 3 4 5
Deliverables Critical Functional Capital Capital to maintain Organisational Strategic Intents, Interventions Interventions comprehensive & Efficiency Strategies for Priority for Priority Defence Interventions & Plans Support System Capabilities Capabilities
5 WORK PACKAGES
Although the majority of the critical success factors enabling the successful implementation of the SA Defence Review 2015, as reflected in Figure 2, have been achieved, the level of appropriate funding remains the most significant and un-achieved critical success factor and subsequent deterrent to its implementation. The full implementation of the SA Defence Review 2015 is not envisaged during the period of this Annual Performance Plan (APP), due to the current fiscal challenges and prevailing defence baseline allocation, as reflected in this Plan for the 2020/21 Medium-Term Expenditure Framework (MTEF).
In terms of the non-cost deliverables of the SA Defence Review 2015 (Work Packages 1 and 2 depicted in Figure 3), the Department will continue with the development and approval of the DOD Strategy, the Military Strategy and the Defence Secretariat Strategy, inclusive of the implementation of organisational efficiency interventions over the period of this APP.
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UPDATE TO DOD POLICIES AND STRATEGIES
The DOD follows the systematic integration of National policy directions into a cascading hierarchy of internal departmental policies, strategies and plans and ultimate monitoring and evaluation, as articulated as follows in Figure 4 below.
Figure 4: Hierarchy of DOD Policy, Strategy, Plan and Reporting Processes3
Constitution of the RSA Defence Act Other sources of mandate National Security Strategy Other sources of mandate
SA Defence Review 2015 (National Policy on Defence) ational Policies N ational
SA Defence Review 2015 (National Policy on Defence) Defence Secretariat Policy (Overarching) Military Policy (Overarching)
J1 HR J2 Int J3 Ops J4 Logistics J5 Planning J6 CMI J7 Training J8 Finance J9 Spec Staff Policies Functional Policy Functional Policy Functional Policy Functional Policy Functional Policy Functional Policy Functional Policy Functional Policy Functional Policy Departmental
Defence Strategy Defence Secretariat Strategy Military Strategy J1 HR J2 Int J3 Ops J4 Logistics J5 Planning J6 CMI J7 Training J8 Finance J9 Spec Staff Strategies Functional Strategy Functional Strategy Functional Strategy Functional Strategy Functional Strategy Functional Strategy Functional Strategy Functional Strategy Functional Strategy Departmental
Department of Defence Long Term (LT) Plan
Department of Defence Strategic Plan (MTSF 5 year)
Department of Defence Annual Performance Plan (MTEF 3 year)
Department of Defence Annual Operational Plan (Annual)
Defence Secretariat Annual Operational Plan SANDF Annual Operational Plan J1 HR J2 Int J3 Ops J4 Logistics J5 Planning J6 CMI J7 Training J8 Finance J9 Spec Staff Departmental Plans Functional Plan Functional Plan Functional Plan Functional Plan Functional Plan Functional Plan Functional Plan Functional Plan Functional Plan
Department of Defence Monitoring and Evaluation and Performance Reports (QPRs, AR, Mid-term and end of Term Report) Defence Secretariat Monitoring, Evaluation & Reporting SANDF Monitoring, Evaluation & Reporting
J1 HR J2 Int J3 Ops J4 Logistics J5 Planning J6 CMI J7 Training J8 Finance J9 Spec Staff eporting R Functional Report Functional Report Functional Report Functional Report Functional Report Functional Report Functional Report Functional Report Functional Report Departmental
• National Policy/Regulatory Framework. The mandate of the DOD is derived from legislation, national imperatives, national strategies and plans. The building blocks of this mandate can be found in the Constitution of the RSA, 1996; the White Paper on National Defence of the RSA, May 1996; the Defence Act. 2002; the National Security Strategy, and the SA Defence Review 2015 as well as other legislation that affects the defence function as discussed in Tables 1 and 2 of this Plan.
• Departmental Policies. The SA Defence Review 2015, is the National Policy on Defence as well as the Departmental Policy on Defence. Thus, the SA Defence Review 2015 provides policy guidance to the functional domains within the DOD. In addition, Government priorities and imperatives are integrated where appropriate, in the policy phase to inform the subsequent development of internal strategies and plans. Thus the SA Defence Review 2015 provides the departmental capstone policy mandate for the nine functional domain policies as indicated in Figure 4. The descriptions of Joint Staff Functions (J1 to J9) have been extracted from the SA Defence Review 2015, as they provide for a complete and holistic view of staff functionality requirements.
3 The National Policy on Defence, includes both the National Policies and the development of the Departmental Policies to ensure alignment with the policies by Government. The phrasing “Defence Strategy”, as reflected in Figure 4, also referred to as “DOD Strategy” in this APP.
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• Departmental Strategies. Derived from the Departmental Policy on Defence, the corporate DOD Strategy, also referred to as Defence Strategy, shapes the development of the two subordinate strategies namely the Defence Secretariat Strategy and the Military Strategy that provide corporate direction for the formulation of subsequent functional strategies and Level 2 Services and Divisional Strategies.
• Departmental Plans. Once approved and promulgated, the above set of departmental strategies forms the basis for the development of departmental plans. Amongst others, these plans consist of, the DOD Long-term Plan addressing a 20 to 30 year trajectory, the departmental Strategic Plan (SP) for the MTSF 5-year period, the departmental APP aligned with the MTEF and the departmental Annual Operational Plan (AOP). The implementation instrument of the DOD APP is undertaken annually through the DOD AOP.
• Departmental Performance Monitoring, Evaluation and Reporting. Departmental monitoring, evaluation and performance reporting are undertaken against the APPs and AOPs. An integral part of monitoring and evaluation is the practice of regular and ad hoc reviews. Mid-term reviews must be undertaken against the Strategic Plan after two and a half years and End-term reviews on the fifth year of the strategic period. The findings of the Mid-term reviews must be used during the assessment of draft APPs for the next financial period and the SP in the following planning cycle. The End- term reviews provide the extent of progress and achievement on the implementation of the SP against set outcomes and impacts in support of national policy objectives. The Quarterly Performance Reports (QPRs) and Annual Reports provide progress reports on the implementation of the APP with particular reference to monitoring performance against outputs of the DOD. These reports are utilised for the purposes of internal management control and decision-making and to ensure civil control by the Executive Authority, as well as a monitoring instrument by external oversight bodies over the defence function in accordance with the civil-military prescripts provided for in legislation.
The following departmental policies will provide direction to the DOD during the 2019-2024 MTSF and the Planning Period (2020- 2025), as reflected in Table 2 below:
Table 2: DOD Policies and Strategies over the Departmental Planning Period (2020-2025)
Ser No Policy and Strategy Names Short Description 1 White Paper on National Defence of The White Paper presents the defence policy of the Government following a process of the RSA, May 1996 consultation with Parliament and the public during 1996. Its principal purpose is to shape legislation pertaining to Defence and to inform citizens and other states, particularly those in Africa, of South Africa’s strategic intent and defence policy principles. The White Paper is also intended to serve as a confidence- and security-building measure in Southern Africa. This policy covers matters such as: the mandate of Defence, civil-military relations, the structure of Defence, human resources policies, budgetary considerations, arms control and the defence industry. 2 SA Defence Review 2015 The Review provides a long-term National Defence Policy and Defence Strategic Trajectory to be pursued by the country over multi MTSF periods. 3 DOD Strategy The DOD Strategy is derived from, amongst others, the National Security Strategy and national policy mandates, projecting the posture of defence both nationally and internationally. The DOD Strategy serves to frame the Defence Function, define key relation, proposed strategic deliverables and balance the ENDS, WAYS and MEANS. The DOD Strategy serves as the foundational strategy for the development of both the Secretariat and Military Strategies. The DOD Strategy encapsulates the internal strategy for the Department. This strategy serves as the strategy for the Head of the Department (HOD) and encapsulates the Department Business Strategy. It further informs the Military Strategy in terms of departmental administrative functions.
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Ser No Policy and Strategy Names Short Description 4 Military Strategy The Military Strategy provides strategic guidance for force employment, force preparation, force support and force renewal by means of Military Strategic Objectives, strategic missions, strategic concepts and strategic capabilities in compliance with prevailing Constitutional and legislative requirements, with its Constitutional mandate, national policy on defence [the White Paper on Defence, 1996 and the SA Defence Review, 2015] and Governmental direction. It therefore assists in prioritising resource allocation within the SANDF. 5 Defence Secretariat Strategy The Defence Secretariat Strategy outlines the ENDS, WAYS and MEANS in achieving sound Departmental Governance and enhancing civil control of Defence in compliance with prevailing Constitutional and legislative requirements. PENDING COURT RULINGS
The current pending DOD Court Ruling as reflected it Table 3 below, may have an impact on the DOD during the period of this Plan.
Table 3: DOD Pending Court Ruling
Ser No Pending Court Case Description Implication/s of Pending Court Case The outcome of the pending court case may have a negative The pending court case between Plaintiffs (Beverly Security Ltd impact on the DOD’s financial resources (financial losses) 1 and Beverly Securities Inc.) and Armscor. that could reduce the operational budget of the Department should there be an unfavourable ruling against Armscor.
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PART B DOD STRATEGIC FOCUS
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PART B: DOD STRATEGIC FOCUS
2020 SITUATIONAL ANALYSIS
The updated departmental situational analysis for 2020 provides the external and internal environments that affect the outputs of the DOD. The matters identified in the situational analysis are derived as a result of the DOD annual departmental planning process. For this 2020 Annual Performance Plan (APP) an updated situational analysis is provided reflecting the contextual environment that have a bearing on the execution of the DOD function is provided, as reflected in the DOD SP (2020-2025). The DOD updated 2020 Situational Analysis which has informed subsequent planning processes of the Department and the Public Entities and Organs of State, reporting to the Executive Authority is outlined below. EXTERNAL ENVIRONMENT ANALYSIS
The external environment refers to factors external to the DOD and in some instances, external to the RSA, providing trends that could affect the RSA and the DOD. POLITICAL
South Africa’s national security is centred on the advancement of its sovereignty, democracy, national values and freedoms, its political and economic independence. There are domestic, regional and continental dimensions to the national security architecture. Domestically, South Africa’s national security focuses on human security, sovereignty and the related priorities of territorial integrity, constitutional order, the well-being, prosperity and upliftment of its people, economic growth and good governance. Regionally, South Africa’s national security hinges on the stability, unity and prosperity of the Southern African Region in particular, and the African continent in general. The growth and success of the South African economy depend on peace, stability, economic development and deepened democracy on the African continent, thereby placing Africa at the centre of South Africa’s foreign policy and Defence’s diplomacy efforts. During the FY2020/21, the DOD will approve the Defence International Affairs Policy, which outlines the posture of the DOD in its approach and conducting of international affairs in pursuit of Governmental foreign policy objectives. Defence takes into consideration the tasks and commitments arising from the National Security architecture and the requirement to support Government interventions domestically, regionally and on the African continent, thereby. The requirement placed upon the DOD to respond appropriately to emerging crises when called upon to do so and to conduct on-going ordered commitments remain paramount. The threat of international terrorism has increased over the last few years with radical groups continuing to destabilise countries and regions of the world. Common to these terrorism efforts, are the use of improvised explosive devices, suicide bombings, kidnappings, bombings, destabilisation, occupation of ungoverned areas as launching bases, exploitation of security vacuums and creating volatile situations that undermine the authority of the State. 4 ECONOMIC
Whilst there is always a risk of a global economic downturn, generally, global economic growth rates are expected to improve and, more particularly, economic growth rates on the African continent are expected to be above the global average. Conversely the growth in the South African economy has remained flat to negative since the 2008/2009 world economic recession, resulting in on-going significant fiscal pressures for South Africa.
4 ANC Peace and Stability, Discussion paper towards the 5th National Policy Conference July 2017. Near Future: Tensions are Rising, Global Trends, Paradox of progress, 2017. A. N. Bybee the Liptako–Gourma Authority’s Joint Task Force: The Solution to Rising Insecurity in Mali, Niger, And Burkina Faso. Institute for Defence Analyses Africa Watch, 9 March 2017.
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The under-performance of the different RSA economic sectors has resulted in the delayed implementation of the developmental initiatives in support of the NDP, “Vision 2030”. Coupled to this are the increasing socio-economic demands and competing priorities for service delivery that further aggravate an already constrained fiscal outlook.
It is therefore envisaged, that the defence funding forecast is more likely to decline in real terms over the period 2020/21 MTEF of this APP. The economic forecast and the current trends in the defence funding allocation, will continue to constrain the implementation of the National Policy on Defence (SA Defence Review 2015), with a profound adverse impact on the availability and modernisation of the required defence capabilities.
The South African economic outlook has weakened since the 2018 Medium-Term Budget Policy Statement (MTBPS), the Gross Domestic Product (GDP) growth outlook has been revised down to 0.9% from an estimated 1.7% due to electricity supply concerns. The World Bank forecasts the RSA GDP growth averaging at 1.4 % in 2021/22 if structural reforms and policy uncertainty are addressed as well as recovery in public and private sector investment.5 SOCIAL
The world populations continue to grow and are projected to reach 8.3 billion people by the year 2030. The four demographic trends that will fundamentally shape economic and political conditions as well as international relations include; increased life expectancy, general population growth with a disproportionate youth bulge, migration and urbanisation.
The 4th Industrial Revolution will have a profound impact on the prevailing social construct, revolutionising education so as to provide the skills for sustainable 4th Industrial Revolution employment opportunities. 6 Advances in automation, robotics and artificial intelligence will lessen the demand for unskilled labour, consequently, additional pressure will be placed on social services and employment opportunities.
Cyber connectivity and the concept of a global village will exacerbate the migration of skilled people critical to the economy. In addition, trans-national crime syndicates continue to exploit migration tendencies to expand illicit activities undermining sovereignty and economic growth resulting in instability. South Africa will remain an attractive destination for migration, straining social services and placing additional pressure on the challenged fiscus, increasing the competition for constrained resources.
The inability of Government to meet the demand for social services coupled to the lack of employment opportunities may result in increased violent protests, particularly amongst the vulnerable and unemployed youth posing a threat to domestic stability.7 These violent protests continue to be characterised by lawlessness resulting in criminal acts that continue to undermine the fabric of society with women and children bearing the brunt. Gangsterism and syndicated crime undermine the authority of the State. 8
Protest tipping points could require the employment of the SANDF, in cooperation with the South African Police Service (SAPS), to ensure national security and stability. The responsibility of the SANDF for border safeguarding will increase as cross-border migration intensifies. TECHNOLOGICAL
Information Warfare. The rising international trend of the cyber targeting of political institutions and processes remains a concern for South Africa. Cyber adversaries and information security professionals are perpetually engaged in a cyber-race focused on the access to and the prevention of unauthorised access to sensitive data. It is crucial that the State places cyber-security as a central national priority.9 The DOD will be required to develop, in consultation with identified stakeholders, a cyber-defence capability that will enhance national cyber resilience.
5 World Bank’s Global Economic prospects report on 08 January 2020. 6 World Economic Forum and the 4th Industrial Revolution in SA November 2018. 7 Jakkie Cilliers and Ciara Auction South African scenarios 2024 June 2016. 8 Albertus Schoeman, South Africa and terrorism: the links are real Institute for Security Studies Today 09 August 2016. 9 The 2017 Critical Infrastructure Forum Rise of the Machines The four Seasons 07 June 2017.
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Defence Industry. South Africa’s Defence Industry is recognised as being among the most technologically advanced in the world.10 There are in excess of 180 businesses registered with the National Conventional Armaments Control Committee (NCACC) with a primary focus on the manufacturing of weapons of war. The Defence Industry is recognised by Government as a fully- fledged economic sector and should it be adequately funded, has the potential to significantly contribute to the economy of South Africa through job creation, skills development and export earnings. Interventions focused on ensuring the sustainability of sovereign and/or strategic industries, that are at risk of implosion and that may disrupt the interdependency within industry, must be deliberately planned for and executed. LEGAL
Legal Vulnerability of the SANDF – Adherence to International Law. It is anticipated that the SANDF will continue to participate in peacekeeping operations and possible offensive operations, responding to global security threats. The SANDF will ensure that personnel involved in such operations are conversant with International Law regulating the use of force when conducting both offensive and defensive actions in the theatre of operations. In this regard, the DOD (Legal Services Division) will provide pre-deployment training to all deployed SANDF members. PHYSICAL ENVIRONMENTAL
Climate Change. Uneven and extreme global weather conditions may occur more often as climate change takes place. 11 Resource scarcity, population growth and climate change may increase the potential for conflict over disputed land and increasing water scarcity. More volatile food and energy prices may increase the stresses on fragile countries with specific reference to the arc running from West Africa, across the Sahel, through the Horn of Africa and the Middle East and up into West, South and Central Asia. 12 Associated with climate change remains the forecast for the increased and associated detrimental impact of global warming with severe ramifications for the well-being of the global population. Natural disasters remain a reality and may have catastrophic effects domestically, regionally and continentally. It is inevitable that the DOD will in the foreseeable future be called upon, through the conducting of both humanitarian and disaster operations, to assist local government authorities and other state departments both internally and in the SADC Region. The recurrent disasters in the SADC Region require the DOD to have the appropriate capacity to timeously respond to such situations. MILITARY
The nature of conflict is evolving and the distinction that separates military responses from other containment measures is becoming increasingly blurred. Significant overlaps exist across the traditional understanding of conventional, unconventional and hybrid forms of conflict as all three could manifest simultaneously. The operational environment of the future will become increasingly complex. South Africa’s borders are the physical manifestation of its national sovereignty, comprising the land, air, maritime and cyber domains that are internationally recognised by law and remain under the physical control and political authority of the South African State. Current social and security challenges in the South African society are a reflection of the pressures on social services and the lack of adequate resources to meet them. Porous borders, inadequate migration control and immigration processes, the smuggling of small arms and light weapons, criminal syndicates trafficking in stolen goods and property, the illegal sale of South Africa’s natural resources and proximity by terror groups remain relevant challenges. 13 Securing South Africa’s borders remains a matter of national security requiring adequate resources supported by an appropriate sensor capability and infrastructure.
10 https://www.janes.com> article>sa 16 September 2016. 11 A Tooze. Why Central banks need to step up on global warming. Foreign Policy, 20 July 2019. 12 United Kingdom, Building Stability Overseas Strategy, Department for International Developments SA, page 10. 13 Minister of Defence and Military Veterans Budget Vote 2019 on 17 July 2019.
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The South African coastline covers a distance of approximately 3 900 kilometres, with the maritime domain remaining crucial to the South African economy with more than 90% of its trade dependent on the security of the seas. Securing the RSA sea trade routes, its territorial waters and the Exclusive Economic Zone (EEZ) are vital to the nation and the State. Maritime threats such as maritime crime and piracy, terrorism, illegal fishing, smuggling of contraband and uncontrolled migration via the sea are ever- present.
South Africa will be required to maintain a credible defence capability and adopt a posture demonstrating resilience, irrespective of the nature of potential conflict, thereby ensuring:
• Effective border safeguarding operations.
• Execution of international obligations.
• Co-operation with the SAPS to effect law and order.
• Support to other Government departments.
• Humanitarian and disaster relief operations.
• Contribution to national cyber resilience.
The departmental strategies and interventions to address the challenges identified in the above Situational Analysis impacting on the Department will be addressed through, but not limited to the following:
• SA Defence Review Implementation Plan and subsequent strategies and plans.
• Integrated Border Safeguarding Strategy.
• Integrated Sensor Strategy. INTERNAL ENVIRONMENT ANALYSIS
The internal environment refers to factors that have been identified as trends that could have an effect on South Africa in general and the internal DOD. DEPLOYMENT OF THE SANDF
The SANDF continues to be employed to any kind of environment or area, as tasked by Government and may include the following:
• Peace Support Operations. A number of states in Africa can be classified as complex security areas that may require the deployment of the SANDF as part of the multinational armed forces of the United Nations (UN) or the African Union (AU). South Africa will continue to participate in peace missions in support of its own foreign policy and as part of multinational commitments.
• Foreign Interests in Africa. Foreign States continues to support efforts to counter threats to African security and assist allies through the building of security forces to counter these threats and strengthen the rule of law.14 Military priorities linked to this strategy are; countering violent extremist organisations, maritime security, countering illicit trafficking, countering migration, strengthening indigenous defence capabilities and preparing for and responding to crises.
• African Capacity for Immediate Response to Crises. Almost ten years after the Peace and Security Council (PSC) of the African Union (AU) was established, the African Peace and Security Architecture (APSA) has established a new capability namely, the African Capacity for Immediate Response to Crises (ACIRC). South Africa has pledged armed forces to the ACIRC and the DOD will ensure the operation thereof when required. The AU has indicated that the ACIRC will be harmonised with the AU Rapid Deployment Capability15.
14 US Foreign Policy document dated 13 December 2018. 15 African Peace and Security Architecture: APSA Roadmap 2016 – 2020, African Union Commission, Peace and Security Department, Addis Ababa, December 2015, page 17.
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• Prevention and Resolution of Conflict. South Africa’s contribution to the prevention and resolution of conflict will be enhanced through the integration of its diplomatic, military and other efforts in a complementary manner, and in some instances, supported by appropriate military capabilities that strengthen South Africa’s capacity to influence international developments. The key issues in this regard for SANDF deployments are: - Joint Force Employment Requirements that guide planning for military operations of the SANDF. - The budget allocation for the Defence Portfolio informing expenditure on force preparation for force employment. - The Parliamentary vote on the Presidential authorisation for the employment of the SANDF, including the additional funds required for such employment. - Complying with Government policy as depicted in the Government 2019-2024 MTSF. • Provide Humanitarian Assistance and Disaster Relief. The DOD continues to assist in disaster relief and humanitarian assistance as directed by Government. • Support in the Combating of Maritime Piracy along the East Coast of Africa. The DOD will continue to support the combating of maritime piracy along the East Coast of Africa. • Building Safer Communities. The contribution of the DOD to building safer communities is realised through the conducting of internal operations and safeguarding the territorial integrity of South Africa. HUMAN RESOURCE DIMENSION
In the areas of Human Resource Management and Compensation of Employees (CoE), the transfer of funds to address the CoE allocation challenges will be strengthened through action plans to ensure full compliance with legislation and treasury requirements.
During the period of this APP, the DOD will invest in talent management, in order to ensure that it secures the required talent whilst retaining scarce skills.
The Public Service Commission equity requirements for National Departments, stipulate that approximately 50% of all filled SMS posts should be represented by women and approximately 2% of filled posts across all levels of the Department should be occupied by people with disabilities. By the end of September 2019, the DOD HR statistics indicated that the Department has approximately 19.58% women in uniform and 39.44% PSAP women in SMS posts. Due to the nature of the mandate of the DOD, namely “provide, manage, prepare and employ defence capabilities that are commensurate with the needs of South Africa”, and the primary purpose of the SANDF is to “defend and protect the RSA, its territorial integrity and its people in accordance with the Constitution and the principles of international law regulating the use of force” the DOD has employed only 366 members (0.5%) with disabilities, mainly in the administrative environment. The DOD remains committed to improving on these equity targets during the period of this APP.
The DOD will continue to utilise Reserve Force members in support of the “one-force concept”, supplementing the DOD’s capacity to perform crucial functions and operational tasks, thereby ensuring compliance with ordered commitments (internally and externally). FINANCIAL DIMENSION
Owing to South Africa’s GDP growth projections of approximately 1%, with an inflation rate of approximately 6%, the DOD does not foresee an increase in its declining budget allocation (0.95% of the GDP). This should be considered against the present high cost of South Africa having to service international loans, the pressure on Government to provide free education, increased social grants, national health insurance, and the priorities of the 2019-2024 MTSF, focusing on the socio-economic development of the country. The prevailing DOD budget allocation will therefore place a requirement on the Department to adjust its spending in such a manner that it will continue to provide the requisite services as contemplated in the its mandate.
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The DOD has seen significant budget reductions since the 2016/17 MTEF with a department baseline allocation increase below the country’s national inflation rate. Consistent budget reductions are expected to continue over the 2020 MTEF due to slow national economic growth. Since the 2016/17 MTEF, the baseline of the Department has been reduced by R25.5 billion, mainly on CoE and the Special Defence Account (SDA). During the 2016/17 MTEF, the CoE budget of the Department was reduced by R4.8 billion with the carry through effects, impacting on the 2020/21 MTEF. During the 2020/21 MTEF, the budget for the CoE and the SDA have been reduced by R3.7 billion and R5 billion respectively. These budget reductions will continue to have an adverse impact on the ability of the DOD to meet its constitutional mandate, ensure support to national government imperatives and the implementation of National Policy on Defence (SA Defence Review 2015) for the 2020/21 MTEF. The reduced SDA allocation and total discontinuation thereof in the FY2021/22 will adversely impacts on the capability, sustainability and modernisation of defence prime mission equipment and the Defence Industry as a whole. LOGISTICAL DIMENSION
The logistic support capability of the DOD will remain under pressure within the context of a declining Defence budget allocation. The DOD continues to operate aging legacy systems that have become increasingly more difficult and costly to maintain and repair due to obsolescence. This obselesence is not only applicable to defence combat systems, but also to support equipment, inclusive of those procured commercially-off-the-shelf.
• Acquisition and Procurement. The DOD will ensure that the management of departmental acquisition and procurement processes are undertaken within prevailing international and national regulatory frameworks, including the adherence to the National Conventional Armaments Control (NCAC) Act and the Government’s Broad-Based Black Economic Empowerment (BBBEE) requirements. INFORMATION TECHNOLOGICAL DIMENSION
In terms of Information, Communication and Technology (ICT) development, the DOD will endeavour to develop departmental ICT systems aligned with both the national and internal requirements through the following:
• Governance of Information Technology. The DOD will strengthen its ICT Policy and Plans by institutionalising the Public Service Governance Framework by, amongst others, monitoring and evaluating its investment and expenditure in ICT and ensuring that tangible and intangible assets are managed effectively.
• Information Systems. The current DOD ICT infrastructure must be geared to accommodate the management of information over its life cycle, and must be in compliance with the regulatory framework. 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 roll-out of the IFMS to National Departments, which is envisaged for the FY2022/23 to the FY2024/25.
Annual Performance Plan I 2020/21 35 Department of Defence
PERFORMANCE DELIVERY ENVIRONMENT
DOD CONTRIBUTION TO NATIONAL IMPERATIVES OF GOVERNMENT FOR THE FY2020/21 TO THE FY2022/23
In pursuance of its constitutional and legislative mandate, the DOD will furthermore, contribute to the following imperatives, within the parameters of the DOD Results-Based Model, as depicted in Figure 10 below, for implementation through subsequent departmental planning instruments: • The NDP, “Vision 2030”. The NDP, “Vision 2030”, and its related policies provide a national framework that informs the envisaged contribution by National Departments to the objectives of the NDP which include the reduction in unemployment, elimination of poverty and the reduction in inequality. The following is a reflection of the contribution of Defence to the NDP, “Vision 2030”, as also articulated in the DOD SP (2020-2025): The following is a reflection of the contribution of Defence to the NDP, “Vision 2030” as also articulated in the DOD SP 2020-2025:
-- “Envisaged reduction in Youth Unemployment (NDP Chapter 3: Economy and Employment). -- Provision of assistance in disaster aid and disaster relief (NDP Chapter 5: Environmental Sustainability - Transitioning to a low carbon economy).
-- Support the combating of maritime piracy along the East Coast of Africa (NDP Chapter 7: Positioning South Africa in the world).
-- Strengthen the national research and development capacity (NDP Chapter 9: Improving Education, Training and Innovation).
-- Build safer communities (NDP Chapter 12: Building safer community). -- Build a capable and development State (NDP Chapter 13: Building a capable State). -- Reduction in prevalent corruption and fraud (NDP Chapter 14: Promoting accountability and fighting corruption)”. The above contribution to the NDP, “Vision 2030”, forms part of the DOD 2020-205 Results-Based Model, as articulated in Figure 10 below.
• The NDP Implementation 5-year Plan and MTSF Priorities (2019-2024). The implementation of the NDP, “Vision 2030”, through the NDP 5-year Implementation Plan will primarily focus on job creation, poverty reduction and the reduction of inequality. The DOD endeavour to support the following Government Pillars and Priorities over the 2020/21 MTEF:
-- DOD Impact Statement: ‘’Enhance and contribute to peace, security and stability in the RSA, region, Africa and the world through appropriately resourced and sustained defence capabilities’’. The DOD Impact Statement is derived as a direct result of the Defence mandate “to defend and protect the RSA, its territorial integrity and its people in accordance with the Constitution and the principles of international law regulating the use of force”. Furthermore, the National Policy on Defence, as articulated in the SA Defence Review 2015, Goal 3 requires of Defence to ‘’Promote Peace and Security’’, through the promotion of strategic influence and peace and security inclusive of both the region and Africa. South Africa and the DOD in specific, is a signatory to a number of international agreements that places a responsibility of the DOD towards the international community within the mandate of Defence as outlined in Table 1 above. The DOD Impact Statement seeks to ensure support to the national security architecture of the RSA at domestic, regional and continental dimensions. In support to the Pillar 2: “Capabilities of South Africans” and 2019-2014 MTSF Priority 6: “Social Cohesion and Safer Communities”, the DOD will enhance and enable, through the defence border safeguarding function, the protection of the territorial integrity of the RSA and its people, enabling peace, security and stability both nationally, regionally, continentally and the world. The latter will be undertaken where so
36 Annual Performance Plan I 2020/21 “Lets grow South Africa together”
required, in co-operation with the SAPS and in support of other Government departments thereby promoting social cohesion and ensuing safer communities. Regionally, South Africa’s national security hinges on the stability, unity and prosperity of the Southern African Region in particular, and the African continent in general. Finally, in support to Pillar 3: “A Capable State” and the 2019-2024 MTSF Priority 7: “A Better Africa and a Better World”, the DOD will participate in external operations in support of the UN and AU peace missions as well as contribute to the Southern African Development Community Regional Indicative Strategic Development Plan (RISDP) through the SADC Standby Force Pledge. The DOD during the period of this plan, remains committed to International Laws related to the use of force as well as internal directives to eradicate sexual abuse in areas of operations.16
• MTSF Pillar 1: “A Strong and Inclusive Economy” MTSF Priority 2: “Economic Transformation and Job Creation”. The DOD will continue to employ youth through the Military Skills Development System (MSDS) and artisan skills. Through the departmental MSDS, the DOD will endeavour to have approximately 3 604 members during the FY2020/21 The DOD will contribute to the economic development of identified rural areas through Project Koba Tlala, and to safeguard the blue economy of the country through Operation Phakisa. This MTSF priority will be achieved through the sustainable acquisition of weapon systems within the Defence Industry and the local procurement of goods and services by DOD facilities. The University Reserve Training Programme (URTP), as one of the mechanisms in the SANDF that seeks to address the ageing of the current Reserve Force members, will continue to provide and improve the quality of junior leaders in terms of both Officers and Non-Commissioned Officers as well as the specific technical qualities specialist scarce skills (engineers and technical) and needed within the Department:
• MTSF Pillar 2: “Capabilities of South Africans”. In support of MTSF Pillar 2, the DOD will contribute as follows:
-- MTSF Priority 3: “Education, Skills and Health”. Education, skills and health services within the DOD will be achieved through the provision of internal and external higher education, skills development and foreign learning opportunities. The provision of health care services to both serving and separated SANDF members and their families will be provided by the DOD and Department of Military Veterans respectively for qualifying members.
-- MTSF Priority 5: “Spatial Development, Human Settlements and Local Government”. Through Project Koba Tlala, the DOD will continue to support the Government’s outcome to ensure the development of sustainable communities through the development of Agricultural Hubs to uplift women, youth and people with disabilities in identified rural areas. Furthermore, local procurement in the areas where the SANDF has a footprint will contribute to economic growth of small businesses, township and rural economies.
• Pillar 3: “A Capable State”. MTSF Priority 1: “A Capable, Ethical and Developmental State”. The DOD will support the promotion of a capable, ethical and developmental State through its fight against corruption and fraud, where prevalent, through internal control measures whilst ensuring governance systems that enable the effective, efficient and economic use of resources within prevailing legislation. DOD members will be accountable for their actions and the department will institutionalise consequence management at all levels of the organisation where applicable in the safeguarding of public funds and resources. The DOD remains committed to a zero tolerance of violence and sexual abuse against women, youth and people with disabilities.17
For the 2019-2024 MTSF and period of this APP, the DOD remains committed to support national imperatives of Government within appropriated departmental resources as key inputs to the achievement of defence mandate.
DOD Outcome Statements. The DOD has developed two Outcomes (with associated performance indicators) in support of the DOD Impact Statement that are aligned both with the Defence mandate and the 2019-2024 MTSF priorities, namely;
16 The DOD commitment to eradication of sexual abuse is aligned to the UN Resolution 2272 “Sexual exploitation and abuse by UN peacekeepers” dated 11 March 2016 17 The DOD commitment to eradication of sexual abuse is aligned to the UN Resolution 2272 “Sexual exploitation and abuse by UN peacekeepers” dated 11 March 2016.
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• Outcome 1: “Accountable and effective governance of the DOD to enhance civil control of Defence”. This Outcome measures the extent to which the DOD adheres to government prescripts and the controls that are put in place to ensure compliance therewith, in achieving the 2019-2024 MTSF priorities.
-- Performance Indicator: “Reduction in the number of Balances Qualified in the Financial Statements”, which will reflect on the ability of the Department to reduce the number of audit qualifications through improved internal control processes.
• Outcome 2: “An effective and sustainable defence force capacitated to execute defence ordered commitments”. This Outcome measures the defence operations commitments as ordered by means of Memoranda of Agreement, directives and instructions. These operations are conducted both internally and externally to the RSA.
-- Performance Indicator: “Percentage compliance with ordered Defence commitments as resourced”, which will reflect on the ability of the Department to execute ordered commitments by Government.
• The National Growth Path (NGP). On 23 November 2019, 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, DOD will employ an estimated 200 interns during the FY2020/21.
-- 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 basis. The number of National Youth Service members trained by the DOD will depend on the number of members provided by Department of Rural Development and Land Reform for the FY2020/21.
-- Defence Industry. In the long term, it is foreseen that job opportunities within the Defence Industry will be created through approved DOD projects via the National Defence Industry Council (NDIC).
• The Industrial Policy Action Plan (IPAP). The IPAP is located in the NDP “Vision 2030” and forms one of the principal pillars of the NGP. The DOD will play a role and support the IPAP in Public Procurement where a promulgated Defence Industry Strategy, May 2017, will guide long-term defence industry development in support of the acquisition and procurement of defence capabilities. The National Defence Industry Council (NDIC) will constitute the highest consultative body between the DOD, Defence Industry and the Department of Small Business Development on matters of policy formulation and compliance, export support, armament acquisition and joint planning. The DOD will be guided by the functions of the NDIC relating to the capabilities of the Defence Industry. The continued operationalisation of the NDIC and the implementation of the Defence Industry Strategy, NDIC will continue to focus on work streams that will enable development and cooperation with other State Departments, such as but not limited to Department of Trade and Industry and Department of Public Enterprises, during the FY2020/21, which include, among others, the following:
• Defining industry categorisation. • Develop alternative funding models. • Implication of collaboration vs competitive acquisition. • Ability to supply complete systems (turnkey solutions). • Exploitation of Department of Trade and Industry (DTI) incentives. • Establishment of production/maintenance facilities in Africa • Use of Department of International Relations and Cooperation (DIRCO) and other Departments for marketing of RSA products (speaking with one voice).
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• Structuring of the NDIC Secretariat and interaction with various stake holders. • Small industry policy application and exemption. • Socio-economic scoring of different project types. • Initiatives focussed on Africa. • Technological prioritisation and implication on industry for the short term. • Leveraging of Intellectual Property. • Expedited Acquisition. • Development of Industry Sector Strategy. • The Nine-Point Economic Intervention Plan (SONA 2015). During the SONA of 2015, the President announced the National Government’s Nine-Point Plan aimed to increase economic growth and to create much needed job opportunities in the RSA. Operation Phakisa, as part of the Nine-Point Plan, as a results-driven approach to planning and execution of programmes in unlocking the economic potential of certain sectors as emanating from the NDP, Vision 2030. The initial implementation is headed by the Department of Environmental Affairs and addresses the unlocking of the economic potential of the South African Oceans. During the FY2020/21, through its continued participation in the Marine Protection Services and Governance Laboratory (MPSGL), the South African Navy will focus on a Maritime Spatial Planning Process, the Small Harbour Pollution, Safety and Security Task Team and on the operationalisation of the National Oceans and Coast Information Management System. During the FY2020/21, the Department’s contributions to Operation Phakisa Initiative 5: “Enhanced and Coordinated Enforcement Programme” where the SA Navy’s maritime coastal patrol deployment, the SA Navy will continue to lead the Department’s participation in Operation Phakisa participating in Initiative 6: “Development of a National Oceans and Coasts Information System” in terms of sharing experience gained from operating the Maritime Domain Awareness Centres. With regard to Initiative 10: “the Maritime Spatial Planning Process”, the SA Navy’s Hydrographic Office will provide the required maritime spatial data for various Operation Phakisa activities. The ongoing construction of the three multi-mission inshore patrol vessels and the hydrographic survey vessel, with the delivery of the first vessels scheduled from the FY2021/22. Will continue to bolster the national ship building industry.
• The Forum of South African Directors-Generals. The FOSAD Action Plan by Government finds expression in the DOD SP (2020-2025), departmental APPs and individual performance agreements. The DOD has identified and will support the following FOSAD Action Plan deliverables:
-- Service Delivery Improvement Plan (SDIP). During the FY2020/21, the DOD will continue to monitor compliance with the DOD Service Delivery Improvement Plan and gauge improvement of 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 06 months during the FY2020/21.
-- Payment of Suppliers within 30 Days. The DOD will strive to ensure compliance with the PFMA requirement to pay suppliers within 30 days of receipt of a legitimate invoice18 during the FY2020/21. The lack of an integrated departmental IT system and the on-going submission of non-legitimate invoices by suppliers contributes 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 continues to be refined to address the timely 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 by decreasing the current average time to finalise disciplinary cases. For the FY2020/21 it is envisaged that the number of military disciplinary backlog cases in the Department will be reduced. Furthermore the DOD remains committed to a zero tolerance against violence against women, children and people with disabilities.
18 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.
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-- Improved Feedback to the Public on Anti-Corruption Hotline. The Department will continue to provide timely feedback to the public on cases registered with the Presidential Hotline and National Anti-Corruption Hotline (NACH) relevant to the DOD.
-- Reduction in Audit Findings. The DOD will strive for a clean audit through the implementation of effective internal controls. The effectiveness of these internal controls will be assessed and monitored by independent internal and external assurance providers as well as management’s assurance providers. Focus will be prioritised in strengthening control weaknesses in areas where there is prevalence of recurring audit findings. Progress reporting on identified control deficiencies will be undertaken through dedicated management meetings and oversight structures.
-- Timely Submission of DOD Accountability Documents. The DOD, Public Entities and Organs of State will endeavour to ensure the timely submission of departmental accountability documents (Annual Performance Plans, Annual Reports, Electronic Performance Quarterly Reports [eQPRs], Senior Management Staff Members’ Electronic Financial Disclosure and Performance Agreement and Financial Management documents) as prescribed by applicable legislation.
-- Timely Responses to Chapter 9 and 10 Institutions. During the FY2020/21, the DOD will continue to respond to Chapter 9 and Chapter 10 Institutions through appropriate internal control mechanisms, within the shortest possible time when and if so required. Chapter 9 Institutions include the office of the Public Protector, the SA Human Rights Commission, and the Gender Equality Commission. During the FY2020/21, the DOD will continue to timely submit the Head of Department’s (HODs) Performance Agreement to the Office of the Public Service Commission (OPSC) in accordance with the legislative requirement.
• State of the Nation Address (SONA) 2020. In relation to Defence, the President highlighted that the RSA will use its membership at international, and continental bodies to promote peace and security on the continent. Defence will contribute to the UN, AU and SADC operations and initiatives through conflict prevention, peacekeeping, peace, security and post-conflict reconstruction and development as ordered by Government. Furthermore, the DOD will continue to support the youth employment intervention by providing support to the Department of Rural Development and Land Reform towards the Youth Leadership Development Programme through the current defence inherent capabilities on a cost recovery basis. The number of National Youth Service members trained by the DOD will depend on the number of members provided by Department of Rural Development and Land Reform for the 2020/21 MTEF. Through its yearly voluntary Military Skills Development Programme, youth receive military, functional and skills training that assist in the quest for employment in the Military and broader job market. For the 2020/21 MTEF period, it is envisaged that the DOD will continue with of approximately 6 304 Military Skills Development members in the System.
• African Union Agenda 2063. The AU Agenda 2063, is regarded as a strategic framework for the socio-economic transformation of the African continent over the next 50 years. The Agenda seeks to accelerate the implementation of past and existing continental initiatives for growth and sustainable development. The guiding Vision for Agenda 2063 is the AU Vision of “an integrated, prosperous and peaceful Africa, driven by its own citizens and representing a dynamic force in the international agenda” which is supported by the seven aspirations of the AU. South Africa (DOD) will continue to support Chapter 6 (Aspiration 4) of the Agenda 2063, namely “a peaceful and secure Africa” through the conducting of ordered commitments. Within available resource considerations, the DOD will provide mission-ready defence capabilities as directed by Government in accordance with Governmental policies and strategies.
• Southern African Development Community Regional Indicative Strategic Development Plan. The RISDP was formulated in March 2001 and approved by the SADC Summit in August 2003. The RISDP contains detailed milestones of which, political, defence and security cooperation form a vital part to ensure stability in the SADC region, needed for socio- economic development. For the 2020/21 MTEF, the DOD will contribute to the stability in the SADC Region, through the conducting of external ordered commitments in the conducting of humanitarian and disaster relief operations as directed by Government and other bilateral military and non-military support.
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DEPARTMENTAL IMPERATIVES
In terms of the prevailing legislation, the following execution functionaries, as listed below and in Figure 5, are relevant to the Defence Portfolio:
• The President of the Republic of South Africa is the Head of State and the Head of the National Executive. The President exercises executive authority together with members of Cabinet. The President, as head of the National Executive, is the Commander-in-Chief of the Defence Force [RSA Constitution Section 83(a)], [RSA Constitution Section 85(1)], [RSA Constitution Section 85(2)] and [RSA Constitution Section 202(1)].
• The Minister of Defence and Military Veterans is appointed by the President as the Cabinet Member responsible for Defence and is responsible and accountable for the powers and functions assigned by the President, Command of the Defence Force is exercised in accordance with the directions of the Cabinet member responsible for Defence [RSA Constitution Section 92(1)], [RSA Constitution Section 92(2)] and [RSA Constitution Section 202(2)].
• The Secretary for Defence is appointed by the President to function under the direction of the Cabinet member responsible for Defence; is Head of the Department and Accounting Officer for the Department; and is the principal advisor to Minister on Defence Policy matters [RSA Constitution 1996 Section 204], [Defence Act 2002 Section 6], [Defence Act 2002 Section 7(1)], [Defence Act 2002 Section 8(a)], Public Service Act 1994 Section 7(3)(a) and PFMA 1999 Section 36]. As Head of Department (HOD) and Accounting Officer (AO), the Sec Def has to ensure effective governance, risk management and compliance with policy within the DOD. In support of the Executive Authority, the Sec Def has a number of core functions that are derived from legislation and regulations. These are inter alia:
-- Enhance civil control of the Defence Function by the Executive Authority and effective oversight by Parliament.
-- Provide defence policy advice.
-- Develop departmental strategies that align and balance the ends, ways and means of the defence organisation.
-- Develop and implement sub-ordinate departmental strategies and plans for implementation.
-- Administer the DOD and ensure compliance with regulations and legislative prescripts through a comprehensive process of planning, implementation monitoring, evaluation and reporting.
-- Ensure effective professional relationship and boundary delineation with stakeholders to establish good governance and synergy in the functioning of the Department.
• The Chief of the South African National Defence Force is appointed as the Commander of the Defence Force by the President and commands the Defence Force in accordance with the direction of the Cabinet member responsible for Defence under the authority of the President; is the principal advisor to the Minister on military, operational and administrative matters; executes command of the Defence Force through orders, comprehensive instructions and directives and; is responsible for the management and administration of the Defence Force [Defence Act, 2002 Section 12(1)], [Defence Act, 2002 Section 13(1)], [Defence Act, 2002 Section 14(a)], [Defence Act, 2002 Section 14(d)], [Defence Act, 2002 Section 14(e)] and [Defence Act, 2002 Section 14(j)]. The C SANDF has a number of core functions as derived from legislation and regulations. The C SANDF commands the Defence Force and;
-- Provides military policy advice and develops military strategies that align and balance the ends, ways and means of the military capability.
-- Develops and implements plans to achieve the strategies.
-- Administrate and controls the Defence Force and ensures compliance with regulations and legislative prescripts.
-- Ensures the availability of combat-ready forces for employment on instruction by the President as the Commander-in- Chief of the Defence Force.
Annual Performance Plan I 2020/21 41 Department of Defence
Figure 5: Defence Governance Functions
Executive Authority: Ends 1 Provides Strategic Direction Direct Minister of Defence
Means 2 Ways 3 Head of Department and Commander of the Accounting Officer Military Force enable Secretary for Chief EXECUTE Defence SANDF
THE MINISTER OF DEFENCE AND MILITARY VETERANS PRIORITIES FOR THE FY2020/21 TO THE FY2022/23
The evolving Ministerial Priorities for the 2020-2025 planning period that give impetus to the execution of the Defence mandate through Ministerial direction over the short-, medium- and long-term within available resources are confirmed as follows:
• Strategic Direction: Implementation of the SA Defence Review 2015 “DOD Plan to Arrest the Decline”. Direct the defence policy intent to stabilise and create a sustainable defence force within an effective, efficient and economically managed department able to deliver against predetermined expectations of Government. The decline in critical defence capabilities must be halted through directed interventions in those capabilities that are at risk, be unsustainable or must be enhanced to meet current operational commitments. Ministerial direction will be provided to initiate the defence trajectory through organisational capability interventions.
• Strategic Resourcing: Revenue Generation to Supplement the InsufficientF iscal Allocation. Direct a focused effort to identify alternate funding and revenue generation streams that include, amongst others, maximised reimbursements against agreed upon Memoranda of Understanding and the sweating of departmental assets.
• Human Resources: Maintaining the SANDF Establishment Force Levels. Direct the maintenance of the current operational capability within the current operational strength and resource considerations. It implies the continual rejuvenation of the human resource component. The SANDF Reserves remain vital to augment current force levels required to conduct military operations both internally and externally to the country.
• Organisational Renewal: Ensuring Appropriate Organisational Form and Structure. Direct the positioning of the Defence Secretariat and organisation of the SANDF through the optimisation of both the Defence Secretariat and the Command and Control system of the SANDF. Duplication of structures must be eliminated whilst accountability, effectiveness and efficiency is enhanced within an ethical and corruption free department. Focus must be given to ensuring that the SANDF is seen as a professional and disciplined military force.
• Capability Sustainment: Maintenance of Capabilities. The serviceability and availability of current main operating systems and Prime Mission Equipment must be maintained at a set level. Focus will be given to the maintenance, repair and overhaul of land, air, maritime and military health equipment that is required for both force training and force employment. Through the NDIC, a closer working relationship between the DOD, the Defence Industry and the Defence-Related Industry must be achieved in the interest of all parties.
• Ordered Defence Commitments: Increased Contribution to the National Developmental Agenda. There is an expectation of an increased utilisation of defence capabilities to contribute to the National Developmental Agenda of Government. The collateral defence utility may be used in collaboration with other Government departments to enhance the desired
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contribution. The SANDF will retain its ability to respond to disasters both internally and in the region against reimbursement arrangements. The SANDF will contribute and enhance improved peace, security and stability on the African continent through the conducting of ordered defence commitments in accordance with government’s policies and strategies. THE SECRETARY FOR DEFENCE FOCUS AREAS FOR THE FY2020/21 TO THE FY2022/23
For the 2020/21 MTEF, the evolving Sec Def Focus Areas in support of the Defence Mandate and the Minister’s Priorities are as follows:
• Departmental Direction: Implementation of the SA Defence Review 2015 “DOD Plan to Arrest the Decline”. Predicated on the aforementioned Ministerial Priorities and pronouncements contained in the national defence policy (SA Defence Review 2015):
-- On behalf of the Executive Authority, develop a DOD Strategy that is aligned with current and possible future realities, providing direction to the DOD over the 2019-2024 MTSF and beyond. The DOD Strategy will inform the development of the sub-ordinate Military and Def Sec Strategies that will ensure the congruence between organisational Ends, Ways and Means.
• Departmental Resourcing: Provide departmental direction with particular focus on the prioritisation of limited resources and their application to identified departmental priorities. Maximise income to the DOD from both traditional and non- traditional funding sources as developed in the DOD Funding Model, inter alia:
-- Sweating of assets. -- Re-imbursements. -- Implementation of cost savings initiatives and austerity measures. • Departmental Human Resources: The acceleration of the development and implementation of a sustainable Human Resource Strategy and Plan.
• Departmental Organisational Renewal: To enable the Executive Authority to exercise effective civil control over the defence function the Def Sec will be organised, positioned and resourced to appropriately fulfil its legislative mandate and responsibilities. Particular focus will be given to:
-- The development of a Defence Enterprise Architecture Framework supported by end-to-end business processes for the DOD.
-- The alignment of organisational structures (Macro and Micro structures) to the approved Def Sec Strategy that will: Enhance internal systems of control to reduce and/or combat fraud and mismanagement of resources. Ensure an effective delegation regime. Ensure the application of Consequence Management for non-compliance. Ensure a departmental ethics and accountability culture. • Departmental Capability Renewal: The following capabilities are required:
-- The acceleration of the development and implementation of an integrated DOD ICT System and the cyber-security thereof.
-- The establishment of a Strategic Research Capability to ensure effective direction for long-term sustainability. -- The provision of a Civil Legal Capability in the Def Sec that is separate from the Military Judicial System. -- The facilitation of the function shift from Department of Public Works and Infrastructure (DPWI) to the DOD in terms of facility management.
-- Facilitate a closer working relationship between the DOD, the Defence Industry and Defence-Related Industry in the interests of the alignment and future viability of all stakeholders.
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• Ordered Defence Commitments: Provide the enabling mechanisms to support the SANDF deployments that give effect to the commitments of the RSA Government. The following will be pursued in support of this focus area:
-- Strengthen Defence Diplomacy through appropriate cooperation agreements and processes.
-- Ensure authorised mandated legal instruments to enable and sustain ordered defence commitments. THE CHIEF OF THE SOUTH AFRICAN NATIONAL DEFENCE FORCE FOCUS AREAS FOR THE FY2020/21 TO THE FY2022/23
For the 2020/21 MTEF, the evolving C SANDF Focus Areas in support of the Defence Mandate and the Minister’s Priorities are as follows:
• Strategic Direction: Arrest the Decline. The following aspects are of importance:
-- Identify and implement resourced interventions that will “arrest the decline” in military capabilities required for operations.
-- Identify and maintain the multi-mission capabilities required to execute the priority missions assigned to the SANDF. -- Ensure continued investment in research and development capabilities and test facilities to sustain an appropriate knowledge and technology base. • Strategic Resource Management. In support of this Focus Area, the following aspects are of importance:
-- Implement internal regulations and procedures to enable procurement efficiency and proper life cycle management. -- Assist the Sec Def in the implementation of internal controls to minimise fraud, corruption, irregular and wasteful expenditure.
-- Identify the assets to be sweated in order to generate funds to augment the allocated budget. -- Disposal of redundant and surplus military equipment and assets. • Human Resource: Maintenance of Force Levels. In support of this Focus Area, the following aspects are of importance:
-- Optimise the personnel utilisation through a balance between Regulars, Reserves and Civilians. -- Ensure military discipline through expedited legal actions that enable effective consequence management. -- Maintain the current operational capability within the current operational strength to ensure the continual rejuvenation of the human resource component. The SANDF Reserves must augment current force levels required to conduct military operations both internally and externally to the country. • Organisational Renewal Management. In support of this Focus Area, the following aspects are of importance:
-- Rejuvenate the personnel component through an approved and funded mechanism to ensure upward renewal and functional career mobility.
-- Align force preparation and personnel development with organisational requirements. -- Finalise and approve the SANDF force design and structure, based on a command and staff system approach. -- Enhance military leadership through the optimal utilisation of external and internal training institutions and opportunities.
-- Align and migrate the personnel to the approved command and staff structure. -- Establish a cyber-defence capability in the SANDF. -- Enhance internal systems of control to reduce and/or combat fraud and mismanagement of resources. -- Ensure internal systems of control, ethics and accountability.
44 Annual Performance Plan I 2020/21 “Lets grow South Africa together”
• Capability Sustainment Management
-- Ensure re-imbursement for internal and external operations is maximised.
-- Focus on the maintenance, repair and overhaul of prioritised prime mission equipment and ensure serviceability to enable force employment.
-- Optimise use of internal maintenance and repair capabilities. • Ordered Commitments Management
-- Enhance border safeguarding through the utilisation of appropriate force multiplier technologies.
-- Support the RSA developmental agenda through specific high-impact projects (Project Koba Tlala to rural SMMEs).
-- Contribute to RSA foreign policy objectives. ORGANISATIONAL ENVIRONMENT
The Macro-organisational structure as (2007) of the DOD, as reflected in Figure 6 below, provides for structures that enable the execution of the mandate of the Executive Authority, the Sec Def and the C SANDF. To enable the corporate management and reporting arrangements of the “DOD Central Staff” as reflected on the Macro-organisational structure of the DOD inclusive of Human Resources Support Services, Defence Legal and the Defence Foreign Relations functions, policy-related outputs of the central staff will be directed, accounted and reported to the Sec Def and execution-related aspects will be directed, accounted for and report to the C SANDF in terms of the legislative mandate of the aforementioned.
Annual Performance Plan I 2020/21 45 Department of Defence Staff hief of C oreign oreign elations elations F and Division Defence Defence ontrol ontrol R ommand Division Systems Systems anagement anagement C Infromation M Board orce astle C FF A L STA C egal L Division Defence Defence Services ilitary Division Defence Defence Police M Division Inspectorate D O CEN T R ilitary Human esources esources Division R mbud Staff Staff orporate orporate O Division ational Defence F Defence SA N ational C SA M ogistice Division L A N S T ER Division Defence Defence Y V E Y Division Systems Systems Defence Defence Intelligence Intelligence anagement anagement nterprise E nterprise Information Information M ilitary Health Services SA M Audit Audit haplain Service Internal Internal Division C Defence Department of SA N avy R Y OF D EFENCE A N M I L ITA eserves Affairs Affairs Division Defence Defence Defence R International International orce F orce Service M I N IST R Defence Defence F SA Air SA Air ommission C ffice ilitary atériel atériel O Policy, Policy, M Division Defence Defence M Planning Planning Strategy and Strategy orce ouncil eserve F Defence Secretariat Defence C R SA Army inancial Division F anagement anagement orporate orporate Division C M Joint Joint ommunication ommunication perations perations C Division O A RM S COR Policy, Policy, Division Defence Defence Planning Planning Strategy and Strategy acro-organisational Structure (2007) V EL 0 V EL 1 V EL 2 igure 6: D O M igure LE LE LE F
46 Annual Performance Plan I 2020/21 “Lets grow South Africa together”
PART C Measuring dod performance
Annual Performance Plan I 2020/21 47 Department of Defence
PART C: MEASURING DOD PERFORMANCE DOD PERFORMANCE INFORMATION
Over the 2019-2024 MTSF period and the period of this APP, the DOD will continue to support the priorities of government and ultimately the NDP, “Vision 2030”, as well as the NDP 5-year Implementation Plan, thereby ensuring alignment between the DOD and the National, Provincial and Local Government Planning Cycle, as articulated in the Revised Framework for departmental SP and APP and as reflected in Figure 7 below.19 As this DOD APP for 2020 is reflecting the first year of performance against the DOD SP (2020-2025), there will be no Annexure to this Plan indicating amendments to the DOD SP (2020-2025).
Figure 7: National, Provincial and Local Government Planning Alignment
INTERNATIONAL AND REGIONAL DEVELOPMENT PRIORITIES CONTITUTIONAL AND LEGISLATIVE MANDATES
Ruling Party Election Manifesto NATIONAL DEVELOPMENT PLAN
Budget Prioritisation NDP 5YR IMPLEMENTATION PLAN Framework Sector Policies and Priorities Strategic Plan Annual Performance Plan
Annual Operational Plan 3A Public Entity Plans Implementation Programme Plan ational Sphere N ational
Strategic Plan Annual Performance Plan Provincial Policies and Annual Operational Plan Priorities 3A Public Entity Plans Implementation Programme Plan Provincial Sphere Provincial
Local Government Integrated Development Plans
ocal Sphere Service Delivery and Budget Implementation Plans (SDBIPs) L
The DOD governance processes will continue to provide the departmental norms and standards within which the Defence Results-Based planning, budgeting, reporting and risk management process will be executed in the realisation of governmental priorities and the Defence mandate are executed. The DOD Planning, Budgeting and Reporting Cycle is outlined in Figure 8 ensuring compliance with national legislation through the following: • The implementation of the departmental outcomes based (DOD Results-Based Model) planning, budgeting, reporting and risk management in the DOD. • The alignment of departmental planning, budgeting, monitoring (reporting) and evaluation and risk management processes. • Improved output delivery, accountability and compliance. • 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.
19 The DPME Revised Framework for Strategic Plans and Annual Performance Plan (2019), Figure 2.1 “Results-Based Concepts” page 26.
48 Annual Performance Plan I 2020/21 “Lets grow South Africa together”
DESCRIPTION OF THE DOD PLANNING, BUDGETING AND REPORTING CYCLE
The DOD Planning, Budgeting and Reporting Cycle is outlined in Figure 8 below.
Figure 8: DOD Planning, Budgeting and Reporting Cycle
Oversight by Parliament
Government Policy Policy Electoral Direction (NDP, NDP 5 Development Mandate year Plan, MTSF, PoA, MTBPS, SONA, ENE) Diagnostic National Policy Implementation Development (Acts & Departmental Policy (Situational analysis, problem Regulations) Development (DODI statement, options to address Long-Term & SANDF Orders/ Reporting DOD evaluation findings) Diagnosis Instructions) (DOD evaluation situational Mid/End-Term analysis, problem statement, Performance 1 Environmental options to address DOD Reviews (every 2 / & Strategising 2 Analysis (EA); Long evaluation findings) 5 Years respectively) Term Strategic Plans; DEPARTMENTAL MOD&MV Priorities; OVERSIGHT & DOD Planning Guidelines Annual Performance DIRECTION Appraisal of Individuals (Document, reflect, learn) Annual Reports Develop/Revise Strategic Plans (5 year Strategic Planning Performance Monitoring & plan) - align with 5 Evaluation year Electoral Cycle (Assessing achievement of End-Year Implementation/ & Annual National Reporting results, value for money, Spending; Monthly Imperatives recommendations for Financial Reports; Develop Annual improvement and DOD Quarterly Performance Performance Plans decision making) Quarterly Reports; Bi-Annual (APP), Budgets (MTEF) & Performance POA Reports Reviews of Operational Plans (Level 2 Individuals APPs) In-Year Operational Reporting Individual Planning & Performance Budgeting Implementation Agreement
DOD RESULTS-BASED MODEL OVERVIEW
The DOD Results-Based Model20 is developed in alignment with the National Treasury (NT) “Logic/Results-Based Model” (Figure 9) requirements as prescribed in the NT Framework for Managing Programme Performance Information and the Results- Based Concepts as articulated in the Revised Framework for Strategic Plans and Annual Performance Plans as directed by Department of Planning, Monitoring and Evaluation (DPME).
20 Terminology aligned the DPME Revised Framework for SPs and APP (2019) (Figure 1.1 Results-Based Concepts).
Annual Performance Plan I 2020/21 49 Department of Defence
Figure 9: Key Performance Information Concepts (Results-Based Model)
What we aim to change IMPACTS (National) DOD SP OUTCOMES What we wish to achieve (Departmental)
OUTPUTS What we produce/render DOD APP (Departmental) (Final goods/services)
What we do ACTIVITIES (Translation of Inputs to Outputs) (Internal Processes) DOD AOP
Resources we utilise as inputs INPUTS to do our work (Resources) DOD Internal Building current Management capacity for future Building for the Future - Level 2 APPs positioning
The following key components of the Results-Based Model are outlined and formalised in the DOD Strategic Planning Framework (DOD SPF) which is to be updated during the period of this Plan:
• Impacts. Defence Impact is defined as “what we aim to change”, 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. (As articulated in the DOD SP [2020-2025]).
• 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. (As articulated in the DOD SP [2020-2025]).
• Outputs. Defence Outputs are defined as “what we produce or deliver” and include the final products, goods and services produced for delivery. Outputs, as with activities and inputs, are planned and budgeted for, and implemented under the control of the Department. (As articulated in the DOD APP for 2020).
• 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. (As articulated in the DOD Annual Operational Plan for 2020).
• 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 development and delivery of the departmental Outputs and Activities.
• Defence Building for the Future (Defence Sustainability). The Defence perspective Building for the Future (BFF) outlines how Defence will built current capability to ensure its future sustainability and relevance moving forward into the MTEF and beyond through structured departmental initiatives and processes.
The above Results-Based Model and the components provided therein, systematically add value to the Department when supported by well-defined and auditable performance information (Impact, Outcome and Output performance indicators and targets), thereby providing for and enabling the “measuring of what must be done and what has been achieved”.
For the DOD to ensure alignment with its Constitutional Mandate and the Results-Based Model, the DOD Results-Based Model, is reflected in Figure 10.
50 Annual Performance Plan I 2020/21 “Lets grow South Africa together”
Figure 10: DOD Results-Based Model21
Department of Defence Results-Based Model T C I1: Enhance and contribute to peace, security and stability in the RSA, region, Africa and the world through (SP) appropriately resourced and sustained defence capabilities I M PA
C1: Accountable and effective governance of C2: An effective and sustainable Defence Force capacitated to S COME (SP) the DOD to enhance civil control of Defence execute ordered commitments OU T
O1: Defence Strategic O2: Defence O3: Defence O4: Defence O5: Defence Direction provided capabilities prepared capabilities provided capabilities employed capabilities supported (APP) OU TP U TS O3_A1: Provide O2_A1: Prepare O4_A1: Employ O5_A1: Provide O1_A1: Provide combat-ready Landward Defence mission-ready Military Health Defence Direction Landward Defence capabilities Defence capabilities Support Services capabilities O5_A2: Provide O1_A2: Provide O3_A2: Provide O2_A2: Prepare Air Defence Intelligence Defence Management combat-ready Air Defence capabilities and Counter and Support Services Defence capabilities Intelligence Support P) O1_A3: Ensure O2_A3: Prepare O3_A3: Provide O5_A3: Provide TIVITI E S (A O C effective Defence Maritime Defence combat-ready Logistics Support A compliance capabilities Maritime Defence Services capabilities O2_A4: Prepare O3_A4: Provide O5_A4: Provide ICT Military Health combat-ready Military Support Services Support capabilities Health Support capabilities O5_A5: Provide Military Policing Support
21 The DOD Activities also include the sub-activities, which will be managed through the DOD, Def Sec and SANDF AOPs respectively for 2020.
Annual Performance Plan I 2020/21 51 Department of Defence
DOD OUTCOMES, OUTPUTS AND OUTPUT PERFORMANCE INDICATORS AND TARGETS FOR THE FY2020/21 MTEF
The DOD Impact Statement, Outcomes and associated performance indicators are provided in Tables 4 and 5 below, respectively: Defence Impact Statement
Table 4: DOD Impact Statement
Impact Statement Enhance and contribute to peace, security and stability in the RSA, region, Africa and the world through appropriately resourced and sustained defence capabilities. MEASURING OF THE DOD OUTCOMES
The detailed performance Outcomes in support of the above DOD Impact Statement is provided in Table 5 below:
Table 5: Measuring of the DOD Outcomes22 23
Ser/ DOD Outcomes Outcome Indicators Baseline Five Year Target No MTSF Pillar 3: “A Capabile State”, MTSF Priority 1: “a Capable, Ethical and Developmental State” 1 Accountable and effective Reduction in the number governance of the DOD to enhance of Balances Qualified in the 622 123 civil control of Defence Financial Statements
MTSF Pillar 2: “Capabilities of South Africans”, MTSF Priority 6: “Social Cohesion and SafeR Communities” MTSF Pillar 3: “A Capable State”, MTSF Priority 7: “A Better Africa and A BETTER World” 2 An effective and sustainable Defence Percentage compliance Force capacitated to execute ordered with ordered Defence 100% 100% commitments commitments as resourced
Defence Outcome Performance Indicators
Defence Outcome Performance Indicators are directly related to/aligned with the constitutional and legislative mandate of Defence and the MTSF 2019-2024 priorities of Government as provided below:
Table 6: DOD Outcome 1 Performance Indicator Description
DOD Outcome 1 Accountable and effective governance of the DOD to enhance civil control of Defence Short Definition The DOD Outcome is related to appropriate organisational form and structure, effective, efficient and economic resource administration (human resources, financial, logistic and ICT); including the establishment of internal administrative policies, systems, controls and assurance mechanisms to direct, manage, monitor, control and report on the resources allocated to the DOD. This DOD Outcome includes the following main elements: • Strategic Direction. • Implementation. • Monitoring and Evaluation. • Assurance Provision. • Resource Management.
22 As articulated in the DOD Annual Report of the FY2018/19, the DOD received a qualified audit opinion from AGSA for the FY2018/19 audit cycle in the following: Moveable Tangible Capital Assets (Work-in-Process and Capital Assets), Intangible Capital Assets, Tangible Assets, Goods, Services and Investments, Commitments and the Irregular Expenditure 23 For the period of this Plan, it is envisaged that “Reduction in the number of Balances Qualified in the Financial Statements” will remain on “one” due to the sensitive nature of the Special Defence Account (Sensitive Projects).
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DOD Outcome 1 Accountable and effective governance of the DOD to enhance civil control of Defence Baseline All activities and principally administrative activities that ensure or enhance effective and efficient Defence compliance with the National Regulatory Framework. Justification The importance of Outcome 1 relates to the degree to which the DOD adheres to (active) and abides by (passive) the National Regulatory Framework, to ensure transparency, accountability, compliance and good citizenship in general. Links MTSF – Pillar 1: “A Strong and Inclusive Economy”. Priority 2: “Economic Transformation and Job Creation”. MTSF – Pillar 2: “Capabilities of South Africans”. Priority 6: “Social Cohesion and Safer Communities”. MTSF - Pillar 3: “A Capable State”. Priority 1: “A Capable, Ethical and Developmental State”. (DOD main contribution). Cross-cut Focus Areas: Women, Youth and People with Disabilities. DOD Outcome Reduction in the number of Balances Qualified in the Financial Statements 1 Performance Indicator DOD Outcome 1 1. Target Annual Targets Target Target Target Target Target FY2020/21 FY2021/22 FY2022/23 FY2023/24 FY2024/25 Reduction in the Number of Balances 5 4 3 2 1 Qualified in the Financial Statements
Table 7: DOD Outcome 2 Performance Indicator Description2425
An effective and sustainable Defence Force capacitated to execute ordered DOD Outcome 2 commitments Short Definition 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, SADC region, African continent and world are promoted. • The people of South Africa are defended and protected. Baseline All Defence commitments 24 related to the following: • Defend and Protect South Africa, through deterring and preventing conflict, protecting National interests and defending South Africa. • Safeguarding of South Africa, through the safeguarding of borders and critical infrastructure, supporting the SAPS and ensuring information security. • Promote Peace and Security through promoting strategic influence. • Execute Ordered Tasks through the execution of relevant treaty obligations (Peace Support Operations), ordered Presidential tasks, assisting Civil Authorities as ordered and contributing to the developmental agenda of Government. • Organisational Support Compliance. • Effective Training. • Capability Renewal. 25
24 The ordered commitments/deployments of the SANDF by the President, as Commander-in-Chief, are in relation to the compliance with the number of ordered commitments (external and internal operations). Thus the MOD&MV has resolved to comply with all (100%) resourced ordered commitments (external and internal operations). The actual numbers cannot be pre-determined and can be reported on only after the finalisation of the audit process. 25 The Special Defence Account (SDA) is paramount to the renewal of future capabilities for the SANDF.
Annual Performance Plan I 2020/21 53 Department of Defence
An effective and sustainable Defence Force capacitated to execute ordered DOD Outcome 2 commitments Justification DOD Outcome 2 relates to the degree to which the ordered Defence commitments contribute to promoting peace, stability and security in the RSA, the SADC region, the African continent.
Links MTSF – Pillar 2: “Capabilities of South Africans”. Priority 6: “Social Cohesion and Safer Communities”. MTSF – Pillar 3: “Capable State”. Priority 7: “A Better Africa and a Better World”. (DOD main contribution) DOD Outcome Percentage compliance with ordered Defence commitments as resourced. 2 Performance Indicator DOD Outcome 2 100%. Target Annual Targets Target Target Target Target Target FY2020/21 FY2021/22 FY2022/23 FY2023/24 FY2024/25 Percentage compliance with ordered Defence 100% 100% 100% 100% 100% commitments as resourced Defence Outputs
Defence Outputs are defined as “what the DOD produces or delivers” and include the final resourced products, goods and services produced for delivery. The Defence Outputs are in support of the Defence Outcome Performance Indicators, as reflected in the DOD SP (2020-2025) and above. The Defence Output Performance Indicators are linked to the Defence Outputs and are reflected per Main Defence Programme and the attached Technical Indicator Descriptions (TIDs) attached to this DOD APP for 2020. Description of the Defence Outputs are reflected in the following tables below:
Table 8: DOD Outputs26
DOD Output DOD Output Short Description DOD Output 1: The purpose of this DOD Output includes the following: Defence Strategic • To ensure the implementation of National Policies and Strategies through Ministerial Directives, Direction provided26 Departmental Policies, Strategies and Plans and the implementation of these Policies and Strategies to ensure effective, efficient and economic management of the DOD. • To ensure appropriate organisational form and structure, effective, efficient and economic resource administration and support services (human resources, financial, logistic and ICT); including the establishment of internal administrative policies, systems, controls and assurance to direct, manage, monitor, control and report on the resources allocated to the DOD. • To ensure departmental compliance with Regulatory Framework, statutory requirements and the implementation of recommendations to ensure effective administration of the DOD. DOD Output 2: The purpose of this DOD Output is to provide prepared Defence capabilities through joint, interdepartmental, Defence capabilities interagency and multinational military exercises (JIIM), Service specific training, junior leader training, prepared common and joint training, command and management training and Service unique force preparation exercises.
26 The DOD Output 1 “Defence Strategic Direction provided” includes departmental policies, strategies and plans, the departmental management and support services as well as departmental compliance which are executed within the Defence Secretariat and the SANDF Services and Divisions.
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DOD Output DOD Output Short Description DOD Output 3: The purpose of this DOD Output is to provide and employ Defence capabilities, including and operational Defence capabilities capability, to successfully conduct all operations as well as JIIM exercises. This DOD Output is aimed at : provided • Protect the territorial integrity and sovereignty of South Africa. • Provide Regional Security and comply with international obligations/ordered commitments. • Provide special operations capabilities in accordance with national requirements (in support of the President, the people of the RSA, the SAPS, other Government departs, humanitarian and disaster relief as well as search and rescue operations). • To provide combat-ready defence capabilities to execute special taskings in support of the President, parliamentary events, national events, special air and medical support to the President through Service unique capabilites, as and when required. In support of the provision of mission-ready Defence capabilities, Services will continue to provide combat- ready capabilities aligned to the Joint Force Employment Requirements for internal and external deployments. DOD Output 4: The purpose of this DOD Output is to employ Defence capabilities, including and operational capability, Defence capabilities to successfully conduct internal and external operations as well as joint, interdepartmental, interagency and employed multinational military exercises. This DOD Output is aimed at: • To provide mission-ready forces to protect the territorial integrity and sovereignty of South Africa. • To provide mission-ready forces to provide Regional Security and comply with international obligations/ ordered commitments. • To provide special operations capabilities in accordance with national requirements (in support of the President, the people of the RSA, the SAPS, other government departments, humanitarian and disaster relief as well as search and rescue operations). In support of the provision of mission-ready Defence capabilities, Services will continue to provide combat-ready capabilities aligned to the Joint Force Employment Requirements for internal and external deployments. DOD Output 5: The purpose of this DOD Output is to provide support and supported defence capability for day-to-day Defence capabilities management, internal and external operations. supported This DOD Output includes the maintenance, sustainment and support of Defence capabilities, which addresses the following: • The ability to provide support to Force Employment capabilities through support-lines supported by maintenance units, field workshops and depots. • The ability of the Military Health Service to provide support to the members of the SANDF and their separated and their families and members of the Department of Military Veterans. • The ability to provide Joint Logistic, Information Communication Technology, Military Police support to internal and external operations. • The ability to provide Defence Intelligence and Counter Intelligence product in support to internal and external operations. • The ability to provide Defence Attaché Offices. • The ability to provide Defence Diplomacy administrative support to the DOD.
Annual Performance Plan I 2020/21 55 Department of Defence 3 44 50% 90% 100% ≥80% 2022/23 classified 2 553 554 Information ts 4 a r g e 44 50% 90% T 100% ≥80% 2021/22 classified 2 552 645 Information T EF M 30 5 44 50% 90% 100% ≥80% 2020/21 classified 2 695 963 Information Information ts 282930
T EF a nce a r g e e d at 0 44 50% New 100% ≥40% l T a l Indicator 2019/20 classified 2 693 048 Information Esti m Perform Annu 29 44 6 a nce 70% New New New (41,70%) Indicator Indicator Indicator 2018/19 classified 2 574 127 Information 28 44 5 l Perform a l New New New 62.50% Indicator Indicator Indicator 2017/18 classified t u 2 425 899 Information /Ac 6 44 60% New New New dit e d Au Indicator Indicator Indicator 2016/17 classified 2 679 142 Information utput Indicators and Annual Targets for the 2020/21 M for Targets and Annual utput Indicators or s at utputs, O utputs, In di c 27 utcomes, O utcomes, ON ATI D O u tp t D O Reduction in the number of Audit Qualifications Percentage adherence to the DOD to adherence Percentage Policies IndexMaster Record for the DOD to adherence Percentage Plans IndexMaster Record for mandays Number of Reserve Force of audits completed Percentage Internal in terms of the approved Plan Audit compliance with Percentage requirements SANDF Battle fitness Attaché number of Defence Total Offices Percentage adherence to the DOD to adherence Percentage Strategies IndexMaster Record for utput 1 : utput 1 : utput 2 : utput 3 : D O u tp ts D O D O Strategic Defence Direction provided D O Strategic Defence Direction provided D O capabili - Defence ties prepared D O capabili - Defence ties provided MME 1: AD M I N IST R A come The Administration Programme consists of both Defence Secretariat and SANDF Sub-programmes, which contribute to the DOD Output “Defence Strategic Direction provided”. provided”. Direction Strategic “Defence the DOD Output which contribute to Secretariat and SANDF Sub-programmes, consists of both Defence Programme Administration The Assets Capital Capital Intangible following: for the FY2017/18 audit articulatedAs in the AGSA cycle in the DOD Annual Report a qualified audit opinion from (Work-in-Process), of the FY2018/19, DOD received Projects). (Sensitive and the SDA Commitments Assets, Tangible Assets, Assets Capital Tangible (Work-in-Process following: Moveable audit for the FY2018/19 articulated in the As AGSA cycle Annual Report in the DOD audit opinion from a qualified received the DOD of the FY2018/19, Services Goods, and the Irregular Commitments Assets, Expenditure. and Investments, Tangible Intangible Assets, Capital Assets), and Capital World. of the Offices Attaché number of 44 Defence The comprises: Region, 15 offices in 10 offices in the SADC the Rest of Africa and Middle East 19 offices in the Rest D O u t D O Accountable and Accountable - govern effective of the D O ance civil enhance to of Defence control P RO G R P UR O S E management and support leadership, services strategic provide the DOD. is to to Programme purposeThe of the Administration O 1: Administration: 9: Programme Table 27 28 29 30
56 Annual Performance Plan I 2020/21 “Lets grow South Africa together”
Table 10: Programme 1: Administration: Output Indicators, Annual and Quarterly Targets for the FY2020/21
Annual Target Quarterly Targets DOD Output Indicator FY2020/21 1st 2nd 3rd 4th Percentage adherence to the DOD Master ≥80% ≥80% ≥80% ≥80% ≥80% Record Index for Policies Percentage adherence to the DOD Master 50% 50% 50% 50% 50% Record Index for Strategies Percentage adherence to the DOD Master 90% - - - 90% Record Index for Plans Number of Reserve Force mandays 2 695 963 754 491 1 440 978 2 077 955 2 695 963 Reduction in the number of Audit 5 - - - 5 Qualifications Percentage of audits completed in terms 100% - - - 100% of the approved Internal Audit Plan Percentage compliance with SANDF Information Information Information Information Information Battle fitness requirements classified classified classified classified classified Total number of Defence Attaché Offices 44 - - - 44
Annual Performance Plan I 2020/21 57 Department of Defence 3 15 70% 100% 2022/23 classified classified classified Information Information Information ts a r g e 2 15 70% T 100% 2021/22 classified classified classified Information Information Information T EF M 33 32 5 15 70% 100% 31 3233 2020/21 classified classified classified Information Information Information Information Information T EF ts
a nce a r g e e d at 1 15 New 100% l T a l Indicator 2019/20 classified classified classified Information Information Information Esti m Perform Annu 3 15 (2) New 100% a nce Indicator 2018/19 classified classified classified Information Information Information 3 15 (2) New 100% l Perform a l Indicator 2017/18 classified classified classified Information Information Information t u /Ac 4 15 (2) New 100% dit e d Au Indicator 2016/17 classified classified classified Information Information Information utput Indicators and Annual Targets for the 2020/21 M for Targets and Annual utput Indicators or s utputs, O utputs, at In di c utcomes, O utcomes, MEN T Y D O u tp t D O Percentage compliance with Percentage number of external operations Percentage compliance with Percentage Employment Joint Force as resourced requirements Number of planned joint, interdepart-mental, interagency and multinational military exercises combat-ready Percentage the for capabilities available SANDF sub-Number of landward on border units deployed per year safeguarding Percentage compliance Percentage external for levels with force operations Percentage of the value Percentage reimburse-ent the UN/AU by recognised mployment: O E mployment: orce utput 2 : utput 3 : utput 4 : D O u tp ts D O D O Defence capabilities prepared D O Defence capabilities provided D O Defence capabilities employed MME 2: FORCE EM P LO A come orce orce The purpose of the Force Employment Programme is to provide and employ defence capabilities, including an operational capability, including an operational capability, capabilities, defence and employ provide is to Programme Employment purposeThe of the Force . 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 mandated appropriate through the managed but of the public the consumption for information published been has not that “Classified as defined which is “Information classified”, to is made In reference tables, the audit purposes”. and subsequent reports projections for will be available However, internal and external institutions. oversight Joint interagencyThe interdepartmental, and multinational military decisions and participation countries. participating schedule is dependent on higher order (JIIM) for exercise foreign of 15 sub-units deployment with the current the DOD will remain the FY2020/21 MTEF, budget allocation over the reduced to but owing 22 sub-units safeguarding deploy DOD ambition is to on border The deployed. D O u t D O An effective effective An and sustainable F Defence to capacitated ordered execute commitments P RO G R Purpose successfully conduct interagency as joint, interdepartmental, to all operations as well and multinational military (JIIM) exercises. 2: F 11: Programme Table 31 32 33
58 Annual Performance Plan I 2020/21 “Lets grow South Africa together” 100% 100% th 2022/23 classified classified 5 15 4 Information Information 70% 100% 100% 100% ts Information classified Information classified Information classified Information classified Information classified a r g e T 100% 100% 2021/22 classified classified Information Information T EF M r d - - 15 3 ts 100% 100% 100% 100% 100% 2020/21 classified classified a r g e Information Information Information Information T Information classified Information classified Information classified Information classified Information classified y ts
t erl a nce a r g e a r e d at Qu 100% 100% n d - - l T a l 15 2 2019/20 classified classified 100% 100% 100% Information Information Esti m Perform Annu Information classified Information classified Information classified Information classified Information classified (4) 100% 100% a nce 2018/19 classified classified Information Information st - - 15 1 100% 100% 100% (4) 100% 100% l Perform a l 2017/18 classified classified Information classified Information classified Information classified Information classified Information classified Information Information t u /Ac t (4) a r g e 100% 100% dit e d Au 2016/17 classified classified 5 15 Information Information 70% l T a l 100% 100% 100% Y2020/21 F Annu or s Information classified Information Information classified Information Information classified Information Information classified Information Information classified Information at In di c utput Indicators, Annual and Quarterly Targets for the F Y2020/21 for Targets and Quarterly Annual utput Indicators, D O u tp t D O Percentage compliance with Percentage number of internal operations Percentage compliance Percentage with the Southern African Development Community Pledge Force Standby Percentage compliance with Percentage self-sustainment of personnel external operations for Percentage compliance Percentage with serviceability of main external equipment for operations mployment: O E mployment: orce or at D O u tp ts D O In di c come D O u t D O O u tp t D O Percentage compliance with serviceability Percentage of main equipment for external operations Percentage compliance with self-sustainment of personnel for compliance with self-sustainment of personnel for Percentage external operations Percentage compliance with number of internal operations Percentage Percentage compliance with the Southern African Development Percentage Pledge Force Community Standby Percentage of the value of reimbursement by the UN/AU the UN/AU by of the value reimbursement Percentage recognised Percentage compliance with force levels for external operations for levels compliance with force Percentage Percentage compliance with number of external operations Percentage Number of landward sub-units deployed on border safeguarding safeguarding sub-units on border Number of landward deployed per year Percentage combat-ready capabilities available for the SANDF for capabilities available combat-ready Percentage Percentage compliance with Joint Force Employment Employment compliance with Joint Force Percentage as resourced requirements Number of planned joint, interdepartmental, interagencyNumber of planned joint, interdepartmental, and multinational military exercises Table 12: Programme 2: F 12: Programme Table
Annual Performance Plan I 2020/21 59 Department of Defence 3 80% (5 093) 2022/23 classified classified Information Information ts 35 3 80% a r g e (5 093) T 2021/22 classified classified Information Information T EF M 34 35 3 80% T EF (2 813) 2020/21 classified classified Information Information Information Information ts
a r g e a nce e d at 2 l T a l 80% New (2 485) Indicator 2019/20 classified Information Esti m Perform Annu 2 New (2 593) 56.35% Indicator 2018/19 classified a nce Information New New 109% l Perform a l (3 144) Indicator Indicator 2017/18 classified t u Information /Ac utput Indicators and Annual Targets for the 2020/21 M for Targets and Annual utput Indicators New New dit e d Au (2 624) 94.81% Indicator Indicator 2016/17 classified Information utputs, O utputs,
utcomes, O utcomes, or s at D O u tp t D O In di c Percentage Percentage compliance with Defence Landward training targets Percentage compliance with Joint Force Employment as requirements resourced Number of Defence Landward unique force training exercises conducted Percentage combat- Percentage capabilities ready the for available SANDF utput 2 : utput 3 : R D EFENCE A N DWA D O u tp ts D O D O Defence capabilities prepared D O Defence capabilities provided MME 3: L A come orce orce The purpose of the Landward Defence Programme is to provide prepared and supported landward defence capabilities for the defence the defence capabilities for and supported defence landward prepared provide is to Programme Defence purposeThe of the Landward . 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 mandated through the appropriate for the consumption of public but managed information that has not been published “classified which is defined as “Information classified”, is made to In reference the tables, audit purposes”. and subsequent reports projections for will be available However, internal and external institutions. oversight additional military due to courses will increase SA Army training schedule. the SA Army attend courses been added to the number of students to the 2021/22 MTEF For D O u t D O An effective effective An and sustainable F Defence to capacitated ordered execute commitments P RO G R Purpose of South Africa.and protection O Defence: 3: L andward 13: Programme Table 34 35
60 Annual Performance Plan I 2020/21 “Lets grow South Africa together”
Table 14: Programme 3: Landward Defence: Output Indicators, Annual and Quarterly Targets for the FY2020/21
Annual Target Quarterly Targets DOD Output Indicator FY2020/21 1st 2nd 3rd 4th Percentage compliance with 80% 8.67% 24.46% 17.06% 29.80% Landward Defence training targets (2 813) (305) (860) (600) (1 048) Number of Landward Defence unique force training exercises 3 - 1 1 1 conducted Percentage compliance with Joint Information Information Information Information Information Force Employment requirements as classified classified classified classified classified resourced Percentage combat-ready Information Information Information Information Information capabilities available for the SANDF classified classified classified classified classified
Annual Performance Plan I 2020/21 61 Department of Defence 1 80% (687) 17 100 2022/23 classified classified Information Information ts a r g e 1 T 80% (687) 17 100 2021/22 classified classified Information Information T EF M 36 1 80% (687) 17 100 2020/21 36 classified classified Information Information Information Information T EF ts
a r g e a nce e d at 1 l T a l 80% New (686) 17 200 Indicator 2019/20 classified Information Esti m Perform Annu (1) 82% New (699) 100% Indicator 2018/19 classified 17 870.20 a nce Information New New New 147% l Perform a l (1 250) Indicator Indicator Indicator 2017/18 classified Information t u /Ac utput Indicators and Annual Targets for the 2020/21 M for Targets and Annual utput Indicators New New New (770) dit e d Au 83.02% Indicator Indicator Indicator 2016/17 classified Information utputs, O utputs,
or s at utcomes, O utcomes, D O u tp t D O In di c Percentage Percentage compliance with Joint Force Employment as requirements resourced Percentage Percentage compliance with Air Defence training targets Percentage Percentage combat-ready capabilities the for available SANDF Number of hours year per flown Number of Air Defence unique force training exercises conducted utput 3 : utput 2 : D O u tp ts D O D O Defence capabilities provided D O Defence capabilities prepared MME 4: AI R D EFENCE A come orce orce The purpose of the Air Defence Programme is to provide prepared and supported air defence capabilities for the defence and protection of and protection the defence and supported capabilities for air defence prepared provide is to Programme purposeThe of the Air Defence . During the FY2020/21 the following planned hours will be flown: force preparation 12 100 hours, force employment 4 000 hours and 1 000 VVIP hours. 4 000 hours and 1 employment force 12 100 hours, preparation force planned hours will be flown: During the FY2020/21 following D O u t D O An effective effective An and sustainable F Defence to capacitated ordered execute commitments 36 P RO G R Purpose South Africa. O Defence: 4: Air 15: Programme Table
62 Annual Performance Plan I 2020/21 “Lets grow South Africa together”
Table 16: Programme 4: Air Defence: Output Indicators, Annual and Quarterly Targets for the FY2020/21
Annual Target Quarterly Targets DOD Output Indicator FY2020/21 1st 2nd 3rd 4th Percentage compliance with 80% 20.03% 20.03% 20.03% 19.91% Air Defence training targets (687) (172) (172) (172) (171) Number of Air Defence unique force training 1 - 1 - - exercises conducted Percentage compliance with Information Information Information Information Information Joint Force Employment classified classified classified classified classified requirements as resourced Percentage combat-ready Information Information Information Information Information capabilities available for the classified classified classified classified classified SANDF Number of hours flown per 17 100 - - - 17 100 year
Annual Performance Plan I 2020/21 63 Department of Defence 1 4 80% (391) 10 000 2022/23 classified classified Information Information ts 1 4 a r g e 80% (391) T 10 000 2021/22 classified classified Information Information T EF M 37 1 4 80% (438) 10 000 2020/21 classified classified 37 Information Information Information Information T EF
ts a nce e d at a r g e 1 80% New New (438) 10 000 Indicator Indicator 2019/20 classified l T a l Information Esti m Perform Annu (1) New New (561) 100% 102% a nce 7 704.13 Indicator Indicator 2018/19 classified Information l Perform a l New New New (661) 121% 6 046.68 Indicator Indicator Indicator 2017/18 classified t u Information /Ac New New New (625) dit e d Au 8 131.55 114.16% Indicator Indicator Indicator 2016/17 classified Information utput Indicators and Annual Targets for the 2020/21 M for Targets and Annual utput Indicators or s at utputs, O utputs, In di c utcomes, O utcomes, D O u tp t D O Number of Maritime Defence training unique force conducted exercises Number of hours at sea per year Percentage compliance with Percentage Maritime training Defence targets compliance with Percentage Employment Joint Force as resourced requirements Percentage combat-ready combat-ready Percentage the for capabilities available SANDF Number of Maritime coastal conducted per year patrols aritime Defence: O aritime Defence: A R ITI ME D EFENCE utput 2 : utput 3 : D O u tp ts D O D O capabilities Defence prepared D O capabilities Defence provided MME 5: M A come orce orce The purpose of the Maritime Defence Programme is to provide prepared and supported maritime defence capabilities for the defence and the defence and supported capabilities for maritime prepared defence provide is to purposeThe of the Maritime Programme Defence . During the FY2020/21 the following planned hours will be spent at sea: force preparation 2 200 hours and 7 800 hours force employment. The force employment hours include the hours at during deployments for hours include the at during for employment deployments force The employment. 2 200 hours and 7 800 force preparation planned hours will be spent at sea: force During the FY2020/21 following as part maritime and the conducting coastal patrols of four (long range patrols) of Op CORONA. Op COPPER D O u t D O An effective effective An and sustainable F Defence to capacitated ordered execute commitments P RO G R Purpose of South Africa.protection 5: M 17: Programme Table 37
64 Annual Performance Plan I 2020/21 “Lets grow South Africa together”
Table 18: Programme 5: Maritime Defence: Output Indicators, Annual and Quarterly Targets for the FY2020/21
Annual Target Quarterly Targets DOD Output Indicator FY2020/21 1st 2nd 3rd 4th Percentage compliance with 80% 7% 34% 35% 4% Maritime Defence training (438) (38) (186) (192) (22) targets Number of Maritime Defence unique force training 1 - 1 - - exercises conducted Percentage compliance with Information Information Information Information Information Joint Force Employment classified classified classified classified classified requirements as resourced Percentage combat-ready Information Information Information Information Information capabilities available for the classified classified classified classified classified SANDF Number of hours at sea per 10 000 - - - 10 000 year Number of Maritime coastal 4 - - - 4 patrols conducted per year
Annual Performance Plan I 2020/21 65 Department of Defence 80% (648) 2022/23 classified classified classified Information Information Information th 6% 4 (48) ts a r g e 80% Information classified Information classified Information classified (648) T 2021/22 classified classified classified Information Information Information T EF M 80% (648) T EF r d 2020/21 3 classified classified classified 33% (268) Information Information Information Information Information ts ts
a r g e Information classified Information classified Information classified T a nce a r g e y e d at 80% New (648) l T a l t erl Indicator 2019/20 classified classified Information Information Esti m a r Perform Annu Qu n d 2 21% (168) a nce 80% New (649) Indicator 2018/19 classified classified Information classified Information classified Information classified Information Information l Perform a l 98% New (790) Indicator 2017/18 classified classified t u Information Information st 1 /Ac 20% (164) New (618) Information classified Information classified Information classified 76.30% Indicator 2016/17 dit e d Au utput Indicators and Annual Targets for the 2020/21 M for Targets and Annual utput Indicators classified classified Information Information utputs, O utputs, T or s t at a r g e In di c utput Indicators, Annual and Quarterly Targets for the F Y2020/21 for Targets and Quarterly Annual utput Indicators, utcomes, O utcomes, 80% l T a l (648) Y2020/21 classified classified classified F Information Information Information Information Annu TH S U PP OR D O u tp t D O Percentage combat-ready combat-ready Percentage the for capabilities available SANDF Percentage compliance with Percentage Military Health Service training targets compliance with Joint Percentage requirements Employment Force as resourced compliance with Percentage availability of medical stock Y H E A L ilitary Health Support: O ilitary Health Support: O utput 2 : utput 3 : utput 5 : or D O u tp ts D O D O capabilities Defence prepared D O capabilities Defence provided D O capabilities Defence supported at In di c R MME 6: M I L ITA A come orce orce The purpose of the Military Health Support Programme is to provide prepared and supported purposeThe of the Military health capabilities and services prepared the defence provide is to for . Health Support Programme D O u t D O O u tp t D O An effective effective An and sustainable F Defence to capacitated ordered execute commitments Percentage compliance with Joint Percentage as requirements Employment Force resourced capabilities combat-ready Percentage the SANDF for available compliance with availability Percentage of medical stock Percentage compliance with MilitaryPercentage Health Service training targets P RO G R Purpose of South Africa.and protection 6: M 19: Programme Table 6: M 20: Programme Table
66 Annual Performance Plan I 2020/21 “Lets grow South Africa together”
PROGRAMME 7: DEFENCE INTELLIGENCE
Purpose. The purpose of the Defence Intelligence Programme is to provide defence intelligence and counter-intelligence capabilities.
Table 21: Programme 7: Defence Intelligence: Outcomes, Outputs, Output Indicators and Annual Targets for the 2020/21 MTEF
Annual Targets DOD DOD DOD Audited/Actual Estimated Output MTEF Targets Outcome Outputs Performance Performance Indicators 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 Number of vetting An effective decisions and sustain- DOD taken in 6 606 4 819 3 453 7 500 4 500 5 000 5 500 able Defence Output 5: accordance Force capaci- Defence with tated to exe- capabilities requirements cute ordered supported Number of commitments Defence 667 603 597 448 448 448 448 Intelligence products
Table 22: Programme 7: Defence Intelligence: Output Indicators, Annual and Quarterly Targets for the FY2020/21
Annual Target Quarterly Targets DOD Output Indicator FY2020/21 1st 2nd 3rd 4th Number of vetting decisions taken in accordance with 4 500 1 125 1 125 1 125 1 125 requirements Number of Defence 448 112 112 112 112 Intelligence products
Annual Performance Plan I 2020/21 67 Department of Defence 124 95% 40% 25% 100% 100% th 31 2022/23 4 95% 40% 25% 100% 100% ts a r g e 124 95% 40% 25% T 100% 100% 2021/22 T EF M ts r d - - - - 31 3 100% 124 95% 40% 25% 100% 100% a r g e 2020/21 T y ts
t erl a nce a r g e a r e d at n d - - - - 31 2 124 95% 40% 25% 100% New Qu 100% l T a l T EF Indicator 2019/20 Esti m Perform Annu st 178 - - - - New 31 1 99.75% 94.31% 87.03% 30.80% 100% l a l Indicator 2018/19 t u a nce /Ac 184 New
87.54% 99.21% 56.14% 22.73% Indicator 2017/18 t l a l Perform 124 95% dit e d Au 40% 25% 100% 100% a r g e T Y2020/21 Annu 189 F 66% 29% New 95.87% 105.64% Indicator 2016/17 or s at utput Indicators and Annual Targets for the 2020/21 M for Targets and Annual utput Indicators In di c utputs, O utputs, D O u tp t D O T utput Indicators, Annual and Quarterly Targets for the F Y2020/21 for Targets and Quarterly Annual utput Indicators, utcomes, O utcomes, Number of deliberate crime prevention operations crimeNumber of deliberate prevention conducted Percentage procurement requests fully completed fully completed requests procurement Percentage of registration day from within 90 days with in accordance of expenditure Percentage accommodation of leases, (Payment Plan Facilities and municipal services)charges the DOD Information, compliance to Percentage Capability Plan Technology and Communication Percentage of criminal cases investigated of criminal cases investigated Percentage (backlog) of criminal cases investigated Percentage (in year) A L S U PP OR utput 5 : D O u tp ts D O or D O capabilities Defence supported at In di c MME 8: G ENER come A orce orce The purpose of the General Support Programme is to provide general support provide is to purpose capabilities and servicesThe of the General Support the Department. to Programme . D O u t D O D O u tp t D O An effective effective An and sustainable F Defence to capacitated ordered execute commitments Percentage procurement requests fully completed within 90 days from day of registration day from within 90 days fully completed requests procurement Percentage Percentage of expenditure in accordance with Facilities Plan (Payment of Leases, Accommodation Accommodation of Leases, (Payment Plan with Facilities in accordance of expenditure Percentage and Municipal Services)Charges Percentage compliance to the DOD Information, Communication and Technology Capabilities Plan Capabilities Technology the DOD Information, and compliance to Communication Percentage Number of deliberate crime prevention operations conducted crimeNumber of deliberate prevention Percentage of criminal cases investigated (backlog) of criminal cases investigated Percentage Percentage of criminal cases investigated (in year) of criminal cases investigated Percentage Table 24: Programme 8: General Support: 8: General O 24: Programme Table P RO G R Purpose Support: 8: General O 23: Programme Table
68 Annual Performance Plan I 2020/21 “Lets grow South Africa together”
DOD PLANNED PERFORMANCE OVER THE 2020/21 MTEF PERIOD
For the 2020/21 MTEF, through the execution of its Outcomes and Outputs, the DOD will continue to deliver on both the departmental mandate and the DOD Impact Statement in support of the Governmental priorities. Through the eight main programmes of the Department, the DOD will strive to achieve the following performance within the budget allocation.
Programme 1: Administration. For the 2020/21 MTEF, through the Administration programme, the DOD will continue to manage the development, approval and implementation of departmental policies, strategies and plans, providing direction to the Department, which aligned with the 2019-2024 MTSF priorities of Government. The main focus will be on developing of the DOD Strategy, Military Strategy and the Defence Secretariat Strategy, which will inform all subsequent departmental strategies. Focus will also be on the approval and implementation of the DOD Enterprise Architecture Framework and the IDES processes to improve the legacy information systems within the Department, which are needed to ensure good governance, accountability and civil control of the DOD. As the number of audit qualifications remains a matter of concern to the Department, the DOD will strive to reduce the number of audit qualification by implementing action plans and effective internal controls. To ensure the contribution of the DOD to the Government’s agenda to reduce poverty and to stimulate economic growth in South Africa, the DOD will endeavour to ensure the payment of legitimate invoices received within the required 30 days. The reduction of the Special Defence Account and the acquisition management of the Department has resulted in the re-prioritisation of projects to modernise and renew SANDF equipment, with long-, medium- and short-term implications for the DOD, the Defence Industry and the economy of the country and litigation against the Department due to the cancelation of contracts. The reduced budget allocation to the Defence Portfolio has adverse implications on the Cabinet-approved SA Defence Review 2015 resulting in only the implementation of non-cost deliverables such as policies, strategies and plans over the 2020/21 MTEF.
Programme 2: Force Employment. As this programme is responsible for the employment of mission-ready forces in support of the mandate of the DOD and the 2019-2024 MTSF priorities of Government namely, Priority 6 “Social Cohesion and Safer Communities”, through its contribution to Border Safeguarding, cooperation with the SAPS and support to other Government departments and Priority 7 “A Better Africa and a Better World”, to ensure safety and security in the country and in the region. The SANDF will continue to support the UN and AU peacekeeping missions, safeguarding of the RSA borders (reduce the illegal cross border activities), support to the SAPS and other Departments and to support the people through humanitarian and disaster relief operations. The approved Joint Force Employment Requirement guidelines, will continue to provide the operational planning guidelines to all Services and Divisions to ensure that the SANDF will be in the position to deliver on its mandate and to comply with ordered commitments. These operations will continue to be executed through appropriate legal instruments which will include the re-imbursement requirements of the DOD.
Programme 3: Landward Defence. For the 2020/21 MTEF, this programme will continue to train the landward forces (Regular and Reserve Force) in accordance with the Joint Force Employment requirements. Landward combat-ready forces will be provided to ensure departmental compliance with ordered commitments by Government. Through the Project Koba Tlala, the DOD will support women, youth and economic development in identified rural areas of the RSA where the SANDF has a footprint.
Programme 4: Air Defence. In the light of the current DOD budget reductions, the Air Defence Programme will remain under pressure to provide the required air capabilities to execute its mandate. Despite the budget and capability challenges, the Air Defence Programme will continue with training to provide the required air defence capabilities, to support humanitarian and disaster relief operations and secure the airspace when required in accordance with the Joint Force Employment requirements.
Programme 5: Maritime Defence. According to the departmental Environmental Scan, the increase of shipment moving along the RSA coastline will require a more visible maritime defence capability to ensure a safe sea route by means of providing hydrographic charts. The latter will necessitate the renewal of naval capabilities, able to protect the trade route and the ocean economy of the country from illegal trade, fishing and to protect maritime resources in support of Op Phakisa. The budget reduction to the DOD, adversely affects the ability of the SA Navy to fully deliver on these commitments ordered by Government in support of the NDP, “Vision 2030”. During the 2020/21 MTEF, initiatives will continue to implement the Armscor Naval Dockyard
Annual Performance Plan I 2020/21 69 Department of Defence
Renewal Strategy (2018-2020) to ensure the ongoing rejuvenation and capacity building of the Naval Dockyard to host the Government garage concept for all Government-owned vessels, including their maintenance and repair.
Programme 6: Military Health Support Services. The South African Military Health Service (SAMHS) will continue to provide an inclusive multi-disciplinary health capability to members of the SANDF and their dependants at all times. Owing to the budget reductions to the DOD, SAMHS is not fully capacitate or funded to deliver fully on the services required, which has resulted in identified health services being outsourced. For SAMHS to provide support to SANDF forces employed during external and internal operations, training and specialised equipment are required. To remain current with medical and technological development in the medical environment, an increased budget allocation will be required.
Programme 7: Defence Intelligence. For the 2020/21 MTEF, Defence Intelligence will continue to provided intelligence support to the DOD, especially SANDF operations, by providing intelligence products and operations. The vetting of DOD personnel, companies and institutions rendering a service to the Department will continue to safeguard the personnel and the information within the Department. The vetting of companies and institutions will ensure that services, capabilities and equipment delivered remain secure. By means of the Defence Intelligence programme, the DOD, will continue to support national cyber initiatives during the 2020/21 MTEF to reduce the vulnerability of state information systems, especially those of the DOD.
Programme 8: General Support. By means of the General Support Programme the DOD will continue to strive to achieve the following performance:
• To Provide Joint Logistic Services to the DOD. The DOD will continue to ensure the payment of accommodation charges, leases and municipality services, which will contribute to the economic development and support of local governments and SMMEs. Furtheremore, the local procurement by SANDF units will contribute to economic development in the areas where the SANDF has a footprint. In collaboration with the Department of Public Works and Infrastructure and the Defence Works Formation, the SANDF will continue to upgrade DOD facilities, to improve the living conditions of SANDF troops in military areas, in accordance with the DOD Infrastructure Project Plan during the 2020/21 MTEF.
• To Provide Command and Management Information Services to the DOD. To provide proper maintenance and support information services to the DOD, the CMIS Division will, ensure by means of the approved DOD ICT Capability Plan, that all technology and information systems are secured, maintained and sustained during the 2020/21 MTEF. By means of the DOD ICT Capability Plan, DOD information systems will be updated to enable the DOD to ensure departmental compliance with Regulatory Framework requirements and to reduce the number of audit qualifications, where relevant, due to the legacy of information systems of the Department.
• To Provide a Military Police Capability to the DOD. In support of the efforts by the DOD to fight crime and fraud within the department, the Military Police will continue to conduct crime-prevention operations and will investigate all criminal cases and cases of violence and abuse against women, children and people with disabilities, reported to the Military Police. Furthermore, the Military Police will prepare and provide Military Police capabilities force employment during external and internal operations. The Military Police will also ensure that the two correctional facilities of the DOD are managed and maintained within the allocated budget. DOD BUDGET PROGRAMME STRUCTURE
For the DOD to ensure alignment with the Departmental Outcomes and Outputs, it is envisaged that the current DOD Budget Structure will be amended during the 2019-2024 MTSF to reflect such alignment.
During the 2014-2019 MTSF, the Department of Military Veterans received a budget allocation from the DOD and was part of the DOD budget structure under the Programme Administration. In terms of the National Macro Re-organisation of Government process, aimed to amend votes, the Vote Number 26 was allocated to the Department of Military Veterans as from 01 April 2020. This implies that the Department of Military Veterans will no longer receive a transfer payment from the DOD and therefore will not be part of the budget structure of the DOD and will no longer be included in the DOD Planning Instruments.
70 Annual Performance Plan I 2020/21 “Lets grow South Africa together” ’000 990 326 R 6 276 937 3 699 180 6 928 540 4 836 092 6 281 515 6 575 367 2022/23 52 993 577 17 405 620 e s at ’000 836 411 R 5 980 600 3 625 696 6 667 062 4 841 130 5 971 847 6 502 177 2021/22 50 852 491 16 427 568 Esti m 39 38 ’000 ure Exp en dit ure M e di um-Term R 5 731 874 7 405 301 4 915 613 5 655 997 1 187 534 6 449 317 2020/21 17 421 897 3 671 088 52 438 621
t ’000 5 524 591 3 620 718 6 979 575 4 838 487 5 375 266 1 020 469 6 349 471 R 16 527 002 2019/20 Bu dg e 50 235 579 A dj u st e d 938 173 ’000 5 065 661 3 168 678 6 257 443 4 503 930 5 090 591 6 413 011 R 16 427 499 2018/19 47 864 986 come O u t ’000 888 000 R 4 883 304 3 208 059 6 753 411 4 613 939 4 852 916 6 463 949 2017/18 16 691 543 48 355 121 dit e d Au 881 289 ’000 R 5 142 952 3 431 011 6 782 585 4 298 385 4 448 745 6 056 698 2016/17 15 557 822 46 599 487 3839 T EF mme a Pro g r t D Bu dg e D O th e e of of Pur p o s e To provide strategic leadership, management and support leadership, strategic provide To services the DOD to To provide and employ defence capabilities, including an capabilities, defence and employ provide To successfully conduct to all operations as operational capability, interagency as joint, interdepartmental, well and multinational military exercises To provide prepared and supported landward defence and supported defence landward prepared provide To of South Africa and protection the defence capabilities for To provide prepared and supported air defence capabilities for and supported capabilities for air defence prepared provide To of South Africa and protection the defence To provide prepared and supported maritime prepared defence provide To of South Africa and protection the defence capabilities for To provide prepared and supported health capabilities and prepared provide To of South Africa and protection services the defence for To provide defence intelligence and counter-intelligence and counter-intelligence intelligence defence provide To capabilities To provide general support provide capabilities and services the to To department mme a L TA The total budget allocation for Programme 2: “Force Employment” includes the amount of R65 million allocated for prime mission equipment for border safeguarding. border prime mission equipment for for includes the amount of R65 million allocated Employment” “Force 2: Programme budget allocation for total The 01 April the Department to 2020, which implies that as from number 26 was allocated of MilitaryVeterans Vote the Re-organisation the National Macro to amend votes, aimed to According of Government process, these periodsto the over (FY2016/17 tabled in the DOD APPs were to the FY2019. /20 for the FY2016/17 the final budget allocations As the DOD. from payment the Department a transfer will no longer receive not amended. 25 were Table FY2019/20), the amounts in this ilitary Health aritime O orce Pro g r T Administration F E mployment andward L andward Defence Air Defence Air M Defence M Support Defence Defence Intelligence General SupportGeneral The current DOD Budget Programme Structure and the budget allocation for the 2020/21 MTEF are depicted in Table 25 below. 25 below. Table depicted in are the 2020/21 MTEF and the budget allocation for Structure DOD Budget Programme current The the 2020/21 M for 25: D O Budget Structure and Allocation Table 38 39
Annual Performance Plan I 2020/21 71 Department of Defence
Table 26: DOD Economic Classification per Main Programme
Economic classification Adjusted Audited Outcome Medium-term Expenditure Estimates Budget Items 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 R’000 R’000 R’000 R’000 R’000 R’000 R’000 Current payments 38 780 661 38 826 378 40 382 766 42 126 288 44 638 925 47 059 344 49 028 711 Compensation of 27 059 700 28 040 854 30 011 960 29 193 710 31 177 687 33 204 237 34 648 416 employees Goods and services 11 720 961 10 78 524 10 370 806 12 932 578 13 461 238 13 855 107 14 380 295 Transfers and 6 869 213 7 885 311 6 027 921 7 344 938 7 091 013 3 123 012 3 217 449 subsidies Provinces and 185 194 135 939 611 612 637 Municipalities Departmental agencies and 5 654 160 6 377 577 4 296 682 5 699 626 5 376 947 1 342 517 1 431 882 accounts Higher Education 0 0 0 0 0 0 0 Institutions Foreign Governments and International 0 0 0 0 0 0 0 Organisations Public corporations and private 1 067 713 1 298 517 1 423 359 1 467 968 1 512 968 1 594 792 1 621 562 enterprises Non-profit Institutions 9 303 8 701 9 073 9 744 10 026 10 026 10 427 Households 137 852 200 322 298 672 166 661 190 461 175 065 152 941 Payments for capital 947 294 1 633 786 1 442 941 762 778 708 683 670 135 747 417 assets Buildings and other 147 856 697 262 614 850 351 300 384 870 395 870 417 310 fixed structures Machinery and 696 895 830 663 573 231 262 765 equipment 278 718 271 136 328 811 Heritage Assets 0 0 0 0 0 0 0 Specialised Military 7 553 0 27 1 794 1 806 2 050 178 Assets Biological Assets 0 80 380 0 0 0 0 Land and Sub-soil 0 0 0 0 0 0 0 Assets Software and Other 94 990 105 781 254 453 146 919 43 289 1 079 1 118 Intangible Assets Payment for 2 319 9 646 11 358 1 575 0 0 0 financial assets Total 46 599 487 48 355 121 47 864 986 50 235 579 52,438,621 50,852,491 52,993,577
Full-Cost. An amount of R52 438 621 000 is allocated to the DOD for the FY2020/21. The financial full-cost requirement of the Department is estimated at an amount of R61 875 828 000 for the FY2020/21. The estimated shortfall of R9 437 207 000 will impact negatively on the ability by the Department to execute its mandate, to continue to support Government-ordered commitments, the Governmental development agenda and to renew, sustain and maintain its capabilities negatively.
72 Annual Performance Plan I 2020/21 “Lets grow South Africa together”
PROGRAMME RESOURCE CONSIDERATIONS FULL-COST
The DOD Budget allocation for the 2020/21 MTEF per Main Budget Programme, including the Sub-programme, as articulated in the Estimate of National Expenditure (ENE) for the FY2020/21 (Budget Vote 23) is reflected in the following tables. PROGRAMME 1: ADMINISTRATION: BUDGET ALLOCATION PER SUB- PROGRAMME FOR THE FY2020/21 MTEF
Table 27 reflects Administration Programme with the respective budget allocation attached to the Sub- programmes for the 2020/21 MTEF. The allocated budget of the Administration Programme amounts to 10.9% of the total Defence Budget Vote for the FY2020/21.
These budget allocations include the budget allocations of the “DOD Central Staff” Divisions, which include Human Resources Support Services and Legal Services and the Defence Foreign Relations function.
Table 27: Programme 1: Administration: Budget allocation per Sub-programme for the 2020/21 MTEF40
Adjusted Medium-term Expenditure Administration Audited Outcome Budget Estimates 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 Sub-programme R’000 R’000 R’000 R’000 R’000 R’000 R’000 DOD Output 1: Defence Strategic Direction provided Ministry 76 168 74 051 125 575 137 816 132 334 139 546 146 935 Departmental Direction 50 565 58 586 41 637 51 852 53 424 53 624 55 689 Policy and Planning 119 285 119 058 106 803 123 416 127 573 135 323 143 458 Financial Administration 472 499 372 613 397 727 435 581 447 596 487 892 517 299 HR Support Services 810 393 808 476 851 034 958 777 998 820 1 001 520 1 094 372 Legal Services 308 363 300 110 314 445 364 152 371 604 393 712 418 290 Inspection and Audit Services 145 890 143 025 123 710 154 563 158 269 165 583 175 730 Acquisition Services 112 742 125 743 206 938 89 780 77 550 79 977 81 699 Communication Services 45 211 46 397 107 497 129 878 132 737 127 264 133 641 SANDF Command and Control 155 201 156 217 166 267 185 781 191 616 204 061 216 556 Religious Services 15 844 14 008 14 949 20 059 20 752 22 053 23 308 Defence Reserves Direction 29 342 28 501 29 178 34 995 36 499 39 015 40 944 Defence Foreign Relations 258 246 331 895 315 982 303 270 309 022 309 878 295 018 Office Accommodation 2 161 267 2 268 693 2 263 919 2 534 671 2 674 078 2 821 152 2 933 998 Military Veterans Management40 597 607 622 111 627 087 652 553 0 0 0 Total 5 358 623 5 469 484 5 692 748 6 177 144 5 731 874 5 980 600 6 276 937 Economic classification Current payments 4 704 853 4 775 390 4 921 134 5 441 280 5 648 744 5 905 167 6 193 036 Compensation of Employees 2 063 310 1 929 579 1 891 455 2 150 197 2 229 030 2 364 528 2 450 228 Goods and Services 2 641 543 2 845 811 3 029 679 3 291 083 3 419 714 3 540 693 3 742 808 Transfers and Subsidies 644 947 667 500 674 596 713 332 54 276 50 461 51 624 Provinces and Municipalities 30 32 41 47 54 55 58 Departmental Agencies and Accounts 618 289 643 185 649 059 675 624 24 052 24 501 25 014 Higher Education Institutions 0 0 0 0 0 0 0 Foreign Governments and 0 0 0 0 0 0 0 International Organisations
40 According to the National Macro Re-organisation of Government process, aimed to amend votes, the Vote number 26 was allocated to the Department of Military Veterans as from 01 April 2020, which implies that the Department will no longer receive a transfer payment from the DOD.
Annual Performance Plan I 2020/21 73 Department of Defence
Adjusted Medium-term Expenditure Administration Audited Outcome Budget Estimates 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 Sub-programme R’000 R’000 R’000 R’000 R’000 R’000 R’000 Public corporations and private 0 0 0 0 0 0 0 enterprises Non-profit Institutions 8 620 7 929 8 326 8 742 8 995 8 995 9 354 Households 18 008 16 354 17 170 28 919 21 175 17 360 17 198 Payments for capital assets 8 823 26 594 17 544 22 302 28 854 24 972 32 277 Buildings and other fixed structures 0 0 0 0 0 0 0 Machinery and Equipment 8 823 26 550 17 496 22 252 28 825 24 944 32 247 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 intangible Assets 0 44 48 50 29 28 30 Payments for financial Assets 0 0 0 0 0 0 0 Grand Total 5 358 623 5 469 484 5 653 274 6 177 144 5 731 874 5 980 600 6 276 937
Full-Cost. An amount of R5 731 872 202 was allocated to the Administrative Programme for the FY2020/21. The financial full-cost requirement of the Administration Programme is estimated at an amount of R6 753 520 002 for the FY2020/21. The shortfall of R1 021 647 800 will continue placing constraints on the availability of appropriate human resources and ICT support, especially the development of the IDES, to enable effective departmental service delivery.
74 Annual Performance Plan I 2020/21 “Lets grow South Africa together”
PROGRAMME 2: FORCE EMPLOYMENT: BUDGET ALLOCATION PER SUB- PROGRAMME FOR THE 2020/21 MTEF
Table 28 reflects the Force Employment Programme respective budget allocation attached to the 2020/21 MTEF. The allocated budget of the Force Employment Programme amounts to 7% of the total Defence Budget Vote for the FY2020/21.
Table 28: Programme 2: Force Employment: Budget Allocation per Sub-programme for the FY2020/21 MTEF
Adjusted Medium-term Expenditure Audited Outcome Budget Estimates Sub-programme 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 R’000 R’000 R’000 R’000 R’000 R’000 R’000 DOD Output 1: Defence Strategic Direction provided Strategic Direction 151 997 157 353 159 358 191 259 209 466 200 374 209 453 Operational Direction 288 414 360 890 356 574 378 205 400 072 383 600 407 215 DOD Output 4: Defence CAPABILITIES EMPLOYED Special Operations 810 137 848 340 834 281 936 437 954 499 927 468 933 197 Regional Security 1 068 789 929 381 852 212 1 021 195 985 056 1 012 707 977 263 Support to the People 1 111 674 912 095 966 253 1 093 622 1 121 995 1 101 547 1 172 052 Total 3 431 011 3 208 059 3 168 678 3 620 718 3 671 088 3 625 696 3 699 180 Economic classification Current Payments 2 885 688 2 784 796 2 854 690 3 323 835 3 399 869 3 324 652 3 468 064 Compensation of Employees 1 948 578 1 935 844 2 093 119 2 102 948 2,198,683 2,299,428 2,384,208 Goods and Services 937 110 84 8952 761 571 1 220 887 1 201 186 1 025 224 1 083 856 Transfers and Subsidies 257 263 288 549 213 869 260 810 231 009 280 757 204 586 Provinces and Municipalities 3 3 8 2 5 5 5 Departmental Agencies and Accounts 241 304 256 639 191 932 241 785 213 513 263 219 186 860 Higher Education Institutions 0 0 0 0 0 0 0 Foreign Governments and 0 0 0 0 0 0 0 International Organisations Public corporations and private 8424 9118 9 341 9 808 10 298 10 298 10 968 enterprises Non-profit Institutions 0 0 0 0 0 0 0 Households (HH) 7 532 22 789 12 588 9 215 7 193 7 235 6 753 Payments for capital assets 288 054 134 700 100 057 36 073 40 210 20 287 26 530 Buildings and other fixed structures 5 945 9 172 5 814 1 026 2 096 2 097 2 549 Machinery and Equipment 282 109 125 528 94 243 34 004 37 515 17 579 23 879 Heritage Assets 0 0 0 0 0 0 0 Specialised military Assets 0 0 993 1 043 599 611 102 Biological Assets 0 0 0 0 0 0 0 Land and Sub-soil Assets 0 0 0 0 0 0 0 Software and intangible Assets 0 0 0 0 0 0 0 Payments for financial Assets 6 14 62 0 0 0 0 Grand Total 3 431 011 3 208 059 3 168 678 3 620 718 3 671 088 3 625 696 3 699 180
Full-Cost. An amount of R3 671 088 000 was allocated to the Force Employment Programme for the FY2020/21. The financial full-cost requirement of the Force Employment Programme is estimated at an amount of R4 427 185 000 for the FY2020/21. The shortfall of R756 097 000 will impact on the ability of the Division to provide special operational capabilities to meet the SA Defence Review 2015 and National Government requirements/obligations in participation and support to external and internal deployments as well as participation in multinational exercises with identified stakeholders. The budget reduction also adversely impact on the ability to ensure the serviceability of the main SANDF equipment and facilities deployed during internal and external operations, especially external operations in support of the UN and AU peacekeeping operations.
Annual Performance Plan I 2020/21 75 Department of Defence
PROGRAMME 3: LANDWARD DEFENCE: BUDGET ALLOCATION PER SUB- PROGRAMME FOR THE 2020/21 MTEF
Table 29 reflects the Landward Defence Programme respective budget allocation for the 2020/21 MTEF. The allocated budget of the Landward Defence Programme amounts to 33.2% of the total Defence Budget Vote for the FY2020/21.
Table 29: Programme 3: Landward Defence: Budget Allocation per Sub-programme for the FY2020/21 MTEF
Adjusted Medium-term Expenditure Audited Outcome Budget Estimate Sub-programme 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 R’000 R’000 R’000 R’000 R’000 R’000 R’000 DOD Output 1: Defence Strategic Direction provided Strategic Direction 458 887 462 769 494 104 395 102 458 372 594 374 583 229 DOD Output 2: Defence capabilities prepared General Training Capability 413 104 382 299 415 040 544 553 6 739 485 6 416 344 6 768 613 DOD Output 3: Defence capabilities provided Infantry Capability 6 208 918 6 915 049 6 803 818 6 357 417 511 449 542 361 561 400 Armour Capability 446 568 480 913 504 904 497 013 872 759 546 624 551 035 Artillery Capability 471 569 509 675 498 453 718 535 554 736 402 107 416 360 Air Defence Artillery Capability 571 392 698 137 538 553 494 316 858 331 884 459 916 080 Engineering Capability 755 414 803 687 835 231 814 013 252 748 267 110 276 597 Operational Intelligence 206 371 204 557 215 686 246 412 240 044 253 355 262 736 Command and Control Capability 198 953 211 443 221 375 235 115 4 921 405 4 449 435 4 937 722 Support Capability 4 531 161 4 663 990 4 455 803 4 816 400 558 523 550 887 567 400 Signal Capability 1 295 485 1 359 024 1 444 532 1 408 126 1 454 045 1 520 512 1 564 448 Total 15 557 822 16 691 543 16 427 499 16 527 002 17 421 897 16 427 568 17 405 620 Economic classification Current Payments 13 179 373 13 469 058 14 465 678 14 485 549 15 360 040 16 134 262 17 098 428 Compensation of Employees 11 470 689 11 972 964 12 823 233 12 251 710 13 177 957 14 046 352 14 672 705 Goods and Services 1 708 684 1 496 094 1 642 445 2 233 839 2 182 083 2 087 910 2 425 723 Transfers and Subsidies 2 225 078 3 116 008 1 881 964 2 008 365 2 035 086 267 544 282 102 Provinces and Municipalities 92 89 16 4 6 6 6 Departmental Agencies and 2 144 771 3 031 332 1 711 306 1 935 675 1 939 129 177 467 203 885 Accounts Higher Education Institutions 0 0 0 0 0 0 0 Foreign Governments and 0 0 0 0 0 0 0 International Organisations Public corporations and private 38 712 35 185 27 807 21 670 14 884 7 885 7 884 enterprises Non-profit Institutions 0 0 0 0 0 0 0 Households (HH) 41 503 49 402 142 835 51 016 81 067 82 186 70 327 Payments for capital assets 152 570 105 813 78 652 32 568 26 771 25 762 25 090 Buildings and other fixed structures 34 471 9 263 6 079 2 533 1 941 2 046 2 184 Machinery and Equipment 118 084 96 550 72 573 29 284 23 623 22 287 22 832 Heritage Assets 0 0 0 0 0 0 0
76 Annual Performance Plan I 2020/21 “Lets grow South Africa together”
Adjusted Medium-term Expenditure Audited Outcome Budget Estimate Sub-programme 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 R’000 R’000 R’000 R’000 R’000 R’000 R’000 Specialised military Assets 0 0 0 751 1 207 1 429 74 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 15 0 0 0 0 0 0 Payments for financial Assets 801 664 1 205 520 0 0 0 Grand Total 15 557 822 16 691 543 16 427 499 16 527 002 17 421 897 16 427 568 17 405 620
Full-Cost. An amount of R17 421 879 000 was allocated to the Programme Landward Defence for the FY2020/21. The financial full-cost requirement for the Programme Landward Defence is estimated at an amount of R22 478 004 000 for the FY2020/21. The shortfall of R5 056 107 000 will impact on the provision of trained forces and to renew and maintain combat operational capabilities within the SA Army in support of the Joint Force Employment requirements.
Annual Performance Plan I 2020/21 77 Department of Defence
PROGRAMME 4: AIR DEFENCE: BUDGET ALLOCATION PER SUB- PROGRAMME FOR THE 2020/21 MTEF
Table 30 reflects the Air Defence Programme respective budget allocation for the 2020/21 MTEF. The allocated budget of the Air Defence Programme amounts to 14.1% of the total Defence Budget Vote for the FY2020/21.
Table 30: Programme 4: Air Defence: Budget Allocation per Sub-Programme for the 2020/21 MTEF
Adjusted Medium-term Expenditure Audited Outcome Budget Estimate Sub-programme 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 R’000 R’000 R’000 R’000 R’000 R’000 R’000 DOD Output 1: Defence Strategic Direction provided Strategic Direction 24 065 19 383 19 294 31 986 31 827 32 685 32 827 Operational Direction 225 828 263 323 141 669 189 045 149 642 93 476 115 770 DOD Output 2: Defence capabilities prepared Training Capability 480 505 487 343 463 650 509 069 522 735 558 373 573 939 DOD Output 3: Defence capabilities provided Operational Support and Intelligence 322 769 342 954 354 463 370 087 418 040 445 515 465 095 Capability Command and Control Capability 606 177 536 026 692 031 876 608 629 101 412 251 431 636 Base Support Capability 1 947 271 2 035 963 2 140 609 1 763 778 2 238 176 2 405 118 2 523 290 Command Post 62 597 67 180 65 517 73 673 74 558 80 324 83 338 Technical Support Services 560 786 596 166 632 273 580 259 579 219 690 826 683 653 Helicopter Capability 728 385 1 099 855 928 251 702 328 819 272 776 843 793 942 Transport and Maritime Capability 594 103 521 842 565 757 1 156 043 1 071 382 779 022 784 363 Air Combat Capability 1 230 099 783 376 519 678 726 699 871 349 392 629 440 687 Total 6 782 585 6 753 411 6 257 443 6 979 575 7 405 301 6 667 062 6 928 540 Economic classification Current Payments 5 569 920 5 765 069 5 741 363 5 657 028 6 301 160 6 514 622 6 773 065 Compensation of Employees 3 539 449 3 723 848 3 930 661 3 678 900 3 964 019 4 268 487 4 462 793 Goods and Services 2 030 471 2 041 221 1 810 702 1 978 128 2 337 141 2 246 135 2 310 272 Transfers and Subsidies 1 139 023 897 611 460 963 1 296 318 1 076 188 123 982 126 626 Provinces and Municipalities 2 4 4 3 5 5 5 Departmental Agencies and Accounts 1 120 610 876 509 440 586 1 256 913 1 048 862 98 441 102 562 Higher Education Institutions 0 0 0 0 0 0 0 Foreign Governments and 0 0 0 0 0 0 0 International Organisations Public corporations and private 0 0 0 0 0 0 0 enterprises Non-profit Institutions 0 0 0 0 0 0 0 Households (HH) 18 411 21 098 20 373 39 402 27 321 25 536 24 059 Payments for capital assets 73 331 90 518 54 567 26 087 27 953 28 458 28 849 Buildings and other fixed structures 1 412 1 858 2 100 0 30 33 36 Machinery and Equipment 71 747 88 660 51 967 26 087 27 923 28 415 28 811 Heritage Assets 0 0 0 0 0 0 0 Specialised military Assets 0 0 27 0 0 10 2 Biological Assets 0 0 0 0 0 0
78 Annual Performance Plan I 2020/21 “Lets grow South Africa together”
Adjusted Medium-term Expenditure Audited Outcome Budget Estimate Sub-programme 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 R’000 R’000 R’000 R’000 R’000 R’000 R’000 Land and Sub-soil Assets 0 0 0 0 0 0 0 Software and Other Intangible Assets 172 4730 0 0 0 0 Payments for financial Assets 311 213 550 142 0 0 0 Grand Total 6 782 585 6 753 411 6 257 443 6 979 575 7 405 301 6 667 062 6 928 540
Full-Cost. An amount of R7 405 301 000 is allocated to the Programme Air Defence for the FY2020/21. The financial full-cost requirement of the Programme Air Defence is estimated at an amount of R7 913 556 000 for the FY2020/21. The shortfall of R508 255 000 will impact on the current maintenance backlog, maintenance of capabilities and aviation safety within the Programme.
Annual Performance Plan I 2020/21 79 Department of Defence
PROGRAMME 5: MARITIME DEFENCE: BUDGET ALLOCATION PER SUB- PROGRAMME FOR THE 2020/21 MTEF
Table 31 reflects the Maritime Defence Programme respective budget allocation for the 2020/21 MTEF. The allocated budget of the Maritime Defence Programme amounts to 9.4% of the total Defence Budget Vote for the FY2020/21.
Table 31: Programme 5: Maritime Defence: Budget allocation per Sub-programme for the 2020/21 MTEF
Adjusted Medium-term Expenditure Audited Outcome Budget Estimate Sub-programme 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 R’000 R’000 R’000 R’000 R’000 R’000 R’000 DOD Output 1: Defence Strategic Direction provided Maritime Direction 607 285 657 134 657 449 594 948 690 780 627 307 608 089 DOD Output 2: Defence capabilities prepared Maritime Human Resources and 529 565 518 027 531 895 570 083 610 181 637 241 660 632 Training Capability DOD Output 3: Defence capabilities provided Maritime Logistic Support Capability 841 751 924 183 956 993 1 184 218 1 198 518 1 408 402 1 334 538 Base Support Capability 625 126 664 091 599 459 719 083 678 456 616 483 594 933 Maritime Combat Capability 1 694 658 1 850 504 1 758 134 1 770 155 1 737 678 1 551 697 1 637 900 Total 4 298 385 4 613 939 4 503 930 4 838 487 4 915 613 4 841 130 4 836 092 Economic classification Current Payments 2 889 544 2 986 623 3 056 616 3 333 052 3 579 006 4 007 585 3 995 171 Compensation of Employees 2 235 134 2 350 195 2 434 887 2 486 879 2 599 061 2 792 547 2 895 511 Goods and Services 654 410 636 428 621 729 846 173 979 945 1 215 038 1 099 660 Transfers and Subsidies 1 383 124 1 598 177 1 435 175 1 494 669 1 315 506 827 131 834 239 Provinces and Municipalities 2 1 6 0 0 0 0 Departmental Agencies and Accounts 1 123 038 1 283 972 1 134 701 1 187 218 979 938 496 470 500 832 Higher Education Institutions 0 0 0 0 0 0 0 Foreign Governments and 0 0 0 0 0 0 0 International Organisations Public corporations and private 244 287 269 991 283 680 298 437 313 360 313 360 325 894 enterprises Non-profit Institutions 0 0 0 0 0 0 0 Households (HH) 15 797 44 213 16 788 9 014 22 208 17 301 7 513 Payments for capital assets 25 629 28 836 10 005 10 708 21 101 6 414 6 682 Buildings and other fixed structures 308 86 7 0 0 0 0 Machinery and Equipment 15 790 28 302 9 946 9 978 20 470 5 779 6 027 Heritage Assets 0 0 0 0 0 0 0 Specialised military Assets 7 553 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 intangible Assets 1 978 448 52 730 631 635 655 Payments for financial Assets 88 303 2 134 58 0 0 0 Grand Total 4 298 385 4 613 939 4 503 930 4 838 487 4 915 613 4 841 130 4 836 092 Full-Cost. An amount of R4 915 613 000 was allocated to the Programme Maritime Defence for the FY2020/21. The financial full-cost requirement of the Programme Maritime Defence is estimated at an amount of R7 762 358 000 for the FY2020/21. The shortfall of R2 846 745 000 will impact on the ability to maintain and repair its capabilities and to deploy naval capabilities to meet deployment requirements in support of the Maritime Security Strategy. Owing the budget constraints, the SA Navy will not be able to scale the Naval Station Durban to a fully functioning operational Naval Base. Furthermore, the shortfall will have an impact on the ability of the SA Navy to honour its international hydrographic obligations.
80 Annual Performance Plan I 2020/21 “Lets grow South Africa together”
PROGRAMME 6: MILITARY HEALTH SUPPORT: BUDGET ALLOCATION PER SUB-PROGRAMME FOR THE 2020/21 MTEF
Table 32 reflects the Military Health Support Programme respective budget allocation for the 2020/21 MTEF. The allocated budget of the Military Health Support Programme amounts to 10.8% of the total Defence Budget Vote for the FY2020/21.
Table 32: Programme 6: Military Health Support: Budget allocation per Sub-programme for the 2020/21 MTEF
Adjusted Medium-term Expenditure Audited Outcome Budget Estimate Sub-programme 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 R’000 R’000 R’000 R’000 R’000 R’000 R’000 DOD Output 1: Defence Strategic Direction provided Strategic Direction 184 268 186 684 191 698 206 652 229 124 232 853 241 319 DOD Output 2: Defence capabilities prepared Military Health Training Capability 335 060 341 225 371 305 378 672 384 860 432 634 448 186 DOD Output 3 : Defence capabilities provided Military Health Maintenance 235 704 309 336 175 829 221 384 174 916 260 802 349 746 Capability Mobile Military Health Support 120 929 140 310 131 625 260 527 270 349 221 369 230 816 Area Military Health Service 1 672 299 1 809 636 1 672 169 1 956 116 1 941 383 2 139 790 2 189 264 Specialist/Tertiary Health Service 1 718 510 1 884 454 1 876 452 2 049 407 2 334 825 2 350 425 2 425 309 DOD Output 5: Defence capabilities supported Military Health Product Support 181 975 181 271 294 984 302 508 320 540 333 974 396 875 Capability Total 4 448 745 4 852 916 4 714 062 5 375 266 5 655 997 5 971 847 6 281 515 Economic classification Current Payments 4 373 961 4 739 981 4 966 677 5 249 648 5 527 095 5 897 749 6 199 003 Compensation of employees 3 328 783 3 523 686 3 783 682 3 754 500 4 018 829 4 274 494 4 480 619 Goods and Services 1 045 178 1 216 295 1 182 995 1 459 148 1 508 266 1 623 255 1 718 384 Transfers and Subsidies 15 540 27 615 58 955 77 519 76 419 13 594 14 546 Provinces and Municipalities 0 2 2 824 488 487 507 Departmental Agencies and Accounts 0 11 099 9 62 721 62 722 23 24 Higher Education Institutions 0 0 0 0 0 0 0 Foreign Governments and 0 0 0 0 0 0 0 International Organisations Public Corporations and Private 0 0 0 0 0 0 0 Enterprises Non-profit Institutions 683 772 747 1 002 1 031 1 031 1 073 Households (HH) 14 857 15 742 58 197 12 972 12 178 12 053 12 942 Payments for capital assets 58 583 85 101 64 423 47 606 52 483 60 504 67 966 Buildings and other fixed structures 259 1765 138 0 0 200 212 Machinery and Equipment 58 324 83 256 63 905 47 606 52 483 60 304 67 754 Heritage Assets 0 0 0 0 0 0 0 Specialised military Assets 0 0 0 0 0 0 0 Biological Assets 0 80 380 0 0 0 0
Annual Performance Plan I 2020/21 81 Department of Defence
Adjusted Medium-term Expenditure Audited Outcome Budget Estimate Sub-programme 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 R’000 R’000 R’000 R’000 R’000 R’000 R’000 Land and Sub-soil Assets 0 0 0 0 0 0 0 Software and intangible Assets 0 0 0 0 0 0 0 Payments for financial Assets 661 219 536 493 0 0 0 Grand Total 4 448 745 4 852 916 5 090 591 5 375 266 5 655 997 5 971 847 6 281 515
Full-Cost. An amount of R5 655 997 000 was allocated to the Programme Military Health Support for the FY2020/21. The financial full-cost requirement of the Programme Military Health Support is estimated at an amount of R7 232 385 000 for the FY2020/21. The shortfall of R1 576 388 000 will impact on the ability to staff medical personnel, to continue with inadequate structures, obsolete equipment, deterioration of facilities and lack of technology renewal in the Programme.
82 Annual Performance Plan I 2020/21 “Lets grow South Africa together”
PROGRAMME 7: DEFENCE INTELLIGENCE: BUDGET ALLOCATION PER SUB-PROGRAMME FOR THE 2020/21 MTEF
Table 33 reflects the Defence Intelligence Programme respective budget allocation for the 2020/21 MTEF. The allocated budget of the Defence Intelligence Programme amounts to 2.3% of the total Defence Budget Vote for the FY2020/21.
Table 33: Programme 7: Defence Intelligence: Budget allocation per Sub-programme for the 2020/21 MTEF41
Adjusted Medium-term Expenditure Audited Outcome Budget Estimate Sub-programme 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 R’000 R’000 R’000 R’000 R’000 R’000 R’000 DOD Output 1: Defence Strategic Direction provided Strategic Direction 039 0 0 0 0 0 Output 5: Defence capabilities supported Operations 472 416 459 946 478 467 542 532 655 116 281 538 412 701 Defence Intelligence Support Services 408 873 428 054 459 706 477 937 532 418 554 873 577 625 Total 881 289 888 000 983 173 1 020 469 1 187 534 836 411 990 326 Economic classification Current Payments 422 685 433 418 457 683 495 471 528 040 551 725 574 606 Compensation of Employees 379 166 400 714 421 435 445 419 478 261 500 483 520 862 Goods and Services 43 519 32 704 36 248 50 052 49 779 51 242 53 744 Transfers and Subsidies 457 700 449 215 476 853 520 865 659 274 284 456 415 477 Provinces and Municipalities 2 2 4 0 0 0 0 Departmental Agencies and Accounts 452 132 444 224 472 201 519 139 655 116 281 538 412 701 Higher Education Institutions 0 0 0 0 0 0 0 Foreign Governments and 0 0 0 0 0 0 0 International Organisations Public Corporations and Private 0 0 0 0 0 0 0 Enterprises Non-profit Institutions 0 0 0 0 0 0 0 Households (HH) 5 566 4 989 4 648 1 726 4 158 2 918 2 776 Payments for capital assets 904 5 344 3 635 4 133 220 230 243 Buildings and Other Fixed Structures 0 16 0 0 0 0 0 Machinery and Equipment 904 5 328 3 635 4 133 220 230 243 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 0 23 2 0 0 0 0 Grand Total 881 289 888 000 938 173 1 020 469 1 187 534 836 411 990 326
Full-Cost. An amount of R1 187 534 000 was allocated to the Programme Defence Intelligence for the FY2020/21. The financial full-cost requirement of the Programme Defence Intelligence is estimated at an amount of R1 276 299 000 for the FY2020/21. The shortfall of R88 765 will impact on the ability to staff skilled personnel and to obtain all capabilities required for intelligence and counter intelligence operations.
41 The amount allocated to the sub-programme Strategic Direction is less than R50 000 and therefore will not be reflected in the expenditure tables.
Annual Performance Plan I 2020/21 83 Department of Defence
PROGRAMME 8: GENERAL SUPPORT: BUDGET ALLOCATION PER SUB- PROGRAMME FOR THE 2020/21 MTEF
Table 34 reflects the General Support Programme respective budget allocation attached to the Sub- programmes for the 2020/21 MTEF. The allocated budget of the General Support Programme amounts to 12.3% of the total Defence Budget Vote for the FY2020/21.
Table 34: Programme 8: General Support: Budget allocation per Sub-programme for the 2020/21 MTEF
Adjusted Audited Outcome Medium-term Expenditure Estimate Budget Sub-programme 2016/17 2017/18 2018/19 2019/20 2020/21 2021/2022 2022/23 R’000 R’000 R’000 R’000 R’000 R’000 R’000 DOD Output 5: Defence capabilities supported Joint Logistic Services 2 925 331 3 315 974 3 335 756 2 905 525 2 954 823 3 255 658 3 216 422 Command and Management 1 143 673 979 966 905 959 1 047 971 1 053 148 1 084 805 1 131 069 Information Systems Military Police 589 506 633 791 665 332 704 596 728 164 776 348 824 067 Technology 515 935 441 123 296 838 487 700 467 254 27 998 29 387 Development Departmental Support 882 253 1 093 095 1 219 126 1 203 679 1 245 928 1 357 368 1 374 422 Total 6 056 698 6 463 949 6 413 011 6 349 471 6 449 317 6 502 177 6 575 367 Economic classification Current Payments 4 395 892 3 905 219 3 932 428 4 140 425 4 294 971 4 723 582 4 727 338 Compensation of 2 052 686 2 249 802 2 471 239 2 323 157 2 511 847 2 657 918 2 781 490 Employees Goods and services 2 343 206 1 655 417 1 461 189 1 817 268 1 783 124 2 065 664 1 945 848 Transfers and 1 341 403 1 444 131 1 436 780 1 625 613 1 643 255 1 275 087 1 288 249 subsidies Provinces and 46 46 51 59 53 54 56 Municipalities Departmental Agencies and 551 627 446 795 319 954 473 104 453 615 1 308 4 Accounts Higher Education 0 0 0 0 0 0 0 Institutions Foreign Governments and International 0 0 0 0 0 0 0 Organisations Public corporations 776 190 984 200 1 102 531 1 138 053 1 174 426 1 263 249 1 276 816 and private enterprises Non-profit Institutions 0 0 0 0 0 0 0 Households (HH) 13540 13090 14 244 14 397 15 161 10 476 11 373 Payments for capital 319 139 1 106 763 1 041 056 583 301 511 091 503 508 559 780 assets Buildings and other 105 277 674 758 600 338 347 741 380 803 391 494 412 329 fixed structures Machinery and 121 037 353 715 244 489 89 421 87 659 111 598 147 018 Equipment Heritage Assets 0 0 0 0 0 0 0
84 Annual Performance Plan I 2020/21 “Lets grow South Africa together”
Adjusted Audited Outcome Medium-term Expenditure Estimate Budget Sub-programme 2016/17 2017/18 2018/19 2019/20 2020/21 2021/2022 2022/23 R’000 R’000 R’000 R’000 R’000 R’000 R’000 Specialised military 0 0 0 0 0 0 0 Assets Biological Assets 0 0 0 0 0 0 0 Land and Sub-soil 0 0 0 0 0 0 0 Assets Software and 92 825 78 290 196 229 146 139 42 629 416 433 intangible Assets Payments for 264 7 836 2 747 132 0 0 0 financial Assets Grand Total 6 056 698 6 463 949 6 413 011 6 349 471 6 449 317 6 502 177 6 575 367
Full-Cost. An amount of R6 449 317 000 is allocated to the programme General Support for the FY2020/21. The financial full-cost requirement of the Programme General Support is estimated at an amount of R6 863 879 000 for the FY2020/21. The shortfall of R414 526 will impact on the ability to maintain the DOD facilities and the staffing of the Defence Works Formation, the ability to provide integrated ICT solutions to the DOD and to support the DOD Information Systems as multi-year DOD ICT projects will have to be re-prioritised. The financial shortfall will impact on the ability of the Military Police capability to obtain an Integrated Case Docket Management System, as required by the SAPS, to provide effective ceremonial support to the Department and National events, inability to retained skilled investigators, the replacement of deteriorating policing equipment that is reaching its end-of-life cycle, as well as the upgrading of the deteriorating facilities accommodating the Military Police capability and the ability to provide for establishing and sustaining selected science and technology capabilities in the defence industry.
Annual Performance Plan I 2020/21 85 Department of Defence
RELATING FY2020/21 MEDIUM TERM EXPENDITURE TRENDS TOWARDS ACHIEVEMENT OF DOD OUTPUTS
(DOD PLANNED PERFORMANCE OVER THE 2020/21 MTEF)
The NDP, Vision 2030, calls for an integrated, holistic approach to safety and security that addressed the root causes of crime and ensures South Africa’s long-term stability, as well as peace and stability in Africa. This vision is supported by the MTSF priority of Government, namely MTSF Priority 6 “Social Cohesion and Safer Communities” and MTSF Priority 7 “A better Africa and a Better World”, to which the DOD directly contribute based on the Mandate of the Department, especially the SANDF prime purpose, namely “to defend and protect the RSA, its territorial integrity and its people in accordance with the Constitution and the principles of international law regulating the use of force”. In its efforts to give expression to these key MTSF priorities over the MTEF, the DOD will focus on creating a sustainable defence force, enhancing border safeguarding and territorial integrity, participating in peace support operations in Africa, and participating in internal operations through collaboration with other departments
On 23 December 2019, the reduction of the budget to the DOD, has adversely impacted on the ability to meet its Constitutional mandate and the support to the MSTF priorities of Government, during the 2020/21 MTEF. The inability to adequately train and deploy forces on border safeguarding to meet the Governmental requirements, to ensure the renewal and maintenance of combat-ready capabilities, aviation safety during deployments, and provide adequate medical support as well as the ongoing deterioration of defence facilities, the insufficient renewal of required integrated defence information, communication and technology systems have become a reality.
Owing the labour-intensive nature of the department’s work, almost 63 percent (approximately R99 billion) of its total budget of R156.3 billion over the 2020/21 MTEF is allocated to the CoE. For the department to meet its ordered commitments, and targets for military operations, missions and exercises, its number of personnel is expected to remain at an average of 75 000 over the 2020/21 MTEF. In its efforts to remain within the expenditure ceiling for compensation of employees over this period, the department will review the composition of its personnel and military capabilities in its aim to strike the most appropriate balance between its regular force, reserve force and civilian components to ensure that it can contain costs while executing its ordered commitments and priority missions effectively.
The department aims to respond to the constrained fiscal environment by focusing on measures to create a defence force that is more efficient, sustainable and capable. These measures include using internal personnel for basic maintenance and repairs; introducing measures to enhance revenue, such as the leasing and selling of defence assets; and maximising reimbursements from the UN for equipment used as part of South Africa’s peace support operations in the Democratic Republic of the Congo (DRC). Over the 2020/21 MTEF, the use of internal maintenance and repair capabilities is expected to lead to a decrease in planned expenditure of R209.8 million; the disposal and leasing of redundant assets and military equipment is expected to generate R3 billion; and reimbursements from the UN are projected to amount to R1.9 billion. These funds are expected to sustain capabilities mainly in the Landward Defence, Air Defence and Maritime Defence programmes.
On 13 December 2019, Cabinet has approved reductions to the department’s baseline of R749.7 million in the FY2020/21, R756.3 million in the FY2021/22 and R583.5 million in the FY2022/23. This includes reductions of R30.9 million in the FY2020/21, R32.5 million in the FY2021/22 and R33.8 million in the FY2022/23 on transfers to the Armaments Corporation of South Africa (Armscor).
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Border Safeguarding
The porosity of the country’s borderline results in rampant transnational crime, free and uncontrolled flow of undocumented immigrants, all to the expense of the national economy and national security. It remains the intention pending available resources to increase the SANDF`s footprint on the RSA Landward Borders, of approximately 4 471km, from 15 sub-units to 22 sub-units and the utilisation of technology, such as sensors in support of the National Security Strategy. To ensure the integrity of the country’s borders and enhance the capacity of landward subunits through the acquisition of military equipment and technology, an additional R225 million over the MTEF period has been allocated for border safeguarding in the Force Employment programme. This equipment and technology is expected to serve as a “force multiplier” to enable soldiers to increase the range of the borderline under protection The RSA borders will continue to be porous with an increased out/inflow of illegal goods, people, drugs, firearms, stolen vehicles and an increase in poaching if the DOD, especially the SANDF, is not funded to protect the borderline of the RSA.
Maritime Security Strategy
SA Navy’s MSS allocation amounts to an average of 37% of its total operational allocation for the applicable MTEF period, excluding HR expenditure, to ensure the safeguarding of the RSA trade route and in support of the “Blue Ocean Economy”. The budget allocation to the SA Navy is mainly utilised for the maintenance and repair of vessels to execute the MSS. Given the current backlog in refits, maintenance and repair of the SA Navy platforms, the current MSS allocation is however inadequate to prepare SA Navy platforms which are alongside. Increased illegal activities in the RSA territorial waters to the EEZ will continue to poses a threat to the SA economic growth potential and the shipping trade, if the budget to the SA Navy is reduced further.
Peace Support Operations on the African Continent
Over the 2020/21 MTEF, the department will continue to participate in Peace Support Operations in the DRC under the auspices of the UN stabilisation mission. In this deployment, the SANDF participates in the Force Intervention Brigade, which includes an infantry battalion supported by a composite helicopter unit, a tactical intelligence unit and military observers. To maintain these deployment activities, R3.5 billion over the 2020/21 MTEF is provided in the Force Employment programme. This amount includes an estimated R480.4 million per year earmarked for the compensation of 2 059 employees per year over this period, many of whom will be deployed in the DRC.
The current budget allocation to these Peace Support Operations is for the provision of Combat Support, Combat Service Support and for the absolute essential day to day Support and Sustainment of the above mentioned forces in the Mission Area.
Contingency-Based Operations (Internal Operations)
Internal operations form a valuable contribution by the Department to the Government and in support of the people of South Africa. These operations essentially consist of contingency-based operations in co-operation with the SAPS, support to other State Departments, and humanitarian support and disaster relief (Ops PROSPER, CHARIOT and ARABELLA). However the SANDF must make provision for the specialised equipment and force preparation to be able to support the people of the RSA. To ensure these activities are ably carried out, R48.5 million over the medium term is allocated in the Force Employment programme.
Southern African Development Community Standby Force Pledge
The Southern African Development Community (SADC) Standby Force consists of forces across the domains of warfare (land, air, maritime and cyber) and appropriate support elements such as military health and logistic support. Due to the decline of the defence capabilities as a result of budget reductions, the RSA pledge to the SADC was revised downwards to reflect current resource levels availability.
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Deployed forces in Peace Support Operations are part of the pledges made to the SADC Standby Force. These elements will continue to be maintained as part of a “Core Conventional Capability” to be utilised as a C SANDF Reserve capability for deployment internally and externally in times of crises, as well as the African Capacity for Immediate Response to Crises (ACIRC) is needed. Almost ten years after the Peace and Security Council (PSC) of the AU was established, the African Peace and Security Architecture (APSA) has established a new capability namely, the ACIRC. South Africa have pledged armed forces to the ACIRC and Defence will ensure the operation thereof when required. The AU has indicated that the ACIRC will be harmonised with the AU Rapid Deployment Capability. Should the ACRIC be disbanded, the South African pledged assets will not be transferred to the African Standby Force but will rather be utilised to reinforce the SADC Standby arrangements.
Cyber and Sensor Security
Cyber threats against the RSA is a reality, the ability however of the DOD to respond to these threats in the absence of a fully funded Cyber defence capability. The draft Cyber Warfare Strategy is currently in the departmental approval process. To mitigate the porousness of our borders, there is a need to consider the use of force multipliers in the borderline, and this will however also require funding.
DOD ENTERPRISE RISK MANAGEMENT
The DOD continues to pursue its commitment to the effective management of the DOD Enterprise risks through the continuous adoption of best practices, methodologies and inculcating a culture of risk management across the DOD.
The identified transversal DOD Enterprise Risks will continue to have an adverse effect on the realisation of the departmental outcomes and outputs during the period of this APP. The continued budget reductions and decline in the Defence allocation remain a matter of concern with an adverse impact on the ability of the DOD to fully support the national imperatives of Government and implementation of the SA Defence Review 2015. Effective risk management and mitigation efforts in relation to the transversal DOD Enterprise Risks, listed in Table 35 below, remain predominantly cost-driven, increasing the risk exposure of the DOD. The DOD Enterprise Risks, as reflected in Table 35 below, are for public view. Sensitive (not for public view) DOD Enterprise Risks will be managed through an internal departmental process in collaboration with the Executive Authority.
Table 35: DOD Enterprise Risks with Risk Mitigation
Ser No Outcome Enterprise Risk Risk Mitigation 1 DOD Outcome 1: Compromised Defence Direction. • Develop the Defence Strategy and sub- ordinate strategies that provide direction to the Accountable and effective Defence Strategic Direction, in accordance DOD. governance of the DOD with the regulatory framework, may to enhance civil control of be compromised by the protracted • Revise and maintain the Policy on the Defence. development, corporate approval timeframes development and maintenance of DOD and maintenance of departmental policies policies. It must include a definitive expression DOD Output 1: by functional authorities, principally due to of the corporate DOD Policy approval process. Defence Strategic Direction policy writing capacity constraints. • Monitor the DOD Policy Status Reports from provided. the DOD Master Record Index for policy management and control purposes. • Present policy training interventions to ensure well trained and competent policy writers. • Report non-compliance and/or poor performance in terms of the DOD Policy on Policies to the DOD Policy Board.
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Ser No Outcome Enterprise Risk Risk Mitigation 2 DOD Outcome 1: Prevalence of Corruption and Fraud. • Develop the DOD Fraud Prevention Policy. Accountable and effective Weaknesses in key internal controls increase • Approve and implement the revised DOD governance of the DOD the opportunity for fraud and corruption Corruption and Fraud Prevention Plan. to enhance civil control of and may result in losses, including future • Implement the DOD Ethics/Moral Regeneration Defence. resources. Programme. DOD Output 1: • Renew a culture of good governance and Defence Strategic Direction ethics in the DOD through the monitoring, provided. reviewing and reporting on corruption and fraud awareness and prevention training to prevent re-occurrence and an increase in corruption and fraud. • Maintain, monitor and report on the efficacy of the Whistleblowing Hotline. • Strengthen internal controls to reduce corruption and fraud, irregular, fruitless and wasteful expenditure resulting in losses to the Department. 3 DOD Outcome 1: High Prevalence of Litigation. • Inclusion of Consequence Management in relation to new and revised policies and Accountable and effective The inability of the DOD to comply with procedures in the DOD. governance of the DOD applicable legislation, prescribed policy and to enhance civil control of procedures may result in costly litigation and • The relevant monitoring and reporting Defence. losses to the DOD. mechanisms to be expanded and to include training to be provided to employees to DOD Output 1: prevent transgressions, to ensure that Defence Strategic Direction transgressors, who are liable by law are provided. held accountable and thereby instituting Consequence Management. • Provide legal advice on prior request to DOD management in order to enhance the legality of decision-making thereby curbing costly litigation to the DOD. 4 DOD Outcome 2: Deteriorating DOD Facilities and • Promulgate and implement an Overarching Infrastructure. Logistic Strategy (which includes the An effective and sustainable Procurement Policy, Stock Level Policy, Strategy, Defence Force capacitated Deteriorating DOD facilities and infrastructure and Joint Support Concept). to execute ordered may result in: commitments. • Approve and implement the Defence Facilities • Compromised Defence Readiness Master Plan that addresses the Defence DOD Output 2: (including training of Defence-Ready facilities refurbishment and maintenance. Personnel). Defence capabilities • Develop an electronic DOD Immovable Asset prepared. • Prevalence in Occupational Health and Register (DOD State-owned and Defence Safety (OHS) fatalities and costly litigation. Endowment Properties). • Tarnished image of the DOD. • The devolvement of functions from DPWI to • Negative effect on morale. the DOD through an Implementation Plan, monitoring and reporting on the Plan. • Possible escalation of leasing costs as well as fruitless and wasteful expenditure to the DOD. • Increase in theft due to easy access into DOD facilities.
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Ser No Outcome Enterprise Risk Risk Mitigation 5 DOD Outcome 2: Forfeited Rights on DOD Property. • Early warnings from the Chief Land Claims Commissioner escalated to command forums An effective and sustainable Current land claims and possible illegal land by C Log, for appropriate action to ensure Defence Force capacitated invasion on DOD facilities, may result in loss of business continuity. to execute ordered DOD facilities which may impact on readiness commitments. and deployment capabilities in support of the • Identify alternative training facilities in the Defence mandate. event of land claims. DOD Output 2: Defence capabilities prepared. 6 DOD Outcome 2: Outdated and Non-integration of DOD • Develop the Enterprise Architecture Policy in Information Communication Technology the DOD. An effective and sustainable Systems (ICTS). Defence Force capacitated • Modernise and upgrade DOD Core Information to execute ordered The lack of modernisation and non- Systems [Integrated Defence Enterprise System commitments. integration of DOD ICT Systems may lead (IDES)] through the implementation of the to unreliable, unverifiable and loss of DOD DOD ICT Capability Plan as resourced. DOD Output 5: financial, non-financial information and • Implement the DOD Corporate Governance of possible threat to business continuity. Defence capabilities Information and Communication Technology supported. Policy.
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PUBLIC ENTITIES REPORTING TO THE EXECUTIVE AUTHORITY
The Executive Authority has a legislative oversight function in terms of Public Entities and Organs of State, which are accountable to the Executive Authority and categorised within Schedule 2 and 3 of the Public Finance Management Act, (PFMA) (Act No. 1 of 1999). The DOD assists the Executive Authority with this oversight function through the assessment of the Strategic Plans and the Annual Performance Plans/Corporate Plans of the Public Entities and Organs of State on an annual basis to ensure alignment with the National Regulatory Framework and includes the Public Entities and Organs of State in the planning, budgeting and reporting processes of the Department. The summary of the legislative mandate, outcomes, and annual budget for Public Entities is reflected in Table 36.
Table 36: Public Entities Reporting to the Executive Authority
Budget Name of Public Legislative Mandate Outcomes Allocation Entity (FY2020/21) Armscor The mandate of Armscor is derived from the Armscor To manage the acquisition and R1 512 968 000 Act No. 51 of 2003. Armscor is to meet the following technology projects, underpinned requirements of the DOD: by the following themes: • The defence matériel requirements effectively, • Acquisition Excellence. efficiently and economically. • Technology Advancement. • The defence technology, research, development, • Resourcing Armscor’s Capability. analysis, test and evaluation requirements • Industry Stability. • Dispose of defence matériel in consultation with the instance which originally manufactured the matériel. • Stakeholder relations. • Maintain the compliance administration system for the • In support of the MOD&MV DOD, as required by the applicable international law, priority “Stable and financial the National Conventional Arms Control Act (Act No. 41 viable Armscor to deliver on of 2002) and the Non-Proliferation of Weapons of Mass its mandate”, Armscor will Destruction Act (Act No. 87 of 1993. continue to execute the above- mentioned outcomes. • Provide marketing support to defence-related industries, in respect of defence matériel, in consultation with the DOD, and the defence-related industries in question. 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 reflect fairness, equity, transparency, economy, efficiency, accountability and lawfulness. In terms of the Armscor Act of 2003 (Act No. 51 of 2003) Armscor is responsible for: • Section 22(1): Notwithstanding any other law, all intellectual property rights in any product, service, item, method or any other thing of any nature vested in the Department, must be held into custody of the Corporation on behalf of the Department. • Section 22(2): The Corporation must manage and utilise intellectual property rights acquired for and on behalf of the Department as directed by the Secretary for Defence in a service level agreement.
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Budget Name of Public Legislative Mandate Outcomes Allocation Entity (FY2020/21) Castle Control The CCB is mandated in terms of the Constitution of the The CCB is responsible for the Self-sustaining. Board Republic of South Africa, Act No. 108 of 1996. following: (CCB) The Castle Control Board, as a public entity, under the • To preserve and protect the Public Finance Management Act (Act No. 1 of 1999) military and cultural heritage of Section 1. the Castle of Good Hope. The mandate of the CCB is derived from the Castle • To optimise the tourism Management Act (Act No. 207 of 1993) which requires it to potential of the Castle of Good preserve and protect the military and cultural heritage of Hope. the Castle of Good Hope, to optimise its tourism potential, • To optimise accessibility to the and to optimise accessibility of the Castle of Good Hope to Castle of Good Hope by the the public on behalf of the MOD&MV, who has the ultimate public. ownership responsibility for the Castle of Good Hope. • Promotion, development and interpretation of the Castle of Good Hope as a place of education and learning. • Development of the capacity of the Castle of Good Hope to promote understanding, reconciliation and nation- building. • Agreement with the DOD in terms of the management of the Castle of Good Hope as a defence endowment property.
ORGANS OF STATE42 REPORTING TO THE EXECUTIVE AUTHORITY
The following Organs of State report to the Executive Authority:
• Defence Force Service Commission (DFSC).
• Office of the Military Ombud.
• Reserve Force Council (RFC).
42 For purposes of this document, Organs of State are defined as any other State functionary or institutions, other than Public Entities that exercise a power or perform a function in terms of the Constitution, or exercise a public power or perform a public function in terms of any legislation.
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The summary of the mandate, outputs and budget allocations for the Organs of State are provided in Table 37 below:
Table 37: Organs of State Reporting to the Executive Authority
Name of Organ of Current Budget Legislative Mandate Outcomes State Amount Defence Force Service The mandate of the DFSC is • To submit, on an annual basis, R17 262 000 Commission derived from Section 62A of the recommendations to the Minister on (DFSC) Defence Amendment Act, (Act No. improvement of salaries and service benefits of 22 of 2010). members. • To make recommendations to the Minister on policies in respect of conditions of service. • To promote measures and standards to ensure the effective and efficient implementation of policies on conditions of service within the Defence Force, and make recommendations in this regard. Office of the Military The mandate of the Office of the • To investigate and ensure that complaints are R55 202 000 Ombud Military Ombud is derived from resolved in a fair, economical and expeditious the Military Ombud Act, (Act No. manner and to report annually to the 4 of 2012). MOD&MV. • The Ombud must promote the observance of the fundamental rights of the members of the Defence Force. Reserve Force Council The mandate of the RFC is derived • To promote and maintain the force as an R9 180 000 (RFC) from section 48(4) of the Defence integral part of the Defence Force and Act, (Act No. 42 of 2002). The RFC consulted on any legislation, policy or is a consultative and advisory administrative measures affecting the Reserve body representing the Reserve Force. Force. • Advises and assists stakeholders in the development of legislation, policies and strategies for Reserves in accordance with its legislative mandate. • Advice to the MOD&MV, Deputy MOD&MV, DFSC and other elements in the DOD as appropriate. • Communication and marketing of the Reserves and Reserve Service System. • Co-manage joint projects in shooting and military skills and other aspects as identified from time to time. • Establishment and maintenance of both multi- and bilateral links with international Reserve Officers’ Associations. • Identifying and advancing international opportunities for young Reserve Force leaders, both Officers and Non-commission Officers (NCOs). • Assisting with the development of leadership skills not available within the DOD/SANDF for young Reserve Force leaders, both Officers and NCOs.
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DOD INFRASTRUCTURE PROJECTS
The resources necessary for the delivery of the DOD mandate are herewith provided to enable the Departmental Infrastructure Plan. The DOD Infrastructure Projects are reflected in Annexure A to this DOD APP for 2020. DISTRICT BASED SERVICE DELIVERY MODEL
The DOD has no District Based Service Delivery Model. The DOD has only an Infrastructure Plan, which is included in this DOD APP for 2020 at an Annexure A. CONDITIONAL GRANTS
The DOD has no conditional grants for the 2020/21 MTEF, therefor no Annexure is attached to this DOD APP for 2020. PUBLIC PRIVATE PARTNERSHIP
The DOD has no registered Public Private Partnerships (PPPs) for the 2020/21 MTEF.
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PART d Technical indicator descriptions
Annual Performance Plan I 2020/21 95 Department of Defence
PART D: TECHNICAL INDICATOR DESCRIPTIONS
The DOD Technical Indicator Descriptions (TIDs) for the DOD Output Indicators are reflected at Annexure B of this DOD APP for 2020.
As some of the DOD Output performance indicators contain “classified information”, the associated TIDs were not included in this DOD APP for 2020. However, “Classified TIDs” will be available for audit purposes by authorised entities when and if required.
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ANNEXURE A
DOD INFRASTRUCTURE PROJECTS
This section reconcile the MTEF budget with the planned infrastructure and other capital projects as set out in the Def Sec/ SANDF Level 2 APPs for the 2020/21 MTEF. Joint Logistic Services indicated that all the projects, as articulated in the following tables, are registered. However, no funds have yet been allocated to some of the projects, as these projects are still in the design (Sketch Plan/Site Clearance) stage. Funding for these projects will be allocated once these projects progress to the next stage of execution.
The DOD Infrastructure Plan for the FY2020/21 includes infrastructure projects with a completion date of 2019/20 (as listed in the following tables). Although no funds are projected for the FY2020/21, retention payments could be made against these identified projects, as they have not reached the final construction completed stage (Stage 8).
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r e a r y Rm 0,00 Rm 0,00 Rm 0,08 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Y2020/21) Rm 11,38 Rm 11,78 F ( Exp en dit ure C urren t
l e d at ta o st C Rm 2,3 Rm 0,5 Rm 3,8 To Rm 3,07 Rm 11,3 Rm 4,99 Rm 0,56 Rm 18,4 Rm 0,82 Rm 36,54 Rm 68,47 Esti m
t on ti on e at D 2021/22 2021/22 2020/21 2020/21 2021/22 2019/20 2022/23 2020/21 2020/21 2021/22 2019/20 Pro j ec om p le C
t e at D t 2016/17 2015/16 2015/16 2015/16 2014/15 2015/16 2013/14 2013/14 2018/19 2017/18 2010/11 Pro j ec r S ta O u tp ts Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility e S tat F ree ern Cap e We st ern De s cr ipti on t Pro j ec Replacement of air-conditioning in the Air system Base Langebaanweg, Force at Air Tower Control Traffic Langebaan Installation security of high level thermal and radar at 2 Militaryperimeter intrusion management system Hospital, Town Cape Construction of security fence at Ammunition Stores Construction of security at Ammunition Stores fence Langebaan Regiment, Donkergat at 4 Special Forces Replacement of existing security with palisade fence Regiment, at Donkergat, 4 Special Forces fencing Langebaan Replacement of perimeter fence with palisade fence at with palisade fence Replacement of perimeter fence Town SAS Wingfield,Cape Construction of security fence at 4 Special Forces Construction of security at 4 Special Forces fence Langebaan HQ, Regiment Construction at Saldanha Military of new sick bay Base, Saldanha Construction of a security fence and guard house at Construction of a security and guard fence Town MilitaryWynberg Cape Base, Replacement of hot water storage vessels at 3 Military vessels storage Replacement of hot water Bloemfontein Tempe, Hospital in Construction of facilities for the advanced and Construction of facilities for specialist training wings at School of Engineers, Kroonstad Construction of protection walls and extended roofing walls and extendedConstruction of protection roofing Bloemfontein De Brug, at DOD Mobilisation Centre, mme a Pro g r Capital (WCS 054892) Status 4 Capital (WCS 054591) Status 4 Capital (WCS 054515) Status 5B Capital (WCS 054499) Status 5B Capital (WCS 054254) Status 5 Capital (WCS 054249) Status 6A Capital (WCS 052785) Status 4A Capital (WCS 052547) Status 6A Capital (WCS 055231) Status 4B Capital (WCS 055183) Status 3A Capital (WCS 048244) Status 7
N ame j ectP ro None None None None None None None None None None None N o 11 10 9 8 S erial 7 6 5 4 3 2 1 Table 1: Links to Long-term Infrastructure Plan: New and Replacement Assets and Replacement Plan: New Infrastructure Long-term 1: Links to Table
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r e a r y Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,84 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Y2020/21) F ( Exp en dit ure C urren t
l e d at ta o st C Rm 52 Rm 0,5 Rm 1,5 Rm 0,5 Rm 0,4 To Rm 2,06 Rm 0,75 Rm 2,75 Rm 2,28 Rm 5,51 Rm 3,09 Esti m
t on ti on e at D 2022/23 2022/23 2022/23 2021/22 2021/22 2021/22 2019/20 2021/22 2021/22 2022/23 2021/22 Pro j ec om p le C
t e at D t 2013/14 2013/14 2013/14 2011/12 2009/10 2008/09 2016/17 2018/19 2017/18 2017/18 2016/17 Pro j ec r S ta O u tp ts Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility O ff i ce l Nata Zulu wa K DPWI He ad DPWI De s cr ipti on t Pro j ec Request for site clearance at the Sandriver Border Border clearance at the Sandriver site Request for Base under Op CORONA Safeguarding Request for site clearance at the Messina Border clearance at the Messina site Border Request for (Madimbo, Base under Op CORONA Safeguarding SwartwaterPontdrift, and Rooibokkraal) Request for site clearance at the Mafikeng site Request Border for Base under Op CORONA Safeguarding Site clearance for the construction of a Health Centre, the construction of a Health Centre, clearance for Site Durban Site clearance for SAMHS Training Formation, Thaba Thaba Formation, Training SAMHS clearance for Site and Construction of new requirements Tshwane; of Administration and upgrade maintenance repair Tshwane Thaba Building, Site clearance for the construction of 20 married clearance for Site Langebaan Regiment, quarters at 4 Special Forces Construction of living quarters at Lords Grounds, Grounds, Construction of living quarters at Lords Durban Installation of air-conditioning and HVAC system system Installation of air-conditioning and HVAC buildings 1, 10, 11 & 19 at 9 SA Infantryto Battalion Town Cape Eersterivier, Sickbay, Erection of a security fence at the 4 Special Forces Erection of a security at the 4 Special Forces fence Salamander complex: Donkergat,Regiment Langebaan Replacement of fire alarm at the Replacement system of fire Military Saldanha Academy, Replacement of air-conditioning in the system Town Base Simons Naval Building, Warfare Maritime mme a Pro g r Capital (WCS 052101) Status 3A Capital (WCS 052097) Status 3A Capital (WCS 052094) Status 3A Capital (WCS 048911) Status 3A Capital (WCS 047845) Status 3A Capital (WCS 046344) Status 3A Capital Works Defence Formation Project Status 6A Capital (WCS 055215) Status 4 Capital (WCS 055096) Status 5B Capital (WCS 055095) Status 4 Capital (WCS 054893) Status 4
N ame j ectP ro None None None None None None None None None None None N o 22 21 20 19 18 S erial 17 16 15 14 13 12
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r e a r y Rm 3,93 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Y2020/21) F ( Exp en dit ure C urren t
l e d at ta o st C Rm 19 Rm 0,5 Rm 0,5 To Rm 1,00 Rm 1,00 Rm 1,65 Rm 1,13 Rm 0,46 Rm 0,34 Rm 0,39 Rm 15,47 Rm 30,82 Esti m
t on ti on e at D 2022/23 2021/22 2022/23 2022/23 2022/23 2022/23 2022/23 2021/22 2022/23 2021/22 2021/22 2021/22 Pro j ec om p le C
t e at D t 2011/12 2017/18 2016/17 2016/17 2015/16 2014/15 2014/15 2014/15 2015/16 2014/15 2014/15 2014/15 Pro j ec r S ta O u tp ts Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Li m p o De s cr ipti on t Pro j ec Supply and replacement of kitchenSupply and replacement equipment at 7 SA Infantry Battalion, Phalaborwa Site Clearance for the construction of vehicle storage the construction storage of vehicle Clearance for Site Dunnottar PANTILE, Project facilities in Dunnottar, Construction of inner security fence at Special Forces Construction of inner security at Special Forces fence Head Quarters, Swartkop Pretoria Park, Site clearance for the construction parking of a vehicle clearance for Site PANTILE, Project facility at School of Engineers, Kroonstad Construction of new fire station and air traffic control station and air traffic control Construction of new fire Pretoria Waterkloof, Base at Air Force tower Site clearance for the installation of re-deployable clearance for Site and at Fouriesburg resources own through structures Ops Bases: Op CORONA Wepener Site clearance for the installation of re-deployable clearance for Site Vioolsdrift and at resources own through structures Ops Bases: Op CORONA Louisvale Site clearance for Phase 2 of the Master Plan for Special for 2 of the Master Plan Phase clearance for Site Pretoria Murrayhill, School, Forces Site clearance for SA Defence Intelligence and College SA Defence clearance for Site ETD Pretoria College, Site clearance for the replacement of an existing the replacement clearance for Site at Glencairn Sportssecurity with palisade fence fence Complex, Simons Town Site clearance for the replacement of an existing the replacement clearance for Site at SA Navy Signal security with palisade fence fence School, Simons Town Site clearance for the construction of a security clearance for Site fence at Military Boekenhoutskloof Base, mme a Pro g r Capital (WCS 050651) Status 4A Capital (WCS 055129) Status 3A Capital (WCS 054988) Status 4 Capital (WCS 054807) Status 3A Capital (WCS 054633) Status 4 Capital (WCS 054566) Status 3A Capital (WCS054565) Status 3A Capital (WCS054063) Status 3A Capital (WCS 053864) Status 3A Capital (WCS 053862) Status 3A Capital (WCS 053861) Status 3A Capital (WCS 053857) Status 3A
N ame j ectP ro None Project Project PANTILE None Project Project PANTILE None None None None None None None None N o 34 33 32 31 30 29 S erial 28 27 26 25 24 23
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r e a r y m 37,59 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Y2020/21) Rm 10,42 R F ( Exp en dit ure C urren t
l e d at ta o st n 1,142 C To Rm 1,56 Rm 4,96 Rm 4,41 Rm 64,17 Rm 227,28 Rm 545,74 Rb Esti m
t on ti on e at D 2020/21 2020/21 2020/21 2020/21 2023/24 2025/26 Pro j ec om p le C
t e at D t 2018/19 2018/19 2018/19 2016/17 2016/17 2013/14 Pro j ec r S ta O u tp ts Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility u t en g G a ern Cap e East ern De s cr ipti on t Pro j ec TS TS Replacement of 2 x 400KVA UPS batteries at 1 MilitaryReplacement of 2 x 400KVA Tshwane Thaba Hospital, Purchase of Exxaro Building, Pretoria Building, of Exxaro Purchase Purchase of 10 bedroom residential house for Defence Defence house for residential of 10 bedroom Purchase Intelligence (DFR), Kempton Park Replacement of UPS batteries at Blenny and Loftus and Loftus Replacement of UPS batteries at Blenny Pretoria Buildings, Construction of security at DOD Main fencing Pretoria Depot, Lyttelton, Ordnance Construction of Base Hospital and medical staff Port Elizabeth housing, mme a T ASS E CEMEN T A Pro g r Capital (WCS 055366) Status 4 Capital (WCS 055358) Status 3B Capital (WCS 055224) Status 3B Capital (WCS 055076) Status 5B Capital (WCS 054885) Status 4 Capital (WCS052744) Status 5
N ame RE P L A N D W j ectP ro None None None None None None NE L TA N o O T S erial 40 39 38 37 36 35
Annual Performance Plan I 2020/21 101 Department of Defence
ear y 2020/21) m 22,68 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 1,61 Rm 22,68 Y R (F Ex penditure C urrent
ost otal C T Rm 7,00 Rm 2,01 Rm 4,38 m 575,63 Rm 16,54 Rm 49,42 Rm 496,28 R E stimated
ate D 2022/23 2024/25 2021/22 2019/20 2019/20 2020/21 j ectP ro ompletion C
ate D 2013/14 2012/13 2011/12 2013/14 2012/13 2013/14 j ectP ro S tart O utputs Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility We st u t en g th l Nata Zulu ern Cap e th ern Li m p o G a N or wa ern Cap e We st ern N or K D escription j ectP ro Refurbishment of Belmont House for use as Refurbishment of Belmont House for accommodation, Pretoria Rehabilitation of the entire KareeRehabilitation of the entire Military Base, Polokwane Assessment and costing of kitchenAssessment equipment at 2 SA Infantry Battalion, Zeerust Re-surfacing Diskobolos and tarring to of access road Military Kimberley Base Sick Bay, Re-surfacing of Donkergat Road at 4 Special Forces Langebaan Regiment, Refurbishment of main kitchen at SAS Salisbury Island, Durban epairs R S RE PAI A N D P rogramme Capital (WCS 053352) Status 3B Capital (WCS 051898) Status 4 Capital (WCS 049409) Status 4 Capital (WCS 052546) Status 7 Capital (WCS 052455) Status 7 Capital (WCS 052564) Status 6A
N ame aintenance and R aintenance j ectP ro None None None None None None AI N T EN A NCE M L TA N o O S erial T 6 5 3 4 1 2 Table 2: M Table
102 Annual Performance Plan I 2020/21 “Lets grow South Africa together”
r e a r y Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 6,49 Rm 0,00 Rm 0,29 Rm 0,29 Rm 0,00 Rm 0,00 Rm 0,00 Y2020/21) F ( Exp en dit ure C urren t
l e d at ta o st C To Rm 1,04 Rm 1,21 Rm 0,68 Rm 0,69 Rm 3,01 Rm 3,72 Rm 9,17 Rm 3,17 Rm 20,67 Rm 20,49 Rm 17,89 Esti m
t on ti on e at D 2019/20 2019/20 2019/20 2019/20 2021/22 2019/20 2019/20 2020/21 2020/21 2021/22 2022/23 Pro j ec om p le C
t e at D t 2010/11 2010/11 2010/11 2010/11 2013/14 2013/14 2010/11 2012/13 2012/13 2013/14 2013/14 Pro j ec r S ta O u tp ts Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility e S tat F ree ern Cap e We st ern De s cr ipti on t Pro j ec Upgrading of Financial Accounting Service Accounting at Centre of Financial Upgrading Youngsfield, Town Cape Upgrading of Financial Accounting Support at Accounting Centre of Financial Upgrading Town Cape Wynberg, 2 Military Hospital, Support at Accounting Centre of Financial Upgrading Town Cape Ysterplaat, Base Air Force Support at Accounting Centre of Financial Upgrading Town Cape 9 SA Infantry Battalion, Eersterivier, of mess facilities at 4 Special Forces Upgrading Langebaan Regiment, of kitchenUpgrading Support equipment at Army Town Cape Wynberg, Mess NCO Cape, Western Base Upgrading of Buildings 1175, 1176, 1178, 1179, 1181, Upgrading 1182, 1184 and 1185 at the DOD Mobilisation Centre, Bloemfontein De Brug, Base reservoir of water at Air Force Upgrading Bloemspruit, Bloemfontein at Complex of the Sick Bay and refurbishment Upgrade Base Bloemspruit, Bloemfontein Air Force Tank of kitchenUpgrading equipment at 1 SA Bloemfontein Tempe, Regiment, of kitchenUpgrading equipment at the DOD Bloemfontein De Brug, Mobilisation Centre, mme a Pro g r Capital (WCS 048268) Status 6A Capital (WCS 048269) Status 6A Capital (WCS 048270) Status 6A Capital (WCS 048272) Status 6A Capital (WCS 052539) Status 4B Capital (WCS 053695) Status 6A Capital (WCS 048245) Status 5B Capital (WCS 049890) Status 5B Capital (WCS 052154) Status 6A Capital (WCS 053666) Status 4 Capital (WCS 053667) Status 4
t me Na Pro j ec None None None None None None None None None None None N o Ser ia l 6 7 8 9 10 11 1 2 3 4 5 Table 3: Links to Long-term Infrastructure Plan: Upgrades and Additions 3: Links to Long-term Infrastructure Plan: Upgrades and Table
Annual Performance Plan I 2020/21 103 Department of Defence
r e a r y Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Y2020/21) Rm 32,19 Rm 14,13 F ( Exp en dit ure C urren t
l e d at ta o st C Rm 19 Rm 0,5 To Rm 2,97 Rm 3,63 Rm 1,52 Rm 16,5 Rm 7,43 Rm 10,61 Rm 54,65 Rm 18,95 Rm 105,78 Esti m
t on ti on e at D 2021/22 2021/22 2023/24 2022/23 2020/21 2021/22 2021/22 2022/23 2021/22 2022/23 2022/23 Pro j ec om p le C
t e at D t 2013/14 2013/14 2014/15 2016/17 2013/14 2014/15 2014/15 2016/17 2011/12 2013/14 2015/16 Pro j ec r S ta O u tp ts Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility O ff i ce l Nata Zulu wa K DPWI He ad DPWI De s cr ipti on t Pro j ec Upgrading of kitchen Upgrading equipment at Umdloti Signal Base,Umdloti of kitchenUpgrading Support equipment at Army Natal Bluff Base KwaZulu Military Durban Base, of kitchenUpgrading equipment at 5 SA Infantry Battalion, Ladysmith Intelligence at SA Defence of infrastructure Upgrade 1, Pretoria Phase College, Upgrading of facilities at Works Training School in Training Works of facilities at Upgrading Pretoria Elandsfontein, Upgrading of kitchenUpgrading Support equipment at Army Town Cape Wynberg, Officers Cape, Mess Western Base of kitchenUpgrading equipment at the SA Army Infantry Oudtshoorn School, of kitchenUpgrading equipment at 9 SA Infantry Town Cape Battalion, Eersterivier, electrical of high voltage the Upgrading supply to Regiment, 4 Special Forces Area: Training Donkergat Langebaan of SAFI building at 121 SA InfantryUpgrading Battalion, Mtubatuba DLSD, use by for of critical accommodation facilities at SAS Upgrading Salisbury Durban Island, mme a Pro g r Capital (WCS 053701) Status 4 Capital (WCS 053704) Status 4 Capital (WCS 053740) Status 4 Capital (WCS 055057) Status 4 Capital (WCS 054793) Status 3A Capital (WCS 053696) Status 5B Capital (WCS 053738) Status 5B Capital (WCS 053739) Status 5B Capital (WCS 054906) Status 4 Capital (WCS 049135) Status 4 Capital (WCS 053350) Status 4A
t me Na Pro j ec None None None None None None None None None None None N o Ser ia l 18 19 20 22 21 12 13 14 15 16 17
104 Annual Performance Plan I 2020/21 “Lets grow South Africa together”
r e a r y Rm 0,00 Rm 0,17 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Y2020/21) F ( Exp en dit ure C urren t
l e d at ta o st C To Rm 8,23 Rm 4,07 Rm 3,51 Rm 0,26 Rm 6,68 Rm 0,48 Rm 2,66 Rm 23,2 Rm 57,98 Rm 19,55 Esti m
t on ti on e at D 2022/23 2020/21 2021/22 2019/20 2022/23 2020/21 2021/22 2020/21 2020/21 2020/21 Pro j ec om p le C
t e at D t 2012/13 2013/14 2007/08 2015/16 2010/11 2014/15 2014/15 2010/11 2013/14 2015/16 Pro j ec r S ta O u tp ts Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility a n ga We st a l th ern Cap e th ern Li m p o N or Mp um N or De s cr ipti on t Pro j ec Upgrading of aquatic training facilityUpgrading at 5 Special Phalaborwa Regiment, Forces of kitchen Upgrading equipment at 524 Signal PhalaborwaSquadron, Upgrading of buildings and constructionUpgrading of new Sick at 4 SA InfantryBay Battalion, Middelburg of kitchenUpgrading Military equipment at Camden Ermelo Base, Upgrade of water supply at School of Artillery, of water Upgrade Klipdrift, Potchefstroom of kitchenUpgrading and kitchen equipment at Potchefstroom Mess, WOs and NCOs Shamrock Viljoen of kitchenUpgrading equipment at Constand Potchefstroom Officers Mess, Service Accounting at SA Centre of Finance Upgrade Lohatla Centre, Training Combat Army of kitchenUpgrading equipment at Alexander Bay Unit, Alexander Bay Signal of kitchenUpgrading and kitchen equipment at Henry Slechtkamp Building no 200, Kimberley Mess, mme a Pro g r Capital (WCS 052105) Status 4 Capital (WCS 053691) Status 5B Capital (WCS 045457) Status 5B Capital (WCS 053663) Status 7 Capital (WCS 048239) Status 4 Capital (WCS 053714) Status 6A Capital (WCS 053715) Status 4 Capital (WCS 048262) Status 5B Capital (WCS 053699) Status 5B Capital (WCS 054769) Status 6A
t me Na Pro j ec None None None None None None None None None None N o Ser ia l 31 32 29 30 23 24 25 26 27 28
Annual Performance Plan I 2020/21 105 Department of Defence
r e a r y Rm 0,88 Rm 0,88 Rm 0,00 Rm 0,00 Rm 0,59 Rm 0,00 Rm 0,11 Rm 0,88 Rm 0,00 Rm 1,16 Y2020/21) Rm 12,22 Rm 11,64 F ( Exp en dit ure C urren t
l e d at ta o st C To Rm 57,2 Rm 2,16 Rm 46,8 Rm 2,62 Rm 7,00 Rm 2,42 Rm 3,45 Rm 9,16 Rm 6,15 Rm 16,96 Rm 22,05 Rm 32,71 Esti m
t on ti on e at D 2021/22 2021/22 2019/20 2020/21 2020/21 2021/22 2020/21 2021/22 2021/22 2022/23 2020/21 2021/22 Pro j ec om p le C
t e at D t 2014/15 2014/15 2008/09 2012/13 2013/14 2013/14 2013/14 2014/15 2014/15 2013/14 2014/15 2014/15 Pro j ec r S ta O u tp ts Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility u t en g G a De s cr ipti on t Pro j ec Upgrading of kitchenUpgrading equipment at Joint Support Base GarrisonPretoria Kiepersol Officers Mess, of kitchenUpgrading College, equipment at SA Army Tshwane Thaba Security at Installations on perimeter and at stores Tshwane Thaba Northern Military HQ, Police of kitchen of mess and replacement Upgrade Wonderboom, Supportequipment at Armyl Base, Pretoria HQ Swartkop at Spec Forces of main gate Upgrade Tshwane Thaba Park, of kitchenUpgrading equipment at SA Army Gymnasium, Heidelberg of kitchenUpgrading Support equipment at Army Base Johannesburg of kitchen Upgrading Engineer equipment at SA Army Centurion Base, Tek Mess, Combined Formation of kitchenUpgrading equipment at Joint Support Base Tshwane Garrison Thaba Gerbera Officers Mess, Upgrading of kitchenUpgrading equipment at Uitkoms Base Junior Ranks Polokwane Mess, of kitchenUpgrading equipment at 15 SA Infantry Battalion, Thoyondou of kitchenUpgrading equipment at Phalaborwa Regiment, 5 Special Forces mme a Pro g r Capital (WCS 053742) Status 5B Capital (WCS 053747) Status 5B Capital (WCS 046379) Status 7 Capital (WCS 052454) Status 7 Capital (WCS 052563) Status 5B Capital (WCS 053687) Status 4 Capital (WCS 053688) Status 5B Capital (WCS 053713) Status 5B Capital (WCS 053716) Status 4B Capital (WCS 053692) Status 4 Capital (WCS 053757) Status 5B Capital (WCS 053879) Status 5
t me Na Pro j ec None None None None None None None None None None None None N o Ser ia l 43 44 36 37 38 39 40 41 42 33 34 35
106 Annual Performance Plan I 2020/21 “Lets grow South Africa together”
r e a r r e a r y y m 89,97 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 1,25 Y2020/21) Y2020/21) Rm 51,88 Rm 29,82 R F F ( ( Exp en dit ure Exp en dit ure C urren t C urren t
l l e d at e d at ta ta o st o st only) only) only) only) C C To To Rm 1,91 Rm 0,39 Rm 2,67 m 705,38 Rm 79,56 Rm 20,69 Rm 93,35 Rm 82,46 Rm 53,02 Rm 41,83 R (Consultant (Consultant (Consultant (Consultant (Consultant (Consultant Esti m Esti m
t t ti on on ti on e e at at D D 2019/20 2026/27 2025/26 2024/25 2025/26 2028/29 2019/20 2020/21 2023/24 Pro j ec Pro j ec om p le om p le C C
t t e at e at D D t t 2009/10 2013/14 2001/02 2001/02 2001/02 2016/17 2016/17 2010/11 2012/13 Pro j ec Pro j ec r S ta r S ta O u tp ts O u tp ts Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility e S tat F ree ern Cap e East ern De s cr ipti on De s cr ipti on t t efurbishment Pro j ec Pro j ec Refurbishment of 1 Special Services Battalion, Tempe, RefurbishmentTempe, of 1 Special Services Battalion, Bloemfontein Base Bloemspruit, Refurbishment of Air Force Bloemfontein Refurbishment of 1 SA Infantry Battalion, Tempe, Refurbishment of 1 SA InfantryTempe, Battalion, Bloemfontein Tempe, Regiment, Refurbishment of 44 Parachute Bloemfontein KroonstadRefurbishment of School of Engineers, Upgrade and refurbishment of SAMHS Training Centre, Centre, Training of SAMHS and refurbishment Upgrade Tshwane Thaba 2 (Nurses College) Phase supply for and installation of power Upgrading Works containerised office accommodation at Defence Tshwane Thaba Formation, Service Accounting at 14 Centre of Finance Upgrade SA Infantry Battalion, Umtata at Maluti system Base reticulation of water Upgrading mme mme a a Pro g r Pro g r Refurbishment (WCS 047081) Status 7 Refurbishment (WCS 052536) Status 4A Refurbishment (WCS 033646) Status 4 Refurbishment (WCS 033647) Status 4 Refurbishment (WCS 36116) Status 4 Capital (WCS 053875) Status 4 Capital (WCS 055059) Status 6A Capital (WCS 048275) Status 5B Capital (WCS 051781) Status 5
ong-term Infrastructure Plan: R Infrastructure Plan: ong-term t t me me S ON S ADDITI A N D AD E S Na Na Pro j ec Pro j ec None None None None None None None None None U PG R L TA N o N o O l Ser ia l Ser ia l T 4 5 1 2 3 45 46 47 48 L 4: L inks to Table
Annual Performance Plan I 2020/21 107 Department of Defence r e a r y Rm 0,9 Rm 7,28 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Y2020/21) Rm 55,46 F ( Exp en dit ure C urren t
l e d at ta o st C To R 16,23 Rm 8,36 Rm 3,07 Rm 2,41 Rm 19,49 Rm 35,85 Rm 16,98 Rm 21,71 Rm 36,53 Rm 991,87 Rm 316,24 Esti m
t ti on e at D 2022/23 2020/21 2021/22 2022/23 2022/23 2019/20 2019/20 2021/22 2020/21 2019/20 2022/23 Pro j ec om p le C
t e at D t 2011/12 2012/13 2012/13 2012/13 2013/14 2013/14 2013/14 2014/15 2014/15 2015/16 2013/14 Pro j ec r S ta O u tp ts Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility ern Cap e We st ern De s cr ipti on t Pro j ec Refurbishment of 2 Military Hospital, Wynberg, Cape Cape RefurbishmentWynberg, of 2 Military Hospital, Town Refurbishment of Air Force Base Overberg plant, sewer Refurbishment of Air Force Bredasdorp distributionRefurbishment of water and replacement Town Simons Valley, at Mountsystem Klawer Bredasdorp Base Overberg, Refurbishment of Air Force RefurbishmentMuizenberg, College, of SA Navy Staff Town Cape Langebaan Refurbishment of Oesterskulp Duplex Flats, Refurbishment (Building 142) at SAS of Sick Bay Saldanha, Saldanha Refurbishment Pharmacy (Building 70) Institute for Town Maritime Simons Medicine Base, at Naval Refurbishment of AFB Overberg and upgrade Sick Bay complex, Bredasdorp Installation at Infantry system of centralised ventilation OudtshoornSchool, Refurbishment of Military Health Training School, School, Refurbishment of MilitaryTraining Health Bloemfontein mme a Pro g r Refurbishment (WCS 049009) Status 5B Refurbishment (WCS 052437) Status 6A Refurbishment (WCS 052453) Status 5B Refurbishment (WCS 052456) Status 5B Refurbishment (WCS 052790) Status 4 Refurbishment (WCS 052793) Status 7 Refurbishment (WCS 053370) Status 7 Refurbishment (WCS 053823) Status 4B Refurbishment (WCS 053914) Status 5B Refurbishment (WCS 054351) Status 7 Refurbishment (WCS 052537) Status 4 t me Na Pro j ec None None None None None None None None None None None N o l Ser ia l 7 8 9 10 11 12 13 14 15 16 6
108 Annual Performance Plan I 2020/21 “Lets grow South Africa together” r e a r y Rm 0,00 Rm 8,82 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Y2020/21) Rm 89,45 Rm 24,48 F ( Exp en dit ure C urren t
l e d at ta o st only) only) only) C Rm 2,7 To Rm 6,96 Rm 39,5 Rm 7,04 Rm 30,03 Rm 78,55 Rm 35,67 Rm 41,39 Rm 21,35 Rm 209,92 Rm 720,04 (Consultant (Consultant (Consultant (Consultant (Consultant (Consultant Esti m
t ti on e at D 2024/25 2027/28 2019/20 2020/21 2025/26 2025/26 2020/21 2021/22 2020/21 2023/24 2023/24 Pro j ec om p le C
t e at D t 2016/17 2016/17 2010/11 2012/13 2013/14 2001/02 2012/13 2013/14 2015/16 2015/16 2013/14 Pro j ec r S ta O u tp ts Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility We st th l Nata Zulu Li m p o N or wa ern Cap e East ern K De s cr ipti on t Pro j ec Repair thresholds on main runway and repair radar and repair on main runway Repair thresholds Base Hoedspruit Air Force footings, Base Hoedspruit (Base & Refurbishment of Air Force Damage) Flood of all offices and and renovation repair Upgrading, facilities and kitchentraining accommodation, logistics Lephalale Centre, Training complex at SAMHS Refurbishment of 6 SA Infantry Battalion, Grahamstown Replacement of kitchen and ceiling at equipment, roof 2 SA Infantry Battalion, Zeerust Intelligence Regiment, Tactical Refurbishment of 1 Potchefstroom OfficersViljoen Replace air-conditioners at Constand Potchefstroom Mess, Refurbishment of SAS Salisbury Durban Island, Refurbishment of Jack Frost Court at Air Force Base Court at Air Force Refurbishment of Jack Frost Town Cape Ysterplaat, mme a Pro g r (WCS 054748) Status 4B (WCS 054749) Status 4B Refurbishment (WCS 048254) Status 7 Refurbishment (WCS 050751) Status 6A Refurbishment (WCS 052565) Status 4 Refurbishment (WCS 036138) Status 4 Refurbishment (WCS 051944) Status 6A Refurbishment (WCS 052562) Status 5A Refurbishment (WCS 054327) Status 4 Refurbishment (WCS 053596) Status 4 Refurbishment (WCS 054763) Status 4 t me Na Pro j ec None None None None None None None None None N o l Ser ia l 22 23 24 25 19 20 21 18 17
Annual Performance Plan I 2020/21 109 Department of Defence r e a r y Rm 1,02 Rm 0,22 Rm 0,00 Rm 0,00 Rm 6,02 Rm 9,06 Rm 0,00 Rm 0,00 Rm 0,00 Y2020/21) Rm 13,23 Rm 29,65 F ( Exp en dit ure C urren t
l e d at ta o st only) only) only) C To Rm 950 Rm 8,78 Rm 47,3 Rm 52,2 Rm 13,2 Rm 10,85 Rm 126,8 Rm 144,4 Rm 44,95 Rm 47,27 Rm 54,95 (Consultant (Consultant (Consultant (Consultant (Consultant (Consultant Esti m
t ti on e at D 2022/23 2021/22 2022/23 2025/26 2021/22 2021/22 2025/26 2022/23 2024/25 2020/21 2022/23 Pro j ec om p le C
t e at D t 2013/14 2013/14 2013/14 2013/14 2013/14 2017/18 2018/19 2013/14 2012/13 2010/11 2013/14 Pro j ec r S ta O u tp ts Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility u t en g G a De s cr ipti on t Pro j ec Re-surface HQ in Swartkop 2km Road at Special Forces Reserve, Nature Centurion Park Refurbishment of Joint Support Base Garrison Finance Tshwane Office, Thaba Refurbishment 1 Facility: of Rooiwal Communication Pretoria Rooiwal, Regiment, Signal Refurbishment College, of Defence Tshwane Thaba Tshwane Thaba Refurbishment of B Mess, roof at and sealing of Waterproofing 1 Military Tshwane Thaba Hospital, Management (TFM) the 1 Facilities Contract for Total Military Tshwane Thaba Hospital, Refurbishment of SAMHS complex in Tek Base, Base, Tek Refurbishment complex in of SAMHS Lyttelton Upgrading and refurbishment of the 1st floor and and refurbishment Upgrading supportrelated services Thaba at 1 Military Hospital, Tshwane Upgrade of power supply at School of Signals supply at School of Signals of power Upgrade Pretoria Wonderboom, Refurbishment complex next of SAMHS DOD to Lyttelton Auction Centre, mme a Pro g r Refurbishment (WCS 052556) Status 4 Refurbishment (WCS 052557) Status 5B Refurbishment (WCS 052558) Status 5B Refurbishment (WCS 052560) Status 4 Refurbishment (WCS 052561) Status 5B Refurbishment (WCS 055140) Status 4A Refurbishment (WCS 055368) Status 4A Refurbishment (WCS 052555) Status 5B Refurbishment Refurbishment (WCS 048240) Status 5B Refurbishment (WCS 052554) Status 5B t me Na Pro j ec None None None None None None None None None None None N o l Ser ia l 30 31 32 33 34 35 36 29 26 27 28
110 Annual Performance Plan I 2020/21 “Lets grow South Africa together” r e a r y Rm 0. 0 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Y2020/21) F ( Exp en dit ure C urren t
l e d at ta o st only) C To Rm 24,42 Rm 91,45 Rm 34,47 Rm 92,71 Rm 41,67 Rm 17,44 Rm 260,33 Rm 212,74 Rm 196,06 Rm 170,73 Rm 104,83 Rm 147,46 (Consultant (Consultant Esti m
t ti on e at D 2021/22 2019/20 2019/20 2019/20 2019/20 2019/20 2020/21 2021/22 2021/22 2025/26 2026/27 2022/23 Pro j ec om p le C
t e at D t 2001/02 2005/06 2005/06 2006/07 2006/07 2006/07 2009/10 2009/10 2006/07 2000/01 2000/01 2001/02 Pro j ec r S ta O u tp ts Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility O ff i ce DPWI He ad DPWI De s cr ipti on t Pro j ec Refurbishment of 8 SA Infantry Battalion, Upington of mechanical and Repair and maintenance RAMP: electrical at infrastructure 1 Military Tshwane Thaba Hospital, RAMP: Repair and maintenance of building work, Repair and maintenance RAMP: civil Tshwane Thaba 1 Militaryinfrastructure, Hospital, Special RAMP: Repair and maintenance to civil to Repair and maintenance Special RAMP: Thaba 1 Military and fencing, infrastructure Hospital, Tshwane Repair and maintenance of electricalRepair and maintenance - infrastructure Pretoria Waterkloof, Base 1, Air Force Phase Repair and maintenance of electricalRepair and maintenance - infrastructure Pretoria Waterkloof, Base 2 , Air Force Phase Refurbishment of 21 SA Infantry Battalion, Lenz, Johannesburg Refurbishment of 10 SA Infantry Battalion, Mahikeng (also known as Mafikeng) Refurbishment of Artillery Potchefstroom School, Refurbishment of 4 Artillery Potchefstroom Regiment, Refurbishment of 4 SA Infantry Battalion, Middelburg mme a Pro g r Refurbishment (WCS 036133) Status 6A Refurbishment (WCS 042452) Status 7 (WCS 042453) Status (WCS 045177) Status 7 Refurbishment (WCS 045178) Status 7 (WCS 045179) Status 7 Refurbishment (WCS 047078) Status 7 Refurbishment (WCS 047079) Status 5B (WCS 045183) Status 5B Refurbishment (WCS 033655) Status 4 Refurbishment (WCS 033657) Status 4 Refurbishment (WCS 036125) Status 4 t me Na Pro j ec None None None None None None None None N o l Ser ia l 40 41 42 43 44 37 38 39
Annual Performance Plan I 2020/21 111 Department of Defence r e a r y Rm 0,00 Rm 0,00 Rm 0,00 Rm 0,00 Rm 3,32 m 299,63 Y2020/21) R F ( Exp en dit ure C urren t Rm 0,00
l e d at ta o st 6,742 only) C To Rm 35,19 Rb Rm 122,78 Rm 104,81 Rm 141,31 Rm 447,31 (Consultant (Consultant Esti m Rm 5,26
t ti on e at D 2024/25 2026/27 2019/20 2025/26 2028/29 Pro j ec om p le C 2021/22
t e at D t 2010/11 2012/13 2009/10 2018/19 2010/11 Pro j ec r S ta 2012/13 O u tp ts Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility Habitable Facility ern Cap e East ern Tender recommendation stage recommendation Tender Pre-site handover stage handover Pre-site Construction stage First delivery stage First Concurrent and emergency servicesConcurrent Acquisition of land Acquisition Investment analysis Investment Final delivery stage Final Construction completed Service is inactive 5 5A 5B 6A 6B 6C 6I 7 8 9 De s cr ipti on t Pro j ec Refurbishment of the single quarters at the Air Force Refurbishment of the single quarters at the Air Force Base Waterkloof, Pretoria Refurbishment Office of SA Army in Dequar Road, Pretoria Replacement of kitchen equipment at 14 SA Infantry Battalion, Umtata Refurbishment of SA Army Combat Training Centre Centre Training Refurbishment Combat of SA Army (Including 16 Maintenance Unit), Lohatla Tshwane Thaba Refurbishment of A Mess, Complex, Blenny Refurbishment of SA Air Force Pretoria mme a Pro g r Refurbishment (WCS 048756) Status 4 Refurbishment (WCS 050794) Status 4 Refurbishment (WCS 51777) Status 5B Refurbishment (WCS 047080) Status 7 Refurbishment (WCS 048408) Status 4A Refurbishment (WCS 048536) Status 4 t me Na Pro j ec None None None None None None De s cr ipti on REFUR BISH MEN T Service registered (with priorityService number) registered Service registered (without priorityService number) registered Pre-design stage Pre-design planning Planning InstructionPlanning issued Planning InstructionPlanning rejected Design stage Design Funds approved stage: preparation of documents stage: preparation approved Funds Tender stage Tender Design stopped Design L TA N o O l Ser ia l T 48 49 50 45 46 47 u s S tat 1 2 3 3A 3B 3C 4 4A 4B 4C
112 Annual Performance Plan I 2020/21 “Lets grow South Africa together”
ANNEXURE B
DOD TECHNICAL INDICATOR DATASHEETS FOR THE FY2020/21
The departmental Technical Indicator Datasheets reflecting the Outputs of the eight main programmes of the Department are listed below.
PROGRAMME 1: ADMINISTRATION
Indicator Title Percentage adherence to the DOD Master Record Index for Policies Definition Percentage adherence to the Department of Defence (DOD) Master Record Index (MRI). The result is the total percentage of all departmental policies that are not yet overdue on their revised by date or promulgation date. Definition of Terms: • The term “departmental policies” refers to all level 1 policies which is the highest level of DOD policy and is authorised for implementation by the Sec Def and C SANDF. For example DODIs and SANDFOs. • The term “overdue” refers to policies which have not met their planned revised by or promulgation dates. • The term “promulgated” refers to policies which have been signed by Sec Def and C SANDF and published on the DOD Policy Website. • The term “MRI” refers to the DOD Master Record Index which is a control index of all departmental policies. Source of data 1. DOD Policy Board Minutes. 2. Plenary Defence Staff Council (PDSC) Minutes. 3. DOD Policy Status Report (Master Record Index).
Method of Calculation/ Percentage Score = 100 – (total number of departmental policies overdue/ total number of departmental Assessment policies promulgated * 100) Means of verification 1. DOD Policy Board Minutes. 2. DOD Policy Status Report (Master Record Index). Assumptions 1. The implementation plan of the SA Defence Review 2015, 07 March 2017, directing the finalisation of departmental policies must be in place and updated. 2. The establishment of policy writers posts at DOD Services and Divisions. Disaggregation of 1. Target for Women: N/A Beneficiaries 2. Target for Youth: N/A (where applicable) 3. Target for People with Disabilities: N/A Spatial Transformation N/A. (where applicable) Calculation Type Non-Cumulative. Reporting Cycle Quarterly. Desired Performance 100%. Indicator Responsibility Chief Defence Policy, Strategy and Planning.
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Indicator Title Percentage adherence to the DOD Master Record Index for Strategies Definition 1. The term “MRI” refers to the DOD Master Record Index for Strategies which is a control index of all departmental strategies (Level 1). 2. To track the progress of the development, approval and promulgation of departmental strategies in the DOD. Importance of Measurement: A uniform approved standard is documented for the development, approval and promulgation of departmental strategies. 3. A standardised six step approach in the development of strategies is approved within the DOD (The Defence Review Overarching Implementation Framework [DROIF] which was approved by the Defence Staff Council of 11 May 2015 makes visible the DOD Strategic Direction Framework Context Model and DOD Strategising Process which describes the six step approach to develop strategies within the DOD). The DROIF furthermore outlines departmental strategies that are to be formulated. 4. The approach in the approval of the Strategies is that the Plenary Defence Staff Council (PDSC) authorises the Strategies for submission to the Secretary for Defence (Sec Def) and Chief South African National Defence Force (C SANDF) for signature. 5. The approach for the promulgation of the Strategies is once they have been authorised by means of signatures, they can then be published. Source of data 16 1. PDSC/DSC Minutes (Approval of Strategy). 2. DOD Master Record Index for Strategies. Method of Calculation/ Computation is explained by means of an example: Assessment 1. The percentage score of 100% for the required strategy to be promulgated, ie target achieved. The percentage score of 0% for the non-achievement of the promulgated strategy. 2. The total number of departmental Strategies promulgated per Financial Year divided by the total number of strategies required to be promulgated for the financial year. 3. The result is the total percentage of the Departmental (Level 1) strategies that adhere to the DOD Master Record Index for Strategies. a. A = Total Number of Departmental Strategies promulgated per Financial Year. b. B = The total number of strategies required to be promulgated for the Financial year (As per TID/ APP). c. Calculation = A/B * 100%. Means of verification 1. PDSC Minutes (Approval of strategy). 2. DOD Master Record Index for Strategies. Assumptions 1. Phase 1 – Strategy development is informed by DOD approved hierarchy of strategies. 2. Phase 2 – A departmental strategy mechanism is established by the CDPSP. 3. Phase 3 - Promulgation of the Strategy is when the strategy has been promulgated within the DOD. Disaggregation of • Target for Women: N/A. Beneficiaries • Target for Youth: N/A. (where applicable) • Target for People with Disabilities: N/A. Spatial Transformation N/A. (where applicable) Calculation Type Non-Cumulative. Reporting Cycle Quarterly. Desired Performance 100%. 50% (6 out of 12 achieved) (Baseline annual target in APP). Indicator Chief Defence Policy, Strategy and Planning. Responsibility
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Indicator Title Percentage adherence to the DOD Master Record Index for Plans Definition 1. To ensure that appropriate, effective and efficient management and support services are provided to the DOD, functional and support direction is provided through the annual promulgation of the DOD Functional and Support Guidelines for Planning, Budgeting and Reporting, which inform the development of departmental Functional and Support Plans. 2. In terms of international norms, the Minister of Defence and Military Veterans is to publish a public defence capital expenditure plan, which states the board requirements, coupled to time and targets. 3. The Accounting Officer must capture the Military Strategy, Force Design, Force Structure, capability strategy and acquisition plan into an extended long-term development plan to achieve the Defence Strategic Trajectory, inclusive of an aligned funding trajectory. 4. In terms of Section 8 of the Defence Act, 2002 (Act No. 42 of 2002), the Head of the Department and the Accounting Officer for Defence as contemplated in Section 36 of the Public Finance Management Act, 1999 (Act No. 1 of 1999) (PFMA) is to ensure that the Department maintains effective, efficient and transparent systems of financial risk management and internal control. In order to make the above statutory requirements a reality, Budget Holders, are to submit a funded Level 2 Annual Performance Plan (APP) for the Medium-term Expenditure Framework (MTEF) reflecting how their respective mandates will be executed through well-defined outcomes, outputs and performance information within the allocated resources. 5. Resultant from the establishment of the Public Entities Oversight Forum by National Treasury and the launching of the Planning, Monitoring and Evaluation Community of Practice “for Schedule 3A Public Entities and Constitutional Institutions” dated 30 October 2015 by the Department of Planning, Monitoring and Evaluation (DPME) planning instruments and quarterly reporting by Public Entities and Organs of State, which are reporting to the Executive Authority, must be submitted for .approval by the Executive Authority. 6. The DOD Functional and Support Plans are directed by the DOD -, Military - and Defence Secretariat Strategies. 7. The DOD Functional and Support Plans, which reflect the long-, medium- and short-term planning of the Department are as follows:
Functional Plans 1. DOD Long-term Plan (10 to 30 year). 2. DOD Strategic Plan (5 year). 3. DOD Annual Performance Plan (Annually). 4. DOD Annual Operations Plan (Annually). 5. Defence Secretariat Annual Operational Plan (Annually). 6. South African National Defence Force Annual Operational Plan (Annually). 7. Defence Secretariat and Organs of State Level 2 Annual Performance Plans (Annually) 8. Armscor Corporate Plan (Annually). 9. Castle Control Board Annual Operational Plan (Annually) 10. DOD Service Delivery Improvement Plan. 11. DOD Procurement Plan. 12. DOD Integrated Human Resources Plan. 13. DOD Infrastructure Plan.
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Indicator Title Percentage adherence to the DOD Master Record Index for Plans
Support Plans 14. .Joint Force Employment Plan (every three years). 15. DOD Internal Audit Plan. 16. DOD Reserve Force Plan. 17. DOD Corporate Communication Plan. 18. DOD Anti-corruption and Anti-fraud Plan. 19. DOD Information, Communication and Technology Plan.
Source of data 1. Proof of submission to the Executive Authority for approval. 2. Proof of submission to the Accounting Officer for approval. 3. Proof of submission to the Chief of the South African National Defence Force for approval. 4. Approval letters signed by the Executive Authority, the Accounting Officer and/or the Chief of the South African National Defence Force. 5. Proof of submission to National Regulatory Stakeholders such as but not limited to Audit-General South Africa (AGSA), Department of Public Service Administration (DPSA, Department of Planning, Monitoring and Evaluation (DPME) and National Treasury (NT). 6. Proof of submission of the DOD Functional and Support Plans for inclusion in the DOD promulgated Functional and Support Guidelines. Method of Calculation/ Actual number of DOD Functional and Support Plans submitted by the various functional and support Assessment owners divided by total number of Functional and Support Plans required to be submitted by the various functional and support owners for promulgation. Y = Total number of functional and support plans submitted in accordance with the DOD Strategic Planning Framework. T = Total number of DOD functional and support plans required to be submitted. Score = Y/T * 100% Means of verification All proof of submission/tabling to be kept for verification. Assumptions 1. Functional Authorities have clearly articulated and approved Performance Agreements referring to the responsibility to manage the relevant functional and support plans. 2. Internal control mechanisms have been established by the applicable Chief of Services/Divisions and Chairpersons of the Public Entities and Organs of State to ensure quality control and compliance with applicable National and Departmental Timelines. 3. Functional Authorities to ensure the submission are accurately reflected in the published DOD Timeline/s. Disaggregation of • Target for Women: 22 824 out of the total of 74 508 employees. Beneficiaries • Target for Youth: MSDS total to 3 501. (where applicable) • Target for People with Disabilities: 366. Spatial Transformation N/A. (where applicable) Calculation Type Non-Cumulative. Reporting Cycle Annually. Desired Performance 100%. Indicator Accounting Officer supported by Chief Defence Policy, Strategy and Planning. Responsibility
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Indicator Title Reduction in the number of Audit Qualifications Definition PFMA 1 of 1999 Section 38: General responsibilities of accounting officers. “The Accounting Officer to ensure a system of internal audit under the control and direction of an audit committee complying with and operating in accordance with regulations and instructions prescript in terms of section 76 and 77 of the PFMA”. Audit opinion refers to a certified public accountant’s (external bodies, in this case, Auditor General South Africa’s [AGSA]) opinion regarding the audited financial statements and supporting schedules of the Department. It is a written attestation as to the fair presentation of financial and performance information in a set of financial statements. Misstatements refer to incorrect or omitted information in the financial statements. Examples include the incorrect or incomplete classification of transactions, or incorrect values placed on assets, liabilities or financial obligations and commitments. The objective of an audit of financial statements is to express an audit opinion on whether the financial statements fairly present the financial position of auditees at financial year-end and the results of their operations for that financial year. Generally, there are five types of audit opinions: 1. Clean audits/ Unqualified audit opinion with NO other matters (4). The financial statements are free from material misstatements (in other words, a financially unqualified audit opinion) and there are no material findings on reporting on performance objectives or non-compliance with legislation. 2. Unqualified opinion with other matters (3). The financial statements contain no material misstatements. Unless the auditors express a clean audit outcome, findings have been raised on either reporting on predetermined objectives or non-compliance with legislation, or both these aspects. 3. Qualified opinion (2). The auditor concludes that the financial statements contain material misstatements in specific amounts, or there is insufficient evidence for them to conclude that specific amounts included in the financial statements are not materially misstated. 4. Adverse opinion (1). The auditor disagrees with the representation made by management in the financial statements to the extent of confirming that it is NOT a fair reflection of the financial position. This indicates that the evidence obtained by the auditors does not agree to the figures disclosed in the financials. 5. Disclaimer opinion (0). There is a lack of sufficient appropriate audit evidence to the extent that the auditor is not able to form an opinion. This is the worst type of audit outcome. Due to the lack of evidence, the auditors cannot form an opinion on the financials. Source of Data Report of the AGSA to Parliament on Vote no 19: Department of Defence. Method of Calculation/ Total number of audit qualifications in comparison to the audit qualifications of the previous financial year. Assessment Means of Verification Submission for the appointment of Senior Officers. Assumptions Functional Authorities have appropriate controls in place to ensure the compliance with AGSA norms and standards for auditing purposes. Source-data/evidence is maintained by the functional environments for audit purposes. The DOD/Functional Authorities have established internal controls to mitigate AGSA audit opinions. An approved DOD Audit Plan (Risk Based), as approved by the DOD Audit Committee, and methods/ mitigation actions to address audit opinions. Disaggregation of • Target for Women: N/A. Beneficiaries (where • Target for Youth: N/A. applicable) • Target for People and Disabilities N/A. Spatial Transformation N/A. (where applicable) Calculation Type Non-Cumulative.
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Indicator Title Reduction in the number of Audit Qualifications Reporting Cycle Annually. Desired Performance Reduced number of audit qualification to 1 at the end of the 2019-2024 MTSF period. . Indicator Secretary for Defence (Chief Director Financial Services) Responsibility
Indicator Title Percentage of audits completed in terms of the approved Internal Audit Plan Definition 1. To monitor and track progress on the implementation of the approved Internal Audit Plans to ensure that audits are completed in accordance with planned timeframes and to enable Internal Audit management to take remedial measures where necessary, during the financial year in order to ensure completion of the planned audits and to add value to the department. 2. The audit reports issued by the IAD should ultimately enhance and improve the systems of internal control, risk management and governance. The indicator is based on the responsibility of the Accounting Officer (AO) of establishing an effective system of internal auditing and the Chief Audit Executive’s (CAE) responsibility of managing IAD in terms of Standards to ensure it ultimately adds value to the DOD. 3. This is interpreted that IAD adds value to the DOD and its stakeholders when the CAE ensures that IAD provides objective and relevant assurance and efficiency of governance, risk management and control processes. To achieve this IAD needs to provide quality, relevant and implementable recommendations, advices and interventions that seek to improve and enhance these processes and or systems. 4. This would be measured by the following: a. Follow-up on trends on recurring AGSA findings including IAD findings intended to address internal control gaps and root causes (reduction of recurring findings and audit opinions where IAD has issued follow-up audit reports, provided advices and/or made interventions) where management has implemented the recommendations. These include on-going interactions and or engagements together with client and or stakeholders through training and making presentations in relevant fora. b. A well-co-ordinated development of a Risk Based Internal Audit Plan with a balance between risk based reviews, follow-ups, cyclical reviews and ad-hoc requests from key stakeholders i.e. Audit Committee and Management to ensure adequate coverage of risk, a Combined Assurance plan this would avoid unnecessary cost of duplication of efforts and assurance fatigue. This is through providing audit reports with recommendations. c. Performance management system and quality improvement program to address the skills and competency gaps of internal auditors intended to improve quality to ensure all audits are performed with due professional care and proficiency within the agreed timeframes. d. Benchmark with other internal audit divisions or entities in the Security Cluster. Source of data 1. Internal Audit Plan approved by the Audit Committee. 2. Internal Audit reports signed off by the Chief Audit Executive. 3. Report progress to Audit Committee quarterly and annually. Method of Calculation/ Score = Number of recommendations made / Number of recommendations implemented x 100. Assessment Means of verification 1. Approved Annual audit plans. 2. Final Audit Reports. 3. Quarterly Progress Reports to the Audit Committee. Assumptions Assumptions are the quality of audits completed as per the approved audit plan during the reporting period. Disaggregation of • Target for Women: N/A. Beneficiaries • Target for Youth: N/A. (where applicable) • Target for People with Disabilities: N/A. Spatial Transformation Not Applicable. (where applicable) Calculation Type Non-Cumulative.
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Indicator Title Percentage of audits completed in terms of the approved Internal Audit Plan Reporting Cycle Annually. Desired performance 100% of audits completed in order to enhance and improve the systems of internal control, risk management and governance. Indicator Secretary for Defence (Chief Audit Executive). Responsibility
Indicator Title Number of Reserve Force mandays Definition A Reserve Force manday in this context denotes everyday a member of the Reserves has been called up and paid for. Irrespective of how many times the member may have been called up during the reporting period, the days utilised are counted during the whole reporting period. Source of data PERSOL and Approved Call Up Instructions, Services and Divisional Roll Call Books (at Level 4). Method of Calculation/ The final score is calculated at the last day of the period under review. The number of days each reserve Assessment force member has been called up. Means of verification PERSOL and Approved Call Up Instructions, Services and Divisional Roll Call Books (at Level 4). Assumptions The availability of financial resources and the administrative processes are in place e.g. Approved Call Up Instruction, Services and Divisional Roll Call Books. Disaggregation of • Target for Women: N/A. Beneficiaries • Target for Youth: N/A. (where applicable) • Target for People with Disabilities: N/A. Spatial Transformation N/A. (where applicable) Calculation Type Non-Cumulative. Reporting Cycle Quarterly. Desired Performance On set target. Indicator Chief Human Resources. Responsibility
Indicator Title Total number of Defence Attaché Offices Definition Number of [active] Defence Attaché offices established by the SANDF. (Active does not necessarily mean fully staffed, this refers to Minister of Defence and Military Veterans (MOD&MV) approved Defence Attaché Offices). Source of Data Submission for the appointment of Senior Officers (Defence Attaché). Method of Calculation/ Score = Number of active units (Defence Attaché Offices) at the end of each quarter (and Financial Year) Assessment from SMCS/ total number of Offices available. (A Snapshot). Means of Verification Submission for the appointment of Senior Officers. Assumptions International and Cooperation Relations agreements in place with specific foreign countries. Disaggregation of • Target for Women: N/A. Beneficiaries (where • Target for Youth: N/A. applicable) • Target for People and Disabilities N/A. Spatial Transformation N/A. (where applicable) Calculation Type Non-Cumulative. Reporting Cycle Annually. Desired Performance 44. Indicator Defence Foreign Relations. Responsibility
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PROGRAMME 2: FORCE EMPLOYMENT
Indicator Title Number of planned joint, inter-departmental, interagency and multinational military exercises Definition Number of Joint inter-departmental, interagency and multinational military (JI²M) Exercises to be conducted during the Financial Year. Source of data JI²M Exercise Schedule. Method of Calculation/ 1. Score = (Number of JI²M Exercises executed per FY). Assessment 2. JI²M force preparation will be conducted within the framework of “we train as we fight”. It will be scenario based and with the scenarios containing the simulated attributes for the operating environment. 3. It will address Joint Force Employment (JFE) outputs at the Strategic level, mission imperatives at the operational level and doctrinal objectives at the tactical level. Force levels utilised will be realistic in term of the existing capabilities of the South African National Defence Force (SANDF) and/or perceived capabilities projected for the future. 4. The complexity of the operating environment will be reflected in the scenario and contingency development and rehearsal must be supported. 5. Method of calculation. a. Number of JI²M exercises planned vs Number of JI²M exercises executed = Compliance. Means of verification JI²M Exercises Debrief/After Action Review Reports. Assumptions JI²M Exercises are cancelled, postponed or planned without any control from the Chief Joint Operations (CJ Ops) and is reliant on higher order decisions and the participation of foreign participating countries. CJ Ops is only responsible for the planning of exercises. Execution is done by Services and Divisions. Disaggregation of • Target for Women: N/A. Beneficiaries • Target for Youth: N/A. (where applicable) • Target for People with Disabilities: N/A. Spatial Transformation N/A. (where applicable) Calculation Type Cumulative (Year-to-date). Reporting Cycle Annually. Desired performance 5 (FY2020/21). Indicator Chief Joint Operations. Responsibility
Indicator Title Number of landward sub-units deployed on border safeguarding per year Definition To report on the number of landward sub-units deployed to safeguard the landward borders as instructed by Minister of Defence and Military Veterans (MOD&MV) (Op CORONA). Source of data Approved Presidential Minutes, Chief of the South African National Defence Force Instructions, Chief Joint Operations Directives and Operational Instructions. Method of Calculation/ Score = Number of sub units deployed for border safeguarding. Assessment Means of verification National Situational Reports. Assumptions Number of landward sub-units deployed to safeguard the landward borders is funding dependant and can be increased/decreased according to availability of funds. Disaggregation of • Target for Women: N/A. Beneficiaries • Target for Youth: N/A. (where applicable) • Target for People with Disabilities: N/A. Spatial Transformation N/A. (where applicable)
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Indicator Title Number of landward sub-units deployed on border safeguarding per year Calculation Type Non-cumulative. Reporting Cycle Quarterly. Desired Performance Only 15 sub-units funded during the period of this Plan.17 Indicator Chief Joint Operations. Responsibility
Indicator Title Percentage compliance with number of internal operations Definition 1. To report on the actual number of operations conducted complies with the number as ordered. This can include disaster aid relief Ops to neighbouring countries the region (SADC) and the continent. 2. The Joint Operations Division (J Ops Div) is the nodal point for the planning and execution of all force employment commitments. It is therefore the task of the J Ops Div – at the military strategic level – to plan, control, monitor, coordinate and report on all applicable force employment ordered commitments and activities. 3. It will be expected of the South African National Defence Force (SANDF) to support government’s foreign policy initiatives in the region and the continent to promote and maintain regional and continental peace, safety, stability and security. 4. Furthermore, it should be understood that security, peace and stability in the region and the continent are not only promoted by peacekeeping, but also in terms of humanitarian assistance and disaster relief, support to government initiatives, and post-conflict peace building. Developmental peacekeeping is regarded as the overarching concept representing the RSA government’s approach towards contributions to this JFE objective. 5. Peace Missions. The SANDF will be required to participate in a wide range of internationally recognised and mandated peace missions. Operations will include: a. the deployment of individuals, or teams of specialists; b. peacekeeping operations; c. peace enforcement operations; and d. intervention operations. 6. General Military Assistance. The SANDF will be required to participate in a wide range of activities, with the following likely to be the most prominent: a. support to peace building; b. the deployment of military advisors and technical teams; c. military assistance and training; d. bi- and multi-lateral safety and security support or co-operation; and e. humanitarian assistance and disaster relief. Source of data Presidential Minutes, CJ Ops Directive and Operational Instructions. Method of Calculation/ Score = (Number of operations ordered / Number of operations conducted) = % compliance. Assessment Means of verification National SITREPs and Debrief Reports. Assumptions Operations can be terminated or additional operations can be executed as ordered by the Commander in Chief. Disaggregation of • Target for Women: N/A. Beneficiaries • Target for Youth: N/A. (where applicable) • Target for People with Disabilities: N/A. Spatial Transformation N/A. (where applicable) Calculation Type Non-Cumulative.
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Indicator Title Percentage compliance with number of internal operations Reporting Cycle Quarterly. Desired performance 100%. Indicator Chief Joint Operations. Responsibility
Indicator Title Percentage compliance with number of external operations Definition 1. To report on the actual number of operations conducted complies with the number as ordered. This includes external operations as ordered. 2. The Joint Operations Division (J Ops Div) is the nodal point for the planning and execution of all force employment commitments. It is therefore the task of the J Ops Div – at the military strategic level – to plan, control, monitor, coordinate and report on all applicable force employment ordered commitments and activities. 3. It will be expected of the SANDF to support government’s foreign policy initiatives in the region and the continent to promote and maintain regional and continental peace, safety, stability and security. 4. Furthermore, it should be understood that security, peace and stability in the region and the continent are not only promoted by peacekeeping, but also in terms of humanitarian assistance and disaster relief, support to government initiatives, and post-conflict peace building. Developmental peacekeeping is regarded as the overarching concept representing the RSA government’s approach towards contributions to this JFE objective. 5. Peace Missions. The SANDF will be required to participate in a wide range of internationally recognised and mandated peace missions. Operations will include: a. the deployment of individuals, or teams of specialists; b. peacekeeping operations; c. peace enforcement operations; and d. intervention operations. 6. General Military Assistance. The SANDF will be required to participate in a wide range of activities, with the following likely to be the most prominent: a. support to peace building; b. the deployment of military advisors and technical teams; c. military assistance and training; d. bi- and multi-lateral safety and security support or co-operation; and e. humanitarian assistance and disaster relief.
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Indicator Title Percentage compliance with number of external operations Source of data Presidential Minutes, Chief Joint Operations Directives, Operational Instructions. Method of Calculation/ Score = (Number of operations ordered/Number of operations conducted) = % compliance. Assessment Means of verification National Situational Reports, Debrief Reports. Assumptions Operations can be terminated or additional operations can be executed as ordered by the Commander in Chief. Disaggregation of • Target for Women: N/A. Beneficiaries • Target for Youth: N/A. (where applicable) • Target for People with Disabilities: N/A. Spatial Transformation N/A. (where applicable) Calculation Type Non-Cumulative. Reporting Cycle Quarterly. Desired performance 100%. Indicator Chief Joint Operations. Responsibility
Indicator Title Percentage of the value of reimbursement by the UN/AU recognised Definition To monitor the reimbursement status of all the claims submitted to the United Nations (UN) for provided to the UN in peace support operations ito Memoranda of Understanding (MOU), Letter of Assistance (LOA) that is entered into between the Republic of South Africa (RSA), Department of Defence (DOD) and the UN. Source of data 1. AUR – Air Usage Report from the UN. 2. Mission Report. 3. UN LOA and Reimbursement database. Method of Calculation/ 1. Express the payments received as a % of the revenue expected after completion of a quarter by using Assessment the UN Contingent Own Equipment (COE) reports as the baseline to determine the monitory values obtained from UN COE manual. 2. The calculation is based on the UN COE verification reports as signed off by UN and South African National Defence Force (SANDF) members in the mission area. The tariffs used in the calculation is promulgated in the UN COE manual which is amended per UN schedule. The calculation determine the monetary value of the compliance to the MOU in terms of Personnel, Self-sustainment and Major Equipment deployed in the mission area. 3. Score % = (Revenue received in Reserve Bank/Monetary value of Quarterly report) X 100 Quarterly reported value only an indication of current performance/early warning to address challenges/ rectifications. Last reported value to be audited as reflected in the Annual Report for the applicable FY. Means of verification UN verification reports. Assumptions COE reports received from the UN must be on time in order to calculate/verify payments made by the UN. (Funds from UN paid to the South African Reserve Bank [SARB]). Note: The DOD does not have any control over the UN when payments are made by the UN. Disaggregation of • Target for Women: N/A. Beneficiaries • Target for Youth: N/A. (where applicable) • Target for People with Disabilities: N/A. Spatial Transformation N/A. (where applicable) Calculation Type Non-cumulative. Reporting Cycle Annually. Desired Performance 70%. Indicator Chief Joint Operations. Responsibility
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Indicator Title Percentage compliance with the Southern African Development Community Standby Force Pledge Definition The compliance indicates the ability of the South African National Defence Force (SANDF) to satisfy the South African Government pledge towards the Southern African Development Community (SADC) Standby Force. Source of data SADC Standby Force Pledge. Method of Calculation/ 1. As an important role player in the SADC Region the DOD/SANDF made pledges to the SADC Brigade. Assessment 2. The Performance Indicator “Percentage compliance with SADC Standby Force Pledge” will be measuring the SANDF’s capability to comply with these pledges. 3. A pledge refers to SANDF platforms/capabilities that the RSA has under taken to provide the Region (SADC) should they be required in accordance with the applicable standby arrangements. The table below to be utilised for calculation by Services: Table: Compliance to SADC pledge for (Service Name)
S/No Capability required as per C Capability provided/ Actual achievement SANDF SADC pledge available as required by SADC pledge a b c Example: SA Army 1 1 x Tac Int Tp 1 x Tac Int Tp Total = 100% 2 1 x Mot Inf Bn 0 x Mot Inf Bn Total =50% 4. Calculation. a. Step 1 – Calculations applicable to Services. Services must utilise the pledges to determine the Service contribution to the SADC Brigade. b. Step 2 – Calculation. (b ÷ a) x 100 = c. (Note: all elements must be added to form a grand total, thereafter the calculation as depicted above to provide the achievement) c. Step 3 – Provide calculation to J Ops Div. The above table signed off by the Service Chiefs must be provided to CJ Ops (attention: COS). 5. Reporting SADC. Services must provide proof of evidence ito the status of the capabilities as reflected in the pledge. 6. J Ops rollup as follows. Example: SA Army 100% + SAAF 90% + SAN 100% + SAMHS 90% = 380/4 = 95%. The score of 95% will be the overall score of the SANDF compliance to the SADC Standby Force pledge. Means of verification SADC Standby Force pledge Quarterly reports by Services. Assumptions SADC Standby Force pledge in place. Disaggregation of • Target for Women: N/A. Beneficiaries • Target for Youth: N/A. (where applicable) • Target for People with Disabilities: N/A. Spatial Transformation N/A. (where applicable) Calculation Type Non-cumulative. Reporting Cycle Quarterly. Desired Performance 100%. Indicator Chief Joint Operations. Responsibility
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PROGRAMME 3: LANDWARD DEFENCE
Indicator Title Percentage compliance with Landward Defence training targets Definition The intent with this indicator is to determine the South African Army’s (SA Army) compliance with training targets in term of learners planned as contained in the SA Army Annual Performance Plans for FY2020/21 and the actual successful completion by the learners. 1. This indicator Includes the following: a. Percentage compliance with Department of Defence (DOD) training targets (number of successful learners on planned courses) (Common Training): i. Common Training. SA Army Training Formation (Trg Fmn) is responsible to report on this indicator. Courses/modules presented at the following institutions and that are registered on Military Qualification System (MILQUAL) has relevance: (1) SA Army Combat Training Centre (CTC). (2) SA Army College (Col). (3) SA Army Gymnasium (Gym). (4) 3 SAI Bn. 2. This indicator Excludes: a. Corps Functional Training. Corps functional training includes all training provided at Corps Schools [also known as Centres of Excellence (COEs)]. Courses/modules presented at the following institutions and that are registered on MILQUAL has relevance: i. SA Army Infantry Formation (Inf Fmn). ii. SA Army Support Formation (Sup Fmn). iii. SA Army Artillery Formation (Arty Fmn). iv. SA Army Air Defence Artillery Formation (ADA Fmn). v. SA Army Armour Formation (Arm Fmn). vi. SA Army Engineer Formation (Engr Fmn). vii. SA Army Intelligence Formation (Int Fmn). viii. SA Army Signal Formation (Sig Fmn). b. Non-combat Professional Development Training. The non-combat professional development training is not addressed in this indicator. This will be addressed by a separate indicator due to the fact that the processes and process owners differs. c. Youth Leadership Development Programme (YLDP). YLDP/ (National Youth System [NYS]) training targets as presented twice (2) per annum at 3 SAI Bn. 3 SAI Bn only provides the venue and facilitators when required and does not schedule it as part of their flow of training. This must be addressed by a separate indicator due to the fact that the processes and process owners differs. d. Public Service Act Personnel (PSAP) Training Programmes. This must be addressed by a separate indicator due to the fact that the processes and process owners differs. e. Pre-Course Assessments and Ad-hoc Courses. As per SA Army Policy on Pre-course Assessments, the SA Army Trg Fmn hosts and manages the pre-course assessments on behalf of Chief Director SA Army Force Preparation (F Prep). Limited administration is filed on unit and formation level for pre- course assessments and ad-hoc courses, due to the fact that these are hosted programmes and does not form part of the SA Army Trg Fmn objectives.
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Indicator Title Percentage compliance with Landward Defence training targets f. Leadership and Assessment Centre Interventions/Courses. As per SA Army Policy on Change Enablement, the SA Army Trg Fmn hosts and manages the leadership and assessment centre interventions on behalf of Chief Director SA Army Force Structure. Limited administration is filed on unit and formation level for these courses, due to the fact that these are hosted programmes and does not form part of the SA Army Trg Fmn objectives. Source of data MILQUAL. Method of Calculation/ Actual number of learners who successfully completed planned courses (found competent) per reporting Assessment period divided by respective planned training targets for the reporting period x 100%. Means of verification AGSA and IG Army. Assumptions Disaggregation of • Target for Women: N/A. Beneficiaries • Target for Youth: N/A. (where applicable) • Target for People with Disabilities: N/A. Spatial Transformation N/A. (where applicable) Calculation Type Cumulative (Year end). Reporting Cycle Quarterly. Desired Performance 80%. Indicator Chief Human Resources (HR Development) (SA Army gives inputs). Responsibility
Indicator Title Number of Landward Defence unique force training exercises conducted Definition 1. Force training exercises are those exercises executed to determine the combat readiness of South African Army (SA Army) capabilities in a joint manner. The SA Army plan, execute and fund its own SA Army Unique exercises. 2. The process ito executing Force Training exercises are as follows: a. SA Army Unique exercises does not take place every year. Chief Army Force Preparation (C Army F Prep) however, plans a year in advance to ensure proper execution. b. A training schedule is drawn up and Level 3 Capability Owners are instructed to plan for the exercise and the force levels required. c. The actual execution is indicated in the respective Annual Performance Plan (APP) and Short Term (ST)/Medium Term (MT) Plans. Exercises can be cancelled, postponed or added at any given time due to operational requirements, multinational requirements, financial implications or availability of resources. 3. This indicator Includes the following SA Army unique exercises in preparation of SA Army combat readiness training (CR trg): a. Ex PHIRIMA (Previously Ex SEBOKA II) – The CR training in preparation of Op MISTRAL. Deployment is the responsibility of the SA Army Infantry Formation (Inf Fmn) (January/ February annually). b. Ex PHUMULA (Previously Ex YOUNG EAGLE) CR trg focused on the FIBUA concept. c. Comment: Although Ex PHIRIMA and Ex PHUMULA is utilised for the purpose of validating the combat readiness of joint SA Army forces ito the application of doctrine, these exercises may be integrated/cancelled during the year pending the availability of SA Army capabilities and the required output from Joint Operations (J Ops) for that year.
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Indicator Title Number of Landward Defence unique force training exercises conducted 4. This indicator Excludes: a. It excludes all JI²M exercises to be conducted during the Financial Year as planned by Chief Joint Operations (CJ Ops) ito Mission Readiness. The SA Army is but one of the forces that takes part in JI²M exercises and does not have command and control over the overall execution, funding and major decisions made before and during the exercises. J Ops is the main role-player ito JI²M exercises. b. It excludes all exercises planned by other Services/Divisions, but require SA Army capabilities to be part of the exercise. General Officer Commanding 43 South African Brigade Head Quarters (GOC SA Bde HQ) plans, directs, orchestrate and controls the provisioning of CR SA Army forces to participate in support of Service and Division own exercises, but has no direct control over these exercises. c. It excludes Ex MATHA – CR trg in preparation of the 2nd deployment (usually last two weeks of November). This exercise will, however, only take place as from FY2020 to FY2023. d. It excludes Ex UKUKHANYA I – FIB PSO Bn CPX and FTX MR trg funded by J Ops Div in preparation of deployment as part of Op MISTRAL. Planned for FY2018/19 to FY2022/23. This is a mission readiness training exercise. The SA Army only provides equipment in this regard. e. It excludes functional training exercises conducted by Level 3 Capability Owners. f. It excludes reporting on the SA Army Capability Demonstration which is merely a corporate image initiative. g. It excludes exercises taking place during the Armed Forces Week as this is a corporate image initiative. 5. Ground Rules for reporting a. Entities must report on the SA Army Unique Training Exercises in the quarter that an exercise is deemed completed/ends in and not in the quarter the exercise started in. b. Although these exercises are conducted to determine combat readiness for Joint Force Employment (JFE) requirements and it is audited as part of the JFE, reporting must still take place against this indicator. c. The SA Army unique exercises are reported on for the purposes of informing CSANDF and not to J Ops. d. Other force training exercises that are not part of planning, but is ordered during the year must be included in reporting. This will be indicated as an over achievement. Source of data Operational Order, Exercise Instruction and MILQUAL. Method of Calculation/ Score = Number of exercises executed per reporting period. Assessment Means of verification Auditor-General South Africa (AGSA), Inspector General (IG) Army and Debrief Report. Assumptions None. Disaggregation of • Target for Women: N/A. Beneficiaries • Target for Youth: N/A. (where applicable) • Target for People with Disabilities: N/A. Spatial Transformation N/A. (where applicable) Calculation Type Cumulative (Year-End). Reporting Cycle Quarterly. Desired Performance 3. Indicator SA Army (C Army Force Prep). Responsibility
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PROGRAMME 4: AIR DEFENCE
Indicator Title Percentage compliance with Air Defence training targets Definition The ability of the South African (SAAF) to measure the percentage compliance of the actual number of learners on planned courses and number of courses that has taken place. Source of data 1. Primary Data Source. eg. Budget on Training in the SAAF, Air Defence Level 2 Annual Performance Plan (APP) for FY2020/21, Directorate Education, Training and Development (DETD) Level 2 Annual Performance Plan for FY2019/20, Directorate Air Capability and Plan (DACP) Level 1 Annual and Quarterly Performance Information Reports, Course Reports and DETD’s Quarterly Training Targets Reports. 2. Secondary Data Source. eg. Unit Record Database reflecting work attendance register for Defence Act and Defence Civilian Personnel, DETD’s Course Planning Monitoring Records, Course Files at DETD, Course Reports at Training Units, Printouts from and/or captured on Military Qualification System (MILQUAL. Method of Calculation/ 1. Score = Number of learners successfully completed military developmental training per reporting Assessment period divided by the respective target (Planned/Scheduled) x 100%. 2. Score = Number of courses that has taken place per reporting period divided by the respective target (Planned/Scheduled) x 100%. 3. Score = Number of learners who successfully completed military training per reporting period multiply by the respective DOD target of 80 percent divided by 100%. Means of verification 1. Consolidated Course Reports at DETD. 2. Course Reports at Training Units. 3. Printouts from and/or captured on MILQUAL. 4. Unit Record Database reflecting work attendance register for Defence Act Personnel (DAP) and Public Service Act Personnel (PSAP). Assumptions Adequate funding will be provided to ensure that planned targets for military development training are achieved. Disaggregation of • Target for Women: N/A. Beneficiaries • Target for Youth: N/A. (where applicable) • Target for People with Disabilities: N/A. Spatial Transformation N/A. (where applicable) Calculation Type Cumulative (Year end). Reporting Cycle Quarterly. Desired Performance A total of 687 Learners to successfully complete military training on 15 planned courses. Indicator Chief Human Resources (HR Development) (SA Air Force to provide inputs). Responsibility
Indicator Title Number of Air Defence unique force training exercises conducted Definition The ability of the South African Air Force (SAAF) to measure the percentage compliance of the actual number of SA Air Force unique force training exercises that has taken place. Source of data 1. Primary Data Source. eg. Air Force Command Post (AFCP) Operational Orders and Instructions, AFCP de-brief Reports, Monthly-/, Quarterly and Annual Report on Training Exercises, Air Defence (Level 2) Annual Performance Plan (APP) and Exercise Consolidated Reports. 2. Secondary Data Source. eg. Unit Record Database reflecting work attendance register for Defence Act and Public Service Act Personnel, Data on approved HR post and structures who are entitled to deployment leave after completion the exercise, Approved staffing and deployment signals. Method of Calculation/ Score = Actual number of Service Unique Force Training Exercises conducted for the reporting period. Assessment
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Indicator Title Number of Air Defence unique force training exercises conducted Means of verification 1. Air Defence (Level 2) Annual Performance Plan for FY2020/21. 2. Monthly-/, Quarterly-/ and Annual Performance Reports compiled by the AFCP. 3. Consolidated service unique force training as per excel spreadsheet compiled by the AFCP and the office SSO Doctrine and Exercises. Assumptions Adequate funding will be provided to ensure that Air Defence unique force training exercises takes place annually as planned. Disaggregation of • Target for Women: N/A. Beneficiaries (where • Target for Youth: N/A. applicable) • Target for People with Disabilities: N/A. Spatial Transformation N/A. (where applicable) Calculation Type Non-Cumulative. Reporting Cycle Annually. Desired performance One (1) x Service Unique Force Training Exercise is to be conducted. Indicator Chief of the SA Air Force. Responsibility
Indicator Title Number of hours flown per year Definition The ability of the South African Air Force (SAAF) to provide mission ready aircraft and fly a desired number of hours for Force Employment (FE) and Force Preparation (FP). Source of data 1. Primary Data Source. eg. Non-Correspondence and Correspondence. 2. Secondary Data Source. eg. Data Warehouse and print-outs. Method of Calculation/ 1. Score = Total number of hours flown per year as reported by Directorate Air Capability and Plan (DACP) Assessment (Primary Indicator). 2. Score = Total number of FE hours flown per year. 3. Subtract the FE hours from the total hours flown to reflect the number of hours flown for FP. Means of verification 1. Flight Authorisation Book. 2. Daily, Monthly and Quarterly flying hours data sent to Air Force Command Post (AFCP). 3. Performance Information Reports consolidated by the AFCP. 4. Consolidated Performance Information Reports compiled by DACP. Assumptions Proportionate funding will be allocated to ensure the availability and serviceability of the required number of aircraft type to fly the desired number of hours per year. Disaggregation of • Target for Women: N/A. Beneficiaries • Target for Youth: N/A. (where applicable) • Target for People with Disabilities: N/A. Spatial Transformation N/A. (where applicable) Calculation Type Cumulative (Year-to-date). Reporting Cycle Annually. Desired performance Force Preparation: Above target of 12 100 Hours. Force Employment: Above 90% of Estimate (4 000 Hours). VVIP Hours: 1 000 Hours. Indicator Chief of the SA Air Force. Responsibility
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PROGRAMME 5: MARITIME DEFENCE
Indicator Title Percentage compliance with Maritime Defence Training Targets Definition The SA Navy is required to report quarterly and annually on the achievement of predetermined Department of Defence training targets. The purpose of reporting is to ensure that training initiatives undertaken by the various SA Navy training institutions are in accordance with the approved plan. As a Sub-Indicator of the Maritime Defence Programme’s Maritime Human Resources and Training Sub- Programme, the SA Navy measures the percentage compliance with the following Military Developmental Courses/Learning Programmes: 1. Military Training for Officers Part 1 (Officers’ Formative Training). 2. Military Training for Ratings Part 1 (MTR 1) (Basic Military Training). 3. Military Training for Ratings Part 2 (MTR 2). 4. Military Training for Ratings Part 3 (MTR 3). Source of data 1. Supporting documents/evidence of achieved targets are in the form of memoranda, letters, minutes, certificates, registers, consolidated course reports and system data (MILQUAL) maintained at Level 4, 3 and 2 which must contain valid, accurate and complete information. 2. Flag Officer Fleet (Level 3) shall quarterly and annually report to the SA Navy Headquarters (Director Naval Personnel and Director Maritime Plans) the number of learners that successfully completed all Military Developmental Learning Opportunities/Developmental Courses. Flag Officer Fleet shall keep all supporting documents safe at Fleet Command and ensure that they are available as and when required. 3. Director Naval Personnel shall quarterly and annually report to Chief Human Resources the number of learners that successfully completed all Military Developmental Learning Opportunities/Developmental Courses. Director Naval Personnel shall keep all supporting documents safe at Navy Headquarters and ensure that they are available as and when required. Method of Calculation/ The Performance Indicator measures the number of learners that successfully completed the military Assessment developmental courses against planned (target) number to attend the military developmental courses, expressed as a percentage of compliance with specific reference to MTO 1, MTR 1, MTR 2 and MTR 3. The score equals the actual number of learners who successfully completed training/were found competent per reporting period divided by the respective target x 100%. Means of verification Navy Headquarters (Director Naval Personnel) conducts quarterly spot checks on MILQUAL to verify reporting data received. Assumptions As formal training interventions are often scheduled and conducted on a modular basis, reporting will be done in accordance with the way in which a course/learning programme is scheduled/planned on the MILQUAL system. Disaggregation of • Target for Women: N/A. Beneficiaries • Target for Youth: N/A. (where applicable) • Target for People with Disabilities: N/A. Spatial Transformation N/A. (where applicable) Calculation Type Cumulative (Year end). Reporting Cycle Quarterly. Desired Performance 80% of annually planned training targets for Military Development Courses/Learning Programmes. Indicator Chief of the Navy. Responsibility
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Indicator Title Number of Maritime Defence unique force training exercises conducted Definition The Maritime Defence Programme’s unique Force Preparation exercise is known as Exercise RED LION, conducted annually. This exercise illustrates the Maritime Defence Programme’s commitment to provide prepared, combat-ready forces for Force Employment. 1. Alternative/Over-Achievement or Additional Capabilities. These are available capabilities which are not required for reporting. 2. Platform. A platform is any vessel, at sea or alongside, any simulator or any venue for the conduct of an exercise on land, alongside or at sea. 3. Achievement of Target. The target will be deemed to have been achieved of the exercise was conducted irrespective of whether a seagoing platform was available. 4. Contingencies. Contingencies are not to be reported for audit purposes. 5. Capabilities Not Committed or Planned for Exercise RED LION. Joint Force Employment capabilities that are neither resourced nor committed must not be reported for audit purposes. Source of data 1. Level 2: C Navy Exercise Directive to the Fleet Command (Level 3) to prepare forces and execute Exercise RED LION as well as Navy Headquarters (Directorate Maritime Warfare) Quarterly and Annual Reports on the achievement of the target. 2. Level 3: After Action Report from Fleet Command to the SAN Headquarters as well as Fleet Command Quarterly and Annual Performance Information Reports on Performance Against Plan. Method of Calculation/ If an exercise was conducted within the prescripts of Exercise RED LION, the annual achievement will Assessment indicate “ACHIEVED” as the target was achieved during a specific quarter. For example, Q1 = 0, Q2 = 1, Q3 = 0, Q4 = 0, then Annual = Achieved. Means of verification 1. Level 3 to Level 4: Quarterly and Annual verification from Fleet Command to Officers Commanding. 2. Level 2 to Level 3: Quarterly and Annual verification from the SA Navy Headquarters to Fleet Command by means of 2nd, 3rd and 4th quarterly verification of validated achievements. Assumptions Sufficient Force Structure Elements available at the Directed Level of Capability and not committed to Force Employment tasking’s, to enable the conduct of Exercise RED LION. Disaggregation of • Target for Women: N/A. Beneficiaries • Target for Youth: N/A. (where applicable) • Target for People with Disabilities: N/A. Spatial Transformation N/A. (where applicable) Calculation Type Non-Cumulative. Reporting Cycle Annually. Desired performance One Maritime Defence unique force training exercise conducted per annum. Indicator Chief of the Navy. Responsibility
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Indicator Title Number of hours at sea per year Definition The cumulative number of hours spent at sea per year for both Force Preparation (FP) and Force Employment (FE) as a measure of the SA Navy’s effort and achievement within its resource allocation. Source of data 1. Level 4: Recording of the actual number of hours at sea achieved in terms of individual vessels’ Logbooks (DD708.5 for Ships and SAN S.3171 – Revised Submarine Logbook) maintained on board vessels as well as monthly Ops Return Signals from vessels to Fleet Command. 2. Level 3: Monthly Force Employment Return (MOFER) signal from Fleet Command (Level 3) to the SA Navy Headquarters (Level 2). 3. Level 2: Monthly MOFER signal. Method of Calculation/ The score achieved equals the total number of Force Preparation hours and total number of Force Assessment Employment hours at sea achieved. 1. Force preparation hours are measured from the “sailed” signal to the “alongside/arrival” signal as recorded in a vessel’s Logbook. Force Preparation hours spent at anchor are also reported as Force Preparation hours at sea. When vessels are deployed away from home port for maintenance purposes, Force Preparation hours spent at sea are recorded from “sailed” signal to “arrival/alongside” signal. However, periods alongside in maintenance are not recorded as Force Preparation hours. The date and time of commencing and finishing of maintenance periods must be recorded accurately in vessels’ Logbooks. 2. Force Employment hours are calculated from Change of Operational Command (CHOP) signal to CHOP signal. Force Employment hours include hours spent alongside or at anchor when deployed. When a vessel proceeds into a foreign port for repair while “employed” (CHOP to Chief Joint Operations [CJ Ops]), hours spent alongside for repair must be recorded as Force Employment hours, as this period still falls between the CHOP to CJ Ops and the CHOP to Fleet Command. Force Employment hours at sea end with a CHOP signal to Fleet Command. Means of verification 1. Level 3 to Level 4: Quarterly and Annual verification from Fleet Command to Officers Commanding by means of downward spot checks. 2. Level 2 to Level 3: Quarterly and Annual verification from the SA Navy Headquarters to Fleet Command by means of spot checks as well as 2nd, 3rd and 4th quarterly verification of validated achievements by means of a letter from Inspector General (IG Navy) following verification at Fleet Command (Level 3). Assumptions Sufficient funding to enable the achievement of 10 000 hours at sea per year for Force Preparation and Force Employment sea hours required by CJ Ops (7 800 Force Employment hours are required by CJ Ops for Op CORONA and Op COPPER) is essential. Disaggregation of • Target for Women: N/A. Beneficiaries • Target for Youth: N/A. (where applicable) • Target for People with Disabilities: N/A. Spatial Transformation N/A. (where applicable) Calculation Type Cumulative (Year-to-date). Reporting Cycle Annually. Desired Performance 10 000 hours at sea per year. Indicator Chief of the Navy. Responsibility
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Indicator Title Number of Maritime Coastal Patrols conducted per year Definition Operation CORONA. Involves safeguarding the integrity of the RSA’s Maritime Borders. A total of 84 days per financial year has been allocated for operation CORONA. Forces are to be at Constabulary Level of Capability (C LOC) before Mobilisation (MOB) and Mission Ready Training (MRT) and will Change of Operational Command (CHOP) to the relevant Joint Tactical Headquarters (J TAC HQ) for the duration of the Operation. The Operation can be conducted using the following types of capabilities ( all types might be conducted in conjunction with other Government Agencies and Departments): 1. Type 1: Involves a ship patrolling the waters off the coast of South Africa, focusing seaward. 2. Type 2: Involves Maritime Reaction Squadron forces including Harbour Patrol Boats and Riverine Boats; but is land based and focusing on landward (including harbours and rivers). 3. Type 3: This is a combination of type 1 and 2 The SAN is required to conduct a minimum of four coastal patrols per Financial Year. Source of Data 1. Chief of the South African National Defence Force Directive 03/2019: Short and Medium Term Joint Force Employment Requirements and Guidelines: Period FY 2019/20 to FY 2022/23 and beyond. 2. SAN Force Employment Plan. 3. SAN Annual Performance Plan. Method of Calculation/ 1. Operational Orders. Assessment 2. After Action Report/Review. Means of Verification Level 2 to Level 3. Quarterly and Annual verification from the SAN Headquarters to Fleet Command. Assumptions Sufficient funding is required for Force Preparation and Force Employment in order to execute the maritime coastal patrols. Disaggregation of • Target for women: N/A. Beneficiaries • Target for youth: N/A. (where applicable) • Target for people with disabilities: N/A. Spatial Transformation N/A. (where applicable) Calculation Type Cumulative (Year-to-date). Reporting Cycle Annually. Desired Performance The SAN is required to conduct a minimum of four maritime coastal patrols annually. Indicator Chief of the Navy. Responsibility
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PROGRAMME 6: MILITARY HEALTH SUPPORT
Indicator Title Percentage compliance with Military Health Service training targets Definition 1. This indicator does not include studies done at other learning institutions, studies done at state expense, external learning opportunities, functional courses (courses that has relevance ito learning opportunities that are inherently part of the core business of the South African Military Health Service (SAMHS) i.e. Nursing, Operational Emergency Care Practitioners, First Aid, etc., Joint Physical Training Sport and Recreation, Occupational Health and Safety and other health related courses. 2. The indicator only reflects the compliance of the SAMHS in term of the number of planned and registered Common Development Courses (Formal Military Courses) at the School for Military Training inclusive of the Satellite Centre Lephalale. The following learning programmes has relevance when reporting on this indicator: a. Basic Military Training. b. Junior Command and Staff Duties (JCSD). c. Medical Platoon Commander (MPC). d. FETC Formative (Officers Formative). e. Warrant Officers Development (WOD). f. Senior Non-Commissioned Officer (SNCO). g. Junior Non-Commissioned Officer (JNCO). h. Driving and Maintenance. 3. The annual target for the Formal Common Development Courses of the SAMHS is reflected as the sum of all the Common Development Courses registered on the Military Qualification System (MILQUAL) over a period of 12 months. Source of data Ordered targets. Method of Calculation/ 1. The percentage compliance of the SAMHS with the DOD Formal Training Targets (Number Assessment of Planned Common Development Courses) is reflected as the actual number of Military Development Courses presented at the School for Military Training inclusive of the Satellite Centre Lephalale in comparison with the Formal Common Development Courses reflected on the MILQUAL system. The School for Military Training is a sub-unit of the Military Health Training Formation. 2. The compliance of the SAMHS to Formal Common Development Courses is calculated in the quarter the course ends and not in the quarter the course commences in. If the end date of a course is less than 15 days from the end of a month, the course end date is reflected within the next month iot completed, verified and registered course results. Reporting done on the courses that have ended within the reporting period is reflected as a number. 3. The compliance of the SAMHS is also calculated as the actual number of formal Common Development Courses completed over a specific period (quarter) divided by the total number of Formal Common Development Courses registered on the MILQUAL System for a specific period (12 months) and is reflected as a percentage. 4. The principle of utilising the MILQUAL system to measure the compliance of the SAMHS to the indicator Formal Training Targets (Learning Programmes) is: a. Reporting is done only against the formal Course Schedule obtainable from the MILQUAL System. b. The respective course must be registered on the MILQUAL against a course number with a course start date and a course end date. c. The signed end course reports must be available to validate the compliance of the SAMHS with the DOD Formal Training Targets.
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Indicator Title Percentage compliance with Military Health Service training targets 5. A course deemed to be completed only if: a. The captured results are available on the MILQUAL system. b. Signed End Course reports are available for verification by AGSA and the Defence Inspectorate Division. c. All the Work Attendance Registers were completed, verified and signed. Means of verification Course Instruction, Roll Call book and MILQUAL schedule. Assumptions The sum of the number of Formal Common Development Courses completed within a 12 month period is reflected in the SAMHS Annual Report as “Actual Achieved” and is reflected as a number and a percentage. Disaggregation of • Target for Women: N/A. Beneficiaries • Target for Youth: N/A. (where applicable) • Target for People with Disabilities: N/A. Spatial Transformation N/A. (where applicable) Calculation Type Cumulative (Year end). Reporting Cycle Quarterly. Desired Performance 80%. Indicator Responsibility Chief Human Resources (HR Development) (Surgeon General to provide inputs).
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PROGRAMME 7: DEFENCE INTELLIGENCE
Indicator Title Number of vetting decisions taken in accordance with requirements Definition The indicator shows the number of vetting decisions taken. Note: The results are dependent on the number of requests received by Defence Intelligence Source of data EKKA System, Applicants supporting documents submitted, Persol (EPG 28 and EON02/34) and financial records, criminal records and other electronic verification systems (SAQA, Travel Info). Method of Calculation/ Total number of vetting decisions taken (Issuing, Terminations and refusals) internal using production Assessment sheet. Means of verification Evaluation and Quality Control by internal evaluators and Senior Staff Officers. Assumptions Based on the targets achieved in the past three financial years, the set target is attainable. Disaggregation of • Target for Women: N/A. Beneficiaries • Target for Youth: N/A. (where applicable) • Target for People with Disabilities: N/A. Spatial Transformation N/A. (where applicable) Calculation Type Cumulative (Year end). Reporting Cycle Quarterly. Desired performance 4 500. Indicator Defence Intelligence (Directorate Vetting). Responsibility
Indicator Title Number of Defence Intelligence products Definition The indicator consists of specific Defence Intelligence products. The result reporting will be on the Defence Intelligence products and some results are dependent on the number of requests received by Defence Intelligence. Source of Data Open sources (Data and information that is available to the public). Method of Calculation/ Sub-Division Intelligence Processing measures the total number of Defence Intelligence products Assessment registered at the sub-divisions against the actual yearly target. Above target is positive, green indicate compliance in reaching the target and below targets are non-compliance, which are indicated by amber and red. Means of Verification The Director and Senior Staff Officers verify all Defence Intelligence products registered in according to procedure prior to being disseminated. Assumptions Sub-Division Intelligence Processing indicators will likely continue to remain positive based on the track record despite facing the number of uncertain requests received by Defence Intelligence. Disaggregation of • Target for Women: N/A. Beneficiaries • Target for Youth: N/A. (where applicable) • Target for People and Disabilities N/A. Spatial Transformation N/A. (where applicable) Calculation Type Cumulative (Year-End). Reporting Cycle Quarterly. Desired Performance Sub-Division Intelligence Processing actual target is 448 for FY2020/21. DI target is based on the number of requested/ requirements received. Indicator Defence Intelligence (Chief Director Intelligence Processing). Responsibility
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PROGRAMME 8: GENERAL SUPPORT
JOINT LOGISTIC SERVICES
Indicator Title Percentage procurement requests fully completed within 90 days from day of registration Definition 1. To provide appropriate, ready and sustained centralised common logistic services and movement management to the Department of Defence (DOD). 2. To manage the requests fully completed (to awarding) within 90 days from day of registration. 3. A fully completed procurement transaction entails: a. Receipt of procurement request. b. Invitation process. c. Adjudication process. d. Awarding process. e. Ordering process. Source of data Electronic/Manual Procurement System (E-Procure System), Procurement Report. Method of Calculation/ Total number of days from registration to completion of all completed transactions /number of completed Assessment (from time of request, deliver till payment) transactions. Means of verification E-Procure/Manual Procurement System, Procurement Report. Assumptions The time is taken from procurement, when procurement request is registered to the date rewarded. Disaggregation of • Target for Women: N/A. Beneficiaries • Target for Youth: N/A. (where applicable) • Target for People with Disabilities: N/A. Spatial Transformation N/A. (where applicable) Calculation Type Non-Cumulative. Reporting Cycle Annually. Desired Performance 95%. Indicator Chief Logistics. Responsibility
Indicator Title Percentage of expenditure in accordance with Facilities Plan (Payment of leases, accommodation charges and municipal services) Definition 1. The Performance Indicator explains the percentage of expenditure according to the facilities plan which describes the achievement of payment for leases, accommodation and municipal services. 2. To measure compliance to the objective of each of these plans Source of data Financial Management System Report/ National Department of Public Works PACE Report. Method of Calculation/ 1. Actual aggregated amount spent in the period/Cash flow plan amount the review period = Total Assessment amount outstanding from previous periods. 2. Compare the cash flow plan per month for each component vs the actual expenditure. Means of verification Financial Management System Report/ National Department of Public Works PACE Report. Assumptions 1. Accurate DOD database of facilities and asset register. 2. Accurate DOD verification system of municipal accounts. Disaggregation of • Target for Women: N/A. Beneficiaries • Target for Youth: N/A. (where applicable) • Target for People with Disabilities: N/A.
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Indicator Title Percentage of expenditure in accordance with Facilities Plan (Payment of leases, accommodation charges and municipal services) Spatial Transformation N/A. (where applicable) Calculation Type Cumulative (Year to date). Reporting Cycle Annually. Desired Performance 100%. Indicator Chief Logistics. Responsibility COMMAND AND MANAGEMENT INFORMATION SYSTEMS
Indicator Title Percentage Compliance to the DOD Information, Communication Technology Capability Plan Definition 1. Measures the percentage of prioritised Information Communication Technology (ICT) enabling requirements and or projects as per the Department of Defence (DOD) ICT Capability Plan. The DOD ICT Capability Plan lays out the roadmap for ICT enabling requirements and or projects. 2. The consolidated Services and Divisions Level 2 Quarterly and Annual Functional ICT Reports will report on the status and progress made on the ICT capabilities to achieve targets at each milestone as planned in the DOD ICT Capability Plan. 3. Priority Projects: a. Interface from DOD CSD to National Treasury: Implementation. b. Replace Order Administration System with Purchase Order Module: Acquisition. c. Asset Tracking (Stock take and verification): User Requirement Statement. d. Material Codification Catalogue: Acquisition. e. Recruitment System: User Requirement Statement. f. Time and Attendance: Project Study. g. Learning Management System: Project Study. h. eDisclosure of Financial Interests: Project Study. i. Grievance Information Technology System Migration: Project Study. j. Decision Register: Business analytics, planning and architecture. k. Audit Management Software: User Requirement Statement. l. Health Informatics and eHealth ICT Standards and Architecture: Implementation. m. RIS/PACS (2 Mil): Upgrade LAN. n. Nursing College Admin System: Functional and security testing of CoTS. o. Animal Health Management Information System: Project Study. p. Archive Content Management Enabler: Acquisition. q. Digitisation of WW1 and WW2 Archival Material: Project Study. r. National Telecoms Backbone Infrastructure (NTBI): Establish NOC. s. LinkZA Operationalisation: Implementation. t. DOD Secure Gate Way (DMZ): Design. u. Establish Security Operations Centre: Hardware and software. v. Disaster Recovery Computing and Storage Layer: HCI Computing and Transformation, Upgrading of the Isilon and storage. w. Disaster Recover Hosting Facilities: Fibre Optic Route, Relocation of Secondary Data Centre.
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Indicator Title Percentage Compliance to the DOD Information, Communication Technology Capability Plan Source of data The DOD ICT Capability Plan and annual level 2 ICT Plans and Quarterly Reports from the Services and Divisions. Method of Calculation/ 1. Reflect the compliance achieved (to the DOD ICT Capability Plan, dated 26 July 2018) as a percentage Assessment by using the consolidated Services and Divisions quarterly reports. 2. The calculation is based on the reports submitted by the Services and Divisions. 3. Calculation = Services and Divisions Planned vs Services and Divisions Achieved (total Services and Divisions achieved/ Services and Divisions planned) *100%. Means of verification 1. Level 2 ICT Plans and quarterly reports from the Services and Divisions. 2. It is the consolidated performance view of the combined outputs of the performance of the Services and Divisions of prioritised ICT enabling requirements. Assumptions Services and Divisions reporting is accurate; all Services and Divisions submit reports and funding is available to complete deliverables as depicted in the roadmap of the DOD ICT Capability Plan. Disaggregation of • Target for Women: N/A. Beneficiaries • Target for Youth: N/A. (where applicable) • Target for People with Disabilities: N/A. Spatial Transformation N/A. (where applicable) Calculation Type Non-Cumulative. Reporting Cycle Quarterly. Desired Performance Above target is positive. Indicator C CMIS (with support from the Services and Divisions). Responsibility MILITARY POLICE CAPABILITY
Indicator Title Number of deliberate crime prevention operations conducted Definition The indicator entails the approach to conduct crime prevention operations and measure overall performance in the Military Police Division (MPD) in terms of policing capabilities and services to the DOD wrt crime prevention. Deliberate crime prevention operations is deliberate and planned actions taken to prevent criminal activities. These activities includes but are not limited to patrols; roadblocks; searches; observation etc. Source of data Crime Prevention Operations Register. Method of Calculation/ Number of deliberate crime prevention operations authorised and captured in the Crime Prevention Assessment Operations Register of the MPD. Means of verification The Crime Prevention Operations register will be used as verification. Operational Orders. Assumptions All crime prevention posts are fully staffed and crime prevention members are equipped according to the MPD establishment tables (ETS). Disaggregation of • Target for Women: N/A Beneficiaries • Target for Youth: N/A (where applicable) • Target for People with Disabilities: N/A Spatial Transformation N/A. (where applicable) Calculation Type Cumulative (Year-End). Reporting Cycle Quarterly. Desired performance Full provision of 124 deliberate crime prevention operations per year. Indicator Provost Marshal General. Responsibility
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Indicator Title Percentage criminal cases investigated (backlog) Definition The indicator entails the approach to investigate case dockets from the backlog and is measured to give an overall performance of the Military Police Division (MPD) in terms of policing capabilities and services to the DOD regarding the investigation of backlog cases. Backlog cases are any cases that were registered before the start of the current financial year – on or before 31 March. Cases “investigated” are defined as undetected/ referred for trial/ closed. Source of data Crime Administration System (CAS). Method of Calculation/ Number of Criminal dockets investigated (undetected/referred for trial/closed) by the MPD measured as a Assessment percentage against the criminal dockets reported to the MPD within the specific reporting period. Means of verification The CAS system will be used to verify the percentage criminal cases investigated (backlog). Assumptions All investigator posts are fully staffed and investigating members are equipped according to the MPD establishment tables (ETS). Disaggregation of • Target for Women: N/A. Beneficiaries • Target for Youth: N/A. (where applicable) • Target for People with Disabilities: N/A. Spatial Transformation N/A. (where applicable) Calculation Type Cumulative (Year-to-date). Reporting Cycle Annually. Desired performance To investigate 40% of criminal cases carried over from the previous year. Indicator Provost Marshal General. Responsibility
Indicator Title Percentage criminal cases investigated (in year) Definition The indicator entails the approach to investigate case dockets from the total cases on hand and is measured to give an overall performance of the Military Police Division (MPD) in terms of policing capabilities and services to the Department of Defence (DOD) regarding the investigation of in-year cases. Cases “investigated” are defined as undetected/ referred for trial/ closed. Source of data Crime Administration System (CAS). Method of Calculation/ Number of Criminal dockets investigated (undetected/ referred for trial/ closed) by the MPD measured as a Assessment percentage against the criminal dockets reported to the MPD within the specific reporting period. Means of verification The CAS system will be used to verify the percentage criminal cases investigated (in-year). Assumptions All investigator posts are fully staffed and investigator members are equipped according to the MPD establishment tables (ETS). Disaggregation of • Target for Women: N/A. Beneficiaries • Target for Youth: N/A. (where applicable) • Target for People with Disabilities: N/A. Spatial Transformation N/A. (where applicable) Calculation Type Cumulative (Year-to-date). Reporting Cycle Annually. Desired performance To investigate 25% of criminal cases of the year. Indicator Provost Marshal General. Responsibility
140 Annual Performance Plan I 2020/21 Enquiries about this document can be forwarded to:
Mr S. Dlamini Tel: +27 (12) 355 6365 Fax: +27 (12) 347 0118 Email: [email protected]
RP: 61/2020 ISBN: 978-0-621-48188-4