### defence

Department:


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#### DEPARTMENT OF Defence (DOD)

###### “Doing things differently to achieve more with less”

# Overarching Strategic Statement

###### For the � scal years

 2011/12 – 2015/16

 Date of tabling: 09 March 2011


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#### CONTENTS

###### TOPIC  PAGE

Foreword by the Honourable Minister of Defence & Military Veterans, Ms L.N. Sisulu, MP .................................5

**THE DEFENCE FUNCTION IN CONTEXT ........................................................................................................................7**

Defence Constitutional Mandate .................................................................................................................7

Vision .................................................................................................................................................................7

Mission ..............................................................................................................................................................7

The DOD Medium-Term Strategic Focus ......................................................................................................7

The Minister of Defence and Military Veterans (MOD&MV) Priorities ........................................................8

Defence Outcomes ........................................................................................................................................8

Defence Outputs ............................................................................................................................................9

Defence Activities ...........................................................................................................................................9

Defence Inputs ................................................................................................................................................9

Building for the Future (Rejuvenation) ..........................................................................................................9

DOD Strategy Map .........................................................................................................................................9

Budget Programme Structure of the DOD .................................................................................................10

DOD Alignment with Medium-Term Strategic Framework (MTSF) Priorities ...........................................10

Information Systems Supporting DOD Performance Information ...........................................................12

DOD Selected Performance Indicators .....................................................................................................13

Financial Considerations in allocation of the Defence Programmes .....................................................13

DOD Expenditure Trends ..............................................................................................................................14

Departmental Receipts ................................................................................................................................14

Organs of State and Public Entities Reporting to the MOD & MV ...........................................................14

DOD Performance Information for the Period FY2011/12 to FY2015/16 .................................................15

**LIST OF TABLES**

Table 1: DOD Budget Programme Structure ...........................................................................................................10

Table 2: DOD Alignment with the MTSF (Priorities) ..................................................................................................10

Table 3: DOD Trendable Performance Indicators and Targets ............................................................................13

Table 4: DOD Trendable Performance Indicators and Targets: Job Creation....................................................13

Table 5: Financial Allocations of the Defence Programmes .................................................................................14

Table 6: Estimated Departmental Revenue ............................................................................................................14

Table 7: DOD Performance Information for the Period FY2011/12 to FY2015/16 ...............................................15

**LIST OF FIGURES**

Figure 1: DOD Strategy Map .......................................................................................................................................9


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###### DEFENCE SECRETARIAT STATEGIC PLAN FY2011/12-2015/16

Statement by the Secretary for Defence.................................................................................................................. 24

**PART A: STRATEGIC OVERVIEW .................................................................................................................................. 26**

**Chapter 1 : ................................................................................................................................................................. 26**

Introduction ..................................................................................................................................................... 26

Legislative and Other Mandates .................................................................................................................. 26

Constitutional Mandate ................................................................................................................................. 26

Legislative Mandate ....................................................................................................................................... 26

Policy Mandates ............................................................................................................................................. 27

Vision ................................................................................................................................................................. 27

Mission ............................................................................................................................................................. 27

Values ............................................................................................................................................................... 27

Individual Values ............................................................................................................................................. 27

Organisational Values ..................................................................................................................................... 28

Relevant Court Rulings ................................................................................................................................... 28

Legislation to be Introduced to Cabinet/ Parliament ................................................................................ 28

**Chapter 2: Defence Secretariat Medium Term Strategic Framework ....................................................................30**

Introduction ..................................................................................................................................................... 30

Situational Analysis .......................................................................................................................................... 30

Performance Environment ............................................................................................................................. 30

Organisational Environment .......................................................................................................................... 31

The Defence Secretariat Strategy Map ....................................................................................................... 32

Description of the Strategic Planning Process ............................................................................................. 32

Government Medium Term Strategic Framework (MTSF) .......................................................................... 33

Minister of Defence & Military Veteran’s (MOD&MV) Priorities .................................................................. 34

DOD Policy Proposals in Support of the Priorities of the MOD&MV ........................................................... 35

Defence Diplomacy Initiatives ...................................................................................................................... 35

**PART B: OUTPUT INFORMATION ................................................................................................................................. 37**

**Chapter 3 .....................................................................................................................................................................37**

Overview of Programme 1: Administration .................................................................................................. 37

Programme Purpose ....................................................................................................................................... 37

Administration Sub – Programme Overview ............................................................................................................. 38

Overview of Sub – Programme Purpose ...................................................................................................... 38

Defence Secretariat Outcome ..................................................................................................................... 39

Defence Secretariat Outputs ........................................................................................................................ 39

Defence Secretariat Activities ....................................................................................................................... 40

Defence Secretariat Inputs ........................................................................................................................... 40

Building for the Future ..................................................................................................................................... 40

Information Systems in Support of DOD Performance Information .......................................................... 40

Balanced Score Card (BSC) .......................................................................................................................... 40


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Defence Secretariat Trendable Performance Indicators and Targets ..................................................... 41

Defence Secretariat Trendable Performance Indicators and Targets: Job Creation ......................................... 41

Resource Consideration ................................................................................................................................. 49

Risk Management ........................................................................................................................................... 49

**PART C: LINKS TO OTHER PLANS ................................................................................................................................. 50**

**Chapter 4: ...................................................................................................................................................................50**

Overview .......................................................................................................................................................... 50

Links to DOD Long Term Infrastructure and Other Capital Plans ............................................................... 50

Link to the ICT Plan (DEIS Master Plan) .......................................................................................................... 50

Link to the DOD Human Resources Plan ...................................................................................................... 50

Conditional Grants .......................................................................................................................................... 51

Organs of State and Public Entities Reporting to the Executive Authority ............................................... 51

Overview of Public Private Partnership ........................................................................................................ 52

Consultant Utilisation ...................................................................................................................................... 52

**LIST OF FIGURES**

Figure 1: The Defence Secretariat as a Component of the DOD Macro Structure ................................ 31

Figure 2: Defence Secretariat Strategy Map ............................................................................................... 32

**LIST OF TABLES**

Table 1: Legislation to be Introduced to Cabinet / Parliament ................................................................. 28

Table 2: DOD Regulations to be Introduced to Cabinet / Parliament ..................................................... 28

Table 3: Administration Sub-Programme ...................................................................................................... 37

Table 4: Defence Secretariat Programme Structure................................................................................... 38

Table 5: Departmental Outcomes that the Defence Secretariat Contributes to ................................... 39

Table 6: Defence Secretariat Outputs .......................................................................................................... 39

Table 7: Defence Secretariat Activities ........................................................................................................ 40

Table 8: Defence Secretariat Inputs ............................................................................................................. 40

Table 9: Defence Secretariat: Building for the Future (Rejuvenation) ...................................................... 40

Table 10: Defence Secretariat: Trendable Performance Indicators and Targets .................................. 41

Table 11: Trendable Performance Indicators and Targets: Job Creation ................................................ 41

Table 12: Defence Secretariat: Outputs and Annual Targets for MTSF Outcome 3 ................................ 42

Table 13: Defence Secretariat: Outputs and Annual Targets for MTSF Outcome 5 ................................ 43

Table 14: Defence Secretariat: Outputs and Annual Targets for MTSF Outcome 11 .............................. 44

Table 15: Defence Secretariat: Outputs and Annual Targets for MTSF Outcome 12 .............................. 45

Table 16: Performance Indicators: Building for the Future ......................................................................... 47

Table 17: Defence Secretariat Risks .............................................................................................................. 49

Table 18: Defence Secretariat Risks Long-term Infrastructure and Capital Plan .................................... 50

Table 19: ICT Plan Performance Information ............................................................................................... 50

Table 20: Human Resource Plan Performance Information ...................................................................... 51

Table 21: Public Entities ................................................................................................................................... 52

Table 22: Consultant Utilisation ...................................................................................................................... 52


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##### Foreword by the Honourable Minister of Defence and Military Veterans, L.N. Sisulu, MP

In the 2010 budget Vote, we pro� led the conscious development of reliable,
dependable human capital base within the Defence Force. To this end, we
announced the establishment of the National Defence Service Force Commission,
revitalisation of the Defence Reserves and � nalisation of the non statutory
Force Military Veterans Pension, to mention but a few. Auditable outputs have
been recorded in so far as these are concerned and are evidenced by the
Promulgation of Defence Amendment Act 22 of 2010, whose object is to provide
for the establishment of the National Defence Force Service Commission charged
with a role to create a separate dispensation for the Defence Force, creating a
paradigm that prescribes contracts for Defence Reserves whilst protecting them
from discrimination by employers and creditors.

Stemming from the President’s announcement at a special Cabinet meeting on
25 October 2010, a new growth path for the country has been agreed upon. This
path places people’s employment at the centre of government’s economic policy. Defence commits itself
to support government’s intent in terms of inherent available Defence capabilities and initiatives such as the
MSDS and National Youth Service system in contribution to national skills development and job creation.

Notwithstanding the auditing standards that are continually being enhanced, the Ministry will earnestly pursue
the realisation of a quali� cation free Audit. Some auditable strides have been registered which are a result of
the multi-pronged strategy to realise the quali� cation free audit, of which operation “Clean Audit” is but one.
Deepening in establishing internal controls that will help to proactively mitigate functions and processes that
could lead to an audit quali� cation will be prioritised. A strong monitoring and evaluation capability will be
enhanced.

The role of Defence within the Government Cluster system in the International Co-operation Trade and
Security (ICTS) Cluster, will continue to receive priority attention in order to strengthen South Africa’s support of
international and regional peace, security and stability.

The SANDF contributes with contingent force of 1229 men and women under the Mission dubbed MONUSCO in
the DRC and 634 soldiers under the Mission code named UNAMID in Sudan. Apart from the troop contribution
in the Peace Mission in the DRC, SANDF troops also provide post con� ict reconstruction in that country with the
view to strengthening the weak state apparatus and institutions. In this respect the focus areas are integration
and team building training, transformation process and general military training of the Armed Forces. On the
basis of bilateral arrangements with Central African Republic, SANDF has deployed 49 men and women with
the view to providing general military assistance in the form of training to the Armed Forces of said country.

Internally, the SANDF has since April 2010 deployed for border safeguarding along the borders of RSA and her
neighbouring countries. Currently, SANDF has already set its footprint along RSA/Zimbabwe Border and RSA/
Mozambique border and due to deploy along RSA/Lesotho border on 1 April 2011. State resources need to
be mobilised more aggressively to ensure the stable roll out of Operation CORONA (border-safeguarding).
Currently, Defence is furthermore exploring possibilities to ensure security against piracy prevails in the SADC
waters on a bilateral and multinational basis. The piracy threat is real and therefore they is a need to ensure
in accordance with safe guarding territorial integrity that we need to develop a plan on how to deal with this
problem and ensure that our trade lines remain safe and secure.

At the time of writing, the SANDF has joined forces with National Disaster Management Centre for humanitarian
assistance community affected by � oods national. To this end, the SANDF has deployed air assets to airlift
entrapped people to safety, as well as delivering food parcels for those in need. The mandate of the Defence
remains that of Defence and protection of the, Republic, its territorial integrity and its people in accordance
with the Constitution of the Republic and the principles on international law regulating the use of forces.

We have entered into a Delivery Agreement (DA) with the President to facilitate service delivery in terms of
selected Medium Term Strategic Framework (MTSF) outcomes. In the meanwhile Defence has implemented
the outcomes based strategic planning approach in order to ensure that high performance levels are


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and 5 and as such obligations that � ow from these delivery agreements must � nd expression in the planning
instruments of the Constitutional institutions that service the Defence mandate, with the Defence Secretariat
providing the essential norms and standards to guarantee implementation.

The Strategic Plans are developed to give effect to the two constitutional entities that service the Defence
Mandate which are the Defence Force and the Defence Secretariat re� ect, amongst others, the essence
of the Delivery Agreement (DA) entered into, between myself and the Commander in Chief in terms of
applicable Outcomes and provide parameters and expectations that I consider achievable for Defence. The
alignment of Defence with the Constitutional and legislative mandate is re� ected through the pursuance of
our identi� ed Outcomes, Outputs, Vision and Mission which will ensure that Defence remains relevant to the
dynamic circumstances.

Finally, allow me to re� ect a little on impact assessment of my Portfolio. During the Budget Vote 21 of
both FY2009/10 and FY2010/11, I outlined the institutional reforms that will form the strategic levers of my
transformation Agenda. In the FY 2009 Budget Vote, I indicated the need to provide a visible reward and
recognition to all those that sacri� ced their well being to help us realise the freedoms that we now enjoy. As
such Military Veterans were consciously my transformation agenda. To date the Department is indeed in
place. The coming years will thus be characterised by initiatives to maximise the functionality of the organ of
State by widening the footprint of a reliable and dependable service delivery focused Department.

The execution of the Constitutional and legislative Defence mandate of both the Defence Secretariat and
the South African National Defence Force are provided in the strategic and annual performance plans
accompanying this Overarching Statement. These documents provide the required detailed information on
the functioning of these two Defence entities.

I am con� dent that through these planning instruments, distinctive features of the Defence Force will be
protected whilst delivery to the citizens will be enhanced.

###### (L.N. SISULU) MINISTER OF Defence AND MILITARY VETERANS, MP


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##### THE DEFENCE FUNCTION IN CONTEXT
###### DEFENCE CONSTITUTIONAL MANDATE

The primary object of the Defence function is to provide for the Defence and protection of the Republic, its
territorial integrity and its people. The Constitution provides that the rendition of the Defence function should
be done in a manner consistent with the provisions of the Constitution and the principles of international law
regulating the use of force.

The Department of Defence (DOD) derives its mandate primarily from section 200(2) of the Constitution[1] as
well as section 227 of the Interim Constitution of the Republic of South Africa[2]. The Defence mandate is given
substance by the Defence Act[3], the White Paper on Defence (1996) and the Defence Review (1998).

The DOD comprises of the Defence Secretariat which is established in terms of Section 204 of the Defence Act
and the South African National Defence Force (SANDF) established in terms of Section 200 (2) of the Interim
Constitution[4].

###### VISION

Effective Defence for a democratic South Africa.

###### MISSION

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

###### THE DOD MEDIUM-TERM STRATEGIC FOCUS

In the medium to long term, the DOD will execute its mandate through focusing on the following:

�� To defend and protect South Africa, its sovereignty, its territorial integrity, its national interests and its
people in accordance with the Constitution and principles of international law regulating the use of
force.

�� To contribute to freedom from fear and want, including the promotion of human security, both nationally
and internationally.

�� To contribute to a better life for the people of South Africa.

Whilst emphasising its obligation, the DOD embraces Government’s initiatives and priorities to alleviate poverty
and underdevelopment. The DOD support to these Government initiatives requires that:

�� Defence capabilities are enhanced and maintained.

�� Peace, security and con� dence-building in the SADC region and the rest of the continent are promoted
through constructive dialogue aimed at nurturing sound Defence diplomatic relations and projecting
South Africa’s foreign policy principles and objectives;

�� The Government’s policy to resolve con� icts peacefully through recognised international instruments
and mechanisms be supported by deploying the SANDF in international peace missions;

�� The Government’s diplomatic engagements are supported through participation in multilateral
institutions such as the SADC, AU and UN.

1 Act 108 of 1996.
2 Act 200 of 1993


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

For the period ahead, the Minister has made a determination of matters considered important for the DOD to
pursue as strategic priorities. The execution of these strategic priorities will enhance the effective realisation of
the Defence mandate. Monitoring and evaluation of performance against these identi� ed strategic priorities
will test the extent to which the Defence function has been able to “do things differently and achieve more
with less”. The strategic priorities identi� ed are as follows:

�� Execution of the Border Safeguarding Function. The safeguarding of the borders of South Africa remains
one of the key functions of the SANDF. The phased in approach, adopted by the SANDF in undertaking
this function, will continue in FY2011/12 with the � nal phase completed in FY2012/13.

�� Establishment of the New Service Dispensation. The Defence Amendment Act, 22 of 2011, has been
enacted. As intended, the Defence Amendment Act has created a new service dispensation for the
SANDF members. In FY2011/12 the DOD shall focus on the implementation of the afore-mentioned
amendment in order to realise this dispensation. Consequential amendments to other Acts will also be
taken into account.

�� Enhancement of the SANDF’s Landward Defence Capabilities. In order to undertake all required missions,
the enhancement of the Landward Defence Capabilities is essential. For the Landward Defence
Capability to operate jointly with the Air Defence and Maritime Defence Capabilities, this enhancement
is considered a priority. The Landward Defence Capability has not enjoyed the advantage of being
part of the Strategic Defence Packages and is thus lacking technologically advanced Primary Mission
Equipment.

�� Maritime Security. The Defence and security of South Africa is inextricably linked to that of the region
and the continent. Being a littoral country, South Africa needs to have a balanced maritime capability
to effectively respond to arising maritime security threats affecting South Africa.

�� Job Creation. In support of the government initiative on job creation, the DOD plans to create job
opportunities in the following areas:

�� Filling of all 1 401 vacant funded positions in the DOD.
�� Recruitment of 5 700 young South Africans per year to the Military Skills Development System (MSDS).
�� Call up of 16 400 Defence Reserve members per year to undertake speci� c tasks over speci� c
periods of time.
�� The enhancement of the DOD Works Capability to create opportunities for people with technical
skills within the SANDF. This in turn will allow for the SANDF intakes to increase with the same number
of the SANDF members transferred to the DOD Works Capability.
�� Creation of job opportunities in the Defence Industry through approved DOD projects.

�� Enhancement of the SANDF’s Peacekeeping Capability (SANDF Deployability). The role of the SANDF
in promoting peace and security in the region and the continent necessitates the enhancement of the
SANDF’s peacekeeping capability that will include the SANDF’s Forward Deployment Capability.

�� National Youth Service. The implementation of the National Youth Service by using core Defence
capabilities to provide initial training to the youth prior to absorption into service delivery departments.

�� Revitalisation of the Reserves. As part of the One Force concept, the Reserves must be transformed and
revitalised to ful� l the various important Defence roles allocated to them.

�� Restructuring and Support of the Defence Industry. The restructuring should focus on Defence capability,
the interactive framework and function alignment in order to properly synchronise these with the
requirements and mandate of Defence. The emphasis should be on Governance, Risk Management,
Compliance and Accountability framework applicable within Defence Portfolio.

�� Department of Defence Works Capability. The state of the DOD facilities portfolio calls for the review of
the existing arrangements for the repair and maintenance of Defence facilities. The establishment of
the DOD Works Capability seeks to achieve an end state where the DOD will have an in-house capacity
that will ultimately assume the full responsibility of the Defence facilities repair and maintenance. The
DOD Works Capability will at the same time create job opportunities in the DOD, thus contributing to the
Government’s priority of job creation.

###### DEFENCE OUTCOMES

The Defence outcomes relate to the medium term results that are the consequence of achieving speci�c


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�� Enhanced Civil Control of the Department of Defence.

�� RSA is Defended and Protected.
###### DEFENCE OUTPUTS

Defence outputs relate to the DOD’s � nal products, or goods and services produced for delivery. Outputs are
de� ned as “what we produce or deliver”. The Defence Outputs are as follows:

�� Conduct ordered defence commitments in accordance with government policy and strategy.

�� Provide mission ready defence capabilities.

�� Provide sound defence direction.

�� Ensure defence compliance with Regulatory Framework.
###### DEFENCE ACTIVITIES

Defence activities are the processes or actions that use a range of inputs to produce the desired outputs
and ultimately achieve the intended outcomes. In essence, activities describe “what we do”. The following
Departmental activities are relevant:

�� Administrate the DOD.

�� Enable the DOD.

�� Employ the SANDF.

###### DEFENCE INPUTS

�� Provide professional & Supported DOD Human Resources.

�� Provide appropriate & sustained Materiél.

�� Provide integrated & reliable Defence Information & Intelligence.

�� Provide sound Financial Management of the DOD.

###### BUILDING FOR THE FUTURE (REJUVENATION)

�� Ensure Appropriate Strategic Reserves.

�� Renew DOD Main Equipment and Doctrine.

�� Undertake Defence Research & Development.

�� Promote & appropriate Defence Industry.

�� Ensure Consensus on Defence.

###### DOD STRATEGY MAP

As a whole, the DOD has made progress with the implementation of the Balanced Score Card (BSC) as a
performance management framework. Although the performance management system has not reached
maturity in the DOD, it has established a profound footing in the Department’s planning process.

###### Figure 1: DOD Strategy Map


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###### BUDGET PROGRAMME STRUCTURE OF THE DOD

For � nancial allocation and reporting purposes, the Outputs of Defence are presented in terms of programmes
representing the contribution of various Services and Divisions within the DOD in the achievement of the
Defence mandate. The outputs of the eight DOD individual programmes are described in Table 1.

**Table 1: DOD Budget Programme Structure**

**Programme** **Purpose** **Accountable Entity**
Administration. Conduct the policy development, management and administration of the Ministry
Department. Def Sec /SANDF
Force Employment. Successfully conduct all operations, as well as joint interdepartmental and SANDF
multinational military exercises.

Landward Defence. Provide prepared and supported landward Defence capabilities for the SANDF
Defence and protection of South Africa.

Air Defence. Provide prepared and supported air Defence capabilities for the Defence and SANDF
protection of South Africa.

Maritime Defence. Provide prepared and supported maritime Defence capabilities for the SANDF
Defence and protection of South Africa.

Military Health Support. Provide prepared and supported military health capabilities and services for SANDF
the Defence and protection of South Africa.

Defence Intelligence. Provide a Defence intelligence and counter-intelligence capability. SANDF
General Support. Provide general support capabilities and services to the Department. Def Sec /SANDF

###### DOD ALIGNMENT WITH MEDIUM TERM STRATEGIC FRAMEWORK (MTSF) PRIORITIES

The Table below indicates the DOD alignment to MTSF Priorities as issued by the Presidency. This is a Framework
that guides the Government’s programme during the electoral mandate for the period 2009 – 2014 and
beyond.

**Table 2: DOD Alignment with the MTSF (Priorities)**

**Strategic Priority as** **Elements of Strategy** **DOD Alignment with MTSF Priorities**
**Re� ected in the MTSF**

Strategic Priority 1: Creation of decent employment, economic Ensure that procurement processes promote broad-based
Speeding up growth and growth, broad-based industrialisation. economic empowerment.
transforming the economy Development of the White Paper on Defence Industry.
to create decent work and

Intensify the implementation of the National The DOD National Youth Service Strategy and Military Skills

sustainable livelihoods.

Youth Service by enhancing youth development Development System (MSDS) are work in progress to meet
through job creation in public sector the government’s priority of developing youth.
programmes.

Strategic Priority 2: Development of robust, reliable, affordable Development of the DOD integrated cyber-security policy.
Massive programme to and secure ICT infrastructure.
build economic and social Establish an integrated management framework Establishment of the DOD Works’ Capability to address the
infrastructure. to ensure the synchronisation of DOD and Defence facilities maintenance backlog.

|Programme|Purpose|Accountable Entity|
|---|---|---|
|Administration.|Conduct the policy development, management and administration of the Department.|Ministry|
|||Def Sec /SANDF|
|Force Employment.|Successfully conduct all operations, as well as joint interdepartmental and multinational military exercises.|SANDF|
|Landward Defence.|Provide prepared and supported landward Defence capabilities for the Defence and protection of South Africa.|SANDF|
|Air Defence.|Provide prepared and supported air Defence capabilities for the Defence and protection of South Africa.|SANDF|
|Maritime Defence.|Provide prepared and supported maritime Defence capabilities for the Defence and protection of South Africa.|SANDF|
|Military Health Support.|Provide prepared and supported military health capabilities and services for the Defence and protection of South Africa.|SANDF|
|Defence Intelligence.|Provide a Defence intelligence and counter-intelligence capability.|SANDF|
|General Support.|Provide general support capabilities and services to the Department.|Def Sec /SANDF|


infrastructure development and management. Development of the DOD Asset and Facilities Management

Policy Framework will enable Defence to assume full
responsibility for the management and maintenance of
facilities and fi xed assets.
Strategic Priority 3: Support other government departments in the Finalisation of pending Defence land claims (land restitution).
Comprehensive rural land aggressive implementation of land reform Develop partnership with local Government and broad based
development strategy linked policies. community organization in optimal utilization of underutilized
to land and agrarian reform Facilitation of the Draft DPW Disposal Policy military land and facilities.
and food security. into a policy implementation document.

Strategic Priority 4: Broaden access to post-secondary education Access to post-secondary education funding by means of
Strengthen the skills and and improve higher education. bursaries.
human resource base. In partnership with identifi ed academic Restructuring of DOD logistics training capability to be

institutions, develop DOD logistics training streamlined towards force preparation objectives, broadinstitutions into centres of excellence for based skills and human resource development.
Supply Chain Management and Life Cycle
Management.

|Strategic Priority as ReÁ ected in the MTSF|Elements of Strategy|DOD Alignment with MTSF Priorities|
|---|---|---|
|Strategic Priority 1: Speeding up growth and transforming the economy to create decent work and sustainable livelihoods.|Creation of decent employment, economic growth, broad-based industrialisation.|Ensure that procurement processes promote broad-based economic empowerment.|
|||Development of the White Paper on Defence Industry.|
||Intensify the implementation of the National Youth Service by enhancing youth development through job creation in public sector programmes.|The DOD National Youth Service Strategy and Military Skills Development System (MSDS) are work in progress to meet the government’s priority of developing youth.|
|Strategic Priority 2: Massive programme to build economic and social infrastructure.|Development of robust, reliable, affordable and secure ICT infrastructure.|Development of the DOD integrated cyber-security policy.|
||Establish an integrated management framework to ensure the synchronisation of DOD and DPW strategic objectives of Defence facility infrastructure development and management.|Establishment of the DOD Works’ Capability to address the Defence facilities maintenance backlog. Development of the DOD Asset and Facilities Management|
|||Policy Framework will enable Defence to assume full responsibility for the management and maintenance of facilities and fi xed assets.|
|Strategic Priority 3: Comprehensive rural land development strategy linked to land and agrarian reform and food security.|Support other government departments in the aggressive implementation of land reform policies. Facilitation of the Draft DPW Disposal Policy into a policy implementation document.|Finalisation of pending Defence land claims (land restitution). Develop partnership with local Government and broad based community organization in optimal utilization of underutilized military land and facilities.|
||Broaden access to post-secondary education and improve higher education.|Access to post-secondary education funding by means of bursaries.|
||In partnership with identifi ed academic institutions, develop DOD logistics training institutions into centres of excellence for Supply Chain Management and Life Cycle Management.|Restructuring of DOD logistics training capability to be streamlined towards force preparation objectives, broad- based skills and human resource development.|


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


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


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|Col1|Strategic Priority as ReÁ ected in the MTSF|Elements of Strategy|DOD Alignment with MTSF Priorities|
|---|---|---|---|
||Strategic Priority 5: Improve the health profi le of all South Africans.|Increase institutional capacity to deliver health- system functions.|Hospital revitalisation programme. Health promotion treatment, care and support. Filling of vacant funded posts and improving remuneration of health and medical care personnel.|
|||Improving treatment of TB.|DOD awareness programmes.|
|||Comprehensive plan for HIV/AIDS.|DOD prevention awareness programmes. HIV treatment roll-out sites. Bio-medical research on issues around mission readiness.|
||Strategic Priority 6: Intensify the fi ght against crime and corruption.|Develop the strategy and Plan to inform DOD’s role in borderline safeguarding.|Undertaking of border safeguarding function.|
|||Combat the scourge of corruption in the public and private sectors by strengthening legal and policy frameworks.|Full implementation of anti-criminality strategy and plan. Full implementation of Fraud Prevention Plan. Promote fi nancial disclosures at all levels. Strengthen the GRC processes to address the ethical and fi duciary requirements that guide the securing of service providers. Strengthen the DOD Risk Management Framework.|
|||Support provided to other government institutions in the fi ght against crime and corruption and ensuring that people in SA are and feel safe.|Internal Deployment of the SANDF.|
|||Effective and effi cient Defence Legal Service.|Strengthening of the Military Justice System and reducing military court case backlogs.|
||Strategic Priority 7: Build cohesive, caring and sustainable communities.|Promote shared value system.|Intensify civic education programmes to include all members and employees.|
||Strategic Priority 8: Pursuing African advancement and enhanced international co-operation.|Continued prioritisation of African Agenda.|Promote nationally identifi ed outputs that relate to advancement of regional and global peace, security and sustainability.|
||||Ensure that regional, continental and international peace security structures are capacitated and strengthened by appropriate deployments.|
||||Ensure that adequate legal instruments and frameworks exist to support the requisite deployments in Peace Missions and General Military Assistance Missions.|
|||Improving political and economic integration of the SADC.|Improve governance within SADC in terms of Defence Specifi c Security Sector Reform programmes.|
|||Strengthen South-South Relations.|Implementation and monitoring of IBSA Agreements and Action Plans relevant to the DOD. Ensure alignment of agreements with NEPAD, revitalise NAASP, and support AU and UN efforts to guarantee lasting solutions to confl icts.|
|||Strengthening political and economic relations with emerging nations and forums.|Participation in the BRICS Forum by South Africa to ensure that South Africa and Africa in general contribute to the growing|
||||economy of the world. The DOD Foreign Relations Strategy to include the BRICS objectives.|


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|Strategic Priority as ReÁ ected in the MTSF|Elements of Strategy|DOD Alignment with MTSF Priorities|
|---|---|---|
|Strategic Priority 9: Sustainable resources management and use.|Promote a culture of sustainable resource management.|Assist in protecting marine resources in co-operation with the South African Police Services (SAPS). Promote the responsible management of land resources through the collaboration with stakeholders to promote land use recycling.|
||Contribute to a system for environmental Impact Management Strategy.|Ensure compliance with National Environmental Management Act (NEMA) and the applicable protocols regarding sustainable resource management.|
||Effectively utilise the allocated radio frequency spectrum.|Promote prudent utilisation of Defence allocated bandwidth.|
||Implementation of national Framework for sustainable development. Develop a sustainable Supply Chain Management and Life Cycle Management framework that meets Force employment requirements and is compliant with NT resource management guidelines and requirements.|Compliance with relevant protocols to ensure sustainable environmental management. Ensure that the Logistics Intervention and Restructuring Programme objectives are accomplished and embraced within the DOD at all levels.|
|Strategic Priority 10: Building a developmental state, including improvement of public service and strengthening of democratic institutions.|Improving the capacity and effi cacy of the State.|The review of the Defence Secretariat to align it with the mandate for Defence organisation and support requirements for the Minister of Defence and Military Veterans. Strengthening the Monitoring and Evaluation component of the DOD. Defence Strategy, Force Design and Force Structure that responds to the country’s current and emerging needs.|
||In order to have a capacitated State that will ensure that service delivery is happening faster, there is a need to fi ll all funded vacant posts.|Linked to the Medium-term Expenditure Framework, the DOD will ensure that funded posts are to be fi lled, incumbents capacitated and skilled in order to meet the post requirements.|
||Entrenching a culture and practice of an effi cient, transparent, honest and compassionate Public Service.|Continually project patriotism and high levels of discipline that characterise the Defence Force. Deepen the understanding of the code of conduct that defi nes the outlook of the members and employees of Defence. Improve DOD supply chain and fi nancial management to facilitate the payment of SMME’s on time. Promote the responsible use of public resources and accountability through the realisation of a qualifi cation-free audit.|


###### INFORMATION SYSTEMS SUPPORTING DOD PERFORMANCE INFORMATION

Since 2005, the DOD has developed an information system called “GEJIMA” which provides for one-stop-shop
capturing of performance information. The aforementioned system is managed by the State Information,
Technology Agency (SITA), and is utilised to conduct gap and trend analysis with regards to performance
information. Notwithstanding the challenges with the current local area networks experienced in certain
domains within the DOD, the Department is determined to improve on the integrity, currency and reliability of
the performance information. In cases of infrastructural failures, capturing of data on the system as it relates
to planning and performance data is undertaken at the SITA of� ces and the consolidated information is
con� rmed by Departmental planning authorities.


-----

###### DOD SELECTED PERFORMANCE INDICATORS

**Table 3: DOD Trendable Performance Indicators and Targets**

**Indicator** **Programme** **Past** **Current[5]** **Projections**

**2007/08** **2008/09** **2009/10** **2010/11** **2011/12** **2012/13** **2013/14**

% Compliance of SADC early warning

Force

centre contribution with SADC and New indicator 100% 100% 100%

Employment

SADC organ outcomes

% Compliance with the SADC standby

Force

force agreements and South African New indicator 100% 100% 100%

Employment

pledge

Number of large-scale external Force
11 9 8 4 3 3 3
operations per year[6] Employment

Average number of personnel deployed Force
2 698 2 931 2 480 2 041 1 985 1 985 1 985
daily in external operations Employment

Number of person days used during Force
515 516 231 608 133 036 524 000 375 000 555 165 735 840
internal operations[7] Employment

Number of internal operations in support

Force

of other government departments per 3 4 5 5 4 4 4

Employment

year

Number of joint, inter departmental and Force
10 10 8 8 8 8 8
military exercises conducted per year Employment

% Compliance with UN requirements, Force
New indicator 100% 100% 100%
rules and regulations for peace missions Employment

Total number of Defence diplomatic
Administration 32 36 37 37 37 37 37
missions

Finalisation of the DOD Border Approved Implementation Compliance
Administration New indicator
Management Strategy (Monitor) (Monitor)
Number of force employment hours
Air Defence 12 271 11 099 12 754 8 279 10 402 8 862 9 452
fl own each year

Number of sea hours on patrol in South Maritime
9 648 8 236 12 945 8 286 9 000 9 000 9 000
African maritime zones per year Defence

Throughput in terms of the DOD National
Administration New indicator 1 500 2 000 6 000
Youth Service concept

Number of military skills development Landward
4 677 6 736 8 874 8 662 11 140 11 140 11 140
members in the system per year Defence

Total number of active reserves Landward
12 583 19 763 13 352 11 083 16 400 17 500 18 500
Defence[8]

5678

**Table 4: Trendable Performance Indicators and Targets: Job Creation**

**Performance Indicator/priorities** **Programme** **Projections** **MTSF Outcome**
**2011/12** **2012/13** **2013/14**
Members in the MSDS Administration 11 140 11 140 11 140 Outcome 5
per year.

Number of active Reserves Administration 16 400 17 500 18 500 Outcome 5
per year.

Throughput in terms of the DOD National Youth Administration 1 500 2 000 6 000 Outcome 5
Service concept.

% Vacant funded post fi lled by June 2011. Administration 100% 100% 100% Outcome 5
% Decline in turn-over rates. Administration 6% 5% 5% Outcome 5
Establishment of a DOD Works Capability Administration Approval of the Monitor Monitor Outcome 5
function (Strategic Direction) DOD Works (Implementation) (Impact)
Capability Structure

Creation of job opportunities in the Defence Administration TBD TBD TBD Outcome 5
industry according to DOD projects

###### FINANCIAL CONSIDERATIONS IN ALLOCATION OF THE DEFENCE PROGRAMMES

The composition of the Defence’s Budget Programmes as published in the Estimates of National Expenditure
(ENE) 2011, Vote 22 is as provided the Table below.

5 Data as reported for the � rst two quarters of the FY2010/11.
6 The indicator has been changed from 2011/12 to only re� ect “large-scale” operations, as the requirement for general military assistance and smallscale operations cannot be accurately projected. Currently the requirement is for two large-scale (Battalion + [More than 800 members]) operations,
but contingency planning is being done to be prepared for a third operation of limited duration, should it be required.
7 The large number in 2010 was due to operations in support of the 2010 FIFA World Cup and the gradual increase from 2011/12 onwards is the result of

|Col1|Performance Indicator/priorities|Programme|Projections|Col5|Col6|MTSF Outcome|
|---|---|---|---|---|---|---|
||||2011/12|2012/13|2013/14||
||Members in the MSDS per year.|Administration|11 140|11 140|11 140|Outcome 5|
||Number of active Reserves per year.|Administration|16 400|17 500|18 500|Outcome 5|
||Throughput in terms of the DOD National Youth|Administration|1 500|2 000|6 000|Outcome 5|
||Service concept.||||||
||% Vacant funded post fi lled by June 2011.|Administration|100%|100%|100%|Outcome 5|
||% Decline in turn-over rates.|Administration|6%|5%|5%|Outcome 5|
||Establishment of a DOD Works Capability function (Strategic Direction)|Administration|Approval of the DOD Works Capability Structure|Monitor (Implementation)|Monitor (Impact)|Outcome 5|
||Creation of job opportunities in the Defence industry according to DOD projects|Administration|TBD|TBD|TBD|Outcome 5|


-----

**Table 5: Financial Allocations of the Defence Programmes**

**Programmes** **2010/11** **2011/12** **2012/13** **2013/41**
**R’000** **R’000** **R’000** **R’000**

Administration 3 247 080 3 718 129 4 052 120 4 395 303
Force Employment 1 908 870 2 241 553 2 436 064 2 692 237
Landward Defence 9 982 892 11 763 543 12 773 878 13 730 269
Air Defence 6 059 126 6 768 133 7 216 773 7 007 093
Maritime Defence 2 179 822 2 500 516 2 539 002 2 919 458
Military Health Support 2 770 215 3 044 139 3 328 036 3 519 675
Defence Intelligence 631 149 668 988 702 465 737 049
General Support 3 936 179 3 899 964 4 322 904 4 701 090
Total 30 715 333 34 604 965 37 371 242 39 702 174

###### DOD EXPENDITURE TRENDS
The detail of DOD’s estimated expenditure is re� ected in Government’s Estimate of National Expenditure 2011
and is included in the Appropriation Bill 2011 tabled in Parliament on 23 February 2011.

###### DEPARTMENTAL RECEIPTS

Departmental receipts are mainly from the sale of redundant or obsolete equipment and Defence matériel,
the rental of accommodation to personnel, and board and lodging. The reason for the � uctuations in real
departmental receipts, speci� cally � nancial transactions in assets and liabilities, is due to the unpredictable
nature of reimbursements for peace support operations. Revenue collection projections are also hampered
by the unpredictable nature of the potential buyers of SANDF equipment, and by international treaties,
protocols and licence agreements. Between FY2009/10 and FY2013/14, revenue is expected to increase from
R676.7 million to R885.9 million, at an average annual rate of 7.7 percent.

**Table 6: Estimated Departmental Revenue**

**Economic classi� cation** **Audited outcome[1]** **Revised** **Medium-term receipts estimate**
**estimate**

(Rand thousand) **2007/08** **2008/09** **2009/10** **2010/11** **2011/12** **2012/13** **2013/14**
Sales of goods and services produced by 165 148 165 268 209 606 281 638 295 720 310 506 326 031
department

Sales of scrap, waste, arms and other used 7 336 28 285 - 17 859 18 752 19 690 20 674
current goods

Transfers received - 290 653 228 291 195 682 172 353 180 971 190 019
Fines, penalties and forfeits 1 157 1 058 3 724 3 615 3 796 3 986 4 185
Interest, dividends and rent on land 1 710 1 398 2 750 2 473 2 597 2 726 2 863
Sales of capital assets 128 913 122 066 19 481 52 684 55 318 58 084 60 988
Transactions in fi nancial assets and liabilities 247 591 20 662 236 097 348 515 255 006 267 756 281 144
**Total Departmental Receipts** **551 855** **629 390** **699 949** **902 466** **803 542** **843 719** **885 904**

###### ORGANS OF STATE AND PUBLIC ENTITIES REPORTING TO THE MOD&MV

This Strategic Statement is applicable to all organs of State and public entities reporting to the Minister in terms
of the Public Finance Management Act (PFMA). These include the following:

�� Department of Military Veterans. The purpose of the Department of Military Veterans is that it is responsible
for the overall management and administration of military veterans affairs including but not limited to
developing policy, legislation, programmes, bene� ts and services that facilitate the transition from active
service to civilian life.

�� Defence Force Service Commission. This Commission is responsible for making recommendations to the
Minister concerning conditions of service of SANDF members.

�� ARMSCOR. ARMSCOR is a Schedule 2 entity under the PFMA mandated to support the delivery of the
strategic Defence capabilities.

�� Castle Control Board. The Castle Control Board is classi� ed as a public entity under the PFMA and carries
the mandate of managing and protecting the Castle of Good Hope on behalf of the MOD & MV and
has the ultimate ownership responsibility for the Castle.

|Programmes|2010/11|2011/12|2012/13|2013/41|
|---|---|---|---|---|
||R’000|R’000|R’000|R’000|
|Administration|3 247 080|3 718 129|4 052 120|4 395 303|
|Force Employment|1 908 870|2 241 553|2 436 064|2 692 237|
|Landward Defence|9 982 892|11 763 543|12 773 878|13 730 269|
|Air Defence|6 059 126|6 768 133|7 216 773|7 007 093|
|Maritime Defence|2 179 822|2 500 516|2 539 002|2 919 458|
|Military Health Support|2 770 215|3 044 139|3 328 036|3 519 675|
|Defence Intelligence|631 149|668 988|702 465|737 049|
|General Support|3 936 179|3 899 964|4 322 904|4 701 090|
|Total|30 715 333|34 604 965|37 371 242|39 702 174|


-----

|Col1|Delegation|SANDF|Def Sec/ SANDF|Def Sec|Def Sec|Def Sec/ SANDF|Def Sec/ SANDF|SANDF|Def Sec/ SANDF|Def Sec/ SANDF|Def Sec/ SANDF|Def Sec/ SANDF|
|---|---|---|---|---|---|---|---|---|---|---|---|---|
|Medium-term Targets|15/16|Positive trend|Implementation|Monitor (Effectiveness)|100%|Monitor (Effectiveness)|Monitor (Effectiveness)|Monitor (Effectiveness)|Legislation Implemented|Review Policy|Monitor Development Plan||
||14/15|Positive trend|Implementation|Monitor (Effectiveness)|100%|Monitor (Effectiveness)|Monitor (Effectiveness)|Monitor (Effectiveness)|Legislation Implemented|Monitor Policy|Approved DOD Skills Gap Development Plan||
||13/14|Positive trend|Implementation|Monitor (Compliance)|100%|Monitor (Compliance)|Monitor (Compliance)|Monitor (Compliance)|Legislation Implemented|Development of Policy|Compile DOD Master Skills Plan||
||12/13|Positive trend|Implementation|Monitor (Implementation)|75%|Monitor (Implementation)|Monitor (Implementation)|Monitor (Implementation)|Legislation Monitored|Strategy Piloted|Conduct Skills Audit (Comprehensive)||
||11/12|Positive trend|Approved|Strategy Approved|50%|Approved|Approved by MOD&MV (Consultation with security agencies)|Approved|Regulations drafted and Approved|Approved Strategy|Pilot DOD Skills Audit Instrument||
|Estimated Performance (Targets) 10/11||Positive trend|TBD|TBD|TBD|TBD|TBD|TBD|Legislation drafted|TBD|TBD||
|rmance icator||eployable Concurrent sessment|Capability nt approved d Defence|DOD Border ent Strategy|allocation or approved tegic ackages|Strategy to ecuring of Key Points|National Security|DOD Corruption Strategy|and tation of e Force n|Human evelopment nd Plan|HR Skills ent Plan||
|Perfo Ind||Trend of d status on Health As|Landward requireme (Approve Strategy)|Approved Managem|% funding received f DOD Stra Defence P|Approved facilitate s National|Approved Defence Strategy|Approved Fraud and Prevention|Approval implemen the Reserv Legislatio|Approved Capital D Strategy a|Approved Developm||
|DOD Outputs||Combat ready Defence capabilities|Combat ready Defence capabilities|||||Defence Compliance with Regulatory Framework|||||
|DOD Outcome||RSA is defended and protected|RSA is defended and protected|||||Enhanced civil control of DOD|||||


-----

|Col1|Delegation|SANDF|SANDF/Def Sec|Col5|Col6|SANDF|SANDF|Col9|
|---|---|---|---|---|---|---|---|---|
|Medium-term Targets|15/16|100% operational|Force Levels to >95% of the TCC MOU|Equipments to 90% of the TCC MOU|Financial Expenditure to >90% of the Mission Cash Flow Plan|100%|Force Levels to >95% of the TCC MOU|Equipments to 90% of the TCC MOU|
||14/15|100% operational|Force Levels to >95% of the TCC MOU|Equipments to 90% of the TCC MOU|Financial Expenditure to >90% of the Mission Cash Flow Plan|100%|Force Levels to >95% of the TCC MOU|Equipments to 90% of the TCC MOU|
||13/14|100% operational|Force Levels to >95% of the TCC MOU|Equipments to 90% of the TCC MOU|Financial Expenditure to >90% of the Mission Cash Flow Plan|100%|Force Levels to >95% of the TCC MOU|Equipments to 90% of the TCC MOU|
||12/13|100% operational|Force Levels to >95% of the TCC MOU|Equipments to 90% of the TCC MOU|Financial Expenditure to >90% of the Mission Cash Flow Plan|100%|Force Levels to >95% of the TCC MOU|Equipments to 90% of the TCC MOU|
||11/12|100% operational|Force Levels to >95% of the TCC MOU|Equipments to 90% of the TCC MOU|Financial Expenditure to >90% of the Mission Cash Flow Plan|100%|Force Levels to >95% of the TCC MOU|Equipments to 90% of the TCC MOU|
|Estimated Performance (Targets) 10/11||70% operational|Force Levels to >95% of the TCC MOU|Equipments to 90% of the TCC MOU|Financial Expenditure to >90% of the Mission Cash Flow Plan|100%|Force Levels to >95% of the MOU|Equipments to 90% of the TCC MOU|
|rmance icator||ance ly Warning ntribution C Organ|ance to rce levels andby Force ts and South edge)|||ance of feguarding|||
|Perfo Ind||% Compli SADC Ear Centre Co with SAD Outcomes|% Compli agreed fo (SADC St agreemen African Pl|||% Compli Border Sa|||
|DOD Outputs|||||||||
|DOD Outcome|||||||||


-----

|Col1|Delegation|Def Sec|SANDF|Def Sec/ SANDF|Def Sec|Def Sec|Def Sec|Def Sec|Def Sec|SANDF/ Def Sec|Def Sec/ SANDF|Def Sec|Def Sec/ SANDF|Def Sec/ SANDF|Def Sec|
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|Medium-term Targets|15/16|35%|Information Classifi ed|Reviewed policy promulgated|Policy implemented|Defence Strategy, Force Design and Force Structure Implementation monitored|35%|White paper implementation monitored.|6%|Unqualifi ed|6%|50%|100%|90%||
||14/15|30%||Policy reviewed|Policy Approved|Defence Strategy, Force Design and Force Structure Implementation monitored|30%|White paper implementation monitored.|6%|Unqualifi ed|6%|50%|80%|80%||
||13/14|25%||Policy Implemented|Further work as directed|Defence Strategy, Force Design and Force Structure Implemented|25%|White paper implementation monitored.|6%|Unqualifi ed|5%|45%|60%|70%||
||12/13|20%||Policy Implemented|Further work as directed|Defence Strategy, Force Design and Force Structure Approved|20%|White Paper implemented|6%|Unqualifi ed|5%|40%|40%|60%||
||11/12|15%||Policy promulgated|Policy drafted|Draft Defence Strategy, Force Design and Force Structure developed.|15%|White Paper approved|6%|1x qualifi cation|6%|35%|20%|50%||
|Estimated Performance (Targets) 10/11||5%||Policy Revised|TBD|TBD|5%|White Paper drafted|TBD|1x qualifi cation|TBD|TBD|TBD|TBD||
|rmance icator||resentation ved DOD ssion ion fora|ce with the rce levels ployment)|DOD n Security SS) policy of cyber- spects)|DOD cyber- olicy|Strategy, ign and cture|esentation number of lled against for a quota of al institutions|White Paper ce Industry|in DOD s|eneral’s|in turn-over|f disciplinary e DOD ithin 120 days|t reduction es of es and in the DOD|e litigation in favour of||
|Perfo Ind||DOD Rep %: Appro peace mi coordinat|Complian agreed fo (Force Em|Amended Informatio Systems (I (Inclusive security a|Approved security p|Defence Force Des Force Stru|DOD repr %: current positions fi allocated internation|Approved on Defen|% Decline Vacancie|Auditor-G Opinion|% decline rates|Number o cases in th fi nalised w|Signifi can in the cas irregulariti corruption|Percentag settlement the DOD.||
|DOD Outputs||Defence Direction|||||||Defence Direction|||||||
|DOD Outcome||Enhanced civil control of Defence||||||||||||||


-----

|Col1|Delegation|Def Sec/CFO|Def Sec/ SANDF|Def Sec|Def Sec|Def Sec|Def Sec|Def Sec/ SANDF|
|---|---|---|---|---|---|---|---|---|
|Medium-term Targets|15/16|Implement Reviewed Framework|Implement Reviewed Framework|Fully operational structure|Implement|100%|Review||
||14/15|Assess impact of Defence Fiscal Framework|Review|Fully operational structure|Review|100%|Implementation and monitoring||
||13/14|Full implementation of Defence Fiscal Framework|Monitor Effectiveness|Fully operational structure|Monitor|100%|Implementation of guidelines to give effect to policy||
||12/13|Review of Defence fi scal framework in line with Defence Strategy|Implementation|Fully operational structure|Implementation|100%|Development of subordinate policies||
||11/12|Development of revised Defence fi scal framework|Approved|Organisational structure|Approval|100%|Develop Policy Framework||
|Estimated Performance (Targets) 10/11||TBD|TBD|TBD|TBD|TBD|TBD||
|rmance icator||Defence mework|Defence ies k|research|DOD Anti- n Policy and|ce with information|DOD Facilities ent Policy.||
|Perfo Ind||Approved Fiscal Fra|Approved Capabilit Framewor|Approved capability|Approved Corruptio Strategy.|Complian MISS and security|Approved Asset and Managem||
|DOD Outputs|||||||||
|DOD Outcome|||||||||


-----

|DESIRED STANDARD|No audit qualifi cation from 2012 onwards.|Establish effective internal controls on the processes that have an impact on disclosure notes to annual fi nancial statement in order to ensure sustainable, predictable and reliable HR systems, policies, practices, processes and procedures.|To establish an integrated policy forum that comprises of HR Practitioners at Lvel 3 & 4 to discuss implementation measures of the policy decision taken in the policy making structures.|To streamline information fl ow throughout the policy making structural processes to ensure that monitoring and evaluation are done expeditiously.|That HR Practitioners across all levels of the department are provided with an opportunity to provide input into the policy before promulgation.|To have informed HR Practitioners that keep abreast with contemporary policy matters.|To inform HR Practitioners of possible changes in HR procedures and practices ahead of implementation of those changes, through effective on-line communication, e.g. the Internet or Intranet.|TBD|Effective implementation of polices, procedures and practices by competent practitioners that will eliminate unfair labour practices.|That continuity and rejuvenation are achieved in a sustained manner.|Col12|HR Practitioners and all offi cials in the DOD, taking ownership of the processes.|
|---|---|---|---|---|---|---|---|---|---|---|---|---|
||Quantity|Quality|Consultation|Access|Courtesy|Open & Transparency|Information|Redress|Value for Money|Time|Cost|Human Resources|
|CURRENT STANDARD|The DOD has been receiving audit qualifi cation for the past seven (7) consecutive years.|Current HR processes and practices of the DOD require mapping to ensure that they are streamlined and integrated. Governing processes of HR policies, procedures and practices need to be reviewed.|Monthly and weekly meetings are held in terms of the Human Resources Board (HRB) and HR Exco, respectively, to discuss HR and related issues.|The DOD utilises physical unit visits to empower HR practitioners on policy measures, and through the Intranet, information bulletins and, distribution of policy documents.|Services/Divisions/Formations/Units are provided with the opportunity to give inputs to be incorporated in the policy document. However, the inputs from the units are often addressed as implementation concerns after the policy has been promulgated.|The HR Practitioners are kept informed of HR policies, procedures and practices through bulletins and Intranet.|Information is disseminated through physical unit visits, information bulletins, the Intranet, communication forums .|TBD|HR policies, procedures and practices are implemented, taking into account the principle of effi ciency, effectiveness and economy.|HR policies, procedures and practices are developed and implemented as and when the need arises.||HR Practitioners in the DOD.|
||||||||||ney|||urces|
||Quantity|Quality|Consultation|Access|Courtesy|Open & Transparency|Information|Redress|Value for Mo|Time|Cost|Human Reso|
|SERVICE BENEFICIARY|DOD Management and Offi cials||||||||||||


-----

|DESIRED STANDARD|To reduce the turnaround time of fi lling the posts to six (6) months from the date of their becoming vacant.|Revise the staffi ng policy by focusing on interventions to improve the quality of staffi ng.|To conduct roadshows across all levels of the DOD, empowering HR Practitioners and end-users of the policy.|Implementation of automated software through IFMS (SAP) that will refl ect the total profi le of the post in terms of its vacancy period and equity status.|Improve the recruitment & selection system to effectively enable the department to practise professional etiquette by issuing acknowledgements & regrets.|Staffi ng processes that observe the provision of R&S practices, as enshrined in the Act, Regulations and departmental policy.|To inform HR Practitioners of possible changes to the staffi ng policy and practices ahead and implementation of those changes through effective on-line communication, e.g Internet or Intranet.|TBD|Improving the recruitment & selection to be “just on time”.|Post fi lled within a period of six (6) months|Staffi ng budget.|
|---|---|---|---|---|---|---|---|---|---|---|---|
||Quantity|Quality|Consultation|Access|Courtesy|Openness & Transparency|Information|Redress|Value for Money|Time|Cost|
|CURRENT STANDARD|The department has a large number of vacant posts across all levels. This contributes to incapacity and impacts negatively on service delivery.|The applicable staffi ng policy makes provision for a vacancy for six months to a year.|Policy making structures that include the Defence Staff Council, HR Board, HR Exco and, HR Policy Development Committee. Liaise with external departments/institutions including DPSA and PSC.|The policy website (Intranet), and hard copies are distributed across DOD via post.|Services/Divisions seldom send letters of regret to post applicants who did not make the shortlist, let alone acknowledge receipt of application.|The practice with regard to the current staffi ng process does not involve all the relevant role-players in terms of employment equity and labour representatives. The latter enhances the extent of openness and transparency of the process.|Information is disseminated through physical unit visits, information bulletins, Intranet and communication forums.|TBD|The staffi ng process that is followed until the appointment of a suitable candidate is done effectively, effi ciently and economically.|More than 12 months after the post becomes vacant|Staffi ng budget.|
|||||||&|||ney|||
||Quantity|Quality|Consultation|Access|Courtesy|Openness Transparency|Information|Redress|Value for Mo|Time|Cost|
|SERVICE BENEFICIARY|DOD Management and Offi cials|||||||||||


-----

|DESIRED STANDARD|100% signing of Performance Agreements within the required time period. PA to include gender responsibilities and accountability.|Detailed Performance Agreements that will serve as an enabling tool to highlight ways and means to achieve the strategic objectives as refl ected in the plans.|Conduct a workshop once per annum, involving all SMS members in the DOD, to serve as a forum to educate and empower members in terms of PAs PA to include constitutional imperative in respect of responsibility and accountability.|Introduce an electronic system that can be utilized to keep the data of signed and unsigned PA’s on time, and furnish the reasons for non-compliance with the stipulated timelines.|SMS members to be given a period of six (6) months before the fi nancial year to submit PAs for the subsequent fi nancial year.|Creation of a computer system to enable authorized members who report a particular SMS member to view PAs on a regular basis. This will ensure that they stay focused on the course as far as strategic objectives are concerned.|Utilise the Internet as a tool to educate and empower SMS members and prospective SMS members on PA’s regarding their important strategic link to Strategic Business Plan.|TBD|Introduce a monitoring and evaluation system that will help validate the direct link of the PAs and Strategic Business Plan.|As per Financial Year.|According to Budget allocation for the FY.|As per number of staff employed within a particular service/division/unit/directorate.|
|---|---|---|---|---|---|---|---|---|---|---|---|---|
||Quantity|Quality|Consultation|Access|Courtesy|Openness & Transparency|Information|Redress|Value for Money|Time|Cost|Human Resources|
|CURRENT STANDARD|An estimated 60% of SMS Performance Agreements are signed after the stipulated required timeline and 40% is still outstanding to date.|Performance Agreements are compiled without taking into account the deliverables stipulated in the Strategic Business Plans of respective environments.|Human Resources Management environment is responsible for the management function. It issues an instruction on an annual basis to inform SMS members about submission of PA’s. The instruction is often accompanied by the guidelines on how to complete the PA’s.|Human Resources Management section liaises with SMS members through the offi ce that deals with Performance Agreements.|SMS members are continuously reminded with regard to PAs that are due for submission and any other improvement that needs to be done to the already submitted PA’s.|Completed, signed and approved PAs of SMS members are available for reference by members reporting to a particular SMS member.|SMS members are informed through circulars and ministerial directives on issues pertaining to PAs. There is also a Ministerial Handbook for SMS members, which gives guidelines on PAs, amongst others.|TBD|SMS members complete PAs taking into account fi nancial guidelines and budgetary provision allocated to their specifi c environments.|As per Financial Year.|According to Budget allocation for the FY.|As per number of staff employed within a particular service/division/unit/directorate.|
|||||||&|||ney|||urces|
||Quantity|Quality|Consultation|Access|Courtesy|Open Transparency|Information|Redress|Value for Mo|Time|Cost|Human Reso|
|SERVICE BENEFICIARY|DOD SMS members||||||||||||


-----

|DESIRED STANDARD|100% completed performance assessments within the required time period.|Revise the system of performance assessments/ incentives to be aligned with individual performance.|To hold education and empowerment workshops annually with managers and supervisors. This will help improve the competency level of managers/ supervisors in managing the process effectively.|Performance assessments/incentives are available electronically and on hard copy and are distributed across Services/divisions/formations/units.|Introduce an electronic system to monitor environments that need to be assisted in completing performance assessments/incentives.|The process of managing and completing performance assessments/incentives involves stakeholders throughout the management and decision-making structures up to the HOD.|Instructions are issued to Services/Divisions, and are published in the Intranet and further communicated through information bulletins.|Members/employees are advised to utilize the grievance management system of the department to raise issues that need to be redressed.|Performance assessment/incentive system to be revised by including supporting motivations that accompany the results. The latter will assist the Moderating Committee to take informed decisions in awarding the incentives.|As per Financial Year.|As per allocated budget for the payment of incentives.|As per identifi ed personnel for performance assessments/incentives.|
|---|---|---|---|---|---|---|---|---|---|---|---|---|
||Quantity|Quality|Consultation|Access|Courtesy|Openness & Transparency|Information|Redress|Value for Money|Time|Cost|Human Resources|
|CURRENT STANDARD|An average of 70% of performance assessments are completed and submitted on time as stipulated in the directives and instructions.|Performance assessments are completed using 360 degree method (multi-rater). The supervisory responsibility of performance assessments/incentives needs to be strengthened to ensure that the quality of the results is objective and not compromised.|The DOD customises the PMDS guidelines issued by the DPSA to be applied internally. There are instructions issued annually to Services/Divisions by the HR Service System environment highlighting measures to be applied in the performance assessment/incentive process.|Performance assessments/incentives are available electronically and on hard copy and are distributed across Services/divisions/formations/units.|HR Service System provides support to environments that require assistance in completing performance assessments/incentives.|The process of managing and completing performance assessments/incentives involves stakeholders throughout the management and decision making structures up to the HOD.|Instructions are issued to Services/Divisions, and are published in the Intranet, and further communicated through information bulletins.|Members/employees are advised to utilize the grievance management system of the department to raise issues that need to be redressed.|The payment of the incentive is done on the basis of the confi rmed results of the Moderating Committee.|As per Financial Year.|As per allocated budget for the payment of incentives.|As per identifi ed personnel for performance assessments/ incentives.|
|||||||&|||ney|||rces|
||Quantity|Quality|Consultation|Access|Courtesy|Openness Transparency|Information|Redress|Value for Mo|Time|Cost|Human Resou|
|SERVICE BENEFICIARY|DOD Offi cials||||||||||||


-----

## DEFENCE SECRETARIAT STRATEGIC PLAN

###### “Doing things differently to achieve more with less”

#### FOR THE FISCAL YEARS 2011/12 – 2015/16

###### Date of tabling: 09 March 2011


-----

#### INTRODUCTION BY THE SECRETARY OF DEFENCE

The mandate of Defence remains the protection of the territorial integrity of the
RSA. The mandate is executed through Section 200(1) that establishes a disciplined
South African National Defence Force (SANDF), whose functions are articulated in
Section 224(1) of the interim Constitution of South Africa. In delivering this mandate,
the collateral utility of Defence capabilities has been demonstrated with the various
service delivery projects in support of other government departments.

Equally so, Section 204 of the Constitution of the Republic of South Africa, has
institutionalised sound civil–military relations through a civilian Secretariat. In terms
of 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.” Giving substance to this Constitutional mandate are Sections 6 to 9 of
the Defence Act, No 42 of 2002 that establishes, as well as spells out the scope of
operations of the Defence Secretariat. The task directive encapsulates the provision
of policy advice to the Minister, enhances civil control and oversight. In addition to this, the Secretariat is
responsible for issuing comprehensive instructions and ensuring SANDF compliance to MOD directives.

In September 2009 at a work session, the Defence Secretariat, developed a blueprint that would inform a vision
of building a responsive and dependable Defence Secretariat for the third decade. The blueprint culminated
in the ground breaking September 2010 Margate DOD Resolution that formalised the recommendation for
adoption by COD. The aforementioned Resolutions were aimed at the achievement of the MOD priority on
alignment of the Defence Secretariat with its Constitutional and Legislative Mandate. Further work on the
Repositioning of the Secretariat will form the basis of the Defence Secretariat programme in 2011.

Furthermore, the President of the Republic of South Africa, adopted the outcomes based approach to strategic
planning, implementation and performance monitoring and evaluation so as to achieve auditable evidence
of improvement of the quality of lives of citizens. The prioritisation of the identi� ed outcomes that impact on
and are a requirement of the Defence Secretariat will also constitute an critical part of the programme in
2011. More importantly, our ability to measure appropriate performance indicators will most surely ensure
the Department is able to gauge the successes it is achieving and areas which may require intervention and
support to ensure the outputs are achieved and ultimately, outcomes are realised.

The development of an oversight reporting framework to give structure and content to the role of the Defence
Secretariat, de� ne the elements of Civil Military relations and promote devolution of appropriate functions to
the SANDF to enhance effectiveness in implementation. This will be coupled with the strengthening of the
Internal Audit Functions and the enhancement of compliance levels throughout the Department of Defence.

The Defence Secretariat remains seized with the responsibility of providing the latest and � t-for-purpose
policy and legislative instruments to support a Defence Force that functions within the legal framework that
appreciates the role of civil authority within a democracy.

The role of the Department of Defence as the secretariat and the coordinator of the ICTS Cluster presents an
opportunity for substantive contribution to the work of the cluster, in support of South African Foreign Policy.
In this, the ICTS cluster pursues and protects the National Interest of South Africa and this is re� ected in the
Defence diplomacy and Peace Support Operations led by the Department of Defence.

South Africa pursues Defence diplomacy initiatives in furtherance of the peace, stability, con� dence building
and meeting the security objectives of government. For political, strategic and geographic reasons, Defence
cooperation with other states in the Southern African Development Community (SADC), the African Continent
and the World beyond, is a priority for the achievement of peace and security. Consequently, Defence will
engage in cooperative ventures with its counterparts throughout the region and continent in areas of training
and education; Defence planning; exchange visits; multinational exercises and procurement of military
equipment.

The signing and implementation of international Defence agreements is a critical policy action. These are
placed at the disposal of Defence to ensure the implementation of governmental direction aimed at the


-----

international engagement framework supported by an annual updated international engagements plan
which will guide Defence efforts will be developed.

In pursuit of the promotion of international and regional peace, security and stability, the Republic of South
Africa is a signatory to a number of international peace and security protocols, including, inter alia, the
United Nations (UN), African Union (AU) and SADC Peace and Security Protocols, and bears constitutional
responsibility to meet these international obligations.

Within the context of regional peace and security architecture, on one hand, and the country’s legislative
framework, on the other, the RSA externally deploys and employs its state resources in pursuit of her national
security interests and foreign policy objectives, and in the same vein, to advance collective interests of the
region. It is also within this same context that RSA military resources are pledged to the SADC Standby Force
with the view to employing them in the protection of hard earned regional peace, security and stability.

The phased implementation of border safeguarding has since April 2010, seen the Defence Force deployed
for border safeguarding along the borders of the RSA and her neighbouring countries. Currently the Defence
Force has already set its footprint along the RSA/Zimbabwe and RSA/Mozambiquan border and are due
to deploy along the RSA/Lesotho border on 1 April 2011. As such, State resources are to be mobilised more
aggressively to ensure the stable roll-out of Operation CORONA (border safeguarding).

In embracing the government priority of creating decent jobs, the enhancement of the Military Skills
Development System (MSDS) has seen at least four thousand youth enrolling during the � rst semester of 2011
for the MSDS programme. Further partnerships with other organs of state, notably Sector Education and
Training Authorities (SETAs), and the Department of Higher Education and Training), will be explored in the
quest to create decent jobs.

Another initiative that pro� les the Defence’s commitment to the creation of decent work, is the National Youth
Service Concept (NYS). In re� ning the implementation of the concept in collaboration with other Government
Departments, a pilot project has, in collaboration with the Department of Rural Development, commenced
in Bloemfontein during the FY2010/11 year. It is believed that the lessons learned from the pilot project will be
used to re� ning the concept further and ensure the establishment of the Policy and regulatory framework for
the National Youth Service Programme and its implementation.

Foregrounding all the aforementioned efforts will be the strengthening of civil-military relations so as to deepen
the pillars on which the Policy Review and Strategy are anchored as well as to guarantee the ef� cacy of
implementation. It is against this backdrop that the Defence Secretariat has developed its Strategic Plan and
the accompanying Annual Performance Plan.

Honourable Minister, I submit to you this Strategic Plan that provides evidence of the commitment to the MOD
and MV priorities and other aspects as outlined within the approved FY11/12 DOD Overarching Strategic
Statement which form the basis of this Plan and all links thereto. This Plan further serves as a means of building
a responsive and dependable Defence Secretariat for the third decade. It is hoped that, through this
Strategic Plan, the strengthening of civil-military relations will be achieved that will help realise a modernised,
responsive, resilient, relevant and reliable Defence Force.

###### (MS N.Z.H. MPOFU) SECRETARY FOR Defence


-----

#### PART A: STRATEGIC OVERVIEW

###### CHAPTER 1 INTRODUCTION

The Defence Secretariat is established in terms of Section 6 of the Defence Act 42 of 2002, designed to give
effect to the mandate of the Defence Secretariat and execute its functions within the parameters of section
8 of the Defence Act 42 of 2002.

The Secretary for Defence is the Head of the Department, the Accounting Of� cer, the Information Of� cer and
the principal advisor to the Minister of Defence on Defence policy matters. The Secretary for Defence is also
the Head of the Defence Secretariat and acts within the areas of responsibility to provide strategic direction
to the DOD by operating under the direction of the Minister of Defence and Military Veterans.

The development of norms and standards that enhance compliance with the appropriate regulatory
frameworks to promote accountable mobilisation and utilisation of resources is the principal task of the
Defence Secretariat, which is at the heart of an accountable administration.

The Defence Secretariat will strive to enhance sound civil control and robust legislative oversight over the
SANDF, as well as compliance with the national policy and regulatory frameworks. In this regard, the Strategic
Plan aims to carry out its mandate, focus on the two outcomes of Defence and contribute to the governmental
outcomes.

This Strategic Plan is packaged into four chapters. Chapter 1 provides the Strategic Overview of the Defence
Secretariat which includes the constitutional and legislative mandate, the policy mandate, planned policy
initiatives and the vision, mission and values.

Chapter 2 provides the medium term strategic focus of the Defence Secretariat and focuses on the situational
analysis which consists of the performance and organisational environment of the Defence Secretariat.

Chapter 3 provides the translation of the Defence Secretariat’s mandate into Defence outputs in a logical
framework approach with the accompanying exposition on the � nancial resources. The detailed performance
information is provided in the tables.

Chapter 4 concludes with the resource plans that support the Defence Secretariat Strategic Plan. This Plan
provides an overview of both entities and organs of state that currently report to the Executive Authority
through the structures and mechanism located within the Defence Secretariat.

###### LEGISLATIVE AND OTHER MANDATES CONSTITUTIONAL MANDATE

The Defence Secretariat derives its mandate from Section 204 of the Constitution of the Republic of South
Africa which reads:

_“204. A civilian secretariat for Defence must be established by national legislation to function under the_
_direction of the Cabinet member responsible for Defence.”_

###### DEFENCE SECRETARIAT LEGISLATIVE MANDATE

Section 6 of the Defence Act, 2002 gives substance to the Constitutional mandate of the Defence Secretariat
as it relates to the functions of the Secretary for Defence and is as follows:

“Functions of Secretary for Defence

The Secretary for Defence
(a) is the Head of the Department as contemplated in the Public Service Act, 1994 (Proclamation No. 103 of
1994), and the accounting of� cer for the Department as contemplated in section 36 of the Public Finance
Management Act, 1999 (Act No. 1 of 1999);

(b) is the principal departmental adviser to the Minister on Defence policy matters

(c) must advise the Minister on any matter referred to him or her by the Minister;


-----

(d) must perform such functions as may be entrusted to the Secretary for Defence by the Minister, in particular
those necessary or expedient to enhance civil control by –

(i) Parliament over the Department;

(ii) parliamentary committees having oversight over the Department; and

(iii) the Minister over the Department;

(e) must provide the Chief of the Defence Force with comprehensive instructions requiring the Chief of the
Defence Force to issue orders and directives and to give commands to any speci� ed member regarding the
exercise of any power delegated or the performance of any duty assigned to that member by the Secretary
for Defence as head and accounting of� cer of the Department of Defence;

(f) Must monitor compliance with policies and directions issued by the Minister to the Chief of the Defence
Force and report thereon to the Minister; and

(g) is responsible for the discipline of, administrative control over and management of employees, including
their effective utilisation and training.”

In terms of Chapter III, section 3.b of the Public Service Act, (Act 1994) the Secretary for Defence is responsible
for the ef� cient management and administration of the DOD including the following:

�� Utilisation and training of staff,

�� Maintenance of discipline,

�� Promotion of sound labour relations, and

�� Proper use and care of state property.

In accordance with the Public Finance Management Act, (Act 1 of 1999), the Secretary for Defence is the
Accounting Of� cer of the Department of Defence.

The above will be provided through the proper management, provision, preparedness and employment of
Defence capabilities, which are in line with the domestic and global needs of South Africa.

###### POLICY MANDATES

Policy mandates applicable to the Defence Secretariat include:

�� The White Paper on Defence for the Republic of South Africa May 1996.

�� The South African Defence Review, 1998.
###### VISION

Excellence in governance to ensure ef� cient and effective Defence delivery.

###### MISSION

The Defence Secretariat directs speci� ed managerial, administrative and advisory services to achieve the
ends of the Defence Strategy and to enhance and effect the MOD capacity for civil control.

###### VALUES

The Defence Secretariat through the DOD values has committed itself to individual and organisational values
as noted hereunder.

###### INDIVIDUAL VALUES

�� Discipline.

�� Transparency.

�� Excellence through leadership.

�� Honesty and Integrity.

�� Accountability.

�� Fairness.

�� Teamwork.


-----

###### ORGANISATIONAL VALUES 

In delivering on the Defence mandate, the Defence Secretariat shall follow the principles set out below as gleaned
from the DOD Overarching Strategic Statement and expect to be judged on its performance against them:

�� 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.

�� 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. We shall provide the right incentives and recognise individual
and team contributions.

�� Ethics. We shall adopt and encourage reasonable working practices. We shall not be de� ected by the
demands of vested interests. We shall foster fairness and trustworthiness in all that we do. We shall not
avoid dif� cult issues.

�� Openness and Transparency. We shall make clear communication and better understanding of
our priorities. We shall ensure that our messages are understood. We shall listen to clients’ concerns
and make sure we understand what they are saying to us. We aim to create a climate of trust and
transparency in our decision-making.

�� Consultation Rooted in Effective and Ef� cient Partnership and Collaboration. We shall encourage
and improve links with other Government departments and other relevant organs of state. We shall
strengthen partnerships with industry, allies and the community at large. We shall promote collaboration
within the DOD, harmonise activities and systems and, where sensible, we shall share knowledge.

�� People. We shall uphold the values as espoused in the founding principles of the Constitution and
further expressed in the Bill of Rights.

�� Teamwork. Within the DOD, we are one team and embrace one purpose. We shall debate issues
fully, whilst rigorously representing our individual responsibilities. Our overriding aim is however to reach
conclusions that are best for Defence as a whole and then to act on them.

�� Accountability. We shall create a learning organisation in which all employees seek and share
knowledge and information, whilst committing themselves to personal growth. We shall set the example
and lead the way. We shall lead by example and in� uence others to follow these principles. We shall
be sensible of the demands we make on people, recognising the unique commitment they make.

�� Discipline. We shall consistently strive towards upholding a highlevel of discipline. We shall individually and
collectively rebuild the pro� le and image of the Defence establishment as the best disciplined profession.
###### RELEVANT COURT RULINGS

No applicable court rulings are noted within the Defence Secretariat which may impact/in� uence
Departmental policy and strategy aspects.

###### LEGISLATION TO BE INTRODUCED TO CABINET/PARLIAMENT

Legislation to be introduced to Cabinet/Parliament is indicated in table 1 and 2 below.

###### Table 1: Legislation to be Introduced to Cabinet/Parliament

**Title of Legislation** **Objective of Legislation**
Military Discipline Bill The Constitution enjoins the State to respect the dignity of all persons and some of the offences and
penalties are not in line with this injunction.
Geneva Conventions Bill To enact the Geneva Conventions and their Protocols into domestic law in terms of Section 231 of
the Constitution.
Defence and Related Acts Repeal To repeal and amend Defence and Related Acts.
and Amendment Bill

Military Ombudsman Bill To make provision for the appointment of a Military Ombudsman to attend to complaints by members
of the SANDF.

###### Table 2: DOD Regulations to be Introduced to Cabinet/Parliament

**Title of Regulation** **Objective of Regulation**
Defence Force Service Commission. To operationalise the Defence Service Commission and to establish the Regulatory
Framework in which it operates.
Appointment of the Defence Military Command To provide the process and procedures for the appointment of members to the Military

|Title of Legislation|Objective of Legislation|
|---|---|
|Military Discipline Bill|The Constitution enjoins the State to respect the dignity of all persons and some of the offences and penalties are not in line with this injunction.|
|Geneva Conventions Bill|To enact the Geneva Conventions and their Protocols into domestic law in terms of Section 231 of the Constitution.|
|Defence and Related Acts Repeal and Amendment Bill|To repeal and amend Defence and Related Acts.|
|Military Ombudsman Bill|To make provision for the appointment of a Military Ombudsman to attend to complaints by members of the SANDF.|

|Title of Regulation|Objective of Regulation|
|---|---|
|Defence Force Service Commission.|To operationalise the Defence Service Commission and to establish the Regulatory Framework in which it operates.|


-----

-----

#### CHAPTER 2

###### DEFENCE SECRETARIAT MEDIUM TERM STRATEGIC FOCUS INTRODUCTION

This chapter provides an overview of the current changing situational environment which may impact directly
or indirectly on the Defence Secretariat performance environment and organisational environment. Further,
it re� ects the departmental strategic planning process and the development of the Defence Secretariat
Strategic Plan. Finally, it links the Defence Secretariat outcomes to Government’s medium-term strategic
focus.

###### SITUATIONAL ANALYSIS PERFORMANCE ENVIRONMENT

Contribution to Government’s Medium Term Strategic Framework (MTSF). The Government’s Medium-Term
Strategic Framework (MTSF) is a statement of intent that identi� es the development challenges facing South
Africa. This outlines the medium-term strategy for improvements in the conditions of the lives of South Africans
and for the Defence Secretariat’s enhanced contribution to the cause of building a better Africa and a better
world. The Defence Secretariat plays a role in contributing to the MTSF outcomes.

Human Resources (HR). A contributing factor to the human resource challenge, is the current deviation by the
Department from the structural blueprint articulated in the White Paper on Defence and the Defence Review
regarding the relationship between the Regulars and the Reserves. The ongoing participation of the MSDS
currently compounds the human resource funding and personnel in� ation � gure of the DOD. A current review
of the Defence Strategy will provide direction in terms of a projected Defence footprint and blueprint, thereby
creating future Defence capabilities, force design and force structure which will endeavour to address the
current organisational challenges.

Defence Research Capability. The declining research capability of Defence is currently placing a threat
on the sustainability of development and the situation is exacerbated by the inability of Defence to harness
existing sector research capabilities currently residing within Defence Training Institutions, Defence Industry as
well as leveraging partnerships with international stakeholders.

Intellectual Property and Patents. Over the short and medium term, interventions to manage the Intellectual
Property (IP) of the DOD will be strengthened in collaboration with Armscor who is mandated through the
Armscor Act as the custodian of such IP.

Further, the short and medium term will see the management of the current patents, copyrights and trademarks
of products developed by Defence, which are essential to enhance its knowledge base and reduce the
unit cost. It will also see the development of appropriate de� nitions of military strategic IP with the requisite
protocols and regimes for its protection from direct and indirect infringement both domestically, continentally
and globally.

Infrastructure/Facilities. A backlog in current DOD facilities’ maintenance has resulted in an ongoing decline
in the state of Defence facilities, exacerbated by the inability of the Department of Public Works (DPW) to
service its maintenance mandate as the custodian of state infrastructure. A phased-in strategy to relocate
the facilities’ maintenance function from the DPW to the DOD is being pursued.

Information Management. The DOD currently does not possess an integrated information management
system. To improve this situation, electronic interfaces between the DOD and its suppliers will be prioritised to
align with the Integrated Financial Management System (IFMS) which will furthermore enable the integration
between current DOD information systems and the � nancial management system (FMS). Ageing and obsolete
technology continues to hamper the effectiveness of the Department.

Contribution to Government Clusters. In the International Cooperation, Trade and Security (ICTS) Cluster, the
DOD chairs the Cluster at a Director-General level and the Minister is the chairperson of the Cluster, responsible
for the co-ordination of the work of the Cluster and reporting to the President. By virtue of the Minister’s and
the Secretary for Defence’s positions in the Cluster, the DOD carries out the secretariat function of the Cluster,
ensuring that the documentation and content for meetings are adequately prepared and presented.


-----

The Government’s New Growth Path. In contributing to the Government’s new growth path, the Defence
Secretariat commits itself to supporting Government’s intent in terms of inherent available Defence
capabilities and initiatives such as the MSDS and the National Youth Service system in contribution to national
skills development and job creation. The employability of young future leaders, within both the private and
public sectors, will be of great advantage to those members who graduate from the ranks of the Department
of Defence.

Stakeholder Engagement. Stakeholders with a legitimate interest in the Defence Secretariat should be able
to obtain a full, fair and honest account of the DOD’s performance and challenges. Society demands greater
transparency and accountability regarding reports and communications. Issues such as social responsibility,
environmental responsibility and sustainability may be considered to be addressed with stakeholders as part
of good corporate governance in the Defence Secretariat. The MOD&MV has also placed an emphasis on
this aspect in the Minister’s Strategic work session that convened in March 2010.

Corporate Governance. Corporate governance refers to the formal and informal relationships between the
DOD and its stakeholders and its formal system of accountability. The DOD embraces corporate governance
by aligning its own goals with those of its stakeholders/society, which impacts on the strategic direction of the
organisation. The DOD approach to corporate governance is re� ected and enforced by its values, actions
and standards. In terms of the King III Report, seven characteristics of good corporate governance have been
identi� ed and the DOD strives to adhere to such characteristics, which are:

�� Discipline.

�� Transparency.

�� Independence.

�� Accountability.

�� Responsibility.

�� Fairness.

�� Social responsibility.

Strengthening Regional and Continental Organisations. The DOD’s stance with international and regional
security organisations amongst others, the AU and SADC are to be clearly pronounced in the Department’s
Foreign Relations Strategy. The DOD supports these organisations by adequately representing the DOD and
the country at these organisations.

###### ORGANISATIONAL ENVIRONMENT

Explanatory Indicators. The introduction of Delivery Agreements with National Ministers by the President has
provided the basis of performance expectations and indicators to be purposed during the MTEF period. This
Strategic Plan re� ects performance indicators and targets with the responsible authority which will be pursued
during this period.

Organisational Structure. The approved organisational structure of the Defence Secretariat is re� ected in the
� gure below.

###### Figure 1: The Defence Secretariat as a Component of the DOD Macro-Structure


-----

###### THE DEFENCE SECRETARIAT STRATEGY MAP

As a whole, the DOD has made progress with the implementation of the Balanced Score Card (BSC) as a
performance management framework. Although the performance management system has not reached
maturity in the DOD, it has established a profound footing in the Department’s planning process.

The Defence Secretariat Strategy Map as a sub-set of the DOD Strategy map is re� ected in Figure 2. It is a
visual expression of the Defence Secretariat’s Strategic Plan which will form the basis for strategic planning.

The strategy maps will form the framework for the development of the annual performance agreements of
the Accounting Of� cer with the Minister of Defence and Military Veterans. Hence, when implemented, the
BSC will form the basis of the performance management system at organisational and individual levels within
the Defence Secretariat. These depicted strategy maps and scorecards will, in future, play a pivotal role in the
strategic planning and reporting process.

**Figure 2: Defence Secretariat Strategy Map**

###### DESCRIPTION OF THE STRATEGIC PLANNING PROCESS

The medium-term strategic planning process in the DOD is initiated annually with the Environmental Analysis
(EA).

The Executive Authority provides the ministerial direction in terms of key deliverables for the Medium Term
at the MOD and MV Strategic work session (January/February) and at the Annual Planning and Budgeting
Seminar (August).

A DOD Strategic Planning work session is held under the guidance of the Secretary for Defence and the
CSANDF with a view to translating the Minister’s guidelines and instructions for departmental purposes.

Thereafter, the Secretary for Defence and the Chief of the SANDF re� ne and cascade the guidelines received
further down during their individual work sessions. Functional guidelines are developed and Services and
Divisions are thus able to analyse the strategic implications on their areas of responsibility.

Divisions of the Secretariat develop their Annual Performance Plans in line with the Defence Secretariat
Strategic Plan and submit them during April of the following year. The plans are technically evaluated in May
in preparation for the Departmental Programme and Budget Evaluation Committee (DPBEC) in June, where
the individual Services make presentations and the Accounting Of� cer makes evaluations.

These revised plans are submitted in August and inform the corporate Strategic Plan. The Defence Secretariat
Strategic Plan is mapped out from the DOD Overarching Strategic Statement The Defence Secretariat SP is


-----

The approved document is submitted to the Auditor-General (AG) and National Treasury (NT) and the
Presidency in November for quality assurance and inputs regarding compliance with the regulatory framework.

The Accounting Of� cer presents the approved document to the Minister. The publication process then
commences and culminates in the tabling of the document in Parliament in March of every year. The
plans are executed at the start of the new � nancial year i.e. 1 April. The Defence Secretariat Strategic Plan
introduces the development of the Defence Secretariat Annual Performance Plan. The execution of the
Defence Secretariat’s Annual Performance Plan is monitored through Quarterly Reports (� rst three quarters)
and the Annual Report.

###### GOVERNMENT MEDIUM-TERM STRATEGIC FRAMEWORK (MTSF)

The Government’s Medium-Term Strategic Framework (MTSF) is a statement of intent that identi� es the
development challenges facing South Africa. This outlines the medium-term strategy for improvements in the
conditions of the lives of South Africans and for our enhanced contribution to the cause of building a better
Africa and a better world.

Government has agreed on 12 outcomes as a key focus of work between now and 2014. Each outcome has
a limited number of measurable outputs with targets. Each output is linked to a set of activities that will help
achieve the targets and contribute to the outcome. Each of the 12 outcomes has a delivery agreement that,
in most cases, involves all spheres of government and a range of partners outside government. Combined,
these agreements re� ect Government’s delivery and implementation plans for its foremost priorities.

The MTSF requires Government Departments to immediately develop their � ve-year strategic plans and budget
requirements, taking into account the applicable medium-term imperatives. These � ve-year strategic plans
should be aligned with the applicable ten priorities of Government which then translate to the 12 Government
MTSF outcomes as listed below:

�� MTSF Outcome 1. Improved quality basic education.

�� MTSF Outcome 2. A long and healthy life for all South Africans.

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

�� MTSF Outcome 4. Decent employment through inclusive economic growth.

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

�� MTSF Outcome 6. An ef� cient, competitive and responsive economic infrastructure network.

�� MTSF Outcome 7. Vibrant, equitable, sustainable rural communities contributing towards food security
for all.

�� MTSF Outcome 8. Sustainable human settlements and improved quality of household life.

�� MTSF Outcome 9. A responsive, accountable, effective and ef� cient local government system.

�� MTSF Outcome 10. Environmental assets and natural resources that are well protected and continually
enhanced.

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

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

Essentially, whilst the delivery of the Defence mandate � nds expression in selected MTSF Outcome areas,
focused effort has been adopted and delivered with regards to outcomes 2, 3, 5, 11 and 12.

The DOD will support the initiatives of Outcomes 2, 3, 5 and 12 while executing its secretariat and coordinating
role in terms of Outcome 11.

As such the trendable and non-trendable indicators which inform the Estimate of National Expenditure (ENE)
will re� ect on the information developed in this regard for the DOD and which includes the Defence Secretariat
indicators.


-----

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

For the period ahead, the Minister has made a determination of matters considered important for the DOD to
pursue as strategic priorities. The execution of these strategic priorities will enhance the effective realisation of
the Defence mandate. Monitoring and evaluation of performance against these identi� ed strategic priorities
will test the extent to which the Defence function has been able to “do things differently and achieve more
with less”. The strategic priorities identi� ed are as follows:

�� Execution of the Border Safeguarding Function. The safeguarding of the borders of South Africa remains
one of the key functions of the SANDF. The phased in approach, adopted by the SANDF in undertaking
this function, will continue in FY2011/12 with the � nal phase completed in FY2012/13.

�� Establishment of the New Service Dispensation. The Defence Amendment Act, 22 of 2011, has been
enacted. As intended, the Defence Amendment Act has created a new service dispensation for the
SANDF members. In FY2011/12 the DOD shall focus on the implementation of the afore-mentioned
amendment in order to realise this dispensation. Consequential amendments to other Acts will also be
taken into account.

�� Enhancement of the SANDF’s Landward Defence Capabilities. In order to undertake all required missions,
the enhancement of the Landward Defence Capabilities is essential. For the Landward Defence
Capability to operate jointly with the Air Defence and Maritime Defence Capabilities, this enhancement
is considered a priority. The Landward Defence Capability has not enjoyed the advantage of being
part of the Strategic Defence Packages and is thus lacking technologically advanced Primary Mission
Equipment.

�� Maritime Security. The Defence and security of South Africa is inextricably linked to that of the region
and the continent. Being a littoral country, South Africa needs to have a balanced maritime capability
to effectively respond to arising maritime security threats affecting South Africa.

�� Job Creation. In support of the government initiative on job creation, the DOD plans to create job
opportunities in the following areas:

�� Filling of all 1 401 vacant funded positions in the DOD.
�� Recruitment of 5 700 young South Africans per year to the Military Skills Development System (MSDS).
�� Call up of 16 400 Defence Reserve members per year to undertake speci� c tasks over speci� c
periods of time.
�� The enhancement of the DOD Works Capability to create opportunities for people with technical
skills within the SANDF. This in turn will allow for the SANDF intakes to increase with the same number
of the SANDF members transferred to the DOD Works Capability.
�� Creation of job opportunities in the Defence Industry through approved DOD projects.

�� Enhancement of the SANDF’s Peacekeeping Capability (SANDF Deployability). The role of the SANDF
in promoting peace and security in the region and the continent necessitates the enhancement of the
SANDF’s peacekeeping capability that will include the SANDF’s Forward Deployment Capability.

�� National Youth Service. The implementation of the National Youth Service by using core Defence
capabilities to provide initial training to the youth prior to absorption into service delivery departments.

�� Revitalisation of the Reserves. As part of the One Force concept, the Reserves must be transformed and
revitalised to ful� l the various important Defence roles allocated to them.

�� Restructuring and Support of the Defence Industry. The restructuring should focus on Defence capability,
the interactive framework and function alignment in order to properly synchronise these with the
requirements and mandate of Defence. The emphasis should be on Governance, Risk Management,
Compliance and Accountability framework applicable within Defence Portfolio.

�� Department of Defence Works Capability. The state of the DOD facilities portfolio calls for the review of
the existing arrangements for the repair and maintenance of Defence facilities. The establishment of
the DOD Works Capability seeks to achieve an end state where the DOD will have an in-house capacity
that will ultimately assume the full responsibility of the Defence facilities repair and maintenance. The
DOD Works Capability will at the same time create job opportunities in the DOD, thus contributing to the
Government’s priority of job creation.


-----

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

In support of the MOD&MV by the Defence Secretariat in the achievement of the above-mentioned ministerial
priorities, the Defence Secretariat will undertake the following planned policy proposals.

�� Development of a policy framework to form the basis of the Defence Amendment Act 22 of 2010 and
its implementation.

�� Development of the Defence Security Strategy contributing to the National Security Strategy. This
development will set the broad context for the development of a National Security strategy.

�� Defence contribution to the Crime Prevention Strategy of Government which will include support to the
JCPS Cluster priorities and requirements.

�� Finalisation of the DOD Border Management Strategy which includes Border Safeguarding.

�� The National Youth Service Conceptual and policy framework to set the norms and standards which
the DOD will follow in order to ensure the achievement of the targets (DOD representation) as set in the
delivery agreement of MTSF Outcome 5 namely “Skilled and capable workforce to support an inclusive
growth path”.

�� Establishment of research capacity in the Policy Division in order to inform policy development and
formulation. This will include international benchmarking and best practice analysis with other Defence
sectors.

�� Review of the White Paper on Defence Related Industries and development of a Defence Industry
Strategy to strategically position the Defence function to maximise the responsiveness of the Defence
Industry in supporting the delivery of the mandate.

�� Defence Related Public Entities Strategy to include the transformation of Armscor and proposals on the
Repositioning of Denel.

�� Assets and Facilities Management Policy Framework to enable the DOD to assume full responsibility for
the management and maintenance of facilities and � xed assets.

�� The repositioning of the DOD “Shared Staffs” functions to allow for the execution of the Defence
Secretariat and the SANDF distinct yet complimentary roles.

�� Development of an HR Development Policy and Skills Development Plan which will include the � nalisation
of a DOD Skills Audit.

�� Development of a Defence Fiscal and Defence Capability Framework.

�� An Armed Forces Day policy Framework that facilitates armed forces engagements with the national
citizenry is to be developed.

The Defence Secretariat will furthermore ensure that the Ministerial priorities are executed within the framework
of governance, risk, compliance and accountability management principles. The strategic resourcing of the
above-mentioned priorities will underpin Departmental funding initiatives if and where so required to ensure
full support to the Executive Authority.

###### DEFENCE DIPLOMACY INITIATIVES

In the ever-changing and unpredictable international environment, the use of military means for
diplomatic purposes is an established practice and norm in South Africa. South Africa’s Defence diplomacy
approximates a military adjunct to diplomacy rather than a distinct type of diplomacy. This is within the
strategic contextualisation of the DOD Defence policy which links the Defence function to foreign policy
and speci� cally emphasises strategic Defence co-operation through Defence diplomacy. This approach
points to the utilisation of military instruments, their non-coercive and co-operative use as a particular type
of diplomacy in a democratic South Africa. The DOD continues to employ Defence diplomacy foremost to
strengthen alliances against common challenges, strategic engagement with regional and global strategic
partners, encourage multilateral regional cooperation, support the democratic norms of civil-military relations
and assist states in the African continent in developing peacekeeping capabilities, security sector reform and
military professionalism.

While the primary focus has been on advancing the African Agenda, such an approach would be ineffective
if, given South Africa’s geo-strategic role in global affairs, the DOD does not extend its Defence diplomacy
beyond the continent. Thus the DOD through its implementing instrument, the SANDF, engages in a wide range
of activities with other friendly countries beyond the continent ie IBSA states individual EU member states and


-----

the conduct of strategic security dialogues that enable understanding of the common and partner concerns,
the identi� cation of areas of common interest, goodwill visits at the level of the Service Chiefs, professional
Defence and military expert exchanges, military training, combined exercises, reciprocal visits of warships,
observers for exercises, sports and adventure activities, disaster management and humanitarian assistance;
and cooperation in UN Peace Keeping Operations where necessary.

On the African continent, the underpinning thrust of pursuing Defence diplomacy is the recognition that South
Africa through its armed forces should project an image of a none aggressor and pursue con� dence and
collective security building initiatives. On the other hand, in the rest of the world, Defence relations continue
to be nurtured on the understanding that the DOD has become a member of the broader international
community and therefore has to develop its capacity to meet international standards and develop reliable
partnerships and sound relations with states that are in� uential in the global security environment.

At multilateral fora the DOD continues to focus energies and resource on the
achievement of the goals of the New Partnership for Africa’s Development (NEPAD), the
Africa Renaissance objectives, strengthening the peace and security structures of the African Union
Commission, the SADC Organ on Politics, Defence and Security Cooperation (OPDSC), the interstate Defence
and Security Committee (ISDSC) and more pointedly the SADC Standby Force.

Efforts to deploy DOD personnel, both military and civilian, to strategic planning and management structures of
both the AU and SADC provides opportunities to export South Africa’s expertise, experience and knowledge. Apart
from advancing strategic engagement and fostering co- operative relationships with former or potential
adversaries, these Defence multilateral interactions also contribute to global and regional security by focusing
on co-operative security and advancing the institutionalisation of multilateralism at regional and sub-regional levels.

The DOD’s conduct of Defence diplomacy activities shall be viewed in the context of evolving foreign policy
priorities. This evolution acknowledges the country’s geo-strategic role since the advent of democracy as a
peace broker in the continent and an in� uential voice in policy determination on African issues. Admittedly,
the experiences of the past 16 years have compelled the government to rethink its strategy on international
engagements as evidenced by the formulation of a draft International Relations Strategy (IRS), the
conceptualisation of South Africa’s national interests and a conceptual framework for the identi� cation of
anchor states, all of which are in discussion in the International Co-operation Trade and Security (ICTS) cluster.
These policy changes are premised on the recognition of the opportunities and constraints facing South
Africa in its policy quest to contribute to the “creation of a better South Africa and contributing to a better
and safer Africa in a better world”. The natural response of the DOD would be to formulate a Defence Foreign
Relations Strategy buttressed by qualitative Defence diplomacy activities implementable annually.


-----

#### PART B:  OUTPUT INFORMATION

###### CHAPTER 3 OVERVIEW OF PROGRAMME 1: ADMINISTRATION

This programme is aimed at facilitating the overall management of the Department, well as discharging the
responsibilities of the Accounting Of� cer, in pursuit of the Minister’s Policy, as well as charging Divisions with the
development of norms and standards in the various areas. These responsibilities include providing centralised
human resource support, centralised � nancial, religious and legal services; centralised governance, risk and
compliance expertise; and the determination of working methods and procedures that improve internal
controls, as well as the veracity of information provided.

###### PROGRAMME PURPOSE

The Administration Programme executes the Department’s overall management, administration and policy
development and is re� ected hereunder. Note that the budget for the DOD and MV is included in this
Programme.

###### Table 3: Administration Sub-Programme

**Sub-programme** **Responsibility**

Ministry. To provide political direction to the DOD to ensure the democratic Defence of South Africa by Minister and Deputy Minister of
meeting the required Defence commitments and providing appropriate Defence capabilities. Defence and Military Veterans

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

SANDF Command and Control. To provide command and control for the SANDF. Chief of the SANDF

Policy and Planning[1]. To advise on national security policy matters and co-ordinate the strategic direction Chief of Defence Strategy,
process by developing, formulating, monitoring and adapting Defence policy, strategy and plans in Policy and Planning
accordance with national policy to enable the effective, effi cient and proper conduct of Defence activities.
To provide research and development capabilities to inform policy development and formulation, this will Chief of Military Policy,
include international best practice assessment and benchmark with other Defence sectors. Strategy and Planning

Financial Services. To provide a cost-effective fi nancial management service to the Minister of Defence,
the Secretary for Defence and the Chief of the South African National Defence Force within the evolving

Chief Financial Offi cer

regulatory framework, by means of a professional representative civilian fi nancial management corps and
an appropriate fi nancial management system.

Acquisition Services. To manage the DOD acquisition policies.
Chief of Defence Materiél

Defence Supply Chain Integration To provide management on supply value chain, governance, risk and Head of Defence Supply Chain
compliance within the department. Integration

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

Internal Audit

Human Resources Support Services. To provide full human resources support services to the DOD.
Chief of Human Resources

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

Religious Services. To provide a chaplain service that cares for all DOD members and their dependants
Chaplain General
and promotes spiritual growth, social support and ethical conduct.

Communication Services. To provide Defence communication policy, strategy and plans in accordance
with DOD policy and national (Government Communication and Information System – GCIS) policy,

Head of Communication

and provide a centralised corporate communication capability, services and products in order to enable
effective, effi cient, interactive, two-way communication between the DOD and its public/stakeholders.

Defence Reserve Direction. To direct the development and maintenance of the Reserve Force system,
to provide specialist advice on Reserve matters and to promote/market the Reserves and the volunteer Chief of Defence Reserves
Reserve system.

Chief Defence International Affairs. Formulate and provide policy advise on the determination and

Chief of Defence International

conduct of Defence foreign relations and the attendant Defence diplomatic engagement and ensure that

Affairs

such policy accords with the evolving and emerging foreign policy of the country.

Chief of Defence Foreign

Defence Foreign Relations. To provide the DOD and MOD with a foreign relations capability and

Relations

services.

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

|Table 3: Administration Sub-Programme|Col2|
|---|---|
|Sub-programme|Responsibility|
|Ministry. To provide political direction to the DOD to ensure the democratic Defence of South Africa by meeting the required Defence commitments and providing appropriate Defence capabilities.|Minister and Deputy Minister of Defence and Military Veterans|
|Departmental Direction. To provide departmental direction to the DOD to ensure the effective, effi cient and proper conduct of Defence activities in accordance with legislation and policy.|Secretary for Defence|
|SANDF Command and Control. To provide command and control for the SANDF.|Chief of the SANDF|
|Policy and Planning1. To advise on national security policy matters and co-ordinate the strategic direction process by developing, formulating, monitoring and adapting Defence policy, strategy and plans in accordance with national policy to enable the effective, effi cient and proper conduct of Defence activities. To provide research and development capabilities to inform policy development and formulation, this will include international best practice assessment and benchmark with other Defence sectors.|Chief of Defence Strategy, Policy and Planning Chief of Military Policy, Strategy and Planning|
|Financial Services. To provide a cost-effective fi nancial management service to the Minister of Defence, the Secretary for Defence and the Chief of the South African National Defence Force within the evolving regulatory framework, by means of a professional representative civilian fi nancial management corps and an appropriate fi nancial management system.|Chief Financial Offi cer|
|Acquisition Services. To manage the DOD acquisition policies.|Chief of Defence Materiél|
|Defence Supply Chain Integration To provide management on supply value chain, governance, risk and compliance within the department.|Head of Defence Supply Chain Integration|
|Inspection Services. To ensure the validity and veracity of the management information of the DOD.|Inspector General Internal Audit|
|Human Resources Support Services. To provide full human resources support services to the DOD.|Chief of Human Resources|
|Legal Service. To provide professional, legitimate and deployable Defence legal services and support commensurate to the needs of the DOD.|Chief of Defence Legal Services|
|||
|Religious Services. To provide a chaplain service that cares for all DOD members and their dependants and promotes spiritual growth, social support and ethical conduct.|Chaplain General|
|Communication Services. To provide Defence communication policy, strategy and plans in accordance with DOD policy and national (Government Communication and Information System – GCIS) policy, and provide a centralised corporate communication capability, services and products in order to enable effective, effi cient, interactive, two-way communication between the DOD and its public/stakeholders.|Head of Communication|
|Defence Reserve Direction. To direct the development and maintenance of the Reserve Force system, to provide specialist advice on Reserve matters and to promote/market the Reserves and the volunteer Reserve system.|Chief of Defence Reserves|
|Chief Defence International Affairs. Formulate and provide policy advise on the determination and conduct of Defence foreign relations and the attendant Defence diplomatic engagement and ensure that such policy accords with the evolving and emerging foreign policy of the country. Defence Foreign Relations. To provide the DOD and MOD with a foreign relations capability and services.|Chief of Defence International Affairs Chief of Defence Foreign Relations|


-----

###### ADMINISTRATION SUB-PROGRAMME OVERVIEW

The Defence Secretariat resides within the Administration Programme whose primary objective is to facilitate
the provision of the appropriate frameworks for sound policy direction and advice and the systemic monitoring
and evaluation thereof. Further, the Defence Secretariat is, through an effective management of civil–military
relations, required to mobilise resources to procure appropriate Defence capabilities that respond to the needs
of South Africa within the evolving policy and national priority trajectory that characterise a developmental
state.

The Defence Secretariat supports Defence diplomacy through the provision of norms and standards for the
deployment of Defence attachés, servicing of Defence related Memoranda of Understanding (MOUs) and
the promotion of participation in the Defence and security structures of the UN, the AU, and SADC.

###### OVERVIEW OF SUB-PROGRAMME PURPOSE

The Defence Secretariat resides under the Administration Programme. The sub–programmes’ purpose that fall
under the Defence Secretariat is illustrated in the Table below.

###### Table 4: Defence Secretariat Programme Structure

|Sub-Programmes|Purpose|Col3|
|---|---|---|
|Departmental Direction (Defence Secretariat)|Provide departmental direction to the DOD to ensure the effective, effi cient and proper conduct of Defence activities in accordance with legislation and policy.||
|Government Information Technology Offi cer (GITO)|To provide departmental direction to the DOD ensuring effective, effi cient and proper conduct of Defence information and communication system activities in accordance with legislation and policy.||
|Policy and Planning (Defence Policy Strategy and Planning)|To advise on national security policy matters and co-ordinate the strategic direction process by developing, formulating, monitoring and adapting Defence policy, strategy and plans in accordance with national policy to enable the effective, effi cient and proper conduct of Defence activities.||
|Financial Services (Financial Management Division)|To provide a cost effective fi nancial management to the Minister of Defence, the Secretary for Defence and the Chief Of South African National Defence Force within the revolving regulatory framework, by means of professional representative civilian fi nancial management corps and an appropriate fi nancial management system.||
|Legal Services (DLS)|To provide professional legitimate and deployable Defence legal services and support commensurate to the needs of DOD (excluding Adjudant General).||
|Human Resource Support Services (Strategic Direction and Planning)|To advise on human resource policy matters and coordinate the strategic direction process by developing, formulating, monitoring and adapting human resource policy, strategy and plans in accordance with government HR policy to enable an effective and effi cient HR function.||
|Acquisition Services (Def Mat)|To manage DOD acquisition policies.||
|Defence Supply Chain Integration (HODSCI)|To provide management on supply value chain, governance, risk and compliance within the DOD.||
|Internal Audit (IA)|To ensure the validity and veracity of management information of the DOD.||
|Communication Service|To provide Defence communication policy, strategy and plans in accordance with DOD||
|(Ministry)|policy and national (Government Communication and Information System – GCIS) policy, and provide a centralised corporate communication capability, services and products in order to enable effective, effi cient, interactive, two-way communication between the DOD and its publics/stakeholders.||
|Defence International Affairs (DIA)|Formulate and provide policy advise on the determination and conduct of Defence foreign relations and the attendant Defence diplomatic engagement and ensure such policy accords with evolving and emerging foreign policy of the country.||


-----

###### DEFENCE SECRETARIAT OUTCOME

The Defence Secretariat contributes to the following outcome of the Department.

**Table 5: Departmental Outcomes that the Defence Secretariat Contributes to**

**Def Sec Outcome 1** **Enhanced Civil Control of Defence**

Outcome statement Enhanced civil control of the Defence.

The pursuance of Outcome 1 by the DOD will ensure alignment to the legislative requirements of the
Justifi cation
Defence Act, No 42 of 2002.

DOD Outcome: “Enhanced Civil Control of Defence”.
The achievement of Outcome 1 will directly contribute to the Medium Term Strategic Framework (MTSF)

Links and the Medium Term Expenditure Framework (MTEF), Outcome 12 as indicated below:

MTSF 12: An effi cient, effective and development oriented public service and an empowered, fair and
inclusive citizenship.

###### DEFENCE SECRETARIAT OUTPUTS

The Defence Secretariat Outputs are aligned with the Defence Secretariat Outcomes and are indicated in
the Table below.

**Table 6: Defence Secretariat Outputs**

|Def Sec Outcome 1|Enhanced Civil Control of Defence|
|---|---|
|Outcome statement|Enhanced civil control of the Defence.|
|Justifi cation|The pursuance of Outcome 1 by the DOD will ensure alignment to the legislative requirements of the Defence Act, No 42 of 2002.|
|Links|DOD Outcome: “Enhanced Civil Control of Defence”. The achievement of Outcome 1 will directly contribute to the Medium Term Strategic Framework (MTSF) and the Medium Term Expenditure Framework (MTEF), Outcome 12 as indicated below: MTSF 12: An effi cient, effective and development oriented public service and an empowered, fair and inclusive citizenship.|

|Col1|Sec Def Output 1|Provide sound Defence direction|
|---|---|---|
||Outputs statement|To direct DOD ordered commitments to ensure alignment with government policy and strategy.|
||Baseline|Possible baselines may include the number of previously conducted ordered commitments.|
||Justifi cation|This output will contribute to the achievement of Government’s agenda nationally, regionally and globally in pursuance of predetermined priorities thereby improving the human condition of individuals.|
||Links|The achievement of this output will ensure the achievement of the DOD outcome, “The RSA is defended and protected”.|
||Sec Def Output 2|Govern Defence commitments in accordance with Government policy and strategy|
||Output statement|The provision of Defence direction will ensure 100% alignment between the DOD and Governmental imperatives.|
||Baseline|Representation by the DOD at approved fora: DOD Border Management Strategy Approved. DOD Representation %: Approved Peace Mission Coordination Fora. DOD Representation %: Current number of positions fi lled against allocated quotas of international institutions.|
||Justifi cation|This output is paramount to ensuring compliance by the DOD with regulatory requirements thereby ensuring consensus on Defence.|
||Links|The achievement of this output will ensure the achievement of the DOD outcome number 2, “Enhanced civil control of Defence”.|
||Sec Def Output 3|Ensure Defence in compliance with Regulatory Framework|
||Output statement|The ensuring of 100% Defence compliance will ensure the DOD executes its mandate within regulatory framework.|
||Baseline|Number of Auditor General (AG) audit outcomes|
||||
||Justifi cation|This output is paramount to ensuring compliance by the DOD with regulatory requirements thereby ensuring consensus on Defence.|
||Links|The achievement of this output will ensure the achievement of the DOD outcome number 2, “Enhanced civil control of Defence”.|


-----

###### DEFENCE SECRETARIAT ACTIVITIES

The activities that will be executed within the Defence Secretariat Value Chain are to Administer and Enable
the DOD as a whole. The realisation of the defence outputs will emerge through the achievement of the
Defence Secretariat activities which are directly related to the Administration Budget programme structure.
The activities are as follows:

**Table 7: Defence Secretariat Activities**

Sec Def Activity 1 Develop comprehensive Defence Strategy & Policy.
Sec Def Activity 2 Provide comprehensive Instructions Framework.
Sec Def Activity 3 Ensure effi cient systems & Processes for monitoring & evaluation in the DOD.
Sec Def Activity 4 Ensure corporate support function.
Sec Def Activity 5 Ensure information management in the DOD.
Sec Def Activity 6 Ensure fi nancial management for the DOD.

###### DEFENCE SECRETARIAT INPUTS

The following inputs are relevant to the Defence Secretariat.

**Table 8: Defence Secretariat Inputs**

Sec Def Input 1 Provide professional & Supported Def Sec Human Resources.
Sec Def Input 2 Provide appropriate and sustained Def Sec Equipment.
Sec Def Input 3 Provide integrated and reliable Def Sec Information and Intelligence.
Sec Def Input 4 Provide sound Financial Management of the Def Sec.

###### BUILDING FOR THE FUTURE

The following aspects will be managed so as to ensure a Defence Secretariat that is well positioned to meet
the future demands placed on the organisation.

**Table 9: Defence Secretariat: Building for the Future (Rejuvenation)**

Future Perspective 1 Acquire DOD Main Equipment.
Future Perspective 2 Undertake Defence Research & Development.
Future Perspective 3 Promote and appropriate Defence Industry.
Future Perspective 4 Ensure Consensus on Defence.

###### INFORMATION SYSTEMS IN SUPPORT OF DOD PERFORMANCE INFORMATION

The DOD has, since 2005 developed a system (GEJIMA) that provides for a one-stop shop capturing of
performance information. The aforementioned system is managed by SITA and is utilised to conduct gap
and trend analysis with regards to performance information. Notwithstanding the challenges experienced
in certain domains within the Department of Defence with the local area networks, the Department is
determined to improve on the integrity, currency and reliability of the information. In cases of infrastructural
failures, capturing of data on the system as it relates to planning and performance data is undertaken at SITA
of� ces and thereafter the con� rmation of consolidated information is veri� ed by corporate strategic planners.

###### BALANCED SCORE CARD (BSC)

DOD has also developed one central system of performance information and targets which cascade into
the Department to ensure full alignment of effort and strategic direction at all levels. Reporting (quarterly and
annual) will now be fully aligned within the Department. Performance indicators are in the process of being
captured in terms of the Balanced Score Card (BSC) Cognos System in conjunction with SITA to enable the
DOD leadership to have visibility of the Departmental performance at all levels of the organisation. Roll-out
of BSC Cognos system is expected to be undertaken during 2011/12

|Sec Def Activity 1|Develop comprehensive Defence Strategy & Policy.|
|---|---|
|Sec Def Activity 2|Provide comprehensive Instructions Framework.|
|Sec Def Activity 3|Ensure effi cient systems & Processes for monitoring & evaluation in the DOD.|
|Sec Def Activity 4|Ensure corporate support function.|
|Sec Def Activity 5|Ensure information management in the DOD.|
|Sec Def Activity 6|Ensure fi nancial management for the DOD.|

|Sec Def Input 1|Provide professional & Supported Def Sec Human Resources.|
|---|---|
|Sec Def Input 2|Provide appropriate and sustained Def Sec Equipment.|
|Sec Def Input 3|Provide integrated and reliable Def Sec Information and Intelligence.|
|Sec Def Input 4|Provide sound Financial Management of the Def Sec.|

|Future Perspective 1|Acquire DOD Main Equipment.|
|---|---|
|Future Perspective 2|Undertake Defence Research & Development.|
|Future Perspective 3|Promote and appropriate Defence Industry.|
|Future Perspective 4|Ensure Consensus on Defence.|


-----

###### DEFENCE SECRETARIAT TRENDABLE PERFORMANCE INDICATORS AND TARGETS

The table below provides the selected performance and trendable indicators that will be tracked to ensure
the Defence Secretariat mandate.

**Table 10: Defence Secretariat Trendable Performance Indicators and Targets**

**Performance Indicator** **Programme** **Projections** **MTSF Outcome**
**2011/12** **2012/13** **2013/14**

Finalisation of the DOD Border Administration Approved Implementation Compliance Outcome 3
Management Strategy. (Monitor) (Monitor)

Throughput in terms of the DOD Administration 1500 2000 6000 Outcome 5
National Youth Service Concept.

Approved DOD Anti-Corruption Administration Approved Implementation Monitor Outcome 12
Policy (Monitor) (Compliance)

Percentage litigation settlement/s in Administration 50% 60% 70% Outcome 12
favour of the DOD.

Institutionalisation of the Defence Administration Establishment Fully Functional Review (Impact Outcome 12
Force Service Commission Assessment)

**Table 11. Trendable Performance Indicators and Targets: Job Creation**

|Performance Indicator|Programme|Projections|Col4|Col5|MTSF Outcome|
|---|---|---|---|---|---|
|||2011/12|2012/13|2013/14||
|Finalisation of the DOD Border Management Strategy.|Administration|Approved|Implementation (Monitor)|Compliance (Monitor)|Outcome 3|
|Throughput in terms of the DOD National Youth Service Concept.|Administration|1500|2000|6000|Outcome 5|
|Approved DOD Anti-Corruption Policy|Administration|Approved|Implementation (Monitor)|Monitor (Compliance)|Outcome 12|
|Percentage litigation settlement/s in favour of the DOD.|Administration|50%|60%|70%|Outcome 12|
|Institutionalisation of the Defence Force Service Commission|Administration|Establishment|Fully Functional|Review (Impact Assessment)|Outcome 12|

|Performance Indicator/priorities|Programme|Projections|Col4|Col5|MTSF Outcome|
|---|---|---|---|---|---|
|||2011/12|2012/13|2013/14||
|Members in the MSDS per year.|Administration|11 140|11 140|11 140|Outcome 5|
|Number of active Reserves per year.|Administration|16 400|17 500|18 500|Outcome 5|
|Throughput in terms of the DOD National Youth Service concept.|Administration|1 500|2 000|6 000|Outcome 5|
|% Vacant funded post fi lled by June 2011.|Administration|100%|100%|100%|Outcome 5|
|% Decline in turn-over rates.|Administration|6%|5%|5%|Outcome 5|
|Establishment of a DOD Works Capability function (Strategic Direction)|Administration|Approval of the DOD Works Capability Structure|Monitor (Implementation)|Monitor (Impact)|Outcome 5|
|Creation of job opportunities in the Defence industry according to DOD projects|Administration|TBD|TBD|TBD|Outcome 5|


-----

|Medium-term Targets|Programme/ Sub- Programme|Def Sec/ SANDF|Administration (Policy and Planning)|Administration (Policy and Planning)|Administration (Defence Materiel)|Administration (Policy and Planning)|Administration (Def Mat & DSCI)|
|---|---|---|---|---|---|---|---|
||15/16|Implementation|Monitor (Review)|Monitor (Review)|100%|Monitor (Effectiveness)||
||14/15|Implementation|Monitor (Effectiveness)|Monitor (Effectiveness)|100%|Monitor (Effectiveness)||
||13/14|Implementation|Monitor (Compliance)|Monitor (Compliance)|100%|Monitor (Compliance)||
||12/13|Implementation|Monitor (Implementation)|Monitor (Implementation)|75%|Monitor (Implementation)||
||11/12|Approved|Strategy Approved|Approved|50%|Approved by MOD&MV in consultation with the South African Security Service||
|Estimated Performance (Targets) 10/11||TBD|TBD|TBD|TBD|TBD||
|formance dicators||ward ability irement oved roved nce Strategy)|oved Border agement egy|oved egy to tate securing ational Key s|nding ation ved for oved DOD egic Defence age (Air Maritime nce Strategy)|oved onal nce Security egy||
|Per In||Land Cap requ appr (App Defe|Appr DOD Man Strat|Appr Strat facili of N Point|% Fu alloc recei appr Strat Pack and Defe|Appr Nati Defe Strat||
|Def Sec Outputs||Combat ready Defence capabilities|Govern Defence commitment in Accordance with Government Pol&Strat|Govern Defence commitment in Accordance with Government Pol&Strat||||
|Def Sec Outcome||||||||


-----

|Medium-term Targets|Programme/ Sub-Programme|Administration (Human Resources)|Administration (Human Resources)|Administration (Human Resources)|Administration (Human Resources)|
|---|---|---|---|---|---|
||15/16 100%||Review Policy|Monitor Development Plan||
||14/15 100%||Monitor Policy|Approved DOD Skills Gap Development Plan||
||13/14 100%||Development of Policy|Compile DOD Master Skills Plan||
||12/13 100%||Strategy Piloted|Conduct Skills Audit (Compre- hensive)||
||11/12 100%||Approved Strategy|Pilot DOD Skills Audit Instrument||
|Estimated Performance (Targets) 10/11 100% By June 2011|||TBD|TBD||
|Performance Indicator % Vacant funded posts fi lled|||Approved Human Capital Development Strategy and Plan|Approved HR Skills Development Plan||
|||||||
|Def Sec Outputs Defence compliance with Regulatory Framework||||||


-----

|Medium-term Targets|Programme/ Sub-programme|Administration (Defence International Affairs)|Administration (Defence International Affairs)|Administration (Defence International Affairs)|Administration (Defence International Affairs)|
|---|---|---|---|---|---|
||15/16|100%|90%|100%||
||14/15|95%|85%|100%||
||13/14|90%|80%|100&||
||12/13|85%|75%|100%||
||11/12|80%|70%|100%||
|Estimated Performance (Targets) 10/11||75%|65%|ENE||
|Performance Indicators||rcentage teraction between OD and foreign aining (Def search and evelopment).|Compliance with utputs of diplomatic issions.|Compliance ith UN and AU quirements Rules nd Regulations for ace Missions.||
|||Pe in D tr Re D|% o m|% w Re a Pe||
|Defence Secretariat Outputs||||||
|Defence Secretariat Outcome||||||


-----

|Col1|Programme/ Sub- Programme|Administration (Human Resource Support Services)|Administration (SecDef)|Administration (Financial Management Division)|Administration (Legal Services & Human Resources)|Administration (Human Resource Support Services)|Administration (Human Resources, Inspector General and Risk Management)|Administration (DEISM)|Administration (DSCI)|
|---|---|---|---|---|---|---|---|---|---|
||15/16|35%|100%|Unqualifi ed Audit|100%|6%|Implement|100%||
|Medium-term Targets|14/15|30%|100%|Unqualifi ed Audit|100%|6%|Review|100%||
||13/14|25%|100%|Unqualifi ed Audit|100%|5%|Monitor|100%||
||12/13|20%|100%|Unqualifi ed Audit|100%|5%|Implementation|100%||
||11/12|15%|100%|1x Qualifi cation|60%|6%|Approval|100%||
|Estimated Perfor- mance (Targets) 10/11||5%|TBD|TBD|TBD|TBD|TBD|TBD||
|Performance Indicator||DOD Representation %: Current number of positions fi lled against allocated quotas of international institutions.|Percentage Security Clearances Allocated to Def Sec staff|Auditor-General Opinion fi ndings|Number of disciplinary cases in the Def Sec fi nalised within 120 days|% HR turn-over rates|Approved DOD Anti- Corruption Policy and Strategy.|Compliance with MISS and information security||
|||e||||||||
|Def Sec Outputs||Sound Defenc Direction|Defence commitments in accordance with government policy and strategy|Compliance with good fi nancial management|Defence in compliance with the regulatory framework|||||
|Def Sec Outcome||||||||||


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|Col1|Programme/ Sub- Programme|Administration (Policy and Plan)|Administration (Financial Services)|Administration (Defence Acquisition)|Administration (IG DOD)|Administration (IG DOD)|
|---|---|---|---|---|---|---|
||15/16|Fully Operational Structure|Implement reviewed Framework|Implement reviewed Framework|Monitor Effectiveness||
|Medium-term Targets|14/15|Fully Operational Structure|Assess impact of Defence Fiscal Framework|Review|Monitor Effectiveness||
||13/14|Fully Operational Structure|Full implementation of Defence Fiscal Framework|Monitor Effectiveness|Monitor Compliance||
||12/13|Fully Operational Structure|Review of Defence Fiscal Framework in line with Defence Strategy|Implementation|Monitor (Implementation)||
||11/12|Organisational structure|Development of a revised Defence Fiscal Framework|Approved|Approved||
|Estimated Perfor- mance (Targets) 10/11||TBD|TBD|TBD|TBD||
|Performance Indicator||Approved Research Capability|Approved Defence Fiscal Framework|Approved Defence Capabilities Framework|DOD Approved Fraud and Corruption Prevention Strategy|Signifi cant reduction in the cases of irregularities and corruption in the Defence Department|
|||d|||||
|Def Sec Outputs||Provide soun Defence Direction|||||
|Def Sec Outcome||Civil control / oversight of Defence|||||


-----

|Programme/Sub- Programme|Col2|Ministry (HOC)|Administration (Defence International Affairs)|Administration (Def Mat & DSCI)|
|---|---|---|---|---|
|Medium-Term targets|15/16|17%|90%||
||14/15|17%|80%||
||13/14|17%|80%||
||12/13|17%|80%||
||11/12|17%|70%||
|ed Performance (Targets) 10/11||in the outcome of the Annual GCIS|on between DOD training institutions ons of foreign partners (Def nt)||
|Estimat||Percentage improvements Survey|The frequency of interacti and the equivalent instituti Research and Developme||
|Performance indicator||GCIS Survey|% Expenditure on Research and Development||


-----

-----

###### RESOURCE CONSIDERATIONS

The following resource considerations were taken into account:

�� Expenditure Trends. The required funding requirements will increase in the short to medium term due to
increases in operating cost and a decline in the real value of the DOD budget vote.

�� Trends in the Numbers of Key Staff.  Loss of scarce skilled, knowledgeable and experienced personnel
continues to increase at an unacceptable rate.

�� Trends in the Supply of Key Inputs. Prepared forces are not suf� cient to satisfy ordered commitments
according to doctrine.

###### RISK MANAGEMENT

The DOD fully understands its statutory obligations in respect of Enterprise Risk Management. To that end,
the DOD will continue to enhance the risk management culture as contemplated in Section 38(1) (a) (i) of
the PFMA, (Act 01 of 1999) as amended. For the MTEF period (FY2011/12 to 2013/14), the DOD’s focus will
be on the roll-out of the approved DOD Enterprise Risk Management Framework and the enhancement of
the Enterprise Risk Architecture through the revision of the current risk management into planning, execution,
reporting and decision making.

The DOD is guided by the Public Sector Risk Management Framework 2008 which aims at supporting Institutions
to improving and sustain their performance by enhancing their systems of risk management.

The main Def Sec risks that could impact on the realisation of the outputs are tabulated below:

|Col1|Table 17: Defence Secretariat Risks|Col3|
|---|---|---|
||Enterprise Risk|Mitigation Strategy/Action|
||Full Compliance with Regulatory Framework. The DOD’s inability to fully comply with the regulatory framework requirements in respect of accounting and supply chain management.|ƒImplementation of best practice supply chain and life cycle management. ƒThe acquisition of a single logistic information management system that is compliant with National Treasury and Auditor- General reporting requirements is being investigated. Until then, manual work-around and enhancements of legacy Defence logistics systems are being implemented.|
||The DOD Infrastructure and Facilities State of Disrepair. Continued deterioration of DOD infrastructure, facilities and equipment due to insufÀ cient funding. This situation constrains the DOD from executing its mandate effectively.|ƒThe veriÀ cation of the DOD asset portfolio is underway. ƒThe closer management of the DOD and Public Work Department’s respective rights and obligations on infrastructure and facilities maintenance. ƒThe DOD’s Internal maintenance/works capabilities being enhanced.|
|||ƒClose monitoring of DOD projects.|
||The Non-Integration of DOD IT Systems. The non- integration of information systems (Finance, Supply Chain Management and Human Resources systems) and inadequate information technology network infrastructure resulting in negative impact on the DOD’s performance.|ƒAnalysis of all DOD IT systems for integration options. ƒSeek National Treasury permission for the procurement of a single logistic management system that will allow for integration with other IFMS modules. ƒThe IFMS roll-out plan to be implemented to mitigate reliance on manual controls or other external systems.|


-----

#### PART C: LINKS TO OTHER PLANS

###### CHAPTER 4

The resources necessary for the delivery of the Defence mandate are herewith provided. This chapter
deals with the presentation of supporting and functional resource areas which support the execution of the
mandate. These resource areas are located within an acknowledged inextricable link that exists between the
vision and the enablers.

###### OVERVIEW

As required by National Treasury Regulation 5, the resources necessary for the delivery of the Defence Mandate
are provided herewith. This section deals with the presentation of supporting and functional resource areas
which support the execution of the mandate. These resource areas are located within an acknowledged
inextricable link that exists between the vision and the enablers.

Details of the links to the long-term infrastructure plan are re� ected in Table below.

###### LINKS TO DOD LONG TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS

**Table 18: Defence Secretariat Long-term Infrastructure and Capital Plan**

Outputs Outcome Main Medium Term Estimates
Project Name/Programme Appropriation

07/08 08/09 09/10 2010/111 2011/12 2012/13 2013/14
**New and Replacement Assets**

Maintenance and repair TBD
to Defence Legal Service

214 388 290 866 417 935 275 612 304 670 1 810 066 145 582

Division infrastructure.

**Upgrades and Additions of Assets**
Upgrading of DLSD TBD 1 255 000 230 560 0 0
Infrastructure.

Total **1 530 612** **535 230** **181 006** **145 582**

###### LINKS TO THE ICT (DEIS MASTER PLAN)

The DEIS Master Plan serves as the primary mechanism through which the DOD Information Strategy is realised.
It facilitates the strategic alignment between the information requirements of the DOD, on the one hand,
and the enabling of information solutions for DOD requirements on the other. The DEIS Master Plan therefore
directs and co-ordinates all ICS&S investments being made across the entire DOD, in order to ensure that the
DOD gains the best value from money spent on ICS&S in accordance with DOD Strategies, Plans and Priorities.

**Table 19: ICT Plan Performance Information**

**Outputs** **Performance Indicator** **Targets**
**2011/12** **2011/12** **2013/14**
Management of information as a Implemented and Implemented and
Promulgated DOD Information Strategy 100%
strategic resource in the department monitored monitored

% of risks mitigated in accordance with the

Mitigate all identifi ed Department

Department of Defence’s Information and

of Defence Information and 100% 100% 100%

communication systems risk management plans

communication systems risks.

and register.

###### LINKS TO THE DOD HUMAN RESOURCES PLAN

The HR Plan ensures the most effective, ef� cient and economic HR composition of the right quantity, quality
at the right place and time to meet the strategic and operational objectives of the HR Division in the DOD.

The intention of this plan is to derive the delta between human resource supply and demand, and to propose
broad remedial strategies. Thus, essentially the plan depicts the “what”. This human resource plan has
undertaken an appreciation of both internal and external factors in order to delineate the delta between
human resource supply and demand. Through this process it has become readily apparent that focussed and
directed intervention is required in order to optimise, inter alia, the work-force composition, the attainment of
representivity, and the management of the personnel � ow.

|Project Name/Programme|Outputs|Outcome|Main Appropriation|Medium Term Estimates|Col6|
|---|---|---|---|---|---|
||||||2013/14|

|Maintenance and repair to Defence Legal Service Division infrastructure.|TBD|
|---|---|

|Upgrading of DLSD Infrastructure.|TBD|Col3|Col4|Col5|1 255 000|230 560|0|0|
|---|---|---|---|---|---|---|---|---|
|Total||||||||145 582|

|Outputs|Performance Indicator|Targets|Col4|Col5|Col6|
|---|---|---|---|---|---|
|||2011/12|2011/12|2013/14||
|||||||
|Management of information as a strategic resource in the department|Promulgated DOD Information Strategy|100%|Implemented and monitored|Implemented and monitored||
|Mitigate all identifi ed Department of Defence Information and communication systems risks.|% of risks mitigated in accordance with the Department of Defence’s Information and communication systems risk management plans and register.|100%|100%|100%||


-----

**Table 20: Human Resource Plan Performance Information**

**Outputs** **Performance Indicator** **Targets**
**2011/12** **2012/13** **2013/14**
Minimise the loss of HR expertise/ Reduction in the number of people 10% 25% 50%
institutional knowledge. leaving the organisation.

% Improvement in the morale of DOD 30% 50% 80%
members.

% Improvement in the conditions of 25% 50% 80%
service of DOD members.

Effective, effi cient and transparent 30% 60% 100%
career management in place.

Create a conducive work environment for Negative trend in reduction in Negative Negative Negative
employees. number of grievances lodged.

Achievement of optimal staffi ng levels in Staffed structures enabled to deliver Attain and Attain and Attain and
accordance to the guidelines and budget on respective mandates. maintain a 100% maintain a 100% maintain a 100%
restrictions. staffed structure. staffed structure. staffed structure.

###### CONDITIONAL GRANTS

The Defence Secretariat has no conditional grants within the appropriated budget.

###### ORGANS OF STATE AND PUBLIC ENTITIES REPORTING TO THE EXECUTIVE AUTHORITY

This Strategic Statement is applicable to all organs of state and public entities reporting to the Minister in terms
of the Public Finance Management Act (PFMA). These include the following:

�� Department of Military Veterans. The purpose of the Department of Military Veterans that is responsible
for the overall management and administration of military veterans affairs including but not limited
to developing policy, legislation, programmes, bene� ts and services that facilitate the transition from
active service to civilian life.

�� Defence Force Service Commission. This Commission is responsible for making recommendations to the
Minister concerning conditions of service of SANDF members.

�� ARMSCOR. ARMSCOR is a Schedule 2 entity under the PFMA mandated to support the delivery of the
strategic Defence capabilities.

�� Castle Control Board. The Castle Control Board is classi� ed as a public entity under the PFMA and carries
the mandate of managing and protecting the Castle of Good Hope on behalf of the Minister of Defence
and has the ultimate ownership responsibility for the Castle.

|Table 20: Human Resource Plan|Performance Information|Col3|Col4|Col5|
|---|---|---|---|---|
|Outputs|Performance Indicator|Targets|||
|||2011/12|2012/13|2013/14|
|Minimise the loss of HR expertise/ institutional knowledge.|Reduction in the number of people leaving the organisation.|10%|25%|50%|
||% Improvement in the morale of DOD members.|30%|50%|80%|
||% Improvement in the conditions of service of DOD members.|25%|50%|80%|
||Effective, effi cient and transparent career management in place.|30%|60%|100%|
|Create a conducive work environment for employees.|Negative trend in reduction in number of grievances lodged.|Negative|Negative|Negative|
|Achievement of optimal staffi ng levels in accordance to the guidelines and budget restrictions.|Staffed structures enabled to deliver on respective mandates.|Attain and maintain a 100% staffed structure.|Attain and maintain a 100% staffed structure.|Attain and maintain a 100% staffed structure.|


-----

The public entities to be evaluated during the upcoming � ve-year period are indicated in the Table below.

**Table 21: Public Entities**

**Name of** **Legislative Mandate** **Output** **Current Annual** **Date of Next**
**Public Entity** **Evaluation**

**Budget (R thousands)**

Castle The Castle Control Board as a public entity, To preserve and protect No state funds are Internal Audit
Control under the Public Finance Management Act (Act the military and cultural allocated to the Castle by Mazars –
Board No 1 of 1999) sec. 1, has the mandate to heritage of the Castle of Control Board. February/March

manage and protect the Castle of Good Hope Good Hope. 2011
on behalf of the Minister of Defence who has
the ultimate ownership responsibility for the To optimise the tourism
Castle. potential of the Castle.

External Audit by

To optimise accessibility to Auditor General
the Castle by the public. – June 2011.

Armscor Armscor’s mandate is derived from the Armscor ��Funding and growth; R820 872 for the July 2011
Act 51 of 2003 to assist the DOD & MV with ��People capabilities; 2011/12 Financial Year
the following:

��Broad Based

��To be a nodal centre for acquisition; Black Economic

��Disposal of equipment; and Empowerment;

��Decision support to Defence materiél ��S t a k e h o l d e r

relationships

requirements of the DOD requirements;

��Support local industry;

��Conduct the Defence technology, research,
development, analysis, test and evaluation ��Operational effi ciency
requirements of the Department of Defence
effectively, effi ciently and economically;

###### OVERVIEW OF PUBLIC-PRIVATE PARTNERSHIPS

The Department is conducting a feasibility study for Project Brilliant which is a PPP project within the Human
Resource sub-programme. The project was approved by the Defence Plenary Defence Staff Council in
January 2008. The DOD has not yet entered into an agreement with any company. The transactional costs of
the project amounts to R8 million.

###### CONSULTANT UTILISATION Table 22: Consultant Utilisation

**Project Title** **Total Number of Consultants** **Percentage** **Duration** **Contract** **Milestones to**
**required on the Project** **ownership by** **Work Days** **Value in** **ensure skills**
**HDI Groups** **Rand** **transfer**

Supply Chain Strategic 53 8032 54 973 801
Plan of Action

CSIR: CPSC/G/230/08

Asset Management Stock 106 257 47 219 391
Verifi cation Programme
Classic One Consortium:
B/G/839/08

Media Monitoring Intention to contract company with Continuous (monthly 3 500 000
commencement of MTEF 2010 analysis and reports)

**Total amount used for consultants** 105 693 192

(Footnotes)
1 In the ENE, the Policy and Planning allocation includes funding for the Corporate Staff Of� ce as well as the Military Policy, Strategy and Planning
Of� ce.
2 The Defence Act, 2002 (Act No 42 of 2002) refers to civil control.

|Name of Public Entity|Legislative Mandate|Output|Current Annual Budget (R thousands)|Date of Next Evaluation|
|---|---|---|---|---|
|Castle Control Board|The Castle Control Board as a public entity, under the Public Finance Management Act (Act No 1 of 1999) sec. 1, has the mandate to manage and protect the Castle of Good Hope on behalf of the Minister of Defence who has the ultimate ownership responsibility for the Castle.|To preserve and protect the military and cultural heritage of the Castle of Good Hope. To optimise the tourism potential of the Castle. To optimise accessibility to the Castle by the public.|No state funds are allocated to the Castle Control Board.|Internal Audit by Mazars – February/March 2011 External Audit by Auditor General – June 2011.|
|Armscor|Armscor’s mandate is derived from the Armscor Act 51 of 2003 to assist the DOD & MV with the following: ƒTo be a nodal centre for acquisition; ƒDisposal of equipment; and ƒDecision support to Defence materiél requirements of the DOD requirements; ƒConduct the Defence technology, research, development, analysis, test and evaluation requirements of the Department of Defence effectively, effi ciently and economically;|ƒFunding and growth; ƒPeople capabilities; ƒBroad Based Black Economic Empowerment; ƒS t a k e h o l d e r relationships ƒSupport local industry; ƒOperational effi ciency|R820 872 for the 2011/12 Financial Year|July 2011|

|Project Title|Total Number of Consultants required on the Project|Percentage ownership by HDI Groups|Duration Work Days|Contract Value in Rand|Milestones to ensure skills transfer|Col7|
|---|---|---|---|---|---|---|
|Supply Chain Strategic Plan of Action CSIR: CPSC/G/230/08|53||8032|54 973 801|||
|Asset Management Stock Verifi cation Programme Classic One Consortium: B/G/839/08|106||257|47 219 391|||
|Media Monitoring|Intention to contract company with commencement of MTEF 2010||Continuous (monthly analysis and reports)|3 500 000|||
|Total amount used for consultants||||105 693 192|||


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