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DEPARTMENT OF DEFENCE

Annual Performance Plan

for 2016

Date of tabling: 10 March 2016

“Together we move South Africa forward”

Last and Final APP 2016.indd 1 2016-02-23 07:02:18 PM

DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FORii

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

The focus of the Department of Defence is to ensure the completion

of the five-year programme and consolidate the ground for the

achievement of outcomes as set out in the Defence Mandate. In

giving substance to its constitutional obligations, the Department

of Defence has to embrace government priorities aimed at dealing

with the poverty levels the country faces in order to ensure that

development takes place in a stable and conducive environment.

Like all other government institutions and entities the Department

of Defence is expected to contribute to the national imperatives as

envisioned by the National Development Plan, Vision 2030. Thus the

alignment of the Department of Defence’s priorities and activities

with the government’s will make the National Development Plan,

Vision 2030 a living document which will see the country’s economic

and social trajectory beginning to deal with the triple challenges of

poverty, inequality and unemployment. If South Africa is to move

ahead and create a better life for all its citizens and begin to move

South Africa forward, it needs to tackle these challenges head on.

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

National Development Plan, Vision 2030 and our departmental programme of action to support this agenda, as well as to

ensure the optimal achievement of our Defence outputs and outcomes in accordance with our Constitutional Mandate. The

Department of Defence contribution to the National Development Plan Vision, 2030 must include beefing up our capacity to

anticipate elements that may create instability. The focus should be to gain deeper understanding and therefore anticipate

threats to national security well ahead of adversaries.

However, it is to be noted that our capacity to attain this intent, will, to some degree, be constrained by a number of factors

within the performance delivery environment, most notable being the disconnect between the Constitutional Mandate, the

expectations of government and the budget allocation, with all subsidiary risks which this entails. In addition, the continued

constraints within such support domains as our Defence research capability, infrastructure and facilities, and information

management, will demand careful and directed management in order to ensure adequate mitigation.

The adoption and approval of the South African Defence Review 2015 by government gives us an opportunity to deal with

these constraints in a systematic and decisive way, to enable the South African National Defence Force to fulfil its mandate.

The South African Defence Review 2015 also gives specific attention to the strategic challenges that have arisen over the

past two decades and will strategically position the South African National Defence Force to deal with peace and security

on the continent, and with the equal important functions of conventional warfare, peacekeeping, humanitarian assistance

and disaster relief. This means having a defence force that is resourced and has the flexibility to react to any eventuality.

The constitution of the Republic of South Africa states that the SANDF should inter alia defend and protect its people, and

the South African Defence Review 2015 recognises the fact that South Africa is expected to play a pivotal role in defence

cooperation and peace support on the continent.


iiiDOD ANNUAL PERFORMANCE PLAN FOR 2016

This has meant that the Department of Defence should continue to balance its dual responsibilities of being ready to defend

the country and its territorial integrity whilst at the same time increasingly getting involved in peace support operations. The

Department of Defence’s support of Government’s commitment to the stability, security and renewal of Africa is evidenced

by the pivotal role the Department of Defence is playing through the on-going participation by the South African National

Defence Force in peace support and post-conflict reconstruction. The Department of Defence will continue to engage with

its regional partners in Africa by focussing on the security related objectives of Southern African Development Community

the African Union and the United Nations.

In addition to peace support missions, the South African National Defence Force will continue to provide humanitarian relief

and assist other State departments in support of the Government’s domestic and foreign policy objectives.

The Department of Defence upholds its commitment to achieving its Constitutional Mandate, ensuring the successful

attainment of its output, including the meeting of its ordered commitments, mission ready defence capabilities, sound

defence direction and defence compliance within the regulatory framework. This will be framed by a value system which

upholds as foremost such values as discipline, transparency, fairness, excellence through leadership, honesty and integrity.

This Annual Performance Plan will guide the Department of Defence to achieve its set Outcomes and Outputs in the fiscal

year 2016/2017.

(N.N. MAPISA-NQAKULA)MINISTER OF DEFENCE AND MILITARY VETERANS, MPDate: 29 FEBRUARY 2016


DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FORiv

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

The Mandate of the Department of Defence, as derived from the

Constitution of the Republic of South Africa (Act No. 108 of 1996,

Section 200), directs the outcomes of the Department of Defence

namely to ensure that the RSA is defended and protected and that

civil control of Defence is enhanced.

Through the resourced Department of Defence Annual

Performance Plan for 2016, the department supports the national

imperatives that inform the strategic agenda of government during

the foreseeable future. These national imperative include, amongst

others, the National Development Plan Vision 2030, Medium-Term

Strategic Framework (2014 – 2019), New Growth Path, Industrial

Policy Action Plan, Forum for South African Director-Generals

Action Plan (2014–2019) as well as the 2015 and 2016 State of

the Nation Address. The integration of the prevailing national

imperatives with the departmental sustained and change agenda

will be undertaken through the institutionalised departmental

Outcomes - Based Planning process resulting in the development

and measuring of departmental progress towards planned and

resourced Outputs.

As part of its support to the national imperatives, the Department of Defence supports the Medium-Term Strategic Framework

Outcomes 3 “All people are and feel safe” and Outcome 11 “Creating of a better south Africa and contributing to a better

and safer Africa in a better world”. These outcomes formed the pillars to the development of this Annual Performance Plan

for 2016.

The South African Defence Review 2015, was approved by Cabinet on 19 March 2014, and endorsed by the National

Assembly and National Council of Provinces on 04 June 2015 and 24 June 2015 respectively. The South African Defence

Review 2015 provides the defence policy for South Africa that informs the defence trajectory to be pursued over multiple

Medium-term Strategic Framework periods (20 to 30 years). The South African Defence Review 2015 maps out five

strategic planning milestones as firm foundations to direct the development of South Africa’s defence capabilities through a

departmental Long-Term Defence Development Plan, inclusive of an aligned funding trajectory integrated into both national

and departmental planning, budgeting and reporting cycle.

The Department of Defence Annual Performance Plan for 2016 which is aligned with an approved DOD Strategic Plan 2015-

2020, places emphasis on the implementation of the SA Defence Review 2015 Milestone 1 Implementation Plan aimed at

“Arresting the decline in critical capabilities through immediate, direct interventions” within allocated resources. The South

African Defence Review Implementation Plan to “Arrest the Decline” will deal with the following aspects:

• Identification of the minimal cost-driven interventions to improve efficiencies and effectiveness within the Department of Defence.

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


vDOD ANNUAL PERFORMANCE PLAN FOR 2016

The South African Defence Review 2015 Milestone 1 Implementation Plan will form the basis of a strategic-level negotiation

process between the Department of Defence and the National Treasury and other identified stakeholders to ensure

appropriate resourcing of the defence function.

In order to ensure the programmatic implementation of the South African Defence Review 2015 and alignment with the

Minister of Defence and Military Veterans Priorities, the Defence Secretariat will pursue the following Focus Areas during the

fiscal year 2016/17:

• Defence Strategic Direction.

• Defence Funding Model.

• Human Resources Renewal.

• Organisational Renewal.

• Capability Sustainment and Renewal.

• Defence Industry and Technology.

• Ordered Defence Commitments.

In conclusion, the Constitutional mandate of Defence remains the protection of the sovereignty and territorial integrity of

the Republic of South Africa, a mandate that will be pursued though the strategic directing of the functions of the men and

women in service of the department. The latter will be guided by a departmental value system that upholds as foremost,

discipline, transparency, fairness, excellence through leadership, honesty and integrity.

(DR S.M. GULUBE)SECRETARY FOR DEFENCEDate: 15 FEBRUARY 2016


DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FORvi

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

The South African National Defence Force values the primacy of

its constitutional mandate to defend and protect the country’s

territorial integrity and its people and the political direction of

the Minister of Defence and Military Veterans as well as that

of Government. A set of Chief of the South African National

Defence Force focus areas gives substance to the priorities of

the Minister of Defence and Military Veterans and covers the key

functional areas of the South African National Defence Force.

We also attach much strategic value to the collective plans and

programmes of the security cluster, particularly the Justice, Crime

Prevention and Security and the International Cooperation, Trade

and Security Clusters.

As such, the Department of Defence Annual Performance Plan

2016 articulates the funded outputs required to achieve the South

African National Defence Force’s mandate and the Minister’s

direction and supports the clusters objectives within the available

financial resources. No effort is spared in sharpening working

relations with all stakeholders in the Defence portfolio, that is,

Armscor, Internal Audit and the Defence Industry. With such

relations forged, the organisation will avoid negative audit

outcomes and remain an asset to the government and the

people of South Africa.

The Department of Defence Annual Performance Plan 2016 affirms that the South African National Defence Force will

continue with ordered defence commitments in the pursuance of the Defence Mandate and missions in support of civil

authorities. The ordered defence commitments will also include the South African National Defence Force’s support to

South Africa’s foreign policy objectives of creating a better South Africa and contributing to a better and safer Africa in

a better world. This therefore implies that the South African National Defence Force will continue to conduct missions to

secure our borders, provide forces for peace support operations and continue to secure our sea-lines of communication.

During the 2016/17 Financial Year, the South African National Defence Force will finalise deliverables that are key to the

institutionalisation of the new defence policy direction, SA Defence Review 2015, in the military. The latter policy direction

includes, but is not limited to, the promulgation of an overarching implementation plan for the “Arresting the decline in critical

capabilities through immediate, direct interventions” (Milestone 1 of the SA Defence Review 2015), a Military Strategy, a

Blueprint Force Design, and a Restructuring Plan. The Military Strategy in particular will set the tone for the revitalisation

of the country’s military resources, and provide the balance between ways, means and ends to achieve the SA Defence

Review 2015 objectives. The Military Strategy will also serve as the capstone document from which subsequent lower-order

strategies and plans will link in the outer years of the Medium-term Expenditure Framework.

The South African National Defence Force in the pursuance of the Defence Mandate will strive for a young and fit human

resource component of the Defence through recruitment in an attempt to renew our human resource capacity. An ageing


viiDOD ANNUAL PERFORMANCE PLAN FOR 2016

Defence Force may result in ineffectiveness in the execution of its missions. It is for this reason that human resource renewal

becomes critical to enable a vibrant Defence Force. Very closely linked to human resource renewal is the renovation of

South African National Defence Force facilities to enable a combat ready Defence Force. It is important for the South African

National Defence Force to provide good facilities and equipment for our soldiers in the spirit of enhancing combat readiness

and to keep their morale high. The changing nature of security threats (current and emerging) has made the operating

environment more dynamic and complex. Therefore, the preparation of our forces through robust training that is relevant

takes priority. The Department of Defence Annual Performance Plan 2016 provides the South African National Defence

Force with an opportunity to continue training our soldiers to provide them with relevant combat and operational planning

skills. The type of training offered to our soldiers is an important element of force protection. As such force preparation has

also been prioritised within our resource envelope.

As we prepare to execute the Department of Defence Annual Performance Plan 2016, I take this opportunity to salute all

the men and women who have lost their lives in the past years while on duty. It is due to their bravery that we are inspired to

continue to be servants of our people.

(S.Z. SHOKE)

CHIEF OF THE SOUTH AFRICAN NATIONAL DEFENCE FORCE: GENERAL

Date: 06 FEBRUARY 2016


DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FORviii

Official Sign-Off

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

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

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

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

mandates for which the DOD is responsible.

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

achieve, within the available resources for the FY2016/17 Medium-term Expenditure Framework (MTEF).

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

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

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

emanating from the draft DOD Strategic Plan for FY2015/16 to FY2019/20 and related tasks emanating from the DOD

Performance Information Workshop held over the period 08 to 10 October 2014 dated 17 December 2014.”

(MR E.S. SOKHELA)CHIEF FINANCIAL OFFICER: DEPUTY DIRECTOR-GENERALDate: 06 FEBRUARY 2016

(DR T. GAMEDE)CHIEF DEFENCE POLICY, STRATEGY AND PLANNING: DEPUTY DIRECTOR-GENERAL Date: 06 FEBRUARY 2016

(S.Z. SHOKE)CHIEF OF THE SOUTH AFRICAN NATIONAL DEFENCE FORCE: GENERALDate: 06 FEBRUARY 2016

(DR S.M. GULUBE)SECRETARY FOR DEFENCE: DIRECTOR-GENERALDate: 15 FEBRUARY 2016

(N.N. MAPISA-NQAKULA)MINISTER OF DEFENCE AND MILITARY VETERANS, MPDate: 29 FEBRUARY 2016


ixDOD ANNUAL PERFORMANCE PLAN FOR 2016Last and Final APP 2016.indd 9 2016-02-23 07:02:23 PM

DOD ANNUAL PERFORMANCE PLAN FOR


xiDOD ANNUAL PERFORMANCE PLAN FOR 2016

CONTENTS

TOPIC PAGE

GLOSSARY xviii

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

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

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

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

2016 Updated Situational Analysis ......................................................................................................................................................... 2

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

Political ...............................................................................................................................................................2

Economic ...........................................................................................................................................................2

Social .................................................................................................................................................................3

Sustainable Development Goals .......................................................................................................................4

Technological .....................................................................................................................................................5

Legal ..................................................................................................................................................................6

Physical ..............................................................................................................................................................6

Military ................................................................................................................................................................6

Internal Environment ................................................................................................................................................................... 7

Constitutional and Legislative Mandates ................................................................................................................................................. 9

Revision to Legislative and Other Mandates ......................................................................................................................................... 11

Policy Mandates .................................................................................................................................................................................. 11

The South African Defence Review 2015 .................................................................................................................................. 11

Pending Court Rulings ......................................................................................................................................................................... 12

Performance Delivery Environment ...................................................................................................................................................... 13

DOD Contribution to National Imperatives of Government .......................................................................................................... 14

The Minister of Defence and Military Veterans Priorities for the FY2016/17 to FY2018/19 .......................................................... 18

The Secretary of Defence Focus Areas for the FY2016/17 to FY2018/19 .................................................................................... 19

The Chief of the South African National Defence Force Focus Areas for the FY2016/17 to FY2018/19 ........................................ 20

Organisational Environment ................................................................................................................................................................. 22

DOD Overview of the FY2016/17 Budget and Medium-term Expenditure Framework Estimates ............................................................. 24

DOD Budget Programme Structure ............................................................................................................................................ 24


DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FORxii

Changes to DOD Budget Programme Structure ......................................................................................................................... 24

DOD Expenditure Estimates ...................................................................................................................................................... 24

Relating FY2016/17 MTEF Expenditure Trends to Strategic Outcome-oriented Outputs ................................................................ 26

DOD Expenditure Trend Over the 2016/17 MTEF ........................................................................................... 26

PART B: PROGRAMME AND SUBPROGRAMME PLANS 29Description of the DOD Planning, Budgeting and Reporting Cycle .......................................................................................................... 29

National Outcomes-/Results-based Planning (Logic Model) ...................................................................................................... 31

Outcomes-based Planning DOD Logic Model (DOD Strategy Map) ............................................................................................. 32

DOD Strategy Map Overview .................................................................................................................................................... 32

DOD Performance Information Aligned with the DOD Strategy Map: FY2016/17 to FY2018/19 .............................................................. 50

DOD Selected Performance Indicators and Targets for FY2016/17 to FY2018/19 ................................................................................... 51

MTSF Outcomes, derived from Government Outcomes, for the FY2016/17 to FY2018/19 .................................................................... 54

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

with the FY2016/17 to FY2018/19 Budget Allocation1 ........................................................................................................................... 55

Programme 1: Administration (Purpose, Outputs, Performance Indicators and Budget) ............................................................. 55

Programme 2: Force Employment (Purpose, Outputs, Performance Indicators and Budget) ....................................................... 98

Programme 3: Landward Defence (Purpose, Outputs, Performance Indicators and Budget) .................................................... 104

Programme 4: Air Defence (Purpose, Outputs, Performance Indicators and Budget) .............................................................. 108

Programme 5: Maritime Defence (Purpose, Outputs, Performance Indicators and Budget) ...................................................... 112

Programme 6: Military Health Support (Purpose, Outputs, Performance Indicators and Budget) .............................................. 116

Programme 7: Defence Intelligence (Purpose, Outputs, Performance Indicators and Budget)................................................... 120

Programme 8: General Support (Purpose, Outputs, Performance Indicators and Budget) ....................................................... 124

PART C: LINKS TO OTHER PLANS 131Links to the DOD Long-term Infrastructure and Other Capital Plans .................................................................................................... 131

Conditional Grants ............................................................................................................................................................................. 139

Public Entities Reporting to the Executive Authority ............................................................................................................................ 139

Public/private Partnership .................................................................................................................................................................. 140

CONTENTS (CONTINUED)

TOPIC PAGE

1. These Performance Information tables refer to Performance Indicator Targets that are “Information classified.” Information classfieid in this DOD APP for 2016 refers to “Classified information that has not been published for the consumption of the public but managed through the appropriate mandated internal and external oversight institutions. However, projections and subsequent reports will be available for audit purposes”.


xiiiDOD ANNUAL PERFORMANCE PLAN FOR 2016

Consultant Utilisation ......................................................................................................................................................................... 140

DOD Enterprise Risks ........................................................................................................................................................................ 141

DOD Management Performance Assessment Tool ............................................................................................................................. 142

DOD Service Delivery Improvement Plan ............................................................................................................................................ 144

LIST OF TABLES Table 1: DOD Constitutional and Primary Legislative Mandates .............................................................................................................. 9

Table 2: DOD Pending Court Rulings .................................................................................................................................................... 13

Table 3: DOD Budget Programme Structure ......................................................................................................................................... 24

Table 4: DOD Expenditure Estimates for the FY2016/17 to the FY2018/19 ............................................................................................ 25

Table 5: DOD Outcome 1 ..................................................................................................................................................................... 33

Table 6: DOD Outcome 2 ................................................................................................................................................................... 34

Table 7: DOD Output 1 ....................................................................................................................................................................... 35

Table 8: DOD Output 2 ....................................................................................................................................................................... 37

Table 9: DOD Output 3 ........................................................................................................................................................................ 37

Table 10: DOD Output 4 ..................................................................................................................................................................... 38

Table 11: DOD Internal Process 1 ....................................................................................................................................................... 40



Table 14: DOD Resources 1 ................................................................................................................................................................ 44




Table 18: DOD Building for the Future 1 ............................................................................................................................................... 48

Table 19 and 20: DOD Building for the Future 2/3 ................................................................................................................................ 48



Table 23: DOD Selected Performance Indicators and Targets: FY2016/17 to the FY2018/19 .................................................................. 52


TOPIC PAGE


DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FORxiv


TOPIC PAGE

Table 24: Subprogramme: Ministry: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19 ......................... 56

Table 25: Subprogramme: Ministry: Performance Indicators and Quarterly Targets for FY2016/17 ...................................................... 57

Table 26: Subprogramme: Military Ombud: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19 .............. 59

Table 27: Subprogramme: Military Ombud: Performance Indicators and Quarterly Targets for FY2016/17 ............................................ 60

Table 28: Subprogramme: Reserve Force Council: Performance Indicators and Annual Targets for the FY2016/17

to the FY2018/19 ...................................................................................................................................... 61

Table 29: Subprogramme: Reserve Force Council: Performance Indicators and Quarterly Targets for FY2016/17 ................................. 61

Table 30: Subprogramme: Defence Force Service Commission: Performance Indicators and Annual Targets

for the FY2016/17 to the FY2018/19 ......................................................................................................... 62

Table 31: Subprogramme: Defence Force Service Commission: Performance Indicators and Quarterly Targets

for FY2016/17 ........................................................................................................................................... 63

Table 32: Subprogramme: Department Direction: Performance Indicators and Annual Targets for the FY2016/17 to

the FY2018/19 .......................................................................................................................................... 64

Table 33: Subprogramme: Department Direction: Performance Indicators and Quarterly Targets for FY2016/17 ................................... 66

Table 34: Subprogramme: Policy and Planning Services: Performance Indicators and Annual Targets for the

FY2016/17 to the FY2018/19 .................................................................................................................... 68

Table 35: Subprogramme: Policy and Planning Services: Performance Indicators and Quarterly Targets for

FY2016/17 ............................................................................................................................................... 69

Table 36: Subprogramme: Military Policy, Strategy and Planning Office: Performance Indicators and

Annual Targets for the FY2016/17 to the FY2018/19 .................................................................................. 70

Table 37: Subprogramme: Military Policy, Strategy and Planning Office: Performance Indicators and

Quarterly Targets for FY2016/17 ................................................................................................................ 71

Table 38: Subprogramme: Financial Services: Performance Indicators and Annual Targets for the

FY2016/17 to the FY2018/19 .................................................................................................................... 72

Table 39: Subprogramme: Financial Services: Performance Indicators and Quarterly Targets for FY2016/17 ........................................ 73

Table 40: Subprogramme: Human Resources Support Services: Performance Indicators and Annual Targets

for the FY2016/17 to the FY2018/19 ......................................................................................................... 74

Table 41: Subprogramme: Human Resources Support Services: Performance Indicators and Quarterly Targets

for FY2016/17 ........................................................................................................................................... 77

Table 42: Subprogramme: Legal Services: Performance Indicators and Annual Targets for the FY2016/17

to the FY2018/19 ..................................................................................................................................... 80

Table 43: Subprogramme: Legal Services: Performance Indicators and Quarterly Targets for FY2016/17 ............................................. 81


xvDOD ANNUAL PERFORMANCE PLAN FOR 2016

Table 44: Subprogramme: Inspection and Audit Services: Performance Indicators and Annual Targets for the FY2016/17

to the FY2018/19 ...................................................................................................................................... 83

Table 45: Subprogramme: Inspection and Audit Services: Performance Indicators and Quarterly Targets for FY2016/17 ..................... 84

Table 46: Subprogramme: Acquisition Services: Performance Indicators and Annual Targets for the

FY2016/17 to the FY2018/19 ..................................................................................................................... 85

Table 47: Subprogramme: Acquisition Services: Performance Indicators and Quarterly Targets for FY2016/17 ................................... 86

Table 48: Subprogramme: Communication Services: Performance Indicator and Annual Targets for the

FY2016/17 to the FY2018/19 .................................................................................................................... 87

Table 49: Subprogramme: Communication Services: Performance Indicator and Quarterly Targets for FY2016/17 .............................. 87

Table 50: Subprogramme: SANDF Command and Control: Performance Indicator and Annual Targets for the

FY2016/17 to the FY2018/19 .................................................................................................................... 88

Table 51: Subprogramme: SANDF Command and Control: Performance Indicator and Quarterly Targets for

FY2016/17 ................................................................................................................................................ 88

Table 52: Subprogramme: Religious Services: Performance Indicator and Annual Targets for the FY2016/17 to

the FY2018/19 .......................................................................................................................................... 89

Table 53: Subprogramme: Religious Services: Performance Indicator and Quarterly Targets for FY2016/17 ......................................... 89

Table 54: Subprogramme: Defence Reserve Direction: Performance Indicator and Annual Targets for the

FY2016/17 to the FY2018/19 .................................................................................................................... 90

Table 55: Subprogramme: Defence Reserve Direction: Performance Indicator and Quarterly Targets for

FY2016/17 ............................................................................................................................................... 90

Table 56: Subprogramme: Defence Foreign Relations: Performance Indicator and Annual Targets for the

FY2016/17 to the FY2018/19 .................................................................................................................... 91

Table 57: Subprogramme: Defence Foreign Relations: Performance Indicator and Quarterly Targets for

FY2016/17 ............................................................................................................................................... 91

Table 58: Subprogramme: Defence International Affairs Division: Performance Indicators and Annual Targets for the

FY2016/17 to the FY2018/19 . ................................................................................................................... 92

Table 59: Subprogramme: Defence International Affairs Division: Performance Indicators and Quarterly Targets for

FY2016/17 ............................................................................................................................................... 93

Table 60: Subprogramme: Office Accommodation: Performance Indicators and Annual Targets for the

FY2016/17 to the FY2018/19 ...................................................................................................................... 94

Table 61: Subprogramme: Office Accommodation: Performance Indicators and Quarterly Targets for FY2016/17 ................................ 95


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DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FORxvi

Table 62: Programme 1: Administration: Reconciling Performance Targets with the Budget and MTEF ................................................ 96

Table 63: Programme 2: Force Employment: Performance Indicators and Annual Targets for the

FY2016/17 to the FY2018/19 ....................................................................................................................... 98

Table 64: Programme 2: Force Employment: Performance Indicators and Quarterly Targets for FY2016/17 ...................................... 101

Table 65: Programme 2: Force Employment: Reconciling Performance Targets with the Budget and MTEF ........................................ 102

Table 66: Programme 3: Landward Defence: Performance Indicators and Annual Targets for the FY2016/17

to the FY2018/19 ........................................................................................................................................ 105

Table 67: Programme 3: Landward Defence: Performance Indicators and Quarterly Targets for FY2016/17 ...................................... 105

Table 68: Programme 3: Landward Defence: Reconciling Performance Targets with the Budget and MTEF ....................................... 106

Table 69: Programme 4: Air Defence: Performance Indicators and Annual Targets for the FY2016/17 to the

FY2018/19 ................................................................................................................................................. 108

Table 70: Programme 4: Air Defence: Performance Indicators and Quarterly Targets for FY2016/17 ................................................. 109

Table 71: Programme 4: Air Defence: Reconciling Performance Targets with the Budget and MTEF .................................................. 110

Table 72: Programme 5: Maritime Defence: Performance Indicators and Annual Targets for the

FY2016/17 to the FY2018/19 ..................................................................................................................... 112

Table 73: Programme 5: Maritime Defence: Performance Indicators and Quarterly Targets for FY2016/17 ......................................... 113

Table 74: Programme 5: Maritime Defence: Reconciling Performance Targets with the Budget and MTEF .......................................... 114

Table 75: Programme 6: Military Health Support: Performance Indicators and Annual Targets for the FY2016/17

to the FY2018/19 ....................................................................................................................................... 116

Table 76: Programme 6: Military Health Support: Performance Indicators and Quarterly Targets for FY2016/17 ................................ 117

Table 77: Programme 6: Military Health Support: Reconciling Performance Targets with the Budget and MTEF ................................ 118

Table 78: Programme 7: Defence Intelligence: Performance Indicators and Annual Targets for the FY2016/17

to the FY2018/19 ........................................................................................................................................ 120

Table 79: Programme 7: Defence Intelligence: Performance Indicators and Quarterly Targets for FY2016/17 ..................................... 121

Table 80: Programme 7: Defence Intelligence: Reconciling Performance Targets with the Budget and MTEF ...................................... 122

Table 81: Programme 8: General Support: Performance Indicators and Annual Targets for the FY2016/17

to the FY2018/19 ........................................................................................................................................ 125

Table 82: Programme 8: General Support: Performance Indicators and Quarterly Targets for FY2016/17 .......................................... 127

Table 83: Programme 8: General Support: Reconciling Performance Targets with the Budget and MTEF ........................................... 128

Table 84: Links to Long-term Infrastructure Plan: New and Replacement Assets ............................................................................... 131


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xviiDOD ANNUAL PERFORMANCE PLAN FOR 2016

Table 85: Links to Long-term Infrastructure Plan: Maintenance and Repair ........................................................................................ 133

Table 86: Links to Long-term Infrastructure Plan: Refurbishment ....................................................................................................... 136

Table 87: Public Entities Reporting to the Executive Authority ............................................................................................................ 139

Table 88: DOD Consultant Utilisation and Historically Disadvantaged Individual Classification for the FY2016/17 ................................. 140

Table 89: DOD Enterprise Risks with Risk Responses ........................................................................................................................ 141

Table 90: MPAT Levels of Management Performance ......................................................................................................................... 143

Table 91: DOD Service Delivery Improvement Plan ............................................................................................................................ 144

LIST OF FIGURES Figure 1: Sustainable Development Goals ............................................................................................................................................. 4

Figure 2: Planning the DOD Development Trajectory ............................................................................................................................ 12

Figure 3: NDP, Vision 2030 Plans ........................................................................................................................................................ 14

Figure 4: DOD Macro-organisational Structure .................................................................................................................................... 23

Figure 5: The DOD Planning, Budgeting and Reporting Cycle ................................................................................................................ 29

Figure 6: Key Performance Information Concepts (Logic Model/Strategy Map) .................................................................................... 31

Figure 7: DOD Strategic Planning Framework (DOD Strategy Map) ....................................................................................................... 33

Figure 8: DOD Management Key Performance Areas .......................................................................................................................... 143

ANNEXURES Annexure A: DOD Performance Information aligned and linked to Government Outcomes, DOD Strategy Map for

FY2016/17 and the Strategic Outcomes and 5 year Strategic Plan Targets2 ..................................................................... 147

Annexure B: Amendments to the Performance Indicators that are reflected in the DOD Strategic Plan for 2015 to 2020 ....................... 163

Annexure C: DOD Strategic Indicator Description Table ...................................................................................................................... 173

Annexure D: SA Defence Review 2015 (Milestone 1) Implementation within current FY2016/17 Resource Allocation .......................... 191


TOPIC PAGE

2. DOD Performance Information is supported by Technical Datasheets which are available on the DOD Intranet.


DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FORxviii

GLOSSARY

List of abbreviations used in this APP

ACIRC African Capacity for Immediate Response to CrisisAFB Air Force BaseAGSA Auditor-General of South AfricaAPP Annual Performance PlanAMC Accountability Management CommitteeAMF Audit Management ForumArmscor Armament Corporation of South AfricaASB Army Support BaseAU African UnionBFF Building for the FutureBMA Border Management AgencyBMTT British Military Training TeamBPSTT British Peace Support Training TeamCAE Chief Audit ExecutiveCCB Castle Control BoardCFO Chief Financial OfficerCHA Concurrent Health AssessmentCHR Chief Human ResourcesCOIR New York State Partnership and Inter-allied Confederation of Reserve OfficersC SANDF Chief of the South African National Defence ForceCSIRT Cyber Security Immediate Response TeamDA Delivery Agreement DACAF Directorate Anti-corruption and Anti-fraud Def Sec Defence SecretariatDDG Deputy Director-GeneralDDSI Armscor Defence Decision Support InstitutionDEP Defence Endowment Property DICI Defence Information and Communication InfrastructureDIRCO Department of International Relations and CooperationDFR Defence Foreign RelationsDFSC Defence Force Service CommissionDLSD Defence Legal Services Division DMV Department of Military VeteransDOD Department of DefenceDPSA Department of Public Service AdministrationDPSP Defence Policy, Strategy and PlanningDRIPT Defence Review Implementation Project Team EA Executive Authority EU European UnionENE Estimate of National ExpenditureERM Enterprise Risk Management


xixDOD ANNUAL PERFORMANCE PLAN FOR 2016

ETD Education Training DevelopmentFOSAD Forum for South African Director-GeneralsFMD Financial Management DivisionFMPPI Framework for Managing Programme Performance InformationFMS Financial Management SystemFY Financial YearGCIS Government Communication and Information SystemsGDP Gross Domestic ProductGITO Government Information Technology OfficerGRC Governance Risk ComplianceHDI Historically Disadvantage IndividualsHOC Head of CommunicationHR Human ResourcesHRD Human Resources DevelopmentICA Intangible Capital AssetICC International Criminal CourtICT Information Communication TechnologyICTS International Cooperation Trade and SecurityIED Improvised Explosive DevicesIG Inspector GeneralIPAP Industrial Policy Action PlanIT Information TechnologyIFMS Integrated Financial Management System IT FMS Information Technology Financial Management SystemJCPS Justice, Crime Prevention and Security ClusterJFE Joint Force EmploymentJI2M Joint Interdepartmental, Interagency and MultinationalKPA Key Performance AreasLOA Letter of AssistMCC Military Command CouncilMHTF Military Health Training FormationMLAC Ministerial Legal Audit CommitteeMOD&MV Minister of Defence and Military VeteransMOU Memorandum of UnderstandingMPAT Management Performance Assessment ToolMS1-5 Milestone 1, Milestone 2, Milestone 3, Milestone 4 and Milestone 5MSDS Military Skills Development SystemMTEF Medium-term Expenditure FrameworkMTSF Medium-term Strategic FrameworkNACH National Anti-corruption HotlineNCACC National Convention Arms Control CommitteeNCO Non-commissioned OfficerNCOP National Council of ProvincesNDIC National Defence Industry CouncilNDP National Development Plan, Vision 2030NDPW National Department of Public WorksNGP National Growth PathNT National Treasury

GLOSSARY

List of abbreviations used in this APP

ACIRC African Capacity for Immediate Response to CrisisAFB Air Force BaseAGSA Auditor-General of South AfricaAPP Annual Performance PlanAMC Accountability Management CommitteeAMF Audit Management ForumArmscor Armament Corporation of South AfricaASB Army Support BaseAU African UnionBFF Building for the FutureBMA Border Management AgencyBMTT British Military Training TeamBPSTT British Peace Support Training TeamCAE Chief Audit ExecutiveCCB Castle Control BoardCFO Chief Financial OfficerCHA Concurrent Health AssessmentCHR Chief Human ResourcesCOIR New York State Partnership and Inter-allied Confederation of Reserve OfficersC SANDF Chief of the South African National Defence ForceCSIRT Cyber Security Immediate Response TeamDA Delivery Agreement DACAF Directorate Anti-corruption and Anti-fraud Def Sec Defence SecretariatDDG Deputy Director-GeneralDDSI Armscor Defence Decision Support InstitutionDEP Defence Endowment Property DICI Defence Information and Communication InfrastructureDIRCO Department of International Relations and CooperationDFR Defence Foreign RelationsDFSC Defence Force Service CommissionDLSD Defence Legal Services Division DMV Department of Military VeteransDOD Department of DefenceDPSA Department of Public Service AdministrationDPSP Defence Policy, Strategy and PlanningDRIPT Defence Review Implementation Project Team EA Executive Authority EU European UnionENE Estimate of National ExpenditureERM Enterprise Risk Management


DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FORxx

NYS National Youth ServiceOCASC Operation Clean Audit Steering CommitteeOP OperationOPSC Office of the Public Service CommissionOSLA Office of the State Law AdviserPDSC Plenary Defence Staff CouncilPFMA Public Finance Management ActPInd Performance IndicatorPIMS Performance Information Management System PPP Public Private PartnershipPSAP Public Service Act PersonnelPSC Peace and Security CouncilPSIMF Public Service Integrity Management FrameworkPSO Peace Support OperationsPSR Public Service RegulationsRBM Result Based ManagementRFC Reserve Force CouncilRSA Republic of South AfricaR&D Research and DevelopmentSA South AfricaSADC Southern African Development CommunitySADIC South African Defence Intelligence CollegeSAI South African InfantrySANDU South African National Defence Force UnionSEIAS Socio-economic Impact Assessment SystemSAMHS South African Military Health SupportSANDF South African National Defence ForceSAPS South African Police ServiceSAQA South African Qualification ActSC Secretariat CouncilSCAMP Strategic Capital Acquisition Master PlanSDG Sustainable Development GoalsSDP Strategic Defence PackageSDIP Service and Delivery Improvement ProgrammeSEC DEF Secretary for DefenceSEIAS Socio-economic Environmental Impact Assessment SystemSITA State Information Technology AgencySMME Small Medium Macro Enterprises SMS Senior Management ServiceSP Strategic PlanSPF Strategic Planning FrameworkSRMC Strategic Risk Management CommitteeSONA State of the Nation AddressSOP Standard Operation ProceduresTCC Troop Contribution CountriesUAMP User Assets Management PlanUN United Nations URTP University Reserve Training ProgrammeVIP Very Important Person/People


1DOD ANNUAL PERFORMANCE PLAN FOR 2016

PART A: STRATEGIC OVERVIEW

VISION

“Effective defence for a democratic South Africa.”

MISSION

“To provide, manage, prepare and employ Defence capabilities commensurate with the needs of South Africa as regulated

by the Constitution, national legislation, parliamentary and executive direction. The above will be provided through the

proper management, provision, preparedness and employment of Defence capabilities, which are in line with the domestic

and global needs of South Africa.”

DOD ORGANISATIONAL VALUES

The DOD has committed itself to organisational values that are rooted in individual values, codes of conduct and unit

cohesion. For the period under review, in delivering the Defence mandate, the DOD will pursue and adhere to the following

organisational values, as informed by the DOD Strategic Plan (SP) 2015-2020:

• Accountability.

• Consultation rooted in effective and efficient partnership and collaboration.

• Discipline.

• Ethics.

• Excellence.

• Openness and transparency.

• People.

• Service standards.

• Teamwork.

DOD INDIVIDUAL VALUES

The following DOD individual values form the framework through which the individual values of DOD members will be

pursued in support of the organisational values of Defence. The DOD individual values are as follows:

• Professionalism.

• Human dignity.

• Integrity.


DOD Annual Performance Plan for 2015DOD ANNUAL PERFORMANCE PLAN FOR2

• Leadership.

• Loyalty.

• Patriotism.

2016 UPDATED SITUATIONAL ANALYSIS3

The departmental situational analysis provides the evolving external and internal environments that exert and influence on

the legislative output deliverables of the DOD. The matters identified in this situational analysis are derived and updated as a

result of the DOD annual departmental environmental scanning process. For this FY2016/17 Annual Performance Plan (APP)

an updated situational analysis is provided in terms of prevailing aspects as contextualised in the DOD SP 2015-2020. Where

changes in the external and/or internal environment were identified, that may have a bearing on the DOD, such changes are

presented. The DOD updated 2016 Situation Analysis that has informed subsequent planning processes of the department

is outlined below.

EXTERNAL ENVIRONMENT

POLITICAL

Global political situations may affect the DOD, as more unstable political situations, predominantly on the African continent

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

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

• Domestic, Regional and Continental Security: National Security Strategy (NSS). South Africa’s national security is centred on the advancement of its sovereignty, democracy, national values and freedoms and its political and economic independence. The National Security furthermore includes dimensions of domestic, regional and continental national security. Domestically, the DOD will continue to defend and protect the sovereignty and the related priorities of territorial integrity, constitutional order, the security and continuance of national institutions, the well-being, prosperity and upliftment of the people, the growth of the economy, and demonstrable good governance. Regionally, the Republic of South Africa (RSA) will continue to contribute to the stability, unity and prosperity of the Southern African region and the African continent in general. The DOD will continue to support resourced peacekeeping support operations of the United Nation’s (UN) and African Union (AU) on the African continent as ordered by government.

• Defence has considered the tasks and commitments arising from the NSS relating to the defence mandate and the

support requirements of government’s intent both domestically, regionally and on the continent and will position itself to

respond appropriately when called upon to do so through ordered commitments in accordance with government policy.

ECONOMIC

• Defence Budget Allocation. Global military expenditure trends declined to $1753 billion in 2012, equivalent to 2.5% of global gross domestic product (GDP). Although the decline was only 0.5% in real terms, this was the first decrease since 1998. The DOD budget allocation for FY2016/17 will remain insufficient to fully fund force preparation and renewal in support of the required operations ordered by government.

3. The DOD Situational Analysis, as reflected in the DOD Strategic Plan (2015 – 2020), was updated during the 2015 annual planning process to include external and internal factors that will affect the DOD during 2016.



• The DOD will continue to consider the disjuncture between its current budget allocation, its level of ambition as informed by the approved SA Defence Review 2015 Policy, collective requirements of the UN, AU and the Southern African Development Community (SADC) and its mandate (inclusive of the Constitution, Defence Act and government policy as specified in the White Paper on Defence and SA Defence Review 2015).

• A DOD Funding Model, as informed by the SA Defence Review 2015, will be developed in consultation with internal and external stakeholders to enable the identification and attraction of financial resourcing through various streams of revenue generation to fund the Defence portfolio. The development of an integrated DOD Costing, Budgeting and Control Tool will ensure the integrity of Defence financial management moving forward as the basis of stakeholder discussions and negotiations.

SOCIAL

• Demographic Patterns. In the envisaged world of 2030 (8.3 billion people), four demographic trends will fundamentally shape the economic and political conditions in most countries and relations among countries. These trends are; ageing of populations, youthful societies and states, migration, and growing urbanisation. Demands for skilled and unskilled labour will spur global migration and there will be a tendency towards people migrating across borders. Trans-national and crime syndicates continue to increase their illicit activities contributing to instability. The responsibility of the South African National Defence Force (SANDF) in terms of border safeguarding will continue and possibly increase as the foreseen migration trends intensify.

• Tipping Points and Violent Protests. Although the percentage of South Africans who believe in strikes and demonstrations has remained relatively unchanged, at just under 40%, there has been an increase in the number of South Africans who report that they actually participated in demonstrations, strikes and violent protests4. Protest tipping points are not always based on evidence, as a number of these tipping points have been researched to be basic security problems, such as violent hot spots in specific communities causing violence against women, crime, political exclusion and land tenure5. The SANDF may be required to co-operate on a more regular basis with the South African Police Service (SAPS), to ensure domestic peace and security.

• Health Service Delivery. It is foreseen that health service delivery to the SANDF may be adversely affected by the high frequency of SANDF deployments in an ever-growing complex and psychologically stressful environment. In future this deployment frequency may lead to higher incidences of health issues amongst SANDF members that may include emotional stress, social adjustment problems, suicide and low morale, thus influencing military commitments, both internally and externally.

• Employment of Youth. The DOD through current departmental infrastructure and resources, as a service provider to other government departments for the Youth Leadership Development and Character-building Module, trained a total of 2 008 youth in FY2014/15 and 1 916 youth during FY2015/16. A primary objective of Government remains the accelerated employment of the youth into institutions of government. For the DOD this may influence the numbers that will need to be accommodated on the DOD Youth Development Programmes.

• Internship Programmes in Government. Every government department and public entity is required to employ internship members for experiential training in support of the prevailing government job creation policy. In support of Government Job Creation Policy the DOD will pursue the development of the DOD Internship Policy during FY2016/17 for approval in FY2017/18, which will direct the DOD in terms of the management of DOD internships.

4. Nearly 20% of SA Youth Took Part in Violent Protests, Southern Africa Horizon Scan, December 2012, pp. 7 – 8.5. Urban Tipping Points – Important New Research on the Roots of Violence, Southern Africa Horizon Scan, June 2012, pp. 2 – 3.



SUSTAINABLE DEVELOPMENT GOALS

• The Heads of States met at the UN Headquarters in New York from 25 to 27 September 2015 to develop the new global Sustainable Development Goals (SDGs), that will build on the current Millennium Development Goals (MDGs). The SDGs is an agenda for a plan of action for people, planet and prosperity as reflected in Figure 1. The SDGs recognise that eradicating poverty in all its forms and dimensions, including extreme poverty, is the greatest global challenge and an indispensable requirement for sustainable development. All countries and stakeholders acting in collaborative partnership will implement the SDGs plan.

Figure 1: Sustainable Development Goals

• The 17 SDGs and associated 169 targets which form the SDGs demonstrate the scale and ambition of this new

universal agenda. These SDGs seek to build on the Millennium Development Goals and complete what they did not

achieve. These SDG and targets will stimulate action over the next 15 years in areas of critical importance for humanity

and the planet. The SDGs, as published by Presidency, consist of the following goals:

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

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

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

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

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

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



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

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

decent work for all.

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

– Goal 10: Reduce inequality within and among countries.

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

– Goal 12: Ensure sustainable consumption and production patterns.

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

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

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

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

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

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

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

development.

• The DOD by virtue of its legislative mandate will indirectly support selected SDGs into the future trajectory of defence.

TECHNOLOGICAL

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

– Offensive. During the FY2016/17 the DOD will develop a comprehensive departmental Cyber Warfare Strategy

aligned with the national policy regarding South Africa’s posture and capabilities related to offensive information

warfare actions. The Cyber Warfare Strategy will be submitted for consideration by the Justice, Crime, Prevention

and Strategy (JCPS) Cluster Ministers during the FY2016/17. The DOD will furthermore develop a departmental

Sensor Strategy during FY2016/17.

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

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

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

from an information warfare incident.

• Research and Development (R&D). In the global market place the most successful nations are those with a culture and infrastructure conductive to innovation and who spend a minimum of 2.5% of Gross Domestic Product (GDP) on R&D. In support of Chapter 9 of the National Develpment Plan (NDP) Vision 2030, “Improving Education, Innovation and Training”, increasing R&D in the RSA and in specific industries, the DOD will continue to ensure a DOD R&D capability. The establishment of an integrated DOD Strategic Research capability shall inform, co-ordinate and enhance strategy, policy and capability development through the results of integrated departmental strategic research. For the years to come, this responsibility for policy research has been assigned to Defence Policy, Strategy and Planning and technology research to Defence Matériel Division for operationalisation. The DOD will continue with scientific research in cooperation with other state departments and institutions and the development of the Defence Science, Engineering and Technology Policy during FY2016/17.



LEGAL

• The safeguarding of the air, land and sea borders of the RSA remains the Constitutional and legislative mandate of the DOD. The DOD will continue to execute its border safeguarding function by addressing security threats and vulnerabilities such as illegal cross-border movement of people, goods, services and hostile elements that threaten the territorial integrity of the state and the well-being of its people. In the recent past, the SANDF performed peacekeeping and internal operations as ordered by government. It is, however, envisaged that the a possible requirement for the conducting of offensive operations with different applicable international legal requirements and implications may become an ordered commitment requirement of government. The SANDF will be required to ensure that it operates are conducted within the requirements of applicable international law implying that SANDF personnel involved in military operations will be required to ensure that all members are fully conversant with applicable international law regulating the use of force.

• The envisaged amendment of the Military Ombud Act, Act 4 of 2012 for FY2016/17 will play a critical role with regard to the implementation of corporate governance and adherence to accountability frameworks in the office of the Military Ombud.

PHYSICAL

• Climate Change. The current global climate changes and the associated impact on weather patterns and conditions may result in increased regional flooding or/and drought. Government may in the foreseeable future require the SANDF to assist with increasing humanitarian assistance and disaster relief during General Military Assistance (GMA) operations in the SADC region.

MILITARY

• While the nature of military conflict is not expected to change in the coming decades in the air, at sea and on land, the means of warfare will certainly continue to evolve. Although no international armed conflict threat against South Africa is foreseen in the next five years, conflicts in Africa may require the deployment of SANDF members who will face armed groupings using heavy conventional6 weapons. During SANDF deployments in support of international peace support operations, the SANDF will increasingly face the following threats: rising tensions globally, hybrid threats7 that contain a mixture of international and non-international forms of conflict and the problem of weak and failing states. The use of improvised explosive devices (IEDs) is also expected to increase. While the nature of war is not expected to change, the SANDF is to take note that the character of conflict and war will constantly change and evolve. Conflicts will continue to evolve, as the SANDF and potential belligerents adapt to advances in science and technology, improved weapons and changes in the security environment. The DOD is to take note that future warfare is likely to be characterised by six strategic trends:

– The increasing importance of information.

– The evolution of unconventional warfare capabilities.

– The growing prominence of non-military aspects of warfare.

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

6. Conventional war is defined as war without nuclear weapons, fought on land, sea and in the air between armed forces and not against armed groups.7. A hybrid threat is any adversary that simultaneously and adaptively employs a fused mix of conventional weapons, irregular tactics, terrorism and criminal behaviour in the battle

space to obtain their political objectives. Taken from: Frank G. Hoffman, “Hybrid vs. Compound War, The Janus choice: Defining Today’s Multifaceted Conflict”, in Armed Forces Journal International, Springfield, 2009, available at http://www.armedforcesjournal. com/ 009/ 10/4198658 as quoted in Defence Against Terrorism Review (4:1) Spring and Fall 2012, p. 48.



– Increasing nuclear powers.

– A more complex environment for interventions.

INTERNAL ENVIRONMENT

• Deployment of the SANDF. South Africa has pledged armed forces to the African Capacity for Immediate Response to Crises (ACIRC) and the DOD, as a founding member, has begun with the operationalisation of the ACIRC8. The external deployment of military personnel within the requirements of international law has necessitated the SADC to heightened awareness of the legal implications of the actions of deployed forces and a requirement for more sophisticated training led by objective and authoritative doctrine. The DOD will continue to deploy SANDF members in the following operations:

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

SAPS that includes, amongst others, support during the National Elections, the inauguration of the President of the

RSA and opening of Parliament.

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

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

the Mozambique Channel for the prevention of any piracy-related activities remains a national and departmental

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

of Africa in the future.

– Border Safeguarding. During FY2016/17 the SANDF will increase the number of sub-unit deployed on the borders

of the RSA from 13 FY2015/16 to 15 sub-units to execute its border safeguarding function along the Limpopo,

Mpumalanga, KwaZulu-Natal, Free State, Eastern Cape, Northern Cape and North West Provinces as part of

Phase 4 of the departmental Border Safeguarding Strategy. The DOD Border Safeguarding Strategy will serve as a

departmental contribution to the National Border Strategy that will be developed during FY2016/17.

• Corporate Governance. Corporate governance is enshrined in the King III Report on Governance for South Africa. The DOD embraces the principles in this document and continues to strengthen its departmental role and function in the governance, risk and compliance functions through the following:

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

government departments shall inform the DOD’s Ethics Management Programme. Hence, the approval of the DOD

Ethics Policy the DOD will continue with the implemention of the DOD Ethics Strategy during FY2016/17. To give

effect to ethics and integrity in the DOD, the DOD shall focus on the following:

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

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

departmental measures for managing ethical conduct and promoting integrity.

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

• DOD Audit Committee. The DOD Audit Committee during the FY2016/17, as an independent committee, will continue to review the effectiveness of the DOD internal control systems, internal audit functions, DOD risk areas to be covered in the scope of internal and external audits, the adequacy, reliability and accuracy of the financial information, identification of possible accounting and auditing concerns, ensuring compliance with legal and regulatory provisions and oversight of the activities of the departmental internal audit function. The DOD Audit Committee will be constituted and will meet within the provisions of Section 76 and 77 of the PFMA, Act No. 1 of 1999.

8. SONA 2015 pronouncement.



• DOD Internal Audit. The mandate of the DOD internal audit function is derived from the PFMA, Act 1 of 1999, Section 38(1)(a)(ii) directing the following key responsibilities of internal audit; to provide independent, objective assurance and consulting service, designed to add value through a systematic and disciplined approach intended to improve the DOD’s operations and ensure achievement of objectives (outputs). The DOD Internal Audit Plan was approved by the DOD Audit Committee during FY2015/16 and will be implemented in FY2016/17. The capacitating of the Internal Audit Division will continue to be addressed during the FY2016/17 to enable the execution of this function.

• Governance of Risk. The DOD continues to commit its efforts towards an effective enterprise risk management approach through the following:

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

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

management process for compliance in the DOD.

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

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

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

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

committee members to execute their risk management mandate. Continuing departmental interventions will take

place during the FY2016/17 to ensure that new members to the Strategic Risk Management Committee are fully

capacitated.

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

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

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

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

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

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

skills.

• Governance of Information Technology (IT). The DOD will strengthen its IT policy and plans by institutionalising the Public Service Governance Framework, amongst others, by monitoring and evaluating its investment in and expenditure on IT and ensuring that information assets are managed in the most effective manner. The envisaged Integrated Defence Enterprise System (IDES), as a solution to ensure DOD interoperability and connection with the government-wide Integrated Financial Management System (IFMS) will be managed within the context of governmental progress in terms of the IFMS.

• Compliance Management. The functional structures in the DOD that address Human Resources (HR), Financial and Procurement Governance, Risk and Compliance (GRC) continue to be strengthened through appropriate capacitating and ensuring of compliance with prevailing legislative norms and standards in the respective functional areas.

• Stakeholder Relations Management. The DOD will strive to achieve the appropriate balance between its various stakeholders in the best interests of the DOD and the State. Through the SA Defence Review 2015 the country has initiated an intervention to promote consensus on defence that requires engagements with relevant stakeholders in pursuance of the defence mandate on a variety of topics in the interest of the public.

• Corruption and Fraud. The DOD corruption and fraud nodal point will during the FY2016/17 continue to manage issues relating to corruption and fraud ranging from awareness training to the structured receipt of cases through the ‘whistle-blowing’ mechanism and other established departmental channels. The Military Police will continue to investigate the reported cases of alleged corruption and fraud and the Defence Legal Services will through the military courts, prosecute where relevant with a view to securing a conviction in those cases that are not referred to a civilian court.



• Financial Management. The former DOD Operation Clean Audit Steering Committee (OCASC), now the Audit Management Forum (AMF), as a sub-committee of the Accountability Management Committee (AMC), was previously established by the DOD as an initiative/strategy for ensuring good corporate governance and accountability in terms of addressing eminent adverse audit findings. During FY2016/17, the AMC will spearhead sessions aimed at providing assistance, advice, monitoring, reporting and making of recommendations to the relevant stakeholders on related action plans and internal financial controls designed to reduce and/or eradicate the related audit findings.

• Supply Chain Governance. The DOD Supply Chain Governance Framework is in the process of being developed and will provide a policy framework for all policies related to the Defence Supply Chain management and will inform associated DOD Procurement Policy development that is foreseen for approval during FY2016/17 and implemented in FY2017/18. The DOD Procurement Policy will support the procurement of commodities from local suppliers and contribute to support Small Micro-Medium Enterprises (SMMEs) in the areas where the SANDF is deployed.

• DOD Regulatory Framework. The updating of the General Regulations in terms of the Defence Act, Act 42 of 2002 will be expedited to execute the Constitutional Court ruling of 2006 concerning labour rights. The Regulations require comprehensive revision. The DOD is to improve its capacity to ensure optimal legal advice and litigation support to the DOD.

• Court Decisions Affecting the DOD. It has become evident that some court decisions affecting the DOD are not implemented within the prescribed time-frames as determined. In addition, slow progress is evident regarding the departmental compliance with court rulings within the prescribed time-frames that may result in further litigations and labour unrest that will tarnish the image of the DOD. The DOD will continue to improve the effectiveness of interface between the State Attorney and the DOD to ensure timely compliance with court decisions.

CONSTITUTIONAL AND LEGISLATIVE MANDATES

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

Table 1: DOD Constitutional and Primary Legislative Mandates

Legislation Responsibilities

Constitution of the Republic of South Africa, 1996 (Act No. 108)

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

Defence Act, 2002(Act No. 42)

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



Legislation Responsibilities

Defence Amendment Act, 2010(Act No. 22)

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

Public Service Act, 1994 Section 7 (3)(a): Each department shall have a head who shall be the incumbent of the post on the establishment bearing the designation mentioned in column 2 of Schedule 1, 2 or 3 opposite the name of the relevant department or component, or the employee who is acting in that post.Section 7 (3)(b): Subject to the provisions of paragraphs (c) and (d), a head of department shall be responsible for the efficient management and administration of his or her department, including the effective utilisation and training of staff, the maintenance of discipline, the promotion of sound labour relations and the proper use and care of State property and he or she shall perform the functions that may be prescribed.

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

Section 36: Appointment as the Accounting Officer. Furthermore, among other things, the Accounting Officer is to ensure the provision and maintenance of effective, efficient and transparent systems of financial and risk management and internal control in accordance with sections 13; 29 2 (a)(b); 38; 39; 40; 41; 42; 43; 44; 45; 46; 47(1)(a); 63; 64; 65; 81 and 89. Section 38 (a) (ii): A system of internal audit under the control and direction of an Audit Committee complying with and operating in accordance with regulations and instructions prescribed in terms of Sections 76 and 77.

Military Ombud Act, 2012 (Act No. 4)

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

Castle Management Act, 1993 (Act No. 207)

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

Armscor Act, 2003 (Act No. 51)

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

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

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

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

Section 9 (2).

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

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

National Strategic Intelligence, 1994 (Act No. 39)

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

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

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

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

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

Table 1: DOD Constitutional and Primary Legislative Mandates (continued)



REVISION TO LEGISLATIVE AND OTHER MANDATES

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

• Defence and Related Acts Repeal and Amendment Bill. The repealing and/or amending of Defence laws is deemed to be obsolete or unconstitutional as per the Cabinet directive, which is an initiative of the South African Law Reforms Commission as instructed by the Cabinet. The Chief of the State Law Adviser (OSLA) has finalised this matter and provided the DOD with the pre-certification opinion as approved by Cabinet on 16 October 2014. Public hearings for public comments on the Bill were conducted on 04 and 11 August 2015. On approval by the National Council of Provinces (NCOP), the Bill has subsequently been assented to the President on 13 December 2015 and gazetted on 15 December 2015.

• Military Discipline Bill. The Constitution enjoins the State to maintain and structure the SANDF as a disciplined military force. The Bill seeks to achieve this Constitutional imperative by providing for the proper administration of the Military Justice System in a manner that achieves this main aim and promotes equality, fairness, transparency and accountability in the Defence Force. The Bill was approved by the DOD during the FY2012/13 and it was forwarded to the OSLA for provisional certification. Certification, as a prerequisite to the Parliamentary approval process of the Bill, is awaited by the OSLA.

• Hydrographic Bill. The Bill provides for the establishment of an Office of Hydrographic Service in the South African Navy to bring about safe and secured navigation within the maritime zones of South Africa. The Bill was forwarded to the OSLA for provisional certification, which is still awaited. The Bill must appear before the Council on Defence (COD) for approval, whereafter the Bill will proceed through the legislative process.

POLICY MANDATES

THE SOUTH AFRICAN DEFENCE REVIEW 2015

The Defence Review 2014 was approved by Cabinet on 19 March 2014, and endorsed by the National Assembly and the

National Council of Provinces on 04 June 2015 and 24 June 2015 respectively.

The SA Defence Review 2015 provides the defence policy for South Africa that informs the defence trajectory to be pursued

over multiple Medium-term Strategic Framework (MTSF) periods as depicted in Figure 2. The SA Defence Review 2015 maps

out five strategic planning milestones as firm foundations to direct the development of South Africa’s defence capabilities

through a DOD Extended Long-term Defence Development Plan, inclusive of an aligned funding trajectory integrated into

both the national and departmental planning, budgeting and reporting cycle.

The first four milestones will provide the initial impetus to ensuring an adequate, appropriate and relevant defence capability

for South Africa. Milestone five will remain the Constitutional contingency which can be achieved from the firm foundation

provided by Milestone 4:

• Milestone 0 (MS0). The current situation within the DOD.

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

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

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

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

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



Figure 2: Planning the DOD Development Trajectory

MS0

Current Situation

Arrest Decline

Limited War

Re-balance

Respond to Challenges

Capacitate

MS1

MS2

MS3

MS4MS5

Critical Success Factors• DirectedbytheCiC• Cabinetsupported• Appropriatelyfunded.• Nationalconsensus• Commanddriven• Interactivetimeline• Valuepropositionfocus• Strategicpartners

During 2015 the DOD developed the Defence Review Planning and Implementation Framework and Implementation Plan,

delineating Policy, Strategy, Planning and Reporting requirements, to guide the programmatic resourced implementation of

the SA Defence Review 2015 over the next four Medium-term Strategic Framework (MTSF) periods (20 years). Furthermore,

2015 saw the establishment of several departmental oversight structures charged with the responsibility of ensuring the

implementation of the SA Defence Review 2015.

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

decline within the available resource allocation”. The plan to arrest the decline of the SANDF will be address by amongst others,

the following key areas:

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

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

Annexure D to this DOD APP for 2016, reflects the SA Defence Review 2015 Milestone 1 implementation End-States and

associated deliverables (policies, strategies or plans) that will be pursued within the FY2016/17 defence allocation. Annexure

D does however not include those SA Defence Review 2015 Milestone 1 End-States and deliverables that require additional

resources, such unfunded (or in some instances partially funded) deliverables will be included in the comprehensive DOD

SA Defence Review 2015 Milestone 1 Implementation Plan due for implementation on 01 April 2016, which will form the

basis of a strategic-level negotiation process between the DOD and the National Treasury (and other identified stakeholders

where so identified) to ensure appropriate resourcing of the defence portfolio.

PENDING COURT RULINGS

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



Table 2: DOD Pending Court Rulings

Ser

No.Pending Court Case

DescriptionImplication/s of

Pending Court Case

1 The amount in Claims against the State relates to a commission claim of EUR 192 180 623 with a rand value of R13 116 849 ) (2013/14: R2 802 855). The difference of R20 000 000 is local legal fees. The difference in the prior year amount vs the new year relates to the foreign exchange rate. The matter is defended in a Civil Court of Lisbon, Portugal. The matter was dismissed by the Lisbon court during October 2011 on the basis that no jurisdiction exist to hear the case. On appeal the court found in favour of the plaintiff. This decision of the court was however appealed by Armscor where the court ruled in favour of the plaintiff. A date for the preliminary hearing was scheduled for 29 April 2014. At a preliminary hearing on 29 April 2014 the court ruled that the preservation of evidence should be undertaken by the parties. The preservation of evidence in commission was held during March 2015 and was chaired by a neutral person appointed by the Lisbon court. The matter will now proceed in the Civil Court of Lisbon and it is expected that a court date will be set for April 2016.

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

2 Fredericks versus Minister of Defence and Military Veterans, Secretary for Defence and C SANDF. The applicant seeks a prohibitive interdict against the DOD in taking any disciplinary steps against him for this participation in the South African National Defence Union (SANDU) march to the Union Buildings on 26 August 2009 and further seeks an order to uplift his special leave in order that he may return to his unit.

Should the member be successful in his application, it will have an effect on the future administration of military justice, in respect of discipline and measures taken to discipline members in the DOD.

PERFORMANCE DELIVERY ENVIRONMENT

During FY2015/16 the aspects that had a bearing on the departmental performance delivery environment included amongst

others, the following:

• The SANDF continued to contribute to domestic, regional and continental stability by deploying military capabilities in a wide range of prominent and internationally recognised external peace support operations.

• The SANDF continued to execute border-line safeguarding operations through the deployment of 13 sub-units.

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

• The SA Navy continued to prepare naval forces for operations in support of the Maritime Security Strategy.

During the FY2015/16 the DOD encountered various challenges that hampered the achievement of the department mandate.

The challenges included amongst others, the following:

• DOD Human Resource (HR) Information Technology (IT) System. The lack of an integrated DOD HR IT system as well as the ageing departmental human resources PERSOL system.

• Non-compliance with National Regulatory Framework. Due to prevailing resource constraints, progress with the development and promulgation of the DOD Corporate Governance of Information and Communication Systems Policy was not made during the FY2015/16.



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

• Defence Reserves Empowerment. The University Reserve Training Programme (URTP) is one of the mechanisms in the SANDF that seeks to address the ageing of the current Reserve Force members and providing a sufficient number as well as improving the quality of junior leaders in terms of both officers and Non-Commissioned Officers. The URTP has been rolled out to most of the national provinces by the Services that saw the final selection of 80 candidates by the SA Army in KwaZulu-Natal. Whilst the training of members in the SA Air Force and the SA Navy is continuing, the training of the members recruited in KwaZulu-Natal will be completed at a later stage. The SA Army is currently in the process of refining the URTP in a manner that will adequately address the requirements of the SANDF.

• Limited capacity of Legal Services. The non-assignment of Military Judges, backlog of cases, sub-optimal structures and inadequate staffing levels and the prevailing resource constraints continued to impede the Legal Services function from achieving its outputs. Whilst management interventions were ensured to sustain current operations, these were of a temporary nature and cannot be sustained over an extended length of time.

DOD CONTRIBUTION TO NATIONAL IMPERATIVES OF GOVERNMENT

The DOD in pursuance of its Constitutional and legislative mandate through inherent Defence capabilities, contributes to the

following national imperatives informing the development of departmental Performance Information as reflected in Annexure

A to this plan:

• The NDP, Vision 2030. The NDP, vision 2030 and its related policies provide a national framework that will inform the envisaged contribution by national departments to the objectives of the NDP. Figure 3 indicates the aspects that form the corner-stone of the NDP, Vision 2030 to which the defence portfolio, where relevant, will contribute.

Figure 3: NDP, Vision 2030 Plans



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

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

– Provision of assistance in disaster aid and disaster relief (Chapter 5: Environmental sustainability and resilience

and Chapter 12: Building safer community).

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

and the world).

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

Innovation).

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

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

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

• The MTSF: 2014-2019. Cabinet approved the MTSF on 23 July 2014 that was designed to be the mechanism through which departments are expected to align their planning instruments in support of the NDP, Vision 2030. The MTSF provides fourteen approved MTSF Outcomes with their associated performance indicators and targets for achievement during the MTSF 2014–2019 period. Each of the fourteen MTSF Outcomes is linked to a set of activities and performance indicators and targets aimed at facilitating the achievement of the specific outcomes. The content of each of the fourteen MTSF Outcomes are linked to and support specific chapters within the NDP, Vision 2030. The content of each of the fourteen MTSF Outcomes has formed the basis for the formulation and approval of a Delivery Agreement between an identified Cabinet member and the President of the RSA. The relevant MTSF Outcomes have been integrated into the output deliverables of the DOD. The MTSF Outcomes to which Defence will contribute, by virtue of its legislative mandate and inherent capabilities, are as follows: 3

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

33 Sub-outcome 3: South Africa’s borders effectively defended, protected, secured and well-managed. Defence

will contribute to this Outcome through the development during the FY2015/16 of the Border Safeguarding

Strategy (sub-strategy) in support of the overarching strategy to defend, protect, secure, and ensure well-

managed borders by securing of the land, airspace and maritime borders.

33 Sub-outcome 4: Secure cyber space. Defence during the FY2016/17 will contribute to the development of

the national Cyber Warfare Strategy and Implementation Plan during the FY2017/18. During the FY2016/17

Defence will continue with the implementation of the Cyber Warfare Plan and will continue to contribute towards

capacitating a Cyber-security Institution by establishing a Cyber Command Centre Headquarters, scheduled

for FY2018/19.

33 Sub-outcome 7: Corruption in the public and private sectors reduced. The DOD’s contribution is to assist in

the reduction of corruption in the JCPS Cluster. Defence will reduce departmental levels of corruption where

prevalent thus contributing to improving investor perception, trust in and willingness to invest in South Africa.



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

World.”

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

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

reconstruction and development where to ordered by government.

• The NGP. Government released the Framework of the NGP aimed at enhancing economic growth, job creation and equity. The principal target of the policy is to create five million jobs by the year 2020. The NGP identifies strategies that will enable South Africa to grow in a more equitable and inclusive manner while attaining South Africa’s developmental agenda. The DOD will endeavour to support the NGP through the following actions:

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

training. In this regard, the DOD during FY2016/17 will pursue the development of the DOD Internship Policy for

subsequent approval in FY2017/18 that will direct the department in terms of the management of DOD internships.

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

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

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

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

with approved DOD projects will be created. Further departmental direction will be provided by Chapter 15 of the

SA Defence Review 2015 “Defence Industry Policy and Strategy” and the National Defence Industry Council (NDIC).

• The IPAP. The IPAP is located in the NDP Vision, 2030 and forms one of the principal pillars of the NGP. The DOD will play a role and support the IPAP in Public Procurement where a Defence Industry Policy will be developed to guide long-term acquisition and procurement of defence capabilities. The NDIC will constitute the highest consultative body between the defence industry and the DOD on matters of policy formulation and compliance, export support, armament acquisition and joint planning. The DOD will be directed by the functions of the NDIC relating to Defence Industry matters.

• The FOSAD Action Plan: 2014-2019. The FOSAD Action Plan (2014–2019) was adopted by government and finds expression in the DOD SP 2015-2020, APPs and individual performance agreements. The DOD has identified and shall support the following FOSAD Action Plan deliverables:

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

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

the identified disjuncture between current and required service delivery levels and standards. The DOD during the

FY2016/17 will monitor compliance to the DOD SDIP to gauge improvement in the departmental service delivery

standards.

– Reduction in the Time it Takes to Fill a Vacancy. The DOD will continue to strive to reduce the time it takes to fill

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

4 months during FY2016/17. The DOD currently has an average six months period to fill a funded vacant post.

Despite the department’s efforts to fill vacancies the inadequate staff capacity exacerbated by the departmental

long staffing process to fill critical vacancies remains a challenge. In some environments, this challenge was

mitigated to a certain extent by means of the utilisation of Reserve Force members.



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

to pay suppliers within 30 days of receipt of a legitimate invoice9 during FY2016/17. The lack of an integrated

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

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

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

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

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

finalised within 90 days through a reduction in the current average time to finalise disciplinary cases.

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

feedback to the public on cases register with the Presidential Hotline and National Anti-Corruption Hotline (NACH)

cases relevant to the DOD.

– Reduction in Audit Findings. The DOD will endeavour to ensure zero adverse audit findings for the period of this

Plan enabled through the approval of the DOD Internal Audit Strategy for FY2014/15 to FY2016/17 and Internal

Audit Plan for FY2016/17 endorsed by the DOD Audit Committee and Accounting Officer during FY2015/16.

– Timely Submission of Annual Reports to Parliament. The DOD will endeavour to ensure the timely submission

of departmental accountability documents (Annual Reports in this specific regard) as prescribed by applicable

legislation.

– Timely Responses to Chapter 9 Institutions. During FY2016/17 through appropriate internal control mechanisms,

the DOD will continue to respond to Chapter 9 Institutions within the shortest possible time when and if so required.

Chapter 9 Institutions include the Office of the Public Protector, the SA Human Rights Commission, and the Gender

Equality Commission.

– Timely Responses to the Chapter 10 Institutions. The DOD during FY2016/17 will continue to timely submit the

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

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

• The SONA: 2014, 2015 and 2016. During the SONA held on 17 June 2014 and 12 February 2015 respectively, the President indicated that government had embarked on a radical socio-economic transformation to address the triple challenges of poverty, inequality and unemployment. The pronouncements of the SONA that continue to have a bearing on the defence portfolio are as follows:

– Promotion of local procurement.

– Employment of youth.

– Expansion of Internship Programmes in Government.

– Resourcing the Defence mandate.

– Improved implementation of the Financial Disclosures Framework.

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

– Spending of Public Funds wisely and reduce wastefull expenditure10.

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

10. This aspect from the SONA of 11 February 2016 was included in this APP. Spending of Public Funds wisely and reducing expenditure, the DOD will continue to align its internal cost-containment measures in line with NT requirements.



THE MINISTER OF DEFENCE AND MILITARY VETERANS PRIORITIES FOR THE FY2016/17 TO FY2018/19

The evolving FY2016/17 Ministerial Priorities as contextualised in the approved DOD SP 2015-2020 that give impetus to

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

resources are confirmed as follows11.

• Defence Strategic Direction. This priority relates to ensuring the provision of Ministerial strategic direction to the DOD over the short, medium and long term. The following evolving End-states will, amongst others, be pursued in support of this Ministerial Priority:

– Defence Command and Governance Accountability Relationships clarified in Policy.

– Strategic direction provided to guide the implementation of the SA Defence Review 2015 (Milestone 1).

– Strategic Communication direction provided to inform the conceptualisation and roll out across all levels of

command, a departmental communication intervention.

• Strategic Resourcing Direction. This priority relates to the directing of the developing of an appropriate Defence Funding Model thereby ensuring the adequate resourcing of the Defence function over multiple MTSF periods aligned with prevailing defence policy. The following evolving End-state will, amongst others, be pursued in support of this Ministerial Priority:

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

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

– Direction provided to inform the restructuring of the DOD (SANDF).

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

– Direction provided to inform the DOD Human Resources Management function.

– Defence Academy established.

– Relationship established between the DOD ETD programmes and accredited tertiary Institutions for civilian and

military members.

– Military Discipline enhanced.

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

– Defence capability sustainment and renewal.

– Defence facilities maintained.

11. Deliverables per ministerial End-states, Sec Def and C SANDF Focus Areas are reflected in Annexure D.



– Defence Industry engagement established.

– Development and maintenance of strategic reserves.

• Ordered Defence Commitments Direction. This priority relates to directing of the ordered defence commitments in line with the prevailing defence policy. The following evolving End-state will, amongst others, be pursued in support of this Ministerial Priority:

– Sustained Ordered Defence Commitments.

THE SECRETARY FOR DEFENCE FOCUS AREAS FOR FY2016/17 TO FY2018/19

Emanating from the MOD&MV Priorities, the Sec Def forms a departmental policy perspective that has identified Focus Areas

that will inform the functions and strategic direction of the Defence Secretariat (Def Sec) over the short, medium and long term.

The DOD APP for 2016 is in support of the pronounced MOD&MV Priorities. The Focus Areas are as follows:

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


– Implementation of departmental instructions and guidelines relating to the SA Defence Review 2015

(Milestone 1 to 4).

– Strategic Communication Intervention conceptualised and rolled out across all levels of the DOD.

• Defence Funding Model. This Focus Area relates to the developing an appropriate funding model ensuring the adequate resourcing of the Defence function. The following evolving End-state will, amongst others, be pursued in support of this Focus Area:

– Defence Funding Model developed.

• Human Resources Renewal. This Focus Area relates to the renewal of the DOD Human Resources component. The following evolving End-states will, amongst others, be pursued in support of this Focus Area:

– Ensured DOD Human Resources Management.

– Relationship established between the DOD ETD programmes and accredited tertiary Institutions for civilian and military

members through the promulgation of a promulgated Education Training and Development Policy.

• Organisational Renewal. This Focus Area relates to the renewal of the DOD Macro-organisational structure by the development of policies and strategies that will inform the updating of the DOD Macro-organisational structure. The following evolving End-state will, amongst others, be pursued in support of this Focus Area:

– Restructure the DOD.

• Capability Sustainment and Renewal. This Focus Area relates to the improvement of the DOD acquisition processes that will support the acquisition of main equipment needed to equip the SANDF for deployment during internal and external operations. The following evolving End-state will, amongst others, be pursued in support of this Focus Area:

– Ensure Defence capability sustainment and renewal.



• Defence Industry and Technology. This priority relates to reviewing the Defence cooperation with Defence Industry, technology development and ordered defence commitments in line with the four milestones of the SA Defence Review 2015. The following evolving End-state will, amongst others, be pursued in support of this Focus Area:

– Establish Defence industry engagements through capability and technology programmes.

• Ordered Defence Commitments. This Focus Area relates to the enabling of the SANDF to be deployed in support ot the RSA government’s external commitments. The following evolving End-state will, amongst others, be pursued in support of this Focus Area:

– Enable sustained ordered Defence commitments through approparate legal instruments.

THE CHIEF OF THE SOUTH AFRICAN NATIONAL DEFENCE FORCE FOCUS AREAS FOR THE FY2016/17 TO FY2018/19

Emanating from the MOD&MV Priorities, the C SANDF forms a departmental policy perspective that has identified Focus Areas

that will inform the functions and strategic direction of the SANDF over the short, medium and long term and the DOD APP for

2016 in support of the pronounced MOD&MV Priorities. The C SANDF Focus Areas are as follows:

• Military Strategic Direction. The C SANDF is the Military Strategic Authority accountable to the Commander-in-Chief under the direction of the MOD&MV, commands the military resources of the DOD and essentially an integral part of the military strategic direction in the department. The following evolving End-state will, amongst others, be pursued in support of this Focus Area:


– Implementation of departmental instructions and guidelines relating to the SA Defence Review 2015

(Milestone 1 to 4).

– Strategic Communication Intervention conceptualised and rolled out across all levels of the DOD.

• Restructuring of the SANDF. In support of the MOD&MV Priority “Organisational Renewal”, C SANDF will restructure the SANDF on a phased approach within a newly designed command and control philosophy recognising the significance of civil control as a bedrock of the DOD’s “Defence Command and Governance Accountability Relations Policy.” This command and control philosophy will provide clear distinction between command and staff functions. As such, in the medium term, C SANDF with the concurrence of the MOD&MV and Sec Def will promulgate an appropriate command and control philosophy to underpin the ‘Accountability Model’ in the department. Based on this command and control philosophy, C SANDF will promulgate a restructuring plan that will be rolled out systematically throughout the MTEF period and beyond as allowed by resources. The following evolving End-state will, amongst others, be pursued in support of this Focus Area:

– Restructure the DOD (SANDF).

• Renovation of the DOD Facilities. In support of the MOD&MV priority area, “Capability Sustainment Direction”, C SANDF will also focus on the renovation of DOD facilities to arrest the deterioration of DOD facilities and support the achievement of the Defence policy (SA Defence Review 2015) particularly ‘Milestone 1’ and the long-term plans. In the medium term, C SANDF will champion the process to devolve the responsibility for the Defence Endowment Property (DEP) from National Department of Public Works (NDPW) to the DOD. Through the Defence Works Capability the DOD will utilise its own manpower and material or appoint its own consultants and contractors to undertake the work. The result will be an enhanced and focussed renovation of DOD facilities through the facilities master plan (long-term



infrastructure plan as extrapolated in the General Support Programme [Joint Logistic Support]). The following evolving End-states will, amongst others, be pursued in support of this Focus Area:



• Development and Maintenance of Strategic Reserves. C SANDF in support of MOD&MV priority “Capability Sustainment Direction” will determine the different stock levels (strategic, operational and tactical) required for possible emergencies, unforeseen fluctuations and consumption, delays in production, and transit accidents. In the medium term, C SANDF will promulgate a reserves policy that will sanction and define the different levels of reserves, direct the pre-positioning of sustainment at identified geographic positions and determine static installations to support day-to-day activities and operations, storage, and the distribution networks (such as petrol depots). The disposal of redundant stock will receive required attention to enable the organisation streamline its strategic reserves. The following evolving End-states will, amongst others, be pursued in support of this Focus Area:

– Disposed redundant equipment and ammunition programmatically.

– Promulgated stock level policy.

• Implementation of the Human Resources Strategy. C SANDF in support of the MOD priority “Human Resources (HR) renewal direction” will ensure an integrated approach in supporting the DOD to appropriately compose, empower and manage a Defence Human Resources component that is capable of executing SANDF mandate and mission. As such a DOD Overarching Human Resources Strategy and sub-strategies derived there from inclusive of a Human Resources Charter supporting the concept of “Cradle to Grave” will be promulgated and implemented systematically as allowed by resource allocation. Key in the implementation is the right-sizing of the Human Resources component of the SANDF capable of executing the mandate of the organisation. The following evolving End-states will, amongst others, be pursued in support of this Focus Area:

– Ensured DOD Human Resources Management.

– Defence Academy established through a comprehensive appreciation.

– Relationship established between the DOD ETD programmes and accredited tertiary Institutions for civilian and military

members.

• Enforcement of Military Discipline. The maintenance and enforcement of discipline is regulated by Section 200(1) of the Constitution of 1996 that requires the SANDF to be structured and managed as a disciplined military force. In the medium term a discipline plan will be promulgated. The plan will be the result of a Military culture defined in the Military Strategy. An implementation instruction will influence the SA Defence Review 2015 of current documents (Service Guide for Officers), Warrant Officers, NCOs and newcomers as well as awareness training. This will be done in support of the MOD&MV priorities, ‘Defence Strategic Direction’ and ‘Human Resource Renewal’. The following evolving End-state will, amongst others, be pursued in support of this Focus Area:

– Military Discipline enhanced through the Military Discipline Bill.

• Development of SANDF Capabilities. A capability development philosophy and approach informing the development of long-term plans within the auspices of Defence Policy and Military Strategy will be promulgated in the Military Strategic Direction Register in support of the MOD&MV priorities “Capability Sustainment Direction.” Physical development of appropriate capabilities will materialise in acquisition plans commensurate with available funding. The focus of the physical development of capabilities will be on the landward defence capability. The Maritime defence will over the



MTEF investigate the establishment of the Coastguard for the RSA as contemplated by Government. The following evolving End-states will, amongst others, be pursued in support of this Focus Area:



• Force Protection. Force Protection includes issues of military security and counter-intelligence as well as the procurement of critical ammunition to enhance the abilities of the SANDF in order to honour its ordered commitments. The following evolving End-states will, amongst others, be pursued in support of this Focus Area:

– Enhanced Corps of Professional Intelligence Analysts.

– Restored Tactical, Operational and Strategic Intelligence Capability.

– Improved Force Preparation and Force Employment Stock levels.

• Border Safeguarding. The systematic increase of the SANDF footprint on the borderline of the RSA in accordance with available resources as well as promulgation of the Border Safeguarding strategy will continue during FY2016/17. The following evolving End-state will, amongst others, be pursued in support of this Focus Area:

– Optimised Border safeguarding capability.

• Revitalisation and Effective Utilisation of Reserves. In support of the MOD&MV priority “Human Resource Renewal Direction”, a policy and strategy on the revitalisation and transformation of the Reserves will be promulgated and implemented systematically in the medium term. The policy will ensure that the Reserves have a feeder system of new recruits together with a leader group development system (including the URTP) that gives the required capacity to fulfil their role including augmenting the Regulars, forming part of the standing and surge military capability, providing for the expansion capacity of the SANDF as well as providing certain specialist scarce skills.

• Renewal of Landward Defence Capability. The ‘renewal of the landward’ remains a C SANDF Focus Area in support to the MOD&MV priority “Capability Sustainment Direction” but no output can be planned due to lack of funding. This capability did not form part of the Strategic Defence Packages.

ORGANISATIONAL ENVIRONMENTThe DOD Macro-organisational structure is informed by the departmental Constitutional mandate, prevailing defence policy and the applicable defence Output deliverables. The DOD comprises of the Def Sec, established, in terms of Section 204 of the Constitution of the RSA, 1996 (Act No. 108 of 1996) and the SANDF, established in terms of Section 200 of the Constitution of the RSA, 1996 (Act No. 108 of 1996).

The DOD Macro-organisational structure is inclusive of the Public Entities12 (Armscor and the Castle Control Board) and Organs of State (Defence Force Service Commission, Military Ombud and Reserve Force Council) reporting to the MOD&MV, as the Executive Authority, responsible for the oversight of these entities in terms of the PFMA Act No. 1 of 1999.

The DOD Macro-organisational structure may during the period of the Plan be reconfigured to reflect the prevailing defence policy (SA Defence Review 2015 imperatives) requirements13.

To enable the corporate management and reporting arrangements of the “DOD Central Staff” as reflected on the DOD Macro-organisational structure inclusive of Human Resources, Defence Legal Services and the Defence Foreign Relations functions, policy related outputs of the central staff will be directed, account and report to the Sec Def and execution related aspects will be directed, account and report to the C SANDF in terms of the legislative mandate of the aforementioned.

12. “Green” component of the DOD Macro-organisational structure refers to Public Entities and Organs of State, that are not part of the DOD Macro-organisational structure but are reporting to the Executive Authority.

13. The amendments to the DOD Macro-organisational structure will be dealt with as a function of the SA Defence Review Level 1 Implementation Plan as a holistic approach.



The DOD Macro-organisational structure is provided in Figure 4.

Figure 4: DOD Macro-organisational Structure

LEVEL 0

Castle Control Board

Defence Force Service Commission

Armscor Military Ombud

Reserve Force Council

LEVEL 1

Department of Defence

DOD CENTRAL STAFF

Human Resources

Division

Defence Legal

Service Division

Defence Foreign

Relations Division

Defence Policy,

Strategy and Planning Division

Financial Management

Division

Defence Matériel Division

Defence International

Affairs Division

Internal Audit

Division

Defence Enterprise Information

Systems Management

Division

SA National Defence Force

GENERAL SUPPORT

Military Policy, Strategy and

Planning

Defence Reserves

Chaplain Service

Joint Operations

DivisionSA Army

SA Air Force

SA Navy

SA Military Health Service

Defence Intelligence

Division

Corporate Staff

Division

Defence Inspectorate

Division

LEVEL 2

Defence Secretariat

MINISTRY OF DEFENCE

AND MILITARY VETERANS

Logistics Division

Military Police

Division

Command and Management Information

Systems Division



DOD OVERVIEW OF THE FY2016/17 BUDGET AND MEDIUM-TERM EXPENDITURE FRAMEWORK ESTIMATES

DOD BUDGET PROGRAMME STRUCTURE

The overall purpose of the budget programmes within the budgetary system is to enable the allocation of funds aligned with

and to enable the required performance of a budget programme (responsibility) in terms of specific activities/functions and/

or the delivery of a particular category of services in support of the Defence mandate. The eight DOD Budget Programmes

are depicted in Table 3.

Table 3: DOD Budget Programme Structure

Programme Budget Programme Structure (Execution/Responsibility)

1 Administration

2 Force Employment

3 Landward Defence

4 Air Defence

5 Maritime Defence

6 Military Health Support

7 Defence Intelligence

8 General Support

The DOD has developed mandate driven Strategic (five year period) and Core Performance (MTEF period) Indicators that

support the Outputs of the DOD and either programme specific and/or transversal to the eight DOD budget programmes

and are indicated in Tables 7 to 10 of this APP and attached at Annexures A, C and D to this Plan. Annexure A provides

an overview of the respective budget programme (responsibility) that enables the execution of the respective output of

defence whilst contributing to the national imperatives applicable to the defence portfolio whereas Annexure C provides the

departmental strategic performance indicators with associated 5 year strategic targets aligned with the DOD SP 2015-2020.

CHANGES TO DOD BUDGET PROGRAMME STRUCTURE

The possible restructuring of the current departmental budget programme structures to ensure alignment with the National

Treasury prescripts, prevailing defence policy (SA Defence Review 2015) and the DOD Strategic Planning Framework (SPF),

may require consideration during the period under review. DOD Enterprise Risks that may adversely impact on the output

delivery of the individual and collective budget programmes structures are provided in Table 89.

DOD EXPENDITURE ESTIMATES

The Defence Budget for FY2016/17 amounts to 1,05% of the expected GDP of the RSA. The composition of the budget vote allocation for Defence per DOD main budget programme as published in the Estimate of National Expenditure (ENE) 2016, is indicated in Table 4.



Table 4: DOD Expenditure Estimates for the FY2016/17 to the FY2018/19

Budget Programme

Audited Outcome

Adjusted Budget

Medium-term Expenditure Estimates

R’000 R’000 R’000 R’000 R’000 R’000 R’000

2012/13 2013/14 2014/15Vote

2015/16 2016/17 2017/18 2018/19

Administration 3 781 561 4 510 985 4 658 985 4 862 401 5 151 108 5 348 398 5 560 354

Force Employment 2 780 976 3 346 655 3 631 441 3 807 504 3 899 635 3 945 550 4 039 632

Landward Defence 12 367 923 13 599 123 14 049 116 15 202 376 15 651 438 16 838 737 17 714 538

Air Defence 7 074 945 6 031 523 6 913 523 7 167 594 6 883 527 6 596 132 7 240 303

Maritime Defence 2 894 945 3 226 378 3 802 369 3 769 147 4 355 880 4 557 333 4 427 523

Military Health Support 3 459 916 3 733 603 4 053 113 4 069 261 4 416 816 4 400 384 4 578 443

Defence Intelligence 705 050 774 683 819 775 831 459 900 248 917 218 944 290

General Support 4 636 902 5 224 571 4 914 059 5 372 614 5 911 093 6 140 863 6 220 602

Total 37 702 218 40 447 521 42 842 381 45 082 356 47 169 745 48 744 615 50 725 685

Economic classification

Current payments 29 584 619 32 747 930 34 343 473 36 607 562 39 101 098 39 477 357 40 752 331

Compensation of employees

19 688 398 21 332 701 23 005 809 24 890 389 26 884 559 26 447 971 27 116 696

Goods and services 9 896 221 11 415 229 11 337 664 11 717 173 12 216 539 13 029 386 13 635 635

Transfers and subsidies

6 103 412 6 422 070 7 400 180 7 887 893 7 780 835 8 833 065 9 493 855

Provinces and Municipalities

0 0 54 33 87 95 107

Departmental agencies and accounts

4 960 514 4 697 768 6 144 266 6 745 225 6 622 655 7 442 654 8 035 574

Higher Education Institutions

0 0 0 0 0 0 0

Foreign Governments and International Organisations

0 303 347 0 0 0 0 0

Public corporations and private enterprises

1 028 701 1 336 996 1 114 145 1 025 893 1 025 387 1 260 906 1 326 787



Budget Programme

Audited Outcome

Adjusted Budget

Medium-term Expenditure Estimates

R’000 R’000 R’000 R’000 R’000 R’000 R’000

2012/13 2013/14 2014/15Vote

2015/16 2016/17 2017/18 2018/19

Non-profit Institutions 6 965 7 701 7 909 7 992 9 460 9 327 9 767

Households 107 232 76 258 133 806 108 750 123 246 120 083 121 620

Payments for capital assets

1 877 739 1 265 510 1 081 225 586 901 287 812 434 193 479 499

Buildings and other fixed structures

685 274 216 975 64 877 122 599 121 935 127 186 133 567

Machinery and equipment

1 162 786 1 045 591 1 010 517 451 167 164 538 305 615 344 491

Heritage Assets 0 0 0 0 0 0 0

Specialised Military Assets

22 642 244 4 386 12 143 993 993 993

Biological Assets 4 050 1 245 0 0 0 0 0

Land and Sub-soil Assets

0 0 0 0 0 0 0

Software and Other Intangible Assets

2 987 1 455 1 445 992 346 399 448

Payment for financial Assets

136 448 26 682 17 503 0 0 0 0

Total 37 702 218 40 462 192 42 842 381 45 082 356 47 169 745 48 744 615 50 725 685

RELATING FY2016/17 MTEF EXPENDITURE TRENDS TO STRATEGIC OUTCOME-ORIENTED OUTPUTS

DOD EXPENDITURE TREND OVER THE 2016/17 MTEF

• Expenditure analysis. Over the medium term, the DOD will prioritise maintaining South Africa’s defence capabilities, safeguarding South Africa’s borders and territorial integrity, participating in peace support operations, and developing cyber security policy, among other ongoing contributions to the NDP Vision 2030. The department will continue to contribute to Outcome 3 “All people in South Africa are and feel safe” of the government’s 2014-2019 MTSF.

The compensation of employees continues to be the department’s largest expenditure item over the medium-term at R26.9 billion in FY2016/17, and will increase to an amount R27.1 billion in during FY2018/19. The compensation of employees constitutes 57 per cent of the department’s total expenditure during FY2016/17, and provides for an average personnel component of 80 500 personnel per year. As part of Cabinet’s decision to lower the national aggregate expenditure ceiling,

Table 4: DOD Expenditure Estimates for the FY2016/17 to the FY2018/19 (continued)



the department’s compensation of employees’ budget has been reduced by R1.9 billion for FY2017/18 and R2.9 billion for FY2018/19, decreasing its share of the department’s total expenditure to 53.5 per cent by FY2018/19. After consultation with the DPSA and NT, the department will develop and implement a plan to manage its personnel expenditure within its reduced personnel budget.

The department’s goods and services budget has similarly been reduced, by R193.9 million for FY2016/17, R94.2 million for FY2017/18 and R82.4 million for FY2018/19. Contractors and property payments remain the department’s largest spending items under goods and services over the medium term, driven by the significant costs of maintaining equipment such as weapons, aircraft and ships. Other significant goods and services spending anticipated over the medium term includes R1.9 billion on property payments, R1.3 billion on operating leases, R1.2 billion on computer services, R896 million on food and food supplies, R810 million on subsistence and travel, R619 million on fuel, oil and gas, and R560 million for operating payments.

• Maintaining South Africa’s defence capabilities. The approved SA Defence Review 2015 provides the long-term policy for South Africa’s defence trajectory over the next 20 to 30 years. The focus of the SA Defence Review 2015 is aimed at the maintaining a balanced, flexible and modern force that uses advanced technology in response to emerging threats and the changing nature of defence functions globally. The SA Defence Review 2015 proposes 5 critical implementation milestones. Milestone 1 of the SA Defence Review 2015 “Arresting the decline in critical capabilities through immediate and directed interventions” is the main focus for the medium term and will be implemented within the allocated resources.

The department will be replacing the infantry combat vehicle, developing a mobile water provisioning system, developing a mass field feeding system, developing new generation personal equipment for soldiers, and establishing a new command centre for an anti-aircraft capability. This is reflected in the 12 per cent increase in FY2017/18, and the large increase over the medium term in spending in the Infantry Capability subprogramme in the Landward Defence programme, as well as the average annual increase of 21 per cent in the Air Defence Artillery Capability subprogramme over the medium term. The Landward Defence programme is the largest programme in the DOD, with average annual spending of 34 per cent of the department’s total medium term budget.

Replacing medium distance 3 dimensional (3D) radar and precision guided air force ammunition accounts for the increase in the Air Defence programme in FY2018/19. In the Maritime Defence programme, provision is made in FY2016/17 for replacing the hydrographic vessel by FY2019/20 and the heavyweight torpedo capability by FY2022/23, for the acquisition of offshore patrol vessels by FY2024/25, and for updating static communication in the South African Navy by FY2017/18. This is also the main reason for the large increase in expenditure in the Maritime Combat Capability subprogramme over the medium term.

• Expanding and maintaining infrastructure. Over the medium term, the department’s infrastructure programme will cover the construction of medical health facilities, the upgrading of facilities for disabled people, the construction and upgrading of training facilities, improvements to accommodation, kitchen and security facilities. The DOD large infrastructure projects include the construction of a base hospital in Port Elizabeth, and the refurbishment of 6 SA Infantry Battalion in Grahamstown, the Air Force Base in Bloemspruit, the SA Army and Air Force headquarters in Pretoria, and the NCOs’ mess in Thaba Tshwane. The priority small projects, include the refurbishment of the Overberg Air Force Base in Bredasdorp, 1 Tactical Intelligence Regiment in Potchefstroom, Salisbury Island Naval Base in Durban, and the Military Academy in Saldanha. In support to improve the living conditions of the SANDF members, fixed equipment in military kitchens will be replaced at 33 military bases. Unserviceable infrastructure will be demolished in Thaba Tshwane and on Malgaskop at the Military Academy in Saldanha. The total budget for this work amounts to R3.3 billion over the medium term.

• Safeguarding South Africa’s borders and territorial integrity. Over the medium term, approximately 6 000 regular and reserve force members will be trained per year for deployment to border safeguarding. This training is budgeted for in the Landward Defence programme. In addition, the department will increase the number of landward


DOD ANNUAL PERFORMANCE PLAN FOR

sub-units from 13 in FY2015/16 to 15 sub-units in FY2016/17. An amount of R3.6 billion over the medium term is budgeted for border safeguarding in the Force Employment programme. As part of the maritime security strategy, the South African Navy is re-establishing the Durban Naval Base. Over the medium term an amount of R35 million is budgeted in the Maritime Defence programme to install ICT systems, refurbish security fences, and create warehouse and maintenance capacity.

• Participating in peace support operations. The department will continue to provide defence force support in operations to bring economic and political stability to the continent through its participation in 5 external operations: 2 UN/AU mandated peace support operations in the Democratic Republic of the Congo (DRC) and the Sudan; 2 general military assistance operations, which will include advising and assisting the armed forces of the DRC with writing and printing military strategy handbooks and training its defence forces; and support to the Mozambican government with counter piracy operations. An amount of R4.6 billion over the medium term is provided for these peace support operations.

• Establishing cyber security institutional capacity. During the FY2016/17 the department will continue to support Outcome 3 “All people in South Africa are and feel safe” of government’s 2014/2019 MTSF that includes the securing of cyberspace. The department’s cyber warfare strategy is expected to be ready for implementation by FY2016/17. During FY2015/16, 10 departmental personnel were transferred to the Cyber Command Centre, which has improved the department’s cyber monitoring capacity. The Cyber Command Centre will be fully established by FY2018/19 and R340 million has been budgeted for this in the Defence Intelligence programme over the medium term.



PART B: PROGRAMME AND SUBPROGRAMME PLANS

DESCRIPTION OF THE DOD PLANNING, BUDGETING AND REPORTING CYCLE

The DOD SPF, as developed and approved during 2012, provides the departmental norms and standards within which the

defence outcomes-based planning, budgeting, reporting and risk management process are executed in the realisation of the

Defence mandate. The DOD SPF aims primarily at ensuring the following high levels aspects:

• The implementation of the departmental outcomes-based (logical model) planning, budgeting, reporting and risk management in the DOD.

• The alignment of planning, budgeting, monitoring and evaluation (reporting) processes and risk management of the DOD within the requirements of national legislation.

• Improved output delivery accountability.

• Defence performance information management focused strategically on meeting the Defence mandate as aligned with the intent and priorities of Government to ensure the delivery of value to the citizens of the RSA.

The DOD Planning, Budgeting and Reporting Cycle is outlined in Figure 5 with a subsequent brief description of each of

the main components of the cycle.

Figure 5: The DOD Planning, Budgeting and Reporting Cycle

Develop new and/or revise Departmental Policies/

Instructions

Programme of Action (PoA), State of the

Nation Address (SONA) National Budget Speech

Election Mandate

Develop new and/or revise

Defence Policies

Environmental Analysis (EA)

Develop Long-term Strategy MOD&MV Priorities, DOD Def

Sec & SANDF Planning Guidelines

Develop/Revise DOD Strategic Plans (5 years) Align with 5 year Electoral Cycle and Annual National

Imperatives

Develop Annual Performance Plans (APP)

Budgets (MTEF)Operational Plans

DOD Mid-term and End-term Performance

Reviews (every 2½ and 5 years,

respectively)

Programme of Action (PoA) End-Year-

Report

Annual Reports

Implementation/ Spending

Monthly Financial Reports

Quarterly PerformanceReports

Strategic Planning

Long-term Reporting

End-Year Reporting

In-Year Reporting

Annual Performance Appraisal of Individuals

Individual Performance Agreements

Quarterly Performance

review of Individuals

Medium-term Strategic Framework (MTSF

Outcomes) Medium-term Policy Budget Statement

DELIVERINGVALUE TO CITIZENS



The DOD Planning, Budgeting and Reporting Cycle (here after refer to as the DOD Cycle) ensures an alignment between

the National Planning, Budgeting and Reporting Cycle and that of the DOD Cycle and associated processes. The DOD Cycle

enables the translation of national policy direction and imperatives into departmental polices that informs the development of

departmental strategies and planning instruments. The DOD Cycle includes the following primary components:

• National Oversight and Direction. National oversight is a constitutionally mandated function over legislative organs of state and public entities. Numerous national institutions have a legislative oversight over the DOD’s institutional performance thereby ensuring that desired departmental outputs are achieved commensurate with the resource allocation and value to citizens. National oversight entities evaluate the content of the DOD planning instruments, performance reports and reviews and address the adherence to that which was planned and that which what ultimately achieved. Evaluation feedback by the national oversight entities includes inputs relating to adherence/compliance or non-adherence/non-compliance to the departmental change and sustained agenda.

• DOD Policy Development. DOD Policy development entails the development and maintenance of departmental policies and guidelines, formulated as a result of the annual departmental analysis of the prevailing internal and external environment and associated factors that have a bearing on the defence operations and plans. The corporate defence policy (core and functional) directs the further development of departmental strategies, plans and management interventions in support of the Defence mandate through formulated departmental output deliverables.

• DOD Strategy Development. The strategy development component of the DOD Cycle addresses the requirement for a corporate Department of Defence Strategy that informs subsequent Def Sec and SANDF long-term departmental (core and functional) strategies. The strategic development component takes into consideration the annual assessment of the prevailing departmental strengths, weaknesses, opportunities and threats analysis (SWOT) to which the department is exposed and which are to be taken into consideration during the strategy formulation and adjustment processes.

• DOD Planning and Budgeting. The planning and budgeting component of the DOD Cycle informs the development of the DOD Extended Long-term Development Plan (20-30 years), the Def Sec and SANDF Long-term plan and the DOD SP (5 year period). The DOD SP informs both the Def Sec and SANDF SP and subsequent core and functional APPs. The planning process is the resourced implementation mechanism through which departmental strategy is enabled within the prevailing resource considerations for the period under consideration. The annual departmental review of the external and internal environment as informed by the annual SWOT/environmental scanning process is conducted and informs the annual adjustments, when and if so required to the DOD Strategic Plan and inform the development of the annual DOD APP inclusive of resourced DOD performance information (Performance Indicators and Targets). The revised performance information is formally endorsed through the relevant management forums of the DOD and is finally appended to the DOD APP. Should major policy shifts impact on the DOD, a review of the DOD Policy, Strategy and Planning instruments is undertaken.

• Implementation. This component of the DOD Cycle addresses the in-year implementation of the approved departmental APP. The DOD APP is implemented by, amongst others, departmental Implementation Orders, Instructions and individual performance agreements that include agreed upon measureable individual performance outputs, duties and responsibilities of the individual appointed to a specific post. The performance agreement sets specific agreed upon performance information (measures and targets), linked to the DOD SP, APP, operational plans and annual budget that are to be attained by the individual.

• Monitoring and Evaluation. This component of the DOD Cycle consists of in-year, end-term and long-term performance reporting and evaluation. In-year performance reporting consists of the following three sub-functions namely: monthly financial performance reporting and evaluation, quarterly performance reporting and evaluation and additional performance reporting and evaluation when and if so required. Long-term Performance Reviewing consists of the End of Term Performance Reviewing and Performance Reviewing since 1994.



NATIONAL OUTCOMES-/RESULTS-BASED PLANNING (LOGIC MODEL)

The DOD Logic Model14 (DOD Strategy Map) is developed in alignment with the National Treasury “Logic/Results-based

Model” (Figure 6) requirements as prescribed in the National Treasury Framework for the Managing Programme Performance

Information. Defence outcomes-based planning, budgeting, reporting and risk management process will be executed in the

realisation of the Defence mandate as translated into the DOD Strategy Map and as prescribed in the DOD SPF. The Logic Model

Concepts (DOD Strategy Map) as implemented in the DOD is depicted in Figure 6.

Figure 6: Key Performance Information Concepts (Logic Model/Strategy Map)

Indicators

Indicators

Indicators

Indicators

Indicators

INPUTS

ACTIVITIES

OUTCOMES

IMPACTS

Equity

Effectiveness

Efficiency

Economy

OUTPUTS

The following key components of the logic model are outlined and formalised in the DOD SPF:

• Impacts. Defence Impacts, managed through the achievement of planned outcomes. “Equity” indicators at the “outcome/impact” level of the model explores whether services are being provided impartially, fairly and equitably to all stakeholders.

• Outcomes. Defence Outcomes are defined as “that which we wish to achieve” and are the medium term results for specific beneficiaries that are the consequence of achieving specific outputs.

• Outputs. Defence Outputs are defined as “what we produce or deliver” and include the final products, goods and services produced for delivery. Outputs, as with activities and inputs are planned for, budgeted for and implemented within the control of the Department.

• Activities. Defence Activities are defined as “what we do on a daily basis” and include the processes or actions that utilise a range of inputs (resources) to produce the desired outputs and, ultimately, outcomes. “Economy” indicators at the “input/activity” level of the models explore whether specific inputs are acquired at the lowest cost and at the right time and whether the method of producing the requisite outputs is economical.

• Inputs. Defence Inputs (resources) are defined as “what we use to do the work on a daily basis” and include the resources that contribute to the production and delivery of outputs.

14. Terminology aligned with NT Framework on SP and APP (Figure 6 Key Performance Information Concepts).



15. DOD Logic Model equivalent

The above Logic/Results-based Model (DOD Strategy Map) and the highlighted components provided therein, provide

value to the department when supported by well-defined and auditable performance information (Performance Indicators

and Targets) thereby providing for and enabling the “measuring of what must be done and what has been achieved”.

OUTCOMES-BASED PLANNING DOD LOGIC MODEL (DOD STRATEGY MAP)

DOD STRATEGY MAP OVERVIEW

The DOD has and remains committed to adhere to the national prescripts relating to planning, budgeting and reporting.

The DOD Strategy Map15, as a representation of the core (sustained agenda) legislative Defence mandate, is presented in

Figure 7 and informs departmental planning, budgeting, reporting and risk management processes across all levels and

functionalities of the Defence portfolio. The DOD Strategy Map is aligned with the national logic model requirements and

provides the DOD Outcomes, Output deliverables, Internal processes (Activities), Resource management (Inputs) and the

additional DOD perspective “Building for the Future”, to ensure the relevance of the DOD along the defence trajectory.

Linked to the corporate DOD Strategy Map are the DOD Core Performance Indicators (detail provided in Annexure A to this

plan) linked with each perspective of the DOD Strategy Map providing the comprehensive set of performance indicators

and responsible execution entities that contribute to the overall performance of each element of the DOD Strategy Map.

In addition to the performance information provided in Annexure A to this plan, technical indicator data sheets for each of

the performance indicators is available and published on the DOD website (with the exception of confidential performance

information) to provide the technical detail of each performance indicator that will be utilised during the internal and external

performance information audits conducted by the DOD and the Auditor-General of South Africa (AGSA).

This DOD APP for 2016 in the subsequent section expresses the departmental 5 year strategic targets linked with each

element of the DOD Strategy Map that will be pursued in support of the DOD SP 2015-2020 that will enable DOD End of

Term Reporting.



Figure 7: DOD Strategic Planning Frameworks (DOD Strategy Map)16

Output Deliverables

Internal Processes

Resources Management

Building for the Future

Department of Defence

Defence Outcomes

Defence outcomes17 are defined as “that which the DOD wishes to achieve” and are the medium-term results for

specific beneficiaries that are the consequence of achieving specific outputs. Defence outcomes are directly related/

aligned to the Constitutional and legislative mandate of Defence as provided below:

Table 5: DOD Outcome 1

Strategic Outcome 1 of the DOD

RSA is Defended and Protected (SANDF)

Outcome Statement 1 of the DOD This DOD Outcome encompasses the central purpose of the DOD and includes the following three main elements:

• Comprehensive defence capabilities are enhanced, maintained and ready.

• Peace, stability and security in the RSA, region, continent and world are promoted.

• The people of South Africa are defended and protected.

Measures associated with Strategy Map elements D1, D2, P2, P3, R1 to R4 and F1 to F3 relate to the DOD Outcome 1.

16. The “green” strategy map elements represent the Def Sec responsibilities and the “light brown” the responsibilities of the SANDF. 17. See Annexures A and C for Performance Information pertaining to the DOD.




RSA is Defended and Protected (SANDF)

Baseline All Defence commitments related to the following:

• Accomplished Operations.

• Ordere defence commitments.

• Operations support compliance.

• Border safeguarding.

• Joint Force Employment Requirements (including the Southern African Development Standby Force Pledge).

Note: The abovementioned will exclude classified information.

Justification Outcome 1 relates to the degree to which the Defence commitments contribute to promote peace, stability and security in the RSA, the SADC region, the rest of the African continent and the world.

Links MTSF Outcome 11 “Creating a better South Africa and contributing to a better and safer Africa in a better World” (main contribution) and Outcomes 02, 03, 05 and 12.

Strategic Outcome Indicator Strategic Outcome (SO_1) Percentage compliance with defending (and protecting) the RSA

5 Year Target 100%

Annual Targets Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20

100% 100% 100% 100% 100%

Table 6: DOD Outcome 2


Enhanced Civil Control of Defence (Def Sec)

Outcome Statement 2 of the DOD This DOD Outcome is related to sub-processes that involve the formulation of defence policy and strategy, defence functional (resource and compliance) policies and strategies, defence management and administration and the accompanying enterprise architecture to affect resource accounting. This outcome also includes the accompanying planning, budgeting, risk management, control and reporting processes. This outcome refers to the function of providing strategic direction through the following sub-processes:

• Formulation of defence policy and strategy.

• Defence functional (resource and compliance) policies (norms and standards), strategies and plans.

• Defence management and administration.

• The accompanying enterprise architecture to effect resource accounting.

• The accompanying planning, budgeting, reporting and risk management processes.

• Actively contest corruption and fraud as part of the government incentive.

Measures associated with Strategy Map elements D1-4, P1, P2, R1 to R4 and F1 to F5 relate to the DOD Outcome 2.

Baseline All activities and principally administrative activities to ensure or enhance Defence compliance with the National Regulatory Framework.

Justification The importance of Output 2 relates to the degree to which the DOD adheres to (active) and abides by (passive) the National Regulatory Framework, to ensure transparency, accountability and in general good citizenship.

Table 5: DOD Outcome 1 (continued)




Enhanced Civil Control of Defence (Def Sec)


Strategic Outcome Indicator Strategic Outcome (SO_2) Percentage compliance with Civil Control of Defence

5 Year Target 92.37%


92.37% 92.37% 92.37% 92.37% 92.37%

Defence Output Deliverables

Defence outputs are defined as “what the DOD produces or delivers” and include the final products, goods and services

produced for delivery. The departmental outputs as provided below:

Table 7: DOD Output 1

Strategic Objective/ Strategic Output 1

Conduct Ordered Defence Commitments in Accordance with Government Policy and Strategy

Output statement This DOD Output deliverable relates to the degree to which the SANDF executes / participates in ordered defence commitments (Joint and Multi National Operations) in accordance with the mandate provided and National Government policy and strategy. These commitments are to be executed within the parameters of applicable legal instrument(s) i.e. a Memorandum of Understanding, Letters of Assist or Directives.

Baseline All operations conducted by Force Employment, including internal and external operations.

Measures associated with Strategy Map elements D1_04, P1, P2, R1 to R4 and F1 to F4 relate to the DOD Outcome 2.

Justification The importance of the Output relates to the degree to which the SANDF executes / participates in ordered defence commitments (Joint and Multi National Operations) as part of its core responsibility in support of the National government imperatives.


D_1.1 Strategic Output Indicator18 Percentage Defence commitments accomplished (per annum or over 5 year period)

Output Indicator Statement This DOD Output deliverable is to conduct ordered Defence commitments in accordance with government policy and strategy. The Output deliverable can be measured, namely:

Defence Commitments Accomplished. The 5 year strategic target for percentage Defence commitments accomplished is estimated at 100%. The contributing Performance Indicators are:

• The compliance with force levels for external operations. The 5 year strategic target is to comply with the DOD operational commitments.

• The force employment hours flown per year contributes to Defence commitments. The 5 year strategic target is to achieve all (100%) of the planned flying hours (26 500).

18. The budget programme associated with each Performance Indicator that is categorised under the Strategic Output Indicator is indicated in Annexure A, DOD Performance Informa-tion aligned and link to Government Outcomes, DOD Strategy Map for FY2016/17 and the Strategic Outcomes and 5 year Strategic Plan Targets, and Annexure C, DOD Strategic Indicator Description Table.




Conduct Ordered Defence Commitments in Accordance with Government Policy and Strategy

Output Indicator Statement • The hours at sea per year contributes to Defence commitments. The 5 year strategic target is to achieve all (100%) to the planned hours at sea (60 000).

• The compliance with ordered commitments are focusing on internal (within the borders of South Africa) DOD commitments. The 5 year strategic target is to comply 100% with the DOD ordered commitments.

Baseline 100%

5 Year Target 100%19


100% 100% 100% 100% 100%

D_1.2 Strategic Output Indicator Percentage Defence commitments support compliance

Output Indicator Statement This DOD Output deliverable is to support the Defence commitments. The Output deliverable consists of two Performance Indicators, namely:

• Compliance with Serviceability of Main Equipment for External Operations. The Performance Indicator target related to compliance with serviceability of main equipment for external operations, is classified and is therefore not included in the calculation of the Strategic Output target/result.

• Defence Commitments Support Compliance. Defence commitments support compliance entails the compliance with serviceability of main equipment for external operations as well as the compliance with self-sustainment of personnel on deployment. The 5 year strategic target is to achieve 100% compliance with self-sustainment of personnel.

Baseline Information classified20

5 Year Target Information classified


Information classified





D_1.3 Strategic Output Indicator Percentage border safeguarding commitments status

Output Indicator Statement This DOD Output deliverable is to conduct Border safeguarding commitments. The Output deliverable entails the DOD responsibility to provide landward sub-units deployed on border safeguarding per year. The 5 year strategic target is to achieve 100% compliance to deploy a total of 15 landward sub-units.

Baseline 100% commitment to provide 15 sub-units per year, 15 sub-units over 5 years.

5 Year Target 100%


100% (13)

100% (15)

100% (15)

100% (15)

100% (15)

19. Target setting is regulated by the FMPPI (2007:9&12). There is no provision made for MTSF setting of targets. The 5 year strategic targets projected/estimated are aligned to the budget allocation (beyond the FY2015/16 MTEF budget cycle). The Targets for the MTSF will be adjusted to align with the final budget allocation.

20. The DOD refers to Information Classified as “Classified information that has not been published for the consumption of the public but managed through the appropriate mandated internal and external oversight institutions”. However, projections and subsequent reports will be available for audit purposes.

Table 7: DOD Output 1 (continued)





Provide Mission Ready Defence Capabilities

Output Statement This strategic DOD Output deliverable addresses the degree to which the SANDF provides mission ready capabilities to Joint Force Employment and the Southern African Development Community Standby Force Pledge.

Baseline The SANDF main outputs, namely the provision of Ready Defence.

Justification The importance of the Output relates to the degree to which the SANDF produces one of the main outputs namely the provision of mission ready Defence capabilities in accordance with the approved Joint Force Employment Requirement, as part of its core responsibility. It is an important cost driver for the department.


D_2.1/2.3 Strategic Output Indicator

Percentage compliance with Joint Force Employment Requirements as resourced (including the Southern African Development Community Standby Force Pledge)

Output Indicator Statement This strategic DOD Output deliverable addresses the degree to which the SANDF provides mission ready capabilities to Joint Force Employment and the Southern African Development Community Standby Force Pledge. The 5 year strategic target is to achieve 100% compliance with the Southern African Development Community Standby Force Pledge, as the target related to the SANDF to providing mission ready capabilities to Joint Force Employment is classified.

Baseline 100% compliance with the Southern African Development Community Standby Force Pledge.

5 Year Target 100%


100% 100% 100% 100% 100%



Provide sound Defence direction

Output Indicator Statement The provision of external direction and advice so that governmental bodies and organisations are well informed and advised on trends in SANDF. It also includes the adoption and formulation of appropriate defence policy, strategy and internal direction and advice to ensure effective Defence. This strategic output addresses the degree to which the DOD adherences to governance promulgation schedule set by higher authority as well as the DOD Risk Management maturity level achieved.

Baseline The 5 year strategic target is to achieve 100% compliance with the DOD governance promulgation schedule for policies and strategies. The 5 year strategic target for compliance with submission dates of DOD accountability documents is 100%. No deviation can be tolerated and the target therefore is not negotiable. The Risk Management Maturity Level target is Level 4 (66.67%). The consolidated target therefore is 93.33%.

Justification The importance of the Output relates to the DOD’s contribution to national security and Defence. It also includes internal direction and advice (policies and strategies) to ensure effective Defence.




Provide sound Defence direction

Links MTSF Outcome 12: “An efficient, effective and development-oriented public service and empowered, fair and inclusive citizenship” (main contribution) and outcomes 03, 05 and 11.

D_3.1 Strategic Output Indicator Percentage compliance by the DOD with National Governance

Output Indicator Statement This strategic DOD Output deliverable addresses the degree to which the DOD adheres to the governance promulgation schedule and the DOD complies with the submission of DOD accountability documents set by higher authority. The 5 year strategic target is to adhere to 93.33% compliance with the DOD governance promulgation schedule.

Baseline 93.33% adherence to the DOD governance promulgation schedule.



95.8% 93.33% 93.33% 93.33% 93.33%



Ensure Defence Compliance with Regulatory Framework

Output statement This strategic DOD Output deliverable addresses the degree to which the DOD complies with the Regulatory Framework (D_4.1) as well as the degree to which the DOD deals with corruption and fraud in the DOD (D_4.2).

Baseline Directly indicative of DOD compliance with the regulatory framework and combatting corruption, fraud and mal-administration - to be reported on by order of higher authority.

Justification The importance of the Output relates to the obligation for the DOD to ensure that it conducts its responsibility within the Regulatory Framework.

Links MTSF Outcome 12: “An efficient, effective and development-oriented public service and empowered, fair and inclusive citizenship” (main contribution) and Outcomes 02, 03 and 11.

D_4.1 Strategic Output Indicator Percentage Defence compliance with Regulatory Framework

Output Indicator Statement The Degree to which the DOD Complies with the Regulatory Framework (D_4.1). The strategic output consists of the following Performance Indicators that can be measured, namely:

• Number of Audit Qualifications. The 5 year strategic target is to have no audit qualifications per year, which will effect a 100% result.

• Compliance with Submission Dates of DOD Accountability Documents. The 5 year strategic target for compliance with submission dates of DOD accountability documents is 100%. No deviation can be tolerated and the target therefore is not negotiable.

• Deployments including Training Exercises, where applicable, Supported with appropriate Legal Instruments. The 5 year strategic target for deployments including training exercises, where applicable, supported with appropriate legal instruments is 100%. All deployments must be authorised properly, therefore, no deviation can be tolerated, and the target is not negotiable.

Table 9: DOD Output 3 (continued)




Ensure Defence Compliance with Regulatory Framework

Output Indicator Statement • Management Performance Assessment Tool (MPAT), assessment achieved. The MPAT is a beneficial Indicator to access the DOD contribution to the Defence compliance with the Regulatory Framework. All attempts will be made to achieve a MPAT Level 3 score by 2018. However, for the 5 year period an average of Level 2.6 score or 69.5% is planned.

• Percentage Payments within 30 Days from receipt of legitimate invoices. The ideal would be to finalise all payments within 30 days. However too many variables are not under the control of the Indicator owner. The target of 75% is based on the benchmark determined by trends experienced by other national departments.

Baseline 86.6%

5 Year Target 86.6%


81.25% 86.6% 86.6% 86.6% 86.6%

D_4.2 Strategic Output Indicator Percentage corruption and fraud prevention status

Output Indicator Statement This strategic DOD Output Deliverable addresses the degree to which the DOD deals with corruption and fraud in the DOD. This includes corruption and fraud (where and if prevalent) detected internally as well as by external sources. The strategic output consists of four Performance Indicators that can be measured, namely:

• Detection Investigations of Corruption and Fraud Conducted. Detection investigations of corruption and fraud conducted entails the detection of reported corruption and fraud in order to establish the realities pertaining to the matter. The 5 year strategic target is to investigate all (100%) incidents detected for corruption and fraud reported.

• Cases of Corruption and Fraud Investigated. Cases of corruption and fraud investigated entail the actual Police or Military Police investigation of cases of corruption and fraud. The 5 year strategic target is to investigate all (100%) of all cases of corruption and fraud handed over for investigation as well as cases of corruption and fraud investigated.

• Cases of Corruption and Fraud Prosecuted. Cases of corruption and fraud prosecuted entail the legal proceedings to prosecute persons involved in corruption and fraud. The 5 year strategic target is to investigate (100%) of all cases of corruption and fraud handed over for prosecution.

• Written Complaints Finalised. This aspect deals with written complaints finalised per year. The 5 year strategic target is to finalise (70%) of all written complaints reported.

Baseline • Detection Investigations of Corruption and Fraud Conducted Baseline: 100%.

• Cases of Corruption and Fraud Investigated: Baseline: 100%.

• Cases of Corruption and Fraud Prosecuted: Baseline: 100%.

• Written Complaints Finalised: Baseline: 70%.

5 Year Target 92.5%


90%% 92.5% 92.5% 92.5% 92.5%



Defence Internal Process (Activities)

Defence activities21 are defined as “what the DOD does on a daily basis” and include the processes or actions that utilise

a range of inputs (resources) to produce the desired outputs and, ultimately, outcomes. The departmental activities are

provided below:

Table 11: DOD Internal Process 1

Internal Process 1 Administrate the DOD

Output statement The DOD Administration activity includes the following components:

• The formulation of defence administration related policy and strategy, defence functional (resources and compliance) policies and strategies, defence management and administration and the accompanying enterprise architecture to effect resource accounting.

• The formulation of defence instructions framework emanating from defence-related policies, strategy and legislation.

• The organisational arrangements (systems and processes) to support effective planning, monitoring and evaluation, reporting and risk management in the DOD.

• The organisational arrangements to ensure corporate support which consists of HR, Legal and Defence Foreign Relations.

• The organisational arrangements (systems, capacity and processes) to effectively manage information in the DOD.

• The organisational arrangements to manage account for and report on the DOD finances.

• The organisational arrangements to manage crime prevention, discipline, disputes and ethics in the DOD.

Baseline Directly indicative of DOD compliance with the Regulatory Framework specifically related to Defence Administration.

Justification The importance of the Output relates to the obligation for the DOD to ensure that it conducts its responsibility within the Regulatory Framework.


P1.1 Strategic Output Indicator Percentage Defence administration compliance index

Output Indicator Statement The degree to which the DOD deals with internal administration. The strategic output consists of the following Performance Indicators that can be measured, namely:

• Percentage reduction of military court cases outstanding (backlog).

• Percentage military court cases finalised (in-year).

• Percentage of disciplinary cases in the DOD finalised within 90 Days (Military court cases).

• Percentage of disciplinary cases in the DOD finalised within 90 Days (PSAP cases).

• Percentage litigation attended to in the best interest of the DOD (settlements and wins).

• Percentage collective grievances and disputes resolved.

21. See Annexures A and C for Performance Information.



Internal Process 1 Administrate the DOD

Baseline 72.5%

5 Year Target 72.5%


72.5% 72.5% 72.5% 72.5% 72.5%

P1.2 Strategic Output Indicator Number of Defence crime prevention, activities (Includes anti-corruption and anti-fraud activities)

Output Indicator Statement The Degree to which the DOD Complies with Regulatory Framework. The strategic output consists of the following Performance Indicators that can be measured, namely:

• Projected number of deliberate crime prevention operations.

• Percentage of detected National Anti-corruption Hotline cases conducted.

• Number of awareness activities on Corruption and Fraud.

Baseline 100%

5 Year Target 100%


100% 100% 100% 100% 100%

P1.3 Strategic Output Indicator Percentage reduction of criminal cases

Output Indicator Statement The Degree to which the DOD Complies with Regulatory Framework. The strategic output refers to the DOD support to MTSF (2014-2019) Outcome 3: sub-output 7: “Corruption in the Public and Private Sectors reduced” and consists of the following Performance indicators that can be measured, namely:

• Perentage criminal cases investigated (backlog).

• Percentage criminal cases investigated (in-year).

Baseline 45%

5 Year Target 45%


45% 45% 45% 45% 45%




Internal Process 2 Enable the DOD

Output statement The DOD activities relate to sub-processes in the SANDF required to enable service delivery. It includes the provision of defence capabilities by the Services and Division in accordance with the military strategic objectives and their provision, preparation and maintenance for operational readiness and operational employment.

Baseline 100%

Justification This strategic output addresses the degree to which the DOD complies with the enablement of the DOD through:

• Defence health care activities.

• Defence primary military preparation activities.

Links MTSF Outcome 2: “A long and healthy life for all South Africans” (main contribution) and Outcomes 03, 11 and 12.

P2.1 Strategic Output Indicator Number of Defence health care activities

Output Indicator Statement The Number of Defence Health Care Activities. The strategic output consists of the following Performance Indicators that can be measured, namely:

• Broader SANDF health status (Information classified).

• Trend of deployable status on concurrent health assessments (Information classified).

• Number of health care activities per year.

Baseline 2 140 550 health care activities per year.

5 Year Target 10 702 750


2 140 550 2 140 550 2 140 550 2 140 550 2 140 550

P2.2 Strategic Output Indicator Percentage Defence primary military preparation activities

Output Indicator Statement The Defence Primary Military Preparation Activities. The strategic output consists of the following Performance Indicators that can be measured, namely:

• Percentage compliance with DOD Training Targets.

• Number of Defence Intelligence Products.

Baseline 100%

5 Year Target 100%


100% 100% 100% 100% 100%




Internal Process 2 Employ the SANDF

Output statement The DOD activities related to sub-processes in the SANDF required for employment of the SANDF in Joint, Interdepartmental, Interagency and Multinational (JI2M) operations as directed by government. It includes military exercises and mission readiness training activities.

Baseline 18 exercises for the 5 year term.

46 Defence Attaché Offices.

Justification This strategic output addresses the degree to which the DOD complies with the employment of the DOD through:

• DOD military exercises.

• Defence relationship (diplomacy) through Defence Attaché Offices.

Links MTSF Outcome 3: “All people in South Africa are and feel safe” (main contribution) and Outcomes 02 and 11.

P3.1 Strategic Output Indicator Number of DOD military exercises

Output Indicator Statement The Performance Indicator addresses the number of Joint, Interdepartmental, Interagency and Multinational military exercises conducted per year.

Baseline 18 exercises for the 5 year term.

5 Year Target 18


5 4 3 3 3

P3.2 Strategic Output Indicator Number of Defence Attaché Offices

Output Indicator Statement The Performance Indicator addresses the number of active Defence Attaché Offices internationally with the purpose to promote diplomacy as the first line of defence.

Baseline 46 Defence Attaché Offices.

5 Year Target 46 Defence Attaché Offices.


46 46 46 46 46



Defence Resources Managment (Resources)

Defence resources (inputs)22 are defined as “what the DOD utilises to do our work on a daily basis” and include the resources

that contribute to the production and ultimate delivery of legislative outputs. The departmental resources considerations are as

follows:

Table 14: DOD Resources 1

Resources Deliverable 1 Provide professional and supported DOD Human Resources

Output statement This objective is an overarching aspect to ensure that human resources meet the demands of the department, are professional as well as supported in order to engage in the main processes of the department.

Baseline 100%

Justification This strategic output addresses the degree to which the DOD complies with:

• Planned staffing of funded posts.

• Utilisation of Reserve Forces (persondays).

• SANDF Battle fitness requirements.


R1.1 Strategic Output Indicator Percentage HR utilisation index

Output Indicator Statement The Performance Indicator addresses the percentage compliance with planned staffing of funded posts.

Baseline Planned posts filled by the end of the term: 80 971 (100%).

Reserve Force members utilised over the term: 13 266 335 persondays (100%).

5 Year Target 100%


100% 100% 100% 100% 100%

R1.2 Strategic Output Indicator Number of military skills development members in the system per year

Output Indicator Statement The Performance Indicator addresses the number of military skills development members in the system that were trained per year.

Baseline Number of persons undergone military skills development by end of the term: 19 759.

5 Year Target 19 759


3 863 4 001 3 997 3 949 3 949




Resources Deliverable 1 Provide professional and supported DOD Human Resources

R1.3 Strategic Output Indicator Level of morale in the DOD

Output Indicator Statement The Performance Indicator addresses the level of morale as experienced by members in the DOD.

Baseline Positive morale.

5 Year Target Positive


Positive Positive Positive Positive Positive


Resources Deliverable 2 Provide appropriate and sustainable Matériel

Output statement This element is an overarching departmental aspect to ensure defence matériel meets the requirements of the department in order to engage in the main processes of the department. This deliverable includes items (facilities, ships, tanks, self-propelled weapons, aircraft, related spares, repair parts, and support equipment, including real property, installations, and utilities) necessary to equip, operate, maintain, and support military activities without distinction as to their application for administrative or combat purposes.

Baseline Adherence to infrastructure, critical stock levels and logistic compliance: 95%.

Justification This strategic output addresses the degree to which the DOD complies with:

• Defence infrastructure revitalisation.

• Defence critical stock level status.

• Logistics compliance.

Links MTSF Outcome 11 “Creating a better South Africa and contributing to a better and safer Africa in a better World” (main contribution) and Outcomes 02, 03 and 12.

R2.1 Strategic Output Indicator Percentage Defence infrastructure revitalisation status

Output Indicator Statement The Performance Indicator addresses the revitalisation of Defence infrastructure through the management (expenditure control) of the facilities plan and the utilisation of DOD endowment property (property under the direct control of the DOD).

Baseline 90%

5 Year Target 90%


New Indicator 90% 90% 90% 90%



Resources Deliverable 2 Provide appropriate and sustainable Matériel

R2.2 Strategic Output Indicator Percentage Defence critical stock level status

Output Indicator Statement The Performance Indicator addresses the Defence critical stock level.

Baseline Information classified

5 Year Target Information classified







R2.3 Strategic Output Indicator Percentage Logistics compliance status

Output Indicator Statement The Performance Indicator addresses the Logistics compliance in the DOD. In particular is the procurement requests fully completed within 90 days from day of registration a good indication of a healthy procurement and payment system.

Baseline 99%

5 Year Target 99.2%


100% 99% 99% 99% 99%


Resources Deliverable 3 Provide integrated and reliable Defence Information Systems

Output statement This element is an overarching departmental aspect to ensure that information systems meet the requirements of the department in order to engage in the main processes of the department. This deliverable includes management information and management intelligence also known in the private sector as "business intelligence" (not to be confused with military intelligence).

Baseline 94.95%

Justification This strategic output addresses the degree to which the DOD complies with its Information and ICT demands.

Links MTSF Outcome 3: “All people in South Africa are and feel safe” (main contribution) and Outcomes 02, 11 and 12

R3.1 Strategic Output Indicator Percentage Defence ICT status

Output Indicator Statement The Performance Indicator addresses the degree to which the DOD complies with its ICT demands.

Baseline Percentage of modernised, sustainable DOD ICT Integrated Prime Systems Capabilities.

Table 15: DOD Resources 2 (continued)



Resources Deliverable 3 Provide integrated and reliable Defence Information Systems

Justification This strategic output addresses the degree to which the DOD complies with its Information and ICT demands.



New Indicator 92.45% 93.95% 96.7% 96.5%


Resources Deliverable 4 Provide sound Financial Management to the DOD

Output statement This element is an overarching departmental aspect to ensure that departmental financial management remains sound in terms of the regulatory requirements and guidelines and that financial reporting is performed accordingly.

Baseline Less than 8% deviation.

Justification This strategic output addresses the degree to which the DOD complies with financial management requirements.

Links MTSF Outcome 12 “An efficient, effective and development-oriented public service and empowered, fair and inclusive citizenship” and Outcomes 02, 03 and 11.

R4.1 Strategic Output Indicator Percentage deviation from approved drawing schedule

Output Indicator Statement The Performance Indicator addresses the degree to which the DOD complies with its financial management demands.

Baseline Less than 8% deviation.

5 Year Target Less than 8% deviation.


<8% <8% <8% <8% <8%



Defence Building for the Future (Defence Sustainability)

The Defence perspective Building for the Future (BFF)23 outlines how defence will endeavour to ensure its future sustainability

and relevance moving forward into the MTEF and beyond through structured departmental initiatives and processes. The

departmental building for the future perspectives are provided below:

Table 18: DOD Building for the Future 1

Future Deliverable 1 Ensure appropriate Strategic Reserves

Output statement This element addresses the requirement to ensure that critical commodities and/or items are available at all times to enable and support expected and unforeseen defence commitments (e.g. fuel, ammunition).

Baseline Information classified.

Justification This strategic output addresses the degree to which the DOD ensures that critical commodities and/or items are available at all times to enable and support expected and unforeseen defence commitments.

Links MTSF Outcome 11 “Creating a better South Africa and contributing to a better and safer Africa in a better World” (main contribution) and Outcomes 12.

F1.1 Strategic Output Indicator Level of strategic reserves

Output Indicator Statement The Performance Indicator addresses the degree to which the DOD complies with strategic reserves demands.

Baseline Information classified.

5 Year Target Information classified.







Tables 19 and 20: DOD Building for the Future 2/3

Future Deliverable 2/3 Renew DOD main Equipment and Systems (including technology development)

Output statement This element addresses the requirement to ensure that the DOD invests in the development and acquisition of equipment and associated doctrine to ensure the DOD’s long-term sustainability and relevance.

Baseline 80%

Justification This strategic output addresses the renewal of armament through acquisition and technology development commitments approved.

Links MTSF Outcome 11 “Creating a better South Africa and contributing to a better and safer Africa in a better World” (main contribution) and Outcomes 02, 03 and 12.




Future Deliverable 2/3 Renew DOD main Equipment and Systems (including technology development)

F2.1 Strategic Output Indicator Percentage Defence armament acquisition commitments status

F3.1 Strategic Output Indicator Undertake Defence Research and Development

Output Indicator Statement The Performance Indicator addresses the degree to which the DOD renew armament through acquisition and technology development commitments approved.

Baseline Armamentacquisitioncommitmentsapproved,≥75%by31March.

Technology development commitments approved, 85% by 31 March.

5 Year Target 80%


80% 80% 80% 80% 80%


Future Deliverable 4 Promote an appropriate Defence Industry

Output statement This element addresses the requirement to ensure that the RSA's Defence Industry remains appropriate and relevant with regard to global military technology development (and trends) in order to enable and sustain the RSA's military capacity/capability requirement and relevance in our area of influence.

Baseline Defence Industry Policy to be developed.

Justification In terms of the SA Defence Review 2015 Implementation Plan for Milestone 1, Acquisition Services will develop a Defence Industry Policy in cooperation with the National Defence Industry Council.

Links MTSF Outcome 3: “All people in South Africa are and feel safe” (main contribution) and Outcomes 11 and 12.

5 Year Target 100%


New Indicator 100% 100% 100% 100%


Future Deliverable 5 Promote consensus on Defence

Output statement This element addresses the requirement to ensure that stakeholders internal and external to the DOD are engaged to enable national cohesion relating to the role and functions of the Defence portfolio in support of the RSA Constitutional Imperatives.

Baseline Public positive opinion of 77%.



Future Deliverable 5 Promote consensus on Defence

Justification It is required to ensure that stakeholders internal and external to the DOD are engaged to enable national cohesion relating to the role and functions of the Defence Constitutional Imperatives.

Links MTSF Outcome 12 “An efficient, effective and development-oriented public service and empowered, fair and inclusive citizenship.”

F5.1 Strategic Output Indicator Status of Public Opinion of the DOD

Output Indicator Statement The Performance Indicator addresses the public opinion of the DOD to determine:

• The DOD’s relationship with the general public.

• The stance related to the DOD general direction (policies and strategies).

Baseline Public positive opinion of 77%.

5 Year Target 77%.


77% 77% 77% 77% 77%

DOD PERFORMANCE INFORMATION ALIGNED WITH THE DOD STRATEGY MAP: FY2016/17 TO FY2018/19

The DOD has institutionalised outcomes-based planning in support of Government outcomes and as such, the following

DOD Performance Indicators underline the department’s commitments thereto. Annexure A to this Plan displays the

alignment between the DOD performance information, prevailing national imperatives, the DOD Strategy Map and the

5 year strategic targets of the DOD.

Two sets of Performance Targets (Annual and Quarterly) are provided in the DOD APP for 2016 for each level of the DOD

SPF to enable performance monitoring of the Defence mandate, as reflected in the tables under the departmental budget

subprogrammes. The included performance information includes both cumulative and non-cumulative targets for which

quarterly progress will be reported during departmental internal processes.

In the Performance Information tables, under each departmental budget programme, reference is made to “Information

Classified”, which is defined as "Classified information that has not been published for the consumption of the public

but managed through the appropriate mandated internal and external oversight institutions. However, projections and

subsequent reports will be available for audit purposes”.

Table 15: DOD Resources 2 (continued)



DOD SELECTED PERFORMANCE INDICATORS AND TARGETS FOR FY2016/17 TO FY2018/19

The DOD Selected Performance Indicators and Targets for FY2016/17 to FY2018/19, as reflected in Table 23, form the basis

of the DOD contribution to the National Budget 2016 Estimates of National Expenditure (DOD 2016 Defence and Military

Veterans Vote 19).

The DOD Selected Performance Indicators reflect the main outputs and activities of the DOD in support of the MTSF

(2014-2019) and DOD SP 2015-2020.



Tab

le 2

3: D

OD

Sel

ecte

d P

erfo

rman

ce In

dic

ato

rs a

nd T

arg

ets:

FY

2016

/17

to t

he

FY20

18/1

9

MTS

F Ou

tcom

e to

w

hich

it c

ontr

ibut

ed

and

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cato

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In

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tor

Audi

ted/

Ac

tual

Per

form

ance

Estim

ated

Pe

rfor

man

ceM

ediu

m-te

rm

Targ

ets

Budg

et

Prog

ram

me

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

Outc

ome

11P3

_03

Tota

l num

ber o

f def

ence

Atta

ché

Offic

es40

4343

4524

4625

4646

Adm

inis

tratio

n (D

efen

ce F

orei

gn

Rela

tions

)

Outc

ome

5R1

_1B

Num

ber o

f mili

tary

skil

ls

deve

lopm

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the

syst

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ear26

8 95

57

005

3 88

93

863

4 00

13

997

3 94

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(Hum

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Num

ber o

f res

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forc

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days

New

Indi

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tor

2 69

5 74

22

442

792

2 70

1 68

12

707

164

2 70

7 34

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(Hum

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24. T

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in th

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26. D

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(May

2015

) an a

nnou

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MOD

&MV

was m

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ith re

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to th

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S me

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s “W

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ase t

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take o

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S re

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to re

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.” T

here

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SDS

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revis

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CHR

from

3 91

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001 f

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27. P

revio

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as “P

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wo ad

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name

ly Op

CHA

RIOT

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. Actu

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MTS

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Indi

cato

r ID

Perf

orm

ance

In

dica

tor

Audi

ted/

Ac

tual

Per

form

ance

Estim

ated

Pe

rfor

man

ceM

ediu

m-te

rm

Targ

ets

Budg

et

Prog

ram

me

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

Outc

ome

3D1

_10

Perc

enta

ge c

ompl

ianc

e wi

th

num

ber o

f ord

ered

com

mitm

ents

(in

tern

al o

pera

tions

)30

100% (4)

100% (4)

100% (4)

100%

100%

100%

100%

Forc

e Em

ploy

men

t

Outc

ome

11P3

_02

Num

ber o

f joi

nt,

inte

rdep

artm

enta

l, in

tera

genc

y an

d m

ultin

atio

nal m

ilita

ry

exer

cise

s co

nduc

ted

per y

ear31

55

55

43

3Fo

rce

Empl

oym

ent

Outc

ome

3D1

_02

Num

ber o

f lan

dwar

d su

b-un

its

depl

oyed

on

bord

er s

afeg

uard

ing

per y

ear

1113

1313

1532

1515

Forc

e Em

ploy

men

t

Outc

ome

11

D1_0

5Nu

mbe

r of f

orce

em

ploy

men

t ho

urs

flown

per

yea

r11

697

4 47

15

026.

396

50033

5 00

0345

000

5 00

0Ai

r Def

ence

Outc

ome

11

D1_0

6Nu

mbe

r of h

ours

at s

ea p

er y

ear

7 33

911

081

8 95

1.53

12 0

0012

000

12 0

0012

000

Mar

itim

e De

fenc

e

30. I

ntern

al op

erati

ons i

nclud

e bor

der s

afegu

ardin

g and

oper

ation

s in s

uppo

rt of

other

gove

rnme

nt de

partm

ents.

31. R

efine

ment

of the

MTS

F (2

014

– 20

19) b

y Pre

siden

cy (D

PME)

toge

ther w

ith C

JOps

took

plac

e an

d its

was

dec

ided

that t

he d

epar

tmen

t wou

ld ad

dres

s only

the

SAND

F’s p

artic

ipatio

n on

the

highe

r lev

el of

SADC

and

inter

depa

rtmen

tal/

inter

ange

cy ex

ercis

es, a

s Sou

th Afi

rca is

not a

lway

s the

lead

ing co

untry

durin

g the

se ex

ercis

es.

32. D

uring

the M

OD&M

V Bu

dget

Vote

(May

2015

) the

Mini

ster in

dicate

d tha

t the n

umbe

r of s

ub-u

nits f

or bo

rder

safeg

uard

ing w

ill inc

reas

e fro

m 13

to 15

sub-

units

. Dur

ing th

e dep

artm

ental

budg

et pr

oces

ses i

t was

decid

ed th

at the

numb

er of

su

b-un

its w

ill be

incre

ased

from

13 to

15 su

b-un

its fr

om F

Y201

6/17 o

nwar

ds.

33. 8

00 ho

urs w

ill be

flown

for V

IP op

erati

ons a

nd 5

700 h

ours

for jo

int fo

rce em

ploym

ent r

equir

emen

ts su

bject

to re

sour

ce al

locati

on.

34. 1

000 h

ours

will b

e flow

n for

VIP

oper

ation

s and

4 00

0 hou

rs for

joint

force

emplo

ymen

t req

uirem

ents

subje

ct to

reso

urce

alloc

ation

.



MTSF OUTCOMES, DERIVED FROM GOVERNMENT OUTCOMES, FOR THE FY2016/17 TO FY2018/19

By pursuing of the DOD legislative mandate and utilising its inherent Defence capabilities, the DOD will continue to provide

support to the governmental MTSF Outcomes (2014 – 2019) relevant to the Defence mandate and as articulated in the DOD

SP 2015 – 2020.

The defence contribution to the MTSF Outcomes is linked to defence activities and programme performance targets aimed

at facilitating the achievement of the specific MTSF Outcome. The content of each of the MTSF Outcomes has formed

the basis for the formulation and approval of a Delivery Agreement (DA) between an identified Cabinet member and the

President of the RSA. The MOD&MV is a co-signatory responsible for the co-ordination and chairpersonship of the Justice

Crime Prevention and Security Cluster (JCPS) and a member of the Joint International Cooperation Trade and Security

(ICTS) Cluster for MTSF Outcomes 3 and 11 respectively that relate to the sustained and change agenda of Defence. These

MTSF Outcomes that Defence will engrave (sustained agenda) are as follows:

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

– Sub-outcome 3: South Africa’s Borders Effectively Defended, Protected, Secured and Well-managed. Defence will

contribute to this outcome by developing sub-strategies in support of the national overarching strategy to defend,

protect, secure, and ensure well-managed borders by securing of the land, airspace and maritime borders.

– Sub-outcome 4: Secure Cyber Space. Defence will contribute to the development of the Cyber Warfare Strategy

and Implementation Plan of the country, which is required for approval by March 2016. During FY2016/17 the

Defence will continue with the implementation of the Cyber Warfare Implementation Plan and will furthermore

continue to contribute towards capacitating a Cyber-security Institution by establishing a Cyber Command Centre

Headquarters, scheduled by FY2018/19.

– Sub-outcome 7: Corruption in the Public and Private Sectors Reduced. The DOD’s contribution is to assist in the

reduction of corruption in the JCPS Cluster but more specifically in the DOD where possibly prevalent.

• Outcome 11: “Creating a better South Africa and contributing to a better and safer Africa in a better World.”

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

region. The DOD will continue to support sub-outcome 3 by means of the SANDF contribution to AU/UN peace

operations and through the department’s International Affairs Policy.

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

inherent capabilities are as follows:

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

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

• Outcome12: “Anefficient,effectiveanddevelopment-orientedpublicserviceandempowered, fairandinclusive citizenship.”



CORE OUTPUTS PER PROGRAMME: PERFORMANCE INDICATORS, TARGETS (ANNUAL AND QUARTERLY) AND RECONCILING PERFORMANCE TARGETS WITH THE FY2016/17 TO FY2018/19 BUDGET ALLOCATION

PROGRAMME 1: ADMINISTRATION35

OVERVIEW

The Administration mandate finds expression in the DOD Administration Budget Programme (Programme 1) responsible

to provide departmental administrative support, development of defence policy and the management and administration

of the department.

The Administration programme provides centralised Human Resource Support, Defence Legal Services and Defence

Foreign Relations Support Functions to the DOD. Furthermore, the Administration programme includes governance risks

and compliance functions, the determination of working methods and procedures that improve internal controls, as well as

the veracity of information provided.

PURPOSE

The purpose of the Administration programme is to provide strategic leadership, management and support services to the

DOD and provide for military veterans’ benefits through the Department of Military Veterans36.

OUTPUTS

The main outputs of the Administration programme are as follows:

• To provide Ministerial direction.

• To provide departmental direction.

• To provide defence policy advice.

• To provide departmental strategic direction.

• To provide corporate planning, budgeting and reporting.

Budget Allocation. An amount of R5 151 108 000 is allocated to the Administration Programme for the 2016/17 MTEF.

35. The Administration Programme consists of both Defence Secretariat and SANDF subprogrammes. 36. This Administration Programme purpose is aligned with the National ENE, as determined/standardised by National Treasury for all national departments as from the FY2015/16

onwards.



OVERVIEW OF ADMINISTRATION SUBPROGRAMME: MINISTRY OF DEFENCE

Responsibility. Minister of Defence and Military Veterans.

Purpose. The purpose of the subprogramme is to provide political direction to the DOD thereby ensuring the democratic

defence of South Africa by meeting the required defence commitments and providing appropriate defence capabilities.

Outputs. The outputs of the subprogramme Ministry are as follows:

• To provide Political direction to the DOD.

• To ensure the defence of South Africa by meeting the approved ordered defence commitments and providing appropriate defence capabilities.

• To oversee the applicable Public Entities (Armscor and Castle Control Board [CCB]).

• To oversee the Organs of State (Military Ombud, Defence Force Service Commission [DFSC] and Reserve Force Council [RFC]).

Budget Allocation. An amount of R72 898 000 is allocated to the subprogramme Ministry for the 2016/17 MTEF.

Performance Indicators and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicators and

Targets (Annual and Quarterly) associated with the subprogramme.

Table 24: Subprogramme: Ministry: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Targets

Audited/ Actual Performance

Estimated Performance

Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

Output 3 Provide sound Defence direction

D3_05

Percentage compliance with submission dates of DOD accountability documents

(DOD APP tabled in Parliament)

(Armscor Corporate Plan tabled in Parliament)

(Castle Control Board APP tabled in Parliament)

(Military Ombud APP tabled in Parliament)

100%

100%Tabled on 13 March

2013

100%(The APPs were tabled

by 13 March

2014)

100%(APPs were

tabled in line with the

Parliamentary Programme on 11 March

2015)

100%(4 APPstabled in line with National

Prescripts)


Prescripts)


Prescripts)


Prescripts)



DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Targets



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

D3_05


(DOD Annual Report tabled in Parliament)

(Armscor Annual Report tabled in Parliament)

(Castle Control Board Annual Report tabled in Parliament)

(Military Ombud Annual Report tabled in Parliament)

100% 100% 100% 100%

100%(4 ARs

tabled in line with National

Prescripts)

100%(4 ARs


Prescripts)

100%(4 ARs


Prescripts)

100%(4 ARs


Prescripts)

Table 25: Subprogramme: Ministry: Performance Indicators and Quarterly Targets for FY2016/17

DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th


D3_05



Annually

100%(4 tabled in line

with National

Prescripts)

- - -

100%(1 DOD APPtabled in line with National Prescripts)

(Armscor Corporate tabled in Parliament)

Annually - - -

100%(1 Armscor

Corporate Plantabled in line with National Prescripts)

(Castle Control Board APP tabled in Parliament)

Annually - - -

100%(1 Castle

Control Board APP

tabled in line with National Prescripts)



DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th

D3_05

(Military Ombud APP tabled in Parliament)

Annually

100%(4 tabled in line

with National

Prescripts)

- - -

(1 Military Ombud APPtabled in line with National Prescripts)



Annually -

100%(1 DOD

Annual Reporttabled in line with National Prescripts)

-

(Armscor Annual Report tabled in Parliament)

Annually -

100%(1 Armscor

Annual Reporttabled in line with National Prescripts)

-

(Castle Control Board Annual Report tabled in Parliament)

Annually -

100%(1 Castle

Control Board Annual Reporttabled in line with National Prescripts)

-

(Military Ombud Annual Report tabled in Parliament)

Annually

100%(1 Military

Ombud Annual Report


Prescripts)

The MOD&MV is responsible for oversight of Organs of State (Military Ombud, DFSC and RFC) as listed on the next page. These entities receive budget allocations from the DOD and they are responsible and report to the Executive Authority.

Table 25: Subprogramme: Ministry: Performance Indicators and Quarterly Targets for FY2016/17 (continued)



OVERVIEW OF THE MILITARY OMBUD

Responsibility. The Military Ombud.

Purpose. The Military Ombud is responsible to investigate and ensure that complaints are resolved in a fair, economical

and expeditious manner.

Outputs. The outputs of the Military Ombud are as follows:

• Investigate as well as resolve complaints lodged in writing by:

– A member regarding his or her service conditions.

– A former member regarding his or her conditions of service.

– A member of the public regarding the official conduct of a member of the Defence Force.

– A person acting on behalf of a member of the Defence Force.

Budget Allocation. An amount of R46 810 000 from the budget of Legal Services is allocated to the Military Ombud for the

2016/17 MTEF.



Table 26: Military Ombud: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Targets



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

Reporting to the Ministry


D3_05


(Military Ombud APP submitted to the Executive Authority)

100%New

IndicatorNew

IndicatorNew

Indicator

100%(1 APP

submitted in line with National Prescripts)

100%(1 APP

submitted to the

Executive Authority)

100%(1 APP

submitted to the


100%(1 APP

submitted to the


D3_05


(Military Ombud Annual Report submitted to the Executive Authority)

100%New

IndicatorNew

IndicatorNew

Indicator

100%(1 Annual Report submitted in line

with National Prescripts)

100%(1 Annual

Report submitted

to the Executive Authority)

100%(1 Annual

Report submitted


100%(1 Annual

Report submitted




DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Targets



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

Output 4 Ensure Defence compliance with Regularly Framework

D4_08Percentage of written complaints finalised

70%New

IndicatorNew

Indicator43% 60% 60% 70% 80%

Table 27: Military Ombud: Performance Indicators and Quarterly Targets for FY2016/17

DOD

Outp

ut a

nd

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th



D3_05


(Military Ombud Annual Report submitted to the Executive Authority)

Annually

100%(1 Annual

Report submitted to the Executive

Authority)

(1 Annual Report

submitted to the Executive

Authority)

- - -

D3_05


(Military Ombud APP submitted to the Executive Authority)

Annually

100%(1 APP


Authority)

- - -

100%(1 APP


Authority)


D4_08Percentage of written complaints finalised

Quarterly 60% 60% 60% 60% 60%

Table 26: Military Ombud: Performance Indicators and Targets for FY2016/17 to the FY2018/19 (continued)



OVERVIEW OF RESERVE FORCE COUNCIL (RFC)

Responsibility. Chairperson of the Reserve Force Council.

Purpose. The RFC is a consultative and advisory body representing the Reserve Force to promote and maintain the force

as an integral part of the Defence Force and must be consulted on any legislation, policy or administrative measures

affecting the Reserve Force.

Outputs. The outputs of the RFC are as follows:

• Provide consultative and advice services to promote and maintain pertaining the Reserve Force function.

Budget Allocation. An amount of R8 620 000 is allocated to the RFC for the 2016/17 MTEF as part of the budget allocation

to the Defence Reserve Direction.

Performance Indicator and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicator and

Targets (Annual and Quarterly) associated with the RFC subprogramme.

Table 28: RFC: Performance Indicator and Annual Targets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Targets



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19



D3_05


(2 Reports on RFC Activities submitted to the Executive Authority)

100%New

IndicatorNew

IndicatorNew

Indicator

100%(2 Reports on RFC Activities submitted in

line with National

Prescripts)

100%(2 Reports

on RFC Activities submitted


100%(2 Reports on RFC Activities submitted


100%(2 Reports on RFC Activities submitted


Table 29: RFC: Performance Indicators and Quarterly Targets for FY2016/17

DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th



D3_05


(2 Reports on RFC Activities submitted to the Executive Authority)

Bi-annually

100% (2 Reports

on RFC Activities


Authority)

-

100% (1 Report on RFC

Activities submitted to the Executive

Authority)

-

100% (1 Report on RFC

Activities submitted to the Executive

Authority)



OVERVIEW OF DEFENCE FORCE SERVICE COMMISSION (DFSC)

Responsibility. Chairperson of the Defence Force Service Commission.

Purpose. The DFSC is to submit, on an annual basis, recommendations to the MOD&MV on improvements of salaries,

service benefits and policies on conditions of service of members as well as the effective and efficient implementation

thereof.

Outputs. The outputs of the DFSC are as follows:

• Provide annual salary/service benefits recommendations.

• Provide recommendations on conditions of service policies.

• Ensure the effective and efficient implementation of policies on conditions of service within the Defence Force.

Budget Allocation. An amount R12 549 000 is allocated to the DFSC for the 2016/17 MTEF as part of the budget allocation

to the Ministry.



Table 30: DFSC: Performance Indicator and Annual Targets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Targets



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19



D3_05


(Annual Report regarding DFSC Activities submitted to the Executive Authority)

100%New

IndicatorNew

IndicatorNew

Indicator

100%(1 Annual

Report regarding

DFSC Activities submitted


100%(1 Annual

Report regarding



100%(1 Annual

Report regarding



100%(1 Annual

Report regarding





Table 31: DFSC: Performance Indicator and Quarterly Targets for FY2016/17

DOD

Outp

ut a

nd

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th



D3_05


(Annual Report regarding DFSC Activities submitted to the Executive Authority)

Annually

100% (1 Annual

Report on DFSC Activities submitted in line with

National Prescripts)

100%(1 Annual

Report on DFSC Activities submitted in line with


- - -

OVERVIEW OF ADMINISTRATION SUBPROGRAMME: DEPARTMENTAL DIRECTION

Responsibility. Secretary for Defence (Sec Def).

Purpose. The Accounting Officer is to ensure the provision and maintenance of effective, efficient and transparent systems

of financial and risk management and internal control.

Outputs. The outputs of the subprogramme Departmental Direction are as follows:

• Is the Head of the Department.

• Is the Accounting Officer of the Department.

• Is the Secretary for Defence.

• As the Principal adviser provide advice to the MOD&MV on Defence policy matters.

• Effective management and administration of the Department.

• To ensure policy of the Government in respect of Conventional Arms Control.

• To provide governance on the defence matériel supply chain in the DOD.

• To provide departmental direction for the DOD to ensure the effective and efficient conduct of Defence information and communication system activities in accordance with legislation and policy.

Budget Allocation. An amount of R50 565 000 is allocated to the subprogramme Departmental Direction for the 2016/17

MTEF.





Table 32: Subprogramme: Departmental Direction: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Targets



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

Reporting to Sec Def

OFFICE OF THE SEC DEF


D3_01B

Percentage adherence to DOD governance promulgation schedule

(SA Defence Review 2015 Implementation status)

100%New

IndicatorNew

IndicatorNew

Indicator

100%(Submission

of the SA Defence

Review Implementation

Plan for MOD&MV approval)

100%(Monitor

implementation of the

approved SA Defence

Review 2015 Implementation

Plan)37

100%(Monitor


approved SA Defence Review 2015

Implementation Plan)

100%(Monitor


approved SA Defence Review 2015

Implementation Plan)

D3_05


(DOD APP submitted to the Executive Authority)

100%New

IndicatorNew

Indicator

100%(Tabled

in line with the Parliamentary Programme on 11 March

2015

100%(1 DOD APP submitted in

line with National

Prescripts)

100%(1 DOD APP submitted to the Executive

Authority)


Authority)


Authority)

D3_05


(DOD Annual Report submitted to the Executive Authority)

100%New

IndicatorNew

Indicator

100% (Tabled in

Parliament on 30 September

2014)

100%(1 DOD

Annual Report submitted in

line with National

Prescripts)

100%(1 DOD

Annual Report submitted to the Executive

Authority)

100%(1 DOD


Authority)

100%(1 DOD


Authority)

37. The implementation of the SA Defence Review 2015 Implementation Plan, addressing the Milestone 1, within the current 2016 Resource Allocation is reflected in Annexure D. During FY2016/17 the DOD will report, in addition to the Performance Indicators under the various DOD Budget Programmes, on the SA Defence Review 2015 Deliverables as reflected in Annexure D to this APP.



DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Targets



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

D3_07

Established DOD strategic research capability status38

Funding and staffing of critical vacancies

New Indicator

New Indicator

Policy Research

Unit Concept document not compiled or

approved

Policy Research

Unit Concept document approved

Policy Research

Unit Concept document approved

Approved Organisational

Structure

Funding and staffing of

critical vacancies


D4_12

Status of external statutory responses to requests received

100%New

IndicatorNew

IndicatorNew

Indicator100% 100% 100% 100%

GITO


D3_01B


(Information and Communication Systems Policy Development Plan status)

100%

100%(Monitor

and Review)

100%(Monitor

and Review)

100%(Monitor

and Review)

100%(Monitor

and Review)

100%(Monitor

and Review)

100%(Monitor

and Review)

100%(Monitor

and Review)

D3_01B


(Department of Defence Information Strategy status)

100%

100%(Monitor

and Review)

100%(Monitor

and Review)

100%(Monitor

and Review)

100%(Monitor

and Review)

100%(Monitor

and Review)

100%(Monitor

and Review)

100%(Monitor

and Review)

38. Various forms of strategic research are done by the DOD in support of the National Government imperatives with regard to research and development.



Table 33: Subprogramme: Departmental Direction: Performance Indicators and Quarterly Targets for FY2016/17

DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th


OFFICE OF THE SEC DEF


D3_01B


(SA Defence Review 2015 Implementation status)

Annually

100%(Monitor

implementation of the approved

SA Defence Review Implementation

Plan)

- - -

100%(Monitor

implementation of the approved SA Defence Review Implementation

Plan)

D3_05


(DOD APP submitted to the Executive Authority)

Annually

100%(1 DOD APP

submitted to the Executive Authority)

- - -

100%(1 DOD APP

submitted to the Executive Authority)


(DOD Annual Report submitted to the Executive Authority)

Annually

100%(1 DOD

Annual Report submitted to the


-

100%(1 DOD

Annual Report submitted to the


- -

D3_07Established DOD strategic research capability status

AnnuallyPolicy Research Unit Concept document

approved- - -

Policy Research Unit Concept

document approved


D4_12Status of external statutory responses to requests received

Annually 100% - - - 100%

GITO


D3_01B


(Information and Communication Systems Policy Development Plan status)

Annually100%

(Monitor and Review)

- - -100%




DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th

D3_01B


(Department of Defence Information Strategy status)

Annually100%


- - -100%


OVERVIEW OF ADMINISTRATION SUBPROGRAMME: POLICY AND PLANNING

Responsibility. Chief Defence Policy, Strategy and Planning.

Purpose. The purpose of the subprogramme is to advise on defence policy matters and co-ordinate the departmental strategic

direction process by developing, formulating, monitoring and adapting Defence policy, strategy and plans in accordance with

national policy to enable the effective, efficient and proper conduct of Defence activities.

Outputs. The outputs of the Policy and Planning subprogramme are as follows:

• To ensure defence policies are aligned with National legislation through providing credible policy direction.

• To provide DOD strategy, planning, risk management, performance monitoring and evaluation and structure management.

• To provide secretariat and administrative support to the National Conventional Arms Control Committee (NCACC).

• To manage the participation of the DOD in clusters, as well as the implementation of arising obligations.

Budget Allocation. An amount of R118 967 000 is allocated to the subprogramme Policy and Planning, which includes a

budget allocation to the following two Divisions:

• An amount of R94 761 000 is allocated to the Defence Policy, Strategy and Planning Division for the 2016/17 MTEF.

• An amount of R24 206 000 is allocated to the Military Policy, Strategy and Planning Division for the 2016/17 MTEF.





Table 34: Subprogramme: Policy and Planning: Performance Indicators and Annually Targets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Targets



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19



D3_01A

Percentage adherence to DOD governance promulgationschedule

(Policy)

100% 100% 100% 100% 100% 100% 100% 100%

D3_01B

Percentage adherence to DOD governance promulgationschedule

(Strategy)

100% 100% 100% 100% 100% 100% 100% 100%

D3_05


100%New

IndicatorNew

Indicator100%

100% (1 DOD

Annual Report and

1 DOD APP submitted in line with


100%(1 DOD

Annual Report and



100%(1 DOD

Annual Report and



100% (1 DOD

Annual Report and



D3_06

DOD Enterprise Risk Management maturity level achieved

73.33% (Level 4)

DOD ERM

maturity level 4

achieved

DOD ERM

maturity level 5

achieved

DOD ERM

maturity level 4

achieved39

Level 6 Level 4 Level 4 Level 4

Output 4 Ensure Defence compliance with Regulatory Framework

D4_10

DOD Management Performance Assessment Tool, assessment level achieved

69.5%(Level 2.6)

Level 2.2 achieved

Level 2.4 achieved

Level 2.1 achieved

Level 2.5 Level 2.6 Level 2.8 Level 3

39. Assessed in terms of National Treasury risk management questionnaire as part of the Financial Management Capability Maturity Model.



Table 35: Subprogramme: Policy and Planning: Performance Indicators and Quarterly Targets for FY2016/17

DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

Period

Annual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th



D3_01A

Percentage adherence to DOD governance promulgation Schedule

(Policy)

Quarterly 100% 25% 25% 25% 25%

D3_01B

Percentage adherence to DOD governance promulgation Schedule

(Strategy)

Quarterly 100% 25% 25% 25% 25%

D3_05Percentage compliance with submission dates of DOD accountability documents

Quarterly

100%(1 DOD

Annual Report and



-

50% (1 DOD

Annual Report and



-

50%(1 DOD APP submitted in line with


D3_06DOD Enterprise Risk Management maturity level achieved

Annually Level 4 - - - Level 4


D4_10DOD Management Performance Assessment Tool, assessment level achieved

Annually Level 2.6 - - - Level 2.6



OVERVIEW OF ADMINISTRATION SUBPROGRAMME: MILITARY POLICY, STRATEGY AND PLANNING OFFICE

Responsibility. Chief of Corporate Staff (Chief of Military Policy, Strategy and Planning).

Purpose. The purpose of the subprogramme is to advise on military policy matters and to co-ordinate the military strategic

direction process. This process includes developing policy, formulating strategies and plans, monitoring the execution of

plans and the reporting thereof.

Outputs. The outputs of the Military Policy, Strategy and Planning Office are as follows:

• To manage the strategic planning and control process of the SANDF.

• To provide a military strategising capability and service for the C SANDF.



Table36:Subprogramme:MilitaryPolicy,StrategyandPlanningOffice:PerformanceIndicatorandAnnualTargets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID

Performance Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

Reporting to C SANDF


D3_05


(SANDF quarterly reports submitted to the Executive Authority)

100%New

IndicatorNew

IndicatorNew

Indicator

100%(4)

Submitted in line with National

Prescripts

100% (4 SANDF quarterly reports

submitted to the



submitted to the



submitted to the



D3_08

Percentage compliance with the progress of the establishment of the Military Strategic Direction Register40

100%New

IndicatorNew

IndicatorNew

IndicatorNew

Indicator48%(17)

31%(11)

9%(3)

40. The implementation of the SA Defence Review 2015 Implementation Plan, addressing Milestone 1, within the current 2016 Resource Allocation is reflected in Annexure D. During FY2016/17 the DOD will report, in addition to the Performance Indicators under the various DOD Budget Programmes, on the SA Defence Review 2015 Deliverables as reflected in Annexure D to this APP.



Table37:Subprogramme:MilitaryPolicy,StrategyandPlanningOffice:PerformanceIndicatorand Quarterly Targets for FY2016/17

DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th



D3_05


(SANDF quarterly reports submitted to the Executive Authority)

Quarterly

100%(4 SANDF

quarterly reports submitted to the Executive

Authority)

25%(1)

25%(1)

25%(1)

25%(1)


D3_08Percentage compliance with the progress of the establishment of the Military Strategic Direction Register

Annually48%(17)

- - -48%(17)

OVERVIEW OF ADMINISTRATION SUBPROGRAMME: FINANCIAL SERVICES

Responsibility. Chief Financial Officer.

Purpose. The purpose of the subprogramme is to provide an innovative, cost-effective financial management departmental

service for the MOD&MV, Sec Def and C SANDF within the regulatory framework.

Outputs. The outputs of the Financial Services subprogramme are as follows:

• To assist the Sec Def in carrying out his financial management responsibilities in areas ranging from budget preparation to financial reporting.

• To develop and maintain internal control policies and procedures.

• To implement financial reforms at the direction of the Sec Def.

Budget Allocation. An amount of R361 392 000 is allocated to the subprogramme Financial Services for the

FY2016/17 MTEF.





Table 38: Subprogramme: Financial Services: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19



D3_05


(Percentage compliance with DOD financial management products)

100%New

IndicatorNew

Indicator100%

100% (37 Financial management

products submitted in line with












D4_01Number of Audit Qualifications

100% (0)

2 1 1 0 0 0 0

D4_11

Percentage payments within 30 days from receipt of legitimate invoices41

75% 80% 85% 73% 75% 75%42 75% 75%

Input 4 Provide sound Financial Management of the DOD

R4_01Percentage deviation from approved drawing schedule

<8%New

IndicatorNew

IndicatorNew

Indicator<8% <8% <8% <8%

41. Treasury Regulation 8.2.3 stated “Unless determine otherwise in a contract or other agreements, all payments due to creditors must be settled within 30 days from receipt of an invoice.”

42. The DOD confirms legitimate invoices as invoices that comply with the detail/specifications of the order placed against the supplier for goods and services and which adhere to the DOD prescripts for a legitimate payment.



Table 39: Subprogramme: Financial Services: Performance Indicators and Quarterly Targets for FY2016/17

DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th



D3_05


(Percentage compliance with DOD financial management products)

Quarterly

100%(37 Financial management

products submitted in

line with National

Prescripts)

24%(9)

24%(9)

27%(10)

24%(9)


D4_01 Number of Audit Qualifications Annually 0 - - - 0

D4_11Percentage payments within 30 days from receipt of payable legitimate invoices

Quarterly 75% 75% 75% 75% 75%

Input 4 Provide sound Financial Management of the DOD

R4_01Percentage deviation from approved drawing schedule

Quarterly <8% <8% <8% <8% <8%

OVERVIEW OF ADMINISTRATION SUBPROGRAMME: HUMAN RESOURCES SUPPORT SERVICES (DOD CENTRAL STAFF)

Responsibility. Chief Human Resources.

Purpose. The purpose of the subprogramme is to provide full Human Resource Support Services to the DOD.

Outputs. The outputs of the subprogramme Human Resources Support Services are as follows:

• To provide Human Resources Services in support of the provision of contingency ready defence capabilities.

• To provide sound Human Resources Direction and Advice.

• To provide sound Human Resources Policy and Administration.

Budget Allocation. An amount of R753 112 000 is allocated to the subprogramme Human Resources Support Services

for the 2016/17 MTEF.





Table 40: Subprogramme: Human Resources Support Services: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

Reporting to Def Sec


D3_01A


(Internship Policy status)

100%New

IndicatorNew

IndicatorNew

IndicatorNew

Indicator

100%(Policy

Development)

100%(Policy

Approved and Promulgated)

100%(Policy

Implementation)

D3_01B


(Human Resources Strategy status)

100%

Piloting of Strategy

75% completed

Strategy Piloted

HR Development

Strategy and Annual Implemen-

tation plan were submitted

for approval

Approved Strategy

Implemen- tation Plan

100%(Implemented

Strategy)

100%(Review Strategy)

100%(Review Strategy)

D3_01B


(DOD Ethics Management status)

Monitor and Review

New Indicator

New Indicator

New Indicator

DOD Ethics Policy

Approved

100%(DOD Ethics

Policy Approved)

100%(DOD Ethics

Strategy Approved)

100%(DOD Ethics

Strategy Implementation)

D3_05


(SMS financial disclosures submitted)

100% 99% 92% 89% 100%(294)

100% 100% 100%



DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

D3_05


(SMS performance agreements submitted)

100% 89% 88% 87%100% (294)

100% 100% 100%

Activity 1 Administrate the DOD

P1_05

Percentage of disciplinary cases in the DOD finalised within 90 days

(PSAP Disciplinary Cases)

100%56%

(87 of 193 cases)

29%(58 of 203

cases within 90

days)

39%43 39% 100% 100% 100%

P1_08

Percentage collective grievances and disputes resolved

85% 75% 87% 78% 85% 85% 85% 85%

Activity 2 Enable the DOD

P2_06

Percentage compliance with DOD training targets

(Number of PSAP attending training programmes)

100%137%

(3 539)66%

(1 716)88.3%(2 284)

100%(2 587)

100%(2 587)

100%(2 587)

100%(2 587)

Input 1 Provide professional and supported DOD Human Resources

R1_1A

Percentage compliance with planned staffing of funded posts

100% (80 390)

97%(78 725)

113%(78 864)

101%(78 015)

100%(79 445)

100%(80 064)

100%(80 500)

100%(80 971)

43. Performance Indicator Target adjusted to align with amended wording of Performance Indicator as per approved Def Sec APP FY2014.



DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

Reporting to the C SANDF


D3_02

Number of positions filled against allocated quota for international institutions

12New

Indicator 14 18 12 12 12 12


P2_06


(Non-combat professional military development courses)

100% 81%140%(179)

165%(3 254)

100%(1 934)

100%(3 000)

100%(3 000)

100%(3 000)

P2_06


(Re-skilling)

100% 0%250%(30)

592%(71)

70%(50)

70% 70% 70%

P2_06


(National Youth Service programme)

100%145%

(2 891)108%

(2 158)100.4%(2 008)

100%(2 000)

100%(2 000)

100%(2 000)

100%(2 000)


R1_1B

Number of military skills development members in the system per year

19 759 8 955 7 005 3 889 3 863 4 001 3 997 3 949

Table 40: Subprogramme: Human Resources Support Services: Performance Indicators and Targets for the FY2016/17 to the FY2018/19 (continued)



DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

R1_1CNumber of reserve force persondays

100% (13 266

335)-

New Indicator

2 695 742 2 442 792 2 701 681 2 707 164 2 707 349

R1_1G

Percentage compliance with SANDF Battle fitness requirements


New Indicator

New Indicator

New Indicator

85%Information classified



Table 41: Subprogramme: Human Resources Support Services: Performance Indicators and Quarterly Targets for FY2016/17

DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th



D3_01A


(Internship Policy Status)

Annually100% (Policy

Development)- - -

100% (Policy

Development)

D3_01B


(Human Resources Strategy status)

Annually100%

(Implemented Strategy)

- - -100%

(Implemented Strategy)

D3_01B


(DOD Ethics Management status)

Annually100%

(DOD Ethics Policy Approved)

- - -

100% (DOD Ethics

Policy Approved)

D3_05


(SMS financial disclosures submitted)

Bi-annually 100%75%

submitted100%

submitted- -



DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th

D3_05


(SMS performance agreements submitted)

Bi-annually 100%75%

submitted100%

submitted- -


P1_05


(PSAP Disciplinary Cases)

Quarterly 100% 100% 100% 100% 100%

P1_08Percentage collective grievances and disputes resolved

Quarterly 85% 20% 20% 20% 25%


P2_06


(Number of PSAP attending training programmes)

Annually100%

(2 587)- - -

100% (2 587)


R1_1APercentage compliance with planned staffing of funded posts

Annually100%

(80 064)- - -

100%(80 064)



D3_02Number of positions filled against allocated quota for international institutions

Annually 12 - - - 12


P2_06


(Non-combat professional military development courses)

Annually100%

(3 000)- - -

100%(3 000)

Table 41: Subprogramme: Human Resources Support Services: Performance Indicators and Quarterly Targets for FY2016/17 (continued)



DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th

P2_06


(Re-skilling)

Annually 70% - - - 70%

P2_06


(National Youth Service programme)

Annually100%

(2 000)- - -

100%(2 000)


R1_1BNumber of military skills development members in the system per year

Annually 4 00144 - - - 4 001

R1_1C Number of reserve force persondays Annually 2 701 681 - - - 2 701 681

R1_1GPercentage compliance with SANDF Battle fitness requirements

Bi-annuallyInformation classified

-Information classified

-Information classified

OVERVIEW OF ADMINISTRATION SUBPROGRAMME: LEGAL SERVICES (DOD CENTRAL STAFF)

Responsibility. Chief of Defence Legal Services.

Purpose. The purpose of the subprogramme is to provide professional, legitimate and deployable Defence legal services

and support commensurate with the needs of the DOD.

Outputs. The outputs of the subprogramme Legal Services are as follows:

• To administrate of Military Justice in the SANDF.

• To provide legal advice to the DOD/SANDF regarding operational and force preparation and support.

• To provide legal advice and litigation support to the DOD.

• To provide legal support during deployments.

Budget Allocation. An amount of R308 363 00045 is allocated to the subprogramme Legal Services for the 2016/17 MTEF.



44. This performance target is a non-cumulative annual target and only the last reported value will be reported.45. According to the DOD Budget Structure for FY2016/17, the Budget allocation of R308 363 000 for the Subprogramme Legal Services includes an amount of R46 810 000 al-

located to the Military Ombud. The actual amount allocated to the Defence Legal Services is R261 553 000 for FY2016/17.



Table 42: Subprogramme: Legal Services: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19



P1_07

Percentage litigation cases finalised in the best interest of the DOD

50% 60%45% (23)

80.6% (25/31)

50% 50% 50% 50%



D4_07Percentage of cases of Corruption and Fraud prosecuted46

100%New

IndicatorNew

Indicator13.4% (23)

40% (70)

40% 40% 40%



P1_04A

Percentage reduction of military court cases outstanding(backlog)

60%New

IndicatorNew

Indicator83% 60% 60% 60% 60%

P1_04BPercentage military court cases finalised(in-year)

40%New

IndicatorNew

Indicator33% 40% 40% 40% 40%

P1_05

Number of disciplinary cases in the DOD finalised within 90 days

(Military Disciplinary Cases)

100%New

IndicatorNew

Indicator1 265 600 100% 100% 100%

46. The Performance Indicator “Percentage of cases of Corruption and Fraud prosecuted” includes cases referring to “Conviction rate of persons R5 million and over.” As it is an MTSF requirement. Outcome 3: Sub-outcome 7 “Corruption in the Public and Private Sectors Reduced” will remain in Annexure A of this Plan to indicate the DOD contribution towards this MTSF requirement.



Table 43: Subprogramme: Legal Services: Performance Indicators and Quarterly Targets for FY2016/17

DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th



P1_07Percentage litigation cases finalised in the best interest of the DOD

Annually 50% - - - 50%


Output 4 Ensure Defence compliance with the Regulatory Framework

D4_07Percentage of cases of Corruption and Fraud prosecuted

Annually 40% - - - 40%


P1_04APercentage reduction of military court cases outstanding (backlog)

Annually 60% - - - 60%

P1_04BPercentage military court cases finalised (in-year)

Annually 40% - - - 40%

P1_05


(Military Disciplinary Cases)

Annually 100% - - - 100%



OVERVIEW OF ADMINISTRATION SUBPROGRAMME: INSPECTION AND AUDIT SERVICES

The subprogramme Inspection and Audit Services consists of two components, namely Defence Inspectorate Division and Internal Audit Division.

DEFENCE INSPECTORATE DIVISION

Responsibility. Inspector-General

Purpose. The purposes of the subprogramme are as follows:

• To provide independent and objective internal- and closing down audits.

• To provide Military Inspections.

• To provide Perception surveys.

• To provide Anti-corruption and fraud prevention services.

Output. The output of the subprogramme Defence Inspectorate Division (Inspector-General) is to provide an independent, comprehensive, value added and responsive risk analysis function.

INTERNAL AUDIT DIVISION

Responsibility. Chief Audit Executive.

Purpose. The purpose of the subprogramme is to provide internal audit services to the DOD.

Outputs. The outputs of the subprogramme Internal Audit Division are to ensure that the DOD’s operations are conducted without waste, abuse of power and scarce resources, theft and fraud and therefore seeks to assist management broadly in:

• Ensuring Compliance with applicable legislation, policies, systems and procedures.

• Promoting Achievement of objectives.

• Ensuring both operational and financial information is reliable and timely and presented with integrity.

• Ensuring that DOD operations are carried out effectively and economically, with due consideration of equity, empowerment and efficiency.

• Ensuring that DOD assets are safeguarded adequately.

• Review the DOD ITC environment.

Budget Allocation. An amount of R145 890 000 is allocated to the subprogramme Defence Inspection and Audit Services for the 2016/17 MTEF which includes a budget allocation to the following two Divisions:

• An amount of R91 178 000 is allocated to the Defence Inspectorate Division for the 2016/17 MTEF.

• An amount of R54 712 000 is allocated to the Internal Audit Division for the 2016/17 MTEF.

Performance Indicators and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicators and Targets (Annual and Quarterly) associated with the subprogramme, that include Defence Inspectorate Division and Internal

Audit Division.



Table 44: Subprogramme: Inspection and Audit Services: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

Internal Audit Division Reporting to the Sec Def


D4_04

Percentage of recommendations agreed to by management to address the internal control gaps identified in audit reports

100%New

IndicatorNew

IndicatorNew

Indicator New

Indicator100% 100% 100%

D4_09

Number of scope coordination meetings with internal and external assurance providers to reduce audit fatigue across the DOD

100%New

IndicatorNew

IndicatorNew

Indicator New

Indicator12 4 4

Defence Inspectorate Division Reporting to the C SANDF


D4_05

Percentage of Corruption and Fraud incidents detected for investigation

100% New

Indicator6.8%(17)

14.23%(21)

19%47 100% 100% 100%


P1_21

Percentage of National Anti-corruption Hotline (NACH) incidents detected for investigation

50New

IndicatorNew

IndicatorNew

Indicator10%48 100% 100% 100%

P1_22Number of awareness activities on Corruption and Fraud

240 (5 years)

New Indicator

New Indicator

New Indicator

48 48 48 48


R1_03 Level of DOD Morale Positive Neutral Neutral Positive Positive Positive Positive Positive

47. Performance Indicator name change from “Number of detection investigations of Corruption and Fraud conducted” to “Percentage of Corruption and Fraud incidents detected for investigation.”

48. Performance Indicator name change from “Number of detected National Anti-corruption Hotline (NACH) cases conducted” to “Percentage of National Anti-corruption Hotline (NACH) incidents detected for investigation.”



Table 45: Subprogramme: Inspection and Audit Services: Performance Indicators and Quarterly Targets for FY2016/17

DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th

Internal Audit Division Reporting to the Sec Def


D4_04

Percentage of recommendations agreed to by management to address the internal control gaps identified in audit reports

Quarterly 100% 100% 100% 100% 100%

D4_09

Number of scope coordination meetings with internal and external assurance providers to reduce audit fatigue across the DOD

Quarterly 12 3 3 3 3

Defence Inspectorate Division Reporting to the C SANDF


D4_05Percentage of Corruption and Fraud incidents detected for investigation

Annually 100% - - - 100%


P1_21

Percentage of National Anti-corruption Hotline

(NACH) incidents detected for investigation

Annually 100% - - - 100%

P1_22Number of awareness activities on Corruption and Fraud



R1_03 Level of DOD Morale Annually Positive - - - Positive



OVERVIEW OF ADMINISTRATION SUBPROGRAMME: ACQUISITION SERVICES49

Responsibility. Chief Defence Matériel.

Purpose. The purpose of the subprogramme is to optimally direct and manage Defence Matériel Acquisition and

Governance by means of appropriate resources to deliver solutions effectively, efficiently and transparently within the

applicable regulatory frameworks.

Outputs. The outputs of the subprogramme Acquisition Services are as follows:

• To optimally directed and managed acquisition of DOD specific matériel and technology requirements.

• To provide governance on defence matériel in accordance with policy and strategy.

• To provide policy advice to Sec Def relating to Supply Chain, Matériel, Logistics Services, Facilities and Environmental matters.

• To provide a Supply Chain GRC Framework (develop, roll out and monitor compliance).

Budget Allocation. An amount of R112 742 000 is allocated to the subprogramme Acquisition Services for the 2016/17

MTEF.



Table 46: Subprogramme: Acquisition Services: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

Reporting to the Sec Def


D3_01A


(Defence Intangible Capital Assets Management Policy status)

100%

Finalisation, ratification and roll-

out of Defence ICA Management

Policy

Establishment of a

Defence ICA Management Organisation

Structure and organisation

in place. The approved

policy is under review

A functioning Defence ICA Management Organisation

(Policy Implementation and Monitoring)

100%(A functioning Defence ICA Management Organisation

[Policy Implementation and Monitoring])


[Policy Review])


[Policy Review])

49. The amendments to the DOD Macro-organisational structure and DOD Budget Programme Structure will be dealt with as a function of the DOD Defence Review Level 1 Implementation Plan as a holistic approach.



DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

BFF 2 Renew DOD Main Equipment and Systems

F2_02

Percentage armament acquisition commitments approved

≥75%New

IndicatorNew

Indicator97,14%

≥75%by 31 March of each year

≥75% by 31 March

of each year

≥75%by 31 March

of each year

≥75%by 31 March

of each year

BFF 3 Undertake Defence Research and Development

F3_02

Percentage technology development commitments approved

85% New

IndicatorNew

Indicator99.94%

85% - 100% by 31 March of

each year

85% - 100% by 31 March

of each year

85% - 100% by 31 March of each year

85% - 100% by 31 March of each year

Table 47: Subprogramme: Acquisition Services: Performance Indicators and Quarterly Targets for FY2016/17

DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th



D3_01A


(Defence Intangible Capital Assets Management Policy status)

Annually

100%(A functioning

ICA Management Organisation

[Policy Implementation and Monitoring])

- - -

100%(A functioning

ICA Management Organisation

[Policy Implementation

and Monitoring])

BFF 2 Renew DOD Main Equipment and Systems

F2_02Percentage armament acquisition commitments approved

Annually≥75% by 31 March

of each year- - -

≥75%by 31 March

of each year

BFF 3 Undertake Defence Research and Development

F3_02 Percentage technology development commitments approved

Annually85% - 100% by

31 March of each year

- - -85% - 100% by

31 March of each year

Table 46: Subprogramme: Acquisition Services: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19 (continued)



OVERVIEW OF ADMINISTRATION SUBPROGRAMME: COMMUNICATION SERVICES

Responsibility. Head of Communication (Director Corporate Communication).

Purpose. The purpose of the subprogramme is to provide Defence Communication, policy, strategy and plans in accordance

with DOD policy and national (Government Communication and Information system – GCIS) policy, and a decentralised

corporate implementation, services and product in order to enable effective, efficient, asymmetric two-way communication

between the DOD and its stakeholders in support of DOD outputs.

Outputs. The outputs of subprogramme Communication Services are as follows:

• To provide corporate communication policy, strategy and specialist advice.

• To provide corporate communication products and services.

Budget Allocation. An amount of R45 211 000 is allocated to the subprogramme Communication Services for the 2016/17

MTEF.



Table 48: Subprogramme: Communication Services: Performance Indicator and Annual Targets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19


BFF 5 Promote consensus on Defence

F5_01Status of Public Opinion of the DOD

77%New

IndicatorNew

Indicator72% 77% 77% 77% 77%

Table 49: Subprogramme: Communication Services: Performance Indicator and Quarterly Targets for FY2016/17

DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th


BFF 5 Promote consensus on Defence

F5_01Status of Public Opinion of the DOD

Annually 77% - - - 77%



OVERVIEW OF ADMINISTRATION SUBPROGRAMME: SANDF COMMAND AND CONTROL

Responsibility. C SANDF.

Purpose. The purpose of the subprogramme is to command the SANDF.

Outputs. The outputs of the subprogamme SANDF Command and Control are as follows:

• To provide Strategic Military Direction.

• To provide Instructions / Orders to ensure execution of the SANDF’s Constitutional mandate as directed by government.

Budget Allocation. An amount of R156 358 000 is allocated to the subprogramme SANDF Command and Control for the

FY2016/17 MTEF.



Table 50: Subprogramme: SANDF Command and Control: Performance Indicator and Annual Targets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19



D3_03Number of Strategic Activities per annum

58New

IndicatorNew

IndicatorNew

Indicator10 12 12 12

Table 51: Subprogramme: SANDF Command and Control: Performance Indicator Quarterly Targets for FY2016/17

DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th



D3_03Number of Strategic Activities per annum




OVERVIEW OF ADMINISTRATION SUBPROGRAMME: RELIGIOUS SERVICES

Responsibility. Chaplain General.

Purpose. The purpose of the subprogramme is to provide a chaplain service that cares for all DOD members and their

dependants and promotes spiritual growth, social support and ethical conduct.

Outputs. The outputs of the subprogramme Religious Services are as follows:

• To provide Strategic guidance on spiritual, ethical and social support to the SANDF.

• To provide Chaplains to the SANDF.

• To provide a sound Covenantal relationship and good communication with religious organisations to which chaplains belong.

Budget Allocation. An amount of R13 700 000 is allocated to the subprogramme Religious Services for the 2016/17 MTEF.



Table 52: Subprogramme: Religious Services: Performance Indicator and Annual Targets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19



P1_23

Number of Covenantal relationships with Religious Stakeholders

(Religious Advisory Boards)

25 5 5 5 5 5 5 5

Table 53: Subprogramme: Religious Services: Performance Indicator and Quarterly Targets for FY2016/17

DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th



P1_23

Number of Covenantal relationships with Religious stakeholders

(Religious Advisory Boards)

Quarterly 5 2 1 1 1



OVERVIEW OF ADMINISTRATION SUBPROGRAMME: DEFENCE RESERVE DIRECTION

Responsibility. Chief of Defence Reserves.

Purpose. The purpose of the subprogramme is to direct the development and maintenance of the Reserve system, to

provide specialist advice on Reserve matters and to promote/market the Reserves and the volunteer Reserve system.

Outputs. The outputs of the subprogramme Defence Reserve Direction are as follows:

• To provide specialist advice on Reserve Policy, Strategy and Plans.

• To market and promote the Reserve System to all stakeholders and employer support.

• To provide administrative support to the SANDF’s participation in the United State National Guard Partnership Programme and in the New York State Partnership and Inter-allied Confederation of Reserve Officers (CIOR) Military Skills and Writing Competitions.

• To maintain relations with Reserves of International Defence Forces, as well as other international Reserve Organisations.

Budget Allocation. An amount of R28 850 000 is allocated to the subprogramme Defence Reserves Direction for the

2016/17 MTEF.



Table 54: Subprogramme: Defence Reserve Direction: Performance Indicator and Annual Targets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19



P1_24Number of marketing events to promote the Reserves

180New

IndicatorNew

IndicatorNew

Indicator36 36 36 36

Table 55: Subprogramme: Defence Reserve Direction: Performance Indicator and Quarterly Targets for FY2016/17

DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th



P1_24Number of marketing events to promote the Reserves




OVERVIEW OF ADMINISTRATION SUBPROGRAMME: DEFENCE FOREIGN RELATIONS (DOD CENTRAL STAFF)

Responsibility. Chief of Defence Foreign Relations.

Purpose. The purpose of the subprogramme is to provide a DOD and MOD&MV foreign relations capability and service.

Outputs. The outputs of subprogramme Defence Foreign Relations are as follows:

• To provide Defence diplomacy administrative support to the SANDF and Foreign Military Dignitaries.

• To provide administrative support to SANDF Defence Attaché offices abroad.

• To manage and maintain a VIP Lounge facility at OR Tambo International Airport for Internal and External dignitaries.

Budget Allocation. An amount of R224 186 000 is allocated to the subprogramme Defence Force Relations, which includes a budget allocation to the following two Divisions:

• An amount of R206 423 000 is allocated to the Defence Foreign Relations Division for the 2016/17 MTEF.

• An amount of R17 763 000 is allocated to the Defence International Affairs Division for the 2016/17 MTEF.

Performance Indicator and Targets (Annual and Quarterly). The following two tables reflect the Performance Indicator and Targets (Annual and Quarterly) associated with the subprogramme.

Table 56: Subprogramme: Defence Foreign Relations: Performance Indicator and Anual Targets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19


Activity 3 Employ the SANDF

P3_03Total number of Defence Attaché Offices 45 40 43 43 45 4650 46 46

Table 57: Subprogramme: Defence Foreign Relations: Performance Indicator and Quarterly Targets for FY2016/17

DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th



P3_03Total number of Defence Attaché Offices


50. The 46 Defence Attaché Offices comprise 10 offices in the Southern African Development Community (SADC) Region, 16 offices in the Rest of Africa and Middle East and 20 offices in the Rest of the World.



51. The policy on Defence Foreign Relations was incorporated into a new policy, namely: “Defence International Affairs Policy” during FY2014/15.

OVERVIEW OF ADMINISTRATION SUBPROGRAMME: DEFENCE INTERNATIONAL AFFAIRS DIVISION

Responsibility. Chief of Defence International Affairs.

Purpose. The purpose of the subprogramme is to formulate and provide policy advice on the determination and conduct of

Defence international affairs and the attendant Defence diplomatic engagement and to ensure that such a policy accords

with the evolving and emerging foreign policy of the country.

Outputs. The outputs of the subprogramme Defence International Affairs Division are as follows:

• To provide appropriate International Legal Instruments.

• To provide policy to ensure compliance with national foreign policy.

• To provide policy products in pursuit of Defence Diplomacy.



Table 58: Subprogramme: Defence International Affairs Division: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19



D3_01A


(Policy products in pursuit of Defence Diplomacy)

100%

Policy Imple-

mentation, Monitoring

and Provide Advice

Continuous Updating of Policy

Products and Positions to ensure

Relevance and of good Quality

100%

Ensure 100% relevant,

quality policy products







D3_01A


(Defence International Affairs Policy Status)

100%Work in Progress

Stakeholder Consultation

Process

In process to be completed by the end of

201551

Policy Monitor Imple-

mentation

100% (Monitor

Policy Imple- mentation)

100% (Policy Monitor Effectiveness)

100% (Policy Review, Provide Advice)



DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19


D4_03

Percentage deployments including training exercises, where applicable, supported with appropriate legal instruments

100% 100% 100% 100%

100%(Appropriate

approved legal

instrument to be in place)

100% (Appropriate

approved legal


100% (Appropriate

approved legal


100% (Appropriate

approved legal


Table 59: Subprogramme: Defence International Affairs Division: Performance Indicators and Quarterly Targets for FY2016/17

DOD

Outp

ut

and

Indi

cato

r ID


Reporting Period

Annual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th



D3_ 01A


(Policy products in pursuit of Defence Diplomacy)

AnnuallyEnsure 100%

relevant, quality policy products

- - -Ensure 100%

relevant, quality policy products

D3_01A


(Defence International Affairs Policy Status)

Annually100%

(Monitor Policy Implementation)

- - -100%

(Monitor Policy Implementation)


D4_03

Percentage deployments including training exercises, where applicable, supported with appropriate legal instruments

Quarterly

100% (Appropriate

approved legal instrument to be

in place)

100% (Appropriate


in place)

100% (Appropriate


in place)

100% (Appropriate


in place)

100% (Appropriate


in place)



OVERVIEW OF ADMINISTRATION SUBPROGRAMME: OFFICE ACCOMMODATION

Responsibility. Chief of Logistics.

Purpose. The purpose of the subprogramme is to manage the payment of accommodation charges, leases and municipal

services as a direct result of the devolution of a portion of the buget of the National Department of Public Works’ to national

departments (Managed within General Support Programme [Joint Logistic Services]).

Outputs. The outputs of subprogramme Office Accommodation are as follows:

• To ensure the payment of leases.

• To ensure the payment of accommodation charges.

• To ensure the payment of municipal services.

Budget Allocation. An amount of R2 161 267 000 is allocated to the subprogramme Office Accommodation for the 2016/17 MTEF.



Table60:Subprogramme:OfficeAccommodation:PerformanceIndicatorsandAnnualTargetsfor

FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19


Input 2 Provide appropriate and sustained Matériel

R2_07

Percentage of expenditure in accordance with facilities plan.

(Payment of leases, accommodation charges and municipal services)

100%New

IndicatorNew

Indicator New

Indicator New

Indicator 100% 100% 100%



Table61:Subprogramme:OfficeAccommodation:PerformanceIndicatorsandQuarterlyTargetsfor FY2016/17

DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

Period

Annual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th



R2_07

Percentage of expenditure in accordance with facilities plan.

(Payment of leases, accommodation charges and municipal services)

Annually 100% - - - 100%

OVERVIEW OF ADMINISTRATION SUBPROGRAMME MILITARY VETERANS MANAGEMENT Responsibility. Director-General Military Veterans.

Purpose. Formulate policies and standards aimed at providing a comprehensive delivery system to military veterans and their dependants in recognition of their role in the democratisation of South Africa.

Outputs. The outputs of the subprogramme Military Veterans Management are as follows:

• To provide Department of Military Veterans Direction.

• To provide Military Veteran Socio-economic Support Services.

• To ensure Military Veteran Empowerment and Stakeholder Relations.

• To provide sound Policy and Administration.

The Performance Information related to the subprogramme Military Veterans Management is reflected in Department of Military Veterans APP for FY2016/17 and therefore not part of the DOD APP for 2016.

Budget Allocation. An amount of R597 607 000 is allocated to the subprogramme Military Veterans Management for the 2016/17 MTEF.

PROGRAMME 1: ADMINISTRATION BUDGET AND MTEF (FY2016/17 TO FY2018/19)

Table 62 reflects Administration Programmes with the respective budget allocation attached to the subprogrammes for the

FY2016/17 MTEF. The allocated budget of the DOD Administration Programme amounts to 10,92% of the total Defence

Budget Vote.

These budget allocations include the budget allocations of the “DOD Central Staff” Divisions, which includes Human

Resources Services and Legal Services and the Defence Foreign relations function.



Table 62: Programme 1: Administration: Reconciling Performance Targets with the Budget and MTEF

Subprogramme

Audited Outcome Vote Medium-term

Estimates

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

R’000 R’000 R’000 R’000 R’000 R’000 R’000

Ministry 93 310 86 867 81 987 75 875 72 898 73 722 75 391

Departmental Direction 49 493 50 035 43 673 53 596 50 565 58 689 60 276

Policy and Planning 94 794 84 289 93 673 110 514 118 967 118 785 121 533

Financial Administration 276 604 285 028 325 176 322 998 361 392 375 082 383 180

HR Support Services 608 575 652 202 714 358 741 812 753 112 774 685 788 393

Legal Services52 208 390 242 626 266 262 287 291 308 363 299 770 303 546

Inspection Services 74 742 82 887 106 914 139 834 145 890 143 049 144 340

Acquisition Services 54 275 46 544 58 828 64 137 112 742 132 362 132 778

Communication Services 32 646 49 785 48 486 40 975 45 211 45 486 46 368

SANDF Command And Control 152 911 136 607 143 742 145 064 156 358 155 243 157 766

Religious Services 11 337 11 405 12 736 13 175 13 700 13 859 14 282

Defence Reserves Direction 17 509 23 240 24 575 26 204 28 850 28 407 29 035

Defence Foreign Relations 150 437 227 309 255 538 216 489 224 186 225 846 229 829

Office Accommodation 1 859 562 2 180 730 1 978 877 2 042 236 2 161 267 2 268 693 2 400 277

Military Veteran Management 96 976 351 431 504 160 582 201 597 607 634 720 673 360

Total 3 781 561 4 510 985 4 658 985 4 862 401 5 151 108 5 348 398 5 560 354


Current payments 3 573 281 4 074 548 4 029 089 4 222 646 4 497 608 4 641 141 4 815 735

Compensation of employees 1 274 516 1 397 821 1 535 000 1 741 921 1 860 533 1 826 081 1 862 487


Transfers and subsidies 134 795 387 292 557 075 623 837 644 677 686 436 726 089

Provinces and Municipalities 0 0 17 26 30 30 32

52. According to the DOD Budget Strucure for FY2016/17 the Budget allocation of R308 363 000 for the Subprogramme Legal Services includes an amount of R46 810 000 allocated to the Military Ombud.



Subprogramme

Audited Outcome Vote Medium-term

Estimates

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

R’000 R’000 R’000 R’000 R’000 R’000 R’000

Departmental agencies and accounts

114 140 370 367 525 174 604 360 618 289 655 798 695 334

Higher Education Institutions 0 0 0 0 0 0 0


0 0 0 0 0 0 0

Public corporations and private enterprises

0 451 188 0 0 0 0

Non-profit Institutions 6 213 6 869 7 140 7 192 8 620 8 445 8 841

Households 14 442 9 605 24 556 12 259 17 738 22 163 21 882

Payments for capital assets 38 333 43 116 59 659 15 918 8 823 20 821 18 530

Buildings and other fixed structures

42 38 28 0 0 0 0

Machinery and equipment 38 291 43 078 58 780 15 918 8 823 20 777 18 482


Specialised Military Assets 0 0 0 0 0 0 0

Biological Assets 0 0 0 0 0 0 0

Land and Sub-soil Assets 0 0 0 0 0 0 0


0 0 851 0 0 44 48

Payment for financial Assets

35 152 6 029 13 162 0 0 0 0

Total 3 781 561 4 510 985 4 658 985 4 862 401 5 151 108 5 348 398 5 560 354



PROGRAMME 2: FORCE EMPLOYMENT

OVERVIEW

Responsibility. Chief of Joint Operations.

Purpose. The purpose of the programme is to provide and employ defence capabilities, including an operational capability,

to successfully conduct all operations as well as joint, interdepartmental, interagency and multinational military exercises.

Outputs. The output of the programme is to ensure successful joint force employment over the medium term by:

• Providing and employing a special operations capability in accordance with national requirements.

• Ensuring full participation in the number of peace missions as instructed by the President.

• Conducting 12 joint, interdepartmental, interagency and multinational military force preparation exercises from

FY2016/17 to FY2018/19, excluding Special Forces exercises.

• Conducting four operations per year, protecting the territorial integrity and sovereignty of South Africa, supporting other

government departments and complying with international obligations on an ongoing basis.

Budget Allocation. An amount of R3 899 635 000 is allocated to the programme Force Employment for the 2016/17 MTEF

as reflected in Table 65.


Targets (Annual and Quarterly) associated with the programme. In the tables reference is made to “Information classified”,

which is defined as “Classified information that has not been published for the consumption of the public but managed

through the appropriate mandated internal and external oversight institutions. However, projections and subsequent reports

will be available for audit purposes.”

Table 63: Programme 2: Force Employment: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19


Output 1 Conduct ordered Defence commitments in accordance with government policy and strategy

Regional Security

D1_10

Percentage compliance with number of ordered commitments (external operations)

100%125%

(5)75% (3)

140%53 (7)

100% 100% 100% 100%

D1_01APercentage compliance with force levels for external operations


98% 96% 98%Information classified




53. Two additional operations were conducted over and above, namely Op CHARIOT, Op METAAL and Op LOAPI.



DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

D1_01B

Percentage compliance with serviceability of main equipment for external operations


70% 77%Information classified





D1_01CPercentage of the value of reimbursement by the UN/AU recognised


81% 76% 78%Information classified




D1_01DPercentage compliance with self-sustainment of personnel


New Indicator

83% 79%Information classified




Support to the People

D1_02

Number of landward sub-units54 deployed on border safeguarding per year

100% (15)

11 13 13 13 15 15 15

D1_10

Percentage compliance with number of ordered commitments (internal operations)

100%100%

(4)100%

(4)100%

(4)100% 100% 100% 100%

Percentage compliance with number of ordered commitments (internal operations)(safety and security support)

100% 100% 100% 100% 100% 100% 100% 100%

Percentage compliance with number of ordered commitments (internal operations) (disaster aid and disaster relief)

100% 100% 100% 100% 100% 100% 100% 100%

D1_10

Percentage compliance with number of ordered commitments (internal operations)(search and rescue)

100% 100% 100% 100% 100% 100% 100% 100%

Output 2 Provide mission ready Defence capabilities

D2_01

Percentage compliance with Joint Force Employment requirements as resourced









54. A sub-unit (company) consists of approximately 170 members.



DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 Year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

D2_03

Percentage compliance with the Southern African Development Community Standby Force Pledge

100% 100% 100% 79% 100% 100% 100% 100%


D3_01B


(Sub-strategy, to support overarching strategy by securing land, airspace and maritime borders [Border Safeguarding Strategy])55

100%New

IndicatorNew

IndicatorNew

IndicatorNew

Indicator

Sub-strategy approved

Partial Implement

sub- strategy

Fully Implement

sub-strategy


Strategic Direction

P3_02

Number of joint, interdepartmental, interagency and multinational military exercises conducted per year56

18 5 5 5 5 4 3 3

55. The measurement of the Sub-strategy can be developed only as soon as the Overarching Strategy ito Border Management Agency (BMA) is developed and promulgated where after the Joint Operations Division will develop a Standard Operating Procedure (SOP) and Technical Datasheet.

56. Excluding Special Forces and SADC Standby Force exercises.

Table 63: Programme 2: Force Employment: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19 (continued)



Table 64: Programme 2: Force Employment: Performance Indicators and Quarterly Targets for FY2016/17

DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th


Output 1 Conduct ordered defence commitments in accordance with government policy and strategy

Regional Security

D1_10 Percentage compliance with number of ordered commitments (external operations)

Quarterly 100% 100% 100% 100% 100%

D1_01APercentage compliance with force levels for external operations

Quarterly Information classified

D1_01BPercentage compliance with serviceability of main equipment for external operations


D1_01CPercentage of the value of reimbursement by the UN/AU recognised


D1_01DPercentage compliance with self-sustainment of personnel


Support to the People

D1_02Number of landward sub-units deployed on border safeguarding per year

Quarterly 15 15 15 15 15

D1_10

Percentage compliance with number of ordered commitments (internal operations)

Quarterly 100% 100% 100% 100% 100%

Percentage compliance with number of ordered commitments (internal operations) (safety and security support)

Percentage compliance with number of ordered commitments (internal operations)(disaster aid and disaster relief)

Percentage compliance with number of ordered commitments (internal operations) (search and rescue)



DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th


D2_01Percentage compliance with Joint Force Employment requirements as resourced

Annually Information classified

D2_03Percentage compliance with the Southern African Development Community Standby Force Pledge

Annually 100% - - - 100%


D3_01B


(Sub-strategy, to support overarching strategy by securing land, airspace and maritime borders [Border Safeguarding Strategy])

AnnuallySub-strategy

approved- - -

Sub-strategy approved


Strategic Direction

P3_02Number of joint, interdepartmental, interagency and multinational military exercises conducted per year

Quarterly 4 1 1 2 0

Table 65 reflects the Force Employment Programme respective budget allocation for the FY2016/17 MTEF.

Table 65: Programme 2: Force Employment: Reconciling Performance Targets with the Budget and MTEF

Subprogramme

Audited Outcome (R‘000)

Budget (R‘000)

Medium-term Expenditure Estimate (R‘000)

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

Strategic Direction 117 598 119 771 125 918 164 955 186 949 163 700 193 042

Operational Direction 258 115 253 043 257 001 299 887 307 758 319 158 335 044

Special Operations 604 969 666 472 708 723 754 388 813 440 815 050 793 393

Regional Security 1 147 477 1 608 559 1 638 636 1 599 262 1 484 658 1 495 361 1 517 330

Support to the People 652 817 698 810 901 163 989 012 1 106 830 1 152 281 1 200 823

Total 2 780 976 3 346 655 3 631 441 3 807 504 3 899 635 3 945 550 4 039 632

Table 64: Programme 2: Force Employment: Performance Indicators and Quarterly Targets for the FY2016/17 (continued)



Subprogramme


Budget (R‘000)


2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19


Current Payments 2 404 939 2 938 725 3 053 107 3 267 506 3 550 880 3 519 463 3 604 684


Goods and services 921 951 1 348 567 1 198 559 1 403 336 1 380 617 1 412 343 1 483 012



Departmental agencies & accounts 150 582 149 131 276 855 256 402 241 405 242 898 212 062


Foreign Governments and International Organisations 0 0 0 0 0 0 0

Public corporations & private enterprises 12 587 9 037 8 086 11 994 8 424 8 870 9 296

Non-profit Institutions 0 0 0 0 0 0 0

Households (HH) 2 934 5 470 3 096 3 653 4 714 5 373 4 624


Buildings & other fixed structures 39 773 11 721 491 4 900 1 160 410 410



Specialised military Assets 52 0 993 993 993 993



Software & intangible Assets 0 44 0 0 0 0 0

Payments for financial Assets 124 78 45 0 0 0 0

Grand Total 2 780 976 3 346 655 3 631 441 3 807 504 3 899 635 3 945 550 4 039 632



PROGRAMME 3: LANDWARD DEFENCE

OVERVIEW

Responsibility. Chief SA Army

Purpose. The purpose of the programme is to provide prepared and supported landward defence capabilities for the

defence and protection of South Africa.

Outputs. The output of the programme is to defend and protect South Africa and its territory over the medium term by:

• Providing an infantry capability, including C SANDF Reaction Force, for external deployment and for internal safety and

security including border safeguarding.

• Exercising a tank and armoured car capability and providing a squadron for internal deployment per year.

• Exercising a composite artillery capability and providing a battery for internal deployment per year.

• Exercising an air defence artillery capability and providing a battery for internal deployment per year.

• Providing a sustained composite engineer capability for external deployment, as well as for internal safety and security

and exercising a field engineer capability per year.

• Providing a signal capability for external deployment and for internal signal support and exercising a composite signal

capability per year.

• Provides Strategic Direction by directing, orchestrating and controlling the South African Army to achieve its mission to

prepare and provide supported landward capabilities per year.

• Providing an operational intelligence capability for external deployment, internal operational intelligence support and

exercising one composite intelligence troop per year.

• Providing combat-ready tactical command and control capabilities for integrated forces during force preparation

exercises and force employment per year.

• Provides a support capability for external and internal deployment through first, second and fourth line support by two

first and second line maintenance units and two field workshops and fourth line depots per year.

• Provides general training capabilities through basic military training, junior leader training common landward training,

command and management training, force preparation exercises and training courses per year.

Budget Allocation. An amount of R15 651 438 000 is allocated to the programme Landward Defence for the 2016/17 MTEF.





will be available for audit purposes”.



Table 66: Programme 3: Landward Defence: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19



D1_10

Percentage compliance with number of ordered commitments

(General Military Assistance)57

100% 100% 100% 100% 100% 100% 100% 100%


D2_01




Training Capability (General Training for Regular and Reserve Members)

P2_06Percentage compliance with DOD training targets58 100%

New Indicator

New Indicator

75% (3 232)

80% (3 146)

80% (2 214)

80% (2 362)

80% (2 146)

Table 67: Programme 3: Landward Defence: Performance Indicators and Quarterly Targets for FY2016/17

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator Reporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th



D1_10


(General Military Assistance)

Quarterly 100% 100% 100% 100% 100%

57. The phrasing “General Military Assistance” refers to non-combat operations that provide military assistance, training and expertise over a wide range of activities i.e. support to peace building.

58. Performance Indicator name change. Previously read as “Percentage compliance with DOD formal training targets (number of learners on planned courses)”.



DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator Reporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th





Training Capability (General Training for Regular and Reserve Members)

P2_06Percentage compliance with DOD training targets

Quarterly80%

(2 214)6%

(162)22% (608)

10% (280)

42% (1 164)

Table 68 reflects the Landward Defence Programme respective budget allocation for the FY2016/17 MTEF.

Table 68: Programme 3: Landward Defence: Reconciling Performance Targets with the Budget and MTEF

Subprogramme


Budget (R‘000)


2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19


Infantry Capability 3 826 318 4 759 699 5 403 955 6 118 704 6 208 726 7 292 650 7 906 796

Armour Capability 346 761 356 755 374 685 398 611 444 191 449 396 467 383

Artillery Capability 481 461 383 202 425 602 527 491 463 044 500 883 564 060

Air Defence Artillery Capability 590 902 425 105 478 055 580 453 588 879 846 774 996 312

Engineering Capability 564 048 587 191 623 073 742 997 708 687 716 180 748 268

Operational Intelligence 233 936 176 843 188 262 218 656 252 520 266 488 289 581

Command and Control Capability 158 706 168 679 177 810 198 063 202 683 195 788 196 222

Support Capability 4 415 483 4 858 211 4 428 168 4 414 588 4 424 147 4 283 292 4 261 112

General Training Capability 347 644 390 971 411 522 504 674 585 823 576 510 578 909

Signal Capability 862 701 1 072 079 1 119 012 1 136 731 1 262 575 1 248 657 1 269 852

Total 12 199 975 13 599 123 14 049 116 15 202 376 15 651 438 16 838 737 17 714 538

Table 67: Programme 3: Landward Defence: Performance Indicators and Quarterly Targets for the FY2016/17 (continued)



Subprogramme


Budget (R‘000)


2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19





Transfers and subsidies 2 045 482 2 473 968 2 251 766 2 549 032 2 457 933 3 512 536 3 915 403


Departmental agencies & accounts 1 955 279 2 391 470 2 158 389 2 481 195 2 379 140 3 446 963 3 858 440


Foreign governments and International Organisations

0 0 0 00

0 0

Public corporations & private enterprises

53 617 54 509 50 185 33 11738 400

26 000 11 000


Households (HH) 36 586 27 989 43 190 34 715 40 390 39 570 45 960

Payments for capital Assets 557 090 312 092 144 478 38 487 25 931 19 910 15 415

Buildings & other fixed structures 967 334 925 100 132 100 100



Specialised military Assets 20 574 0 0 3 766 0 0 0

Biological Assets 4 039 1 245 0 0 0 0 0



Payments for financial Assets 2 871 3 525 760 0 0 0 0

Grand Total 12 367 923 13 599 123 14 049 116 15 202 376 15 651 438 16 838 737 17 714 538



PROGRAMME 4: AIR DEFENCE

OVERVIEW

Responsibility. Chief Air Force.

Purpose. The purpose of the programme is to provide prepared and supported air defence capabilities for the defence and

protection of South Africa.

Outputs. The output of the programme is to defend and protect South Africa and its airspace over the medium term by

providing:

• Four helicopter squadrons and one combat support helicopter squadron per year.

• Three medium transport squadrons which will include one VIP squadron, one maritime and transport squadron, one

light transport squadron and nine reserve squadrons per year.

• One air combat squadron per year.

• 24-hour air command and control capability.

Budget Allocation. An amount of R6 883 527 000 is allocated to the programme Air Defence for the 2016/17 MTEF.






Table 69: Programme 4: Air Defence: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19



D1_05Number of force employment hours flown per year

100% (26 500)

11 697 4 471 5 099.37 6 50059 5 00060 5 000 5 000

59. 800 hours will be flown for VIP operations and 5 700 hours for joint force employment requirements subject to resource allocation.60. 1000 hours will be flown for VIP operations and 4 000 hours for joint force employment requirements subject to resource allocation.



DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19


D2_01




Training Capability (General Education, Training and Development of personnel)

P2_06Percentage compliance with DOD training targets61

100%New

IndicatorNew

Indicator72% (902)

80% (834)

80% (742)

80% (646)

80% (646)

Table 70: Programme 4: Air Defence: Performance Indicators and Quarterly Targets for FY2016/17

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator Reporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th



D1_05Number of force employment hours flown per year

Annually 5 000 - - - 5 000







Quarterly80% (742)

20.16% (187)

19.83% (184)

22.32% (207)

17.69% (164)

61. Performance Indicator name change. Previously read as “Percentage compliance with DOD formal training targets (number of learners on planned courses).”



Table 71 reflects the Air Defence Programme respective budget allocation for the FY2016/17 MTEF.

Table 71: Programme 4: Air Defence: Reconciling Performance Targets with the Budget and MTEF

Subprogramme


Budget (R‘000)


2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19


Operational Direction 236 742 247 937 183 763 177 686 208 681 230 274 273 634

Helicopter Capability 872 420 996 286 817 145 801 494 763 242 825 318 918 324

Transport and Maritime Capability 551 867 485 389 1 138 780 794 867 672 528 740 333 817 603

Air Combat Capability 1 594 135 909 905 1 108 324 1 437 203 1 371 247 1 190 719 1 321 415

Operational Support and Intelligence Capability

463 435 312 633 270 938 286 425 314 168 299 610 304 283

Command and Control Capability 470 164 343 112 508 715 901 454 606 031 437 116 685 644

Base Support Capability 1 664 516 1 723 986 1 848 057 1 818 545 1 819 552 1 782 705 1 837 289

Command Post 51 105 30 871 57 395 54 827 61 232 60 004 60 496

Training Capability 213 249 206 393 200 584 184 394 569 991 545 973 530 579

Technical Support Services 937 693 758 181 761 524 693 916 461 636 447 304 453 607

Total 7 074 945 6 031 523 6 913 523 7 167 594 6 883 527 6 596 132 7 240 303





Transfers and subsidies 1 780 995 815 669 1 630 860 1 855 054 1 275 050 858 005 1 297 731



Subprogramme


Budget (R‘000)


2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19


Departmental agencies & accounts 1 765 517 806 142 1 618 149 1 837 617 1 256 583 836 974 1 277 163



0 0 0 0 0 0 0


2 260 40 100 0 0 0 0


Households (HH) 13 218 9 487 12 609 17 435 18 464 21 028 20 565


Buildings & other fixed structures

52 545 90 0 0 0 0



Specialised military Assets 1 269 244 157 6 612 0 0 0




0 0 0 0 0 0 0


Grand Total 7 074 945 6 031 523 6 913 523 7 167 594 6 883 527 6 596 132 7 240 303



PROGRAMME 5: MARITIME DEFENCE

OVERVIEW

Responsibility. Chief Navy.

Purpose. The purpose of the programme is to provide prepared and supported maritime defence capabilities for the


Outputs. The output of the programme is to defend and protect South Africa and its maritime zones over the medium term

by providing:

• A surface combat and patrol capability of three frigates, one combat support vessel, two offshore patrol vessels and three inshore patrol vessels in each annual operational cycle.

• A sub-surface combat capability of two submarines in each annual operational cycle.

• A mine warfare capability of two vessels in each annual operational cycle to ensure safe access to South Africa’s harbours and mine clearance where required62.

• A maritime reaction squadron capability, comprising an Operational Boat Division, an Operational Diving Division and a Naval Reaction Division in each annual operational cycle.

• A hydrographic survey capability to ensure safe navigation by charting areas and to meet international obligations.

Budget Allocation. An amount of R4 355 880 000 is allocated to the programme Maritime Defence for the 2016/17 MTEF.





will be available for audit purposes”.

Table 72: Programme 5: Maritime Defence: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19



D1_06Number of hours at sea per year

100%(60 000)

7 339 11 081 8 951.53 12 000 12 000 12 000 12 000

62. Currently no mine warfare capability, awaiting the operationalisation of Project MOTSU.



DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19


D2_01





P2_06Percentage compliance with DOD training targets63

100%New

IndicatorNew

Indicator103% (548)

80%(422)

80%(438)

80%(438)

80%(460)

Table 73: Programme 5: Maritime Defence: Performance Indicators and Quarterly Targets for FY2016/17

DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th



D1_06 Number of hours at sea per year Annually 12 000 - - - 12 000







Quarterly80%(438)

45% (245)

10% (57)

22% (118)

3% (18)




Table 74 reflects the Maritime Defence Programme respective budget allocation for the FY2016/17 MTEF.

Table 74: Programme 5: Maritime Defence: Reconciling Performance Targets with the Budget and MTEF

Subprogramme


Budget (R‘000)


2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

Maritime Direction 467 248 488 771 524 851 545 183 581 621 559 704 558 723

Maritime Combat Capability 558 293 585 054 1 129 323 1 252 500 1 707 984 1 857 014 1 651 120

Maritime Logistic Support Capability

988 958 1 136 996 1 103 963 859 709 930 730 1 027 905 1 073 944

Maritime Human Resources and Training Capability

316 290 397 131 445 218 467 086 505 914 502 985 513 700

Base Support Capability 564 156 618 426 599 014 644 669 629 631 609 725 630 036

Total 2 894 945 3 226 378 3 802 369 3 769 147 4 355 880 4 557 333 4 427 523




Goods and services 740 911 836 821 917 813 758 867 719 230 807 740 836 480

Transfers and subsidies 417 219 475 245 867 619 878 072 1 366 999 1 526 451 1 304 393


Departmental agencies & accounts

104 117 167 743 648 874 633 542 1 123 038 1 268 232 1 041 772



0 0 0 0 0 0 0


294 113 301 388 208 897 219 884 226 287 243 182 254 994

Non-profit Institutions 0 0 0 0 0 0

Households (HH) 18 989 6 114 9 848 24 646 17 674 15 037 7 627




Subprogramme


Budget (R‘000)


2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19


13 873 3 509 592 2 000 0 0 0



Specialised military Assets 0 0 0 0 0 0 0




Payments for financial Assets

422 340 241 0 0 0 0

Grand Total 2 894 945 3 226 378 3 802 369 3 769 147 4 355 880 4 557 333 4 427 523



PROGRAMME 6: MILITARY HEALTH SUPPORT

OVERVIEW

Responsibility. Surgeon General.

Purpose. The purpose of the programme is to provide prepared and supported health capabilities and services for the


Outputs. The output of the programme is to ensure prepared and supported health capabilities and services by providing:

• A health support capability of five medical battalion groups, including accompanying field hospitals and one specialist medical battalion group, for deployed and contingency forces.

• A comprehensive, multidisciplinary military health service to a projected patient population of 302 000 members per year.

Budget Allocation. An amount of R4 416 816 000 is allocated to the programme Military Health Support for the 2016/17

MTEF.


Targets (Annual and Quarterly) associated with the programme. In the tables reference is made to “Information Classified”,




Table 75: Programme 6: Military Health Support: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19



D2_01




P2_04Broader SANDF health status




DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

P2_05Trend of deployable status on concurrent health assessments


P2_10Number of health care activities per year

610 702 750 2 450 754 2 331 135 2 312 381 2 140 550 2 140 550 2 140 550 2 140 550


P2_06Percentage compliance with DOD training targets 64

100%New

IndicatorNew

Indicator83% (678)

80% (648)

80% (648)

80% (648)

80% (648)


R2_04Percentage availability of medical stock


64% 67% 54% 50%Information classified



Table 76: Programme 6: Military Health Support: Performance Indicators and Quarterly Targets for FY2016/17

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator Reporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th






P2_04 Broader SANDF health status Quarterly Information classified




DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator Reporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th

P2_05Trend of deployable status on concurrent health assessments


P2_10Number of health care activities per year

Quarterly 2 140 550 535 139 535 137 535 137 535 137



Quarterly80% (648)

15% (123)

22% (181)

43% (344)

0% (0)


R2_04Percentage availability of medical stock


Table 77 reflects the Military Health Support Programme respective budget allocation for the FY2016/17 MTEF.

Table 77: Programme 6: Military Health Support: Reconciling Performance Targets with the Budget and MTEF

Subprogramme


Budget (R‘000)


2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19


Mobile Military Health Support 105 262 109 408 120 810 118 930 121 678 153 786 177 059

Area Military Health Support 1 143 874 1 262 346 1 455 454 1 412 913 1 548 512 1 553 570 1 641 564

Specialist/Tertiary Health Service 1 215 105 1 273 469 1 433 329 1 490 018 1 574 186 1 524 620 1 571 166

Military Health Product Support Capability

198 122 236 322 212 914 186 668 208 883 231 969 228 401

Military Health Maintenance Capability 261 524 280 847 256 414 271 205 302 657 276 707 268 208

Military Health Training Capability 332 790 363 698 355 921 416 974 457 651 471 333 501 029

Total 3 459 916 3 733 603 4 053 113 4 069 261 4 416 816 4 400 384 4 578 443

Table 76: Programme 6: Military Health Support: Performance Indicators and Quarterly Targets for FY2016/17 (continued)



Subprogramme


Budget (R‘000)


2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19




Goods and services 813 999 915 106 1 020 956 920 775 1 044 892 1 064 211 1 169 629



Departmental agencies & accounts 4 411 2 934 15 357 6 666 58 27 111 51 449



0 0 0 0 0 0 0

Public Corporations and Private Enterprises

0 0 107 0 0 0 0


Households (HH) 9 514 7 731 29 863 243 5 612 3 327 6 002


Buildings & other fixed structures 44 23 180 600 0 0 47



Specialised military Assets 747 0 850 750 0 0 0


Land and Subsoil Assets 0 0 0 0 0 0 0

Software & intangible Assets 2 268 25 0 38 0 0 0

Payments for financial Assets 1 433 762 362 0 0 0 0

Grand Total 3 459 916 3 733 603 4 053 113 4 069 261 4 416 816 4 400 384 4 578 443



PROGRAMME 7: DEFENCE INTELLIGENCE

OVERVIEW

Responsibility. Chief Defence Intelligence.

Purpose. The purpose of the programme is to provide defence intelligence and counter-intelligence capabilities.

Outputs. The output of the programme is to ensure prepared and supported intelligence services by providing:

• An Intelligence capability.

• A Counter-Intelligence capability.

• A Defence Foreign Relations capability.

Budget Allocation. An amount of R900 248 000 is allocated to the programme Defence Intelligence for the 2016/17 MTEF.


Targets (Annual and Quarterly) associated with the programme.

Table 78: Programme 7: Defence Intelligence: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19



D1_10


(General Military Assistance)65

100% 100% 100% 100% 100% 100% 100% 100%


D3_01B

Percentage compliance with DOD governance promulgation schedule

(Develop Cyber Warfare Strategy)

100% New

IndicatorNew

Indicator

Draft strategy not approved by JCPS Ministers

Approved Cyber Warfare

Strategy

100% (Submit for

approval by the JCPS Cluster

Ministers)

100% (Implementation Cyber Warfare

Strategy)

100% (Monitor

and Review)

65. The phrasing “General Military Assistance” refers to non-combat operations that provide military assistance, training and expertise over a wide range of activities i.e. support to peace building.



DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

D3_01B


(Sensor Strategy)

100% New

IndicatorNew

IndicatorNew

IndicatorNew

IndicatorDevelop Strategy

Approved Strategy

Implementation of Strategy


P2_11

Number of Defence Intelligence products

100% (2 240)

348 579 868 448 448 448 448

P2_12

Number of vetting decisions taken in accordance with requirements

33 500 8 138 6 124 4 744 5 000 6 500 7 000 7 500

P2_13

Level of Implementation of the Cyber Warfare plan66

Fully implemented

New Indicator

New Indicator

New Indicator

Partial implementation (establishment

Cyber Command Centre HQ)

Phases 2 – 3

Phases 4 – 5

Phase 6

Table 79: Programme 7: Defence Intelligence: Performance Indicators and Quarterly Targets for FY2016/17

DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th



D1_10


(General Military Assistance)

Quarterly 100% 100% 100% 100% 100%

66. This will be conducted through a phase approach, which is as follows: Phase 1 – Establish HQ; Phase 2 – Finalise functions; Phase 3 – Finalise structures; Phase 4 – Obtain bud-get; Phase 5 – Establish capabilities; Phase 6 – Create cyber awareness program. Further Performance Indicators and Targets will be developed during the MSTF (2015–2020) to address the DOD contribution to the MTSF Outcome 3 (Sub Outcome 4: Secure cyber space) establishment of a Cyber Command Centre, which must be fully operational by FY2018/19.



DOD

Outp

ut

and

Indi

cato

r ID Performance

IndicatorReporting

PeriodAnnual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th


D3_01B


(Develop Cyber warfare strategy)

Annually

100% (Submit for

approval by the JCPS Cluster

Ministers)

- - -

100% (Submit for approval by the JCPS Cluster

Ministers)


(Sensor Strategy)

Annually100%

(Develop Strategy)

- - -100%

(Develop Strategy)


P2_11Number of Defence Intelligence products

Quarterly 448 112 112 112 112

P2_12Number of vetting decisions taken in accordance with requirements

Quarterly 6 500 1 625 1 625 1 625 1 625

P2_13Level of Implementation of the Cyber Warfare plan

AnnuallyPhase 2 – 3

- - -Phase 2 – 3

Table 80 reflects the Defence Intelligence Programme for the FY2016/17 MTEF.

Table 80: Programme 7: Defence Intelligence: Reconciling Performance Targets with the Budget and MTEF

Subprogramme


Budget (R‘000)


2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

Strategic Direction 0 11 0 71 71 72 74

Operations 420 886 457 793 472 579 459 692 472 482 477 728 501 902

Defence Intelligence Support Services 284 164 316 879 347 196 371 696 427 695 439 418 442 314

Total 705 050 774 683 819 775 831 459 900 248 917 218 944 290

Table 79: Programme 7: Defence Intelligence: Performance Indicators and Quarterly Targets for FY2016/17 (continued)



Subprogramme


Budget (R‘000)


2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19


Current Payments 275 575 324 191 358 722 381 268 442 950 453 499 457 440

Compensation of employees 261 992 295 835 327 807 349 496 404 891 413 116 415 048

Goods and services 13 583 28 356 30 915 31 772 38 059 40 383 42 392



Departmental agencies & accounts 420 565 441 890 455 783 442 226 452 451 455 833 478 993

Higher Education institutions 0 0 0 0 0 0 0

Foreign governments and International Organisations

0 0 0 00

0 0

Public Corporations and Private Enterprises

0 0 2 00

0 0


Households (HH) 4 034 3 763 704 3 573 4 278 3 958 3 737

Payments for capital assets 4 789 4 828 4 525 4 392 569 3 928 4 120

Buildings and Other Fixed Structures 0 0 0 0 0 0 0

Machinery and equipment 4 789 4 828 4 525 4 392 569 3 928 4 120


Specialised Military Assets 0 0 0 0 0 0 0




0 0 0 0 0 0 0


Grand Total 705 050 774 683 819 775 831 459 900 248 917 218 944 290



PROGRAMME 8: GENERAL SUPPORT

OVERVIEW

Purpose. The purpose of the programme is to provide general support capabilities and services to the department.

Budget Allocation. An amount of R5 911 093 000 is allocated to the programme General Support for the 2016/17 MTEF which includes a budget allocation to the following three Services:

• An amount of R2 916 867 000 is allocated to the Joint Logistic Services for the 2016/17 MTEF.

• An amount of R1 011 199 000 is allocated to the Command and Management Information Systems for the 2016/17 MTEF.

• An amount of R565 427 000 is allocated to the Military Police Capability for the 2016/17 MTEF.

JOINT LOGISTIC SERVICES

Responsibility. Chief Joint Logistics

Outputs. The output of the subprogramme Joint Logistic Services are to provide effective and efficient centralised common logistic support to ordered commitments in accordance to DOD policy and strategy by67:

• Providing appropriate, ready and sustained centralised common matériel management to the DOD.

• Providing appropriate, ready and sustained centralised facilities management to the DOD.

• Providing appropriate, ready and sustained centralised common logistic services and movement management to the DOD.

• Providing sound logistic strategic direction to the DOD.

COMMAND AND MANAGEMENT INFORMATION SYSTEMS

Responsibility. Chief Communication Management Information Systems.

Outputs. The output of the subprogramme Command and Management Information Systems are to provide ICT Prime

Systems Integration and Strategic Direction to the DOD over the medium term by:

• Providing Strategic Direction and Staff Support Services to the CMIS Division.

• Providing Integrated ICT Solutions and Enablers for the DOD.

• Providing Information Warfare (IW) Strategic Direction Capability to the DOD.

• Providing Maintenance and Support for DOD Information Systems.

67. C Log and CCMIS subprogramme outputs were amended to be aligned with the 2016 ENE.



MILITARY POLICE CAPABILITY

Responsibility. Provost Marshall General

Outputs. The outputs of the subprogramme Military Police Capability are to provide a military policing capability to the

department over the medium-term by:

• Investigate 40 per cent of backlog criminal cases68.

• Investigate 50 per cent of new criminal cases reported.

• Conducting 12469 deliberate crime prevention operations per year.

• Investigate 100 per cent of corruption and fraud cases reported per year.

• Sustaining a provost company for operational deployment on an on-going basis.

• Sustaining four regional headquarters, 22 area offices and 22 detachments for crime prevention and investigation of criminal cases.

• Sustaining two military correctional facilities for detention and rehabilitation.




through the appropriate mandated internal and external oversight institutions.”

Table 81: Programme 8: General Support: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19

DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19




D3_01A


(DOD Procurement Policy status)

100%New

IndicatorNew

IndicatorNew

IndicatorNew

Indicator

100% (Submission

of DOD Procurement

Policy for approval)

100% (Implementation

of DOD Procurement

Policy)

100% (Monitor and

Review)

68. Target determined in accordance with the capacity of the Military Police.69. The total of 248 deliberate crime prevention operations per years reflected in the 2015 ENE was amended to 124 in the DOD APP for 2016 as a result of the DOD Budget

allocation for FY2016/17.



DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

D3_01B


(Overarching Logistic Strategy status)

100%Not

ApprovedNot

ApprovedNot

ApprovedCompleted

100% (Completed)

100% (Approved Strategy)

100% (Implementation

of Strategy)


R2_11

Percentage procurement requests fully completed within 90 days from day of registration70

96% 91%161.63% (12 928)

70.91% (7100)

100% 95%71 95% 95%

R2_13Percentage utilisation of endowment property in the DOD

90%New

IndicatorNew

Indicator New

Indicator New

Indicator 90% 90% 90%

BFF 1 Ensure appropriate Strategic Reserves

F1_01Level of strategic reserves (ammunition)










Input 3 Provide integrated and reliable Defence Information Systems

R3_03

Percentage of modernised, sustainable DOD ICT Integrated Prime Systems Capabilities

94.95%New

IndicatorNew

Indicator New

Indicator New

Indicator 92.45% 93.95% 96.7%



D4_06 Percentage of cases of Corruption and Fraud investigated

100%New

IndicatorNew

Indicator112.5%

(90)100% (80)

100% 100% 100%

70. C Log changed number of days from 60 to 90 days. This is in line with government imperatives.71. Performance Indicator name change. Previously read as “Percentage procurement requests fully completed within 90 days”

Table 81: Programme 8: General Support: Performance Indicators and Annual Targets for the FY2016/17 to the FY2018/19 (continued)



DOD

Outp

ut

and

Indi

cato

r ID Performance

Indicator

5 year Strategic

Plan Target



Medium-term Targets

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19


P1_01 Projected number of deliberate crime prevention operations

744 (5 years)

New Indicator

227 230 248 124 124 124

P1_26 Percentage criminal cases investigated (backlog)

40%New

IndicatorNew

IndicatorNew

IndicatorNew

Indicator40% 40% 40%

P1_27 Percentage criminal cases investigated (in-year)

50%New

IndicatorNew

IndicatorNew

IndicatorNew

Indicator50% 50% 50%

Table 82: Programme 8: General Support: Performance Indicators and Quarterly Targets for FY2016/17

DOD

Outp

ut a

nd

Indi

cato

r ID


Reporting Period

Annual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th




D3_01A


(DOD Procurement Policy status)

Annually

100% (Submission

of DOD Procurement


- - -

100% (Submission

of DOD Procurement


D3_01B


(Overarching Logistic Strategy status)

Annually100%

(Completed)- - -

100% (Completed)


R2_11Percentage procurement requests fully completed within 90 days from day of registration

Quarterly 95% 21% 24% 25% 25%

R2_13Percentage utilisation of endowment property in the DOD

Annually 90% - - - 90%



DOD

Outp

ut a

nd

Indi

cato

r ID


Reporting Period

Annual Target

FY2016/17

Quarterly Targets

1st 2nd 3rd 4th

BFF 1 Ensure appropriate Strategic Reserves

F1_01Level of strategic reserves (ammunition)



Input 3 Provide integrated and reliable Defence Information Systems

R3_03 Percentage of modernised, sustainable DOD ICT Integrated Prime Systems Capabilities

Quarterly 92.45% 25.65% 23.8% 22.88% 20.12%



D4_06 Percentage of cases of Corruption and Fraud investigated

Annually 100% - - - 100%


P1_01 Projected number of deliberate crime prevention operations

Quarterly 124 31 31 31 31

P1_26 Percentage criminal cases investigated (backlog)

Quarterly 40% 10% 10% 10% 10%

P1_27 Percentage criminal cases investigated (in-year)

Annually 50% - - - 50%

Table 83 reflects the General Support Programme respective budget allocation for the FY2016/17 MTEF.

Table 83: Programme 8: General Support: Reconciling Performance Targets with the Budget and MTEF

Subprogramme


Adjusted Budget (R‘000)


2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

Joint Logistic Services 2 096 158 2 055 116 2 125 739 2 618 464 2 916 867 2 952 058 3 012 529

Command and Management Information Systems

849 806 955 593 865 697 954 813 1 011 199 1 043 185 1 081 992

Table 82: Programme 8: General Support: Performance Indicators and Quarterly Targets for FY2016/17 (continued)



Subprogramme




2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

Military Police 502 576 498 723 539 571 530 058 565 427 554 999 564 059

Technology Development 326 672 347 963 442 306 424 345 516 244 484 884 383 049

Departmental Support 861 690 1 367 176 940 746 844 934 901 356 1 105 737 1 178 973

Total 4 636 902 5 224 571 4 914 059 5 372 614 5 911 093 6 140 863 6 220 602





Transfers and subsidies 1 119 542 1 649 108 1 302 234 1 256 341 1 318 394 1 501 385 1 483 150


Departmental agencies & accounts

445 903 368 091 445 685 483 217 551 691 508 845 420 361



0 303 347 0 0 0 0 0


666 124 971 571 846 580 760 898 752 276 982 854 1 051 497


Households (HH) 7 515 6 099 9 940 12 226 14 376 9 627 11 223

Payments for capital assets

755 270 369 767 294 831 161 907 141 882 165 018 172 363


630 523 200 805 62 571 114 999 120 643 126 676 133 010



Specialised military Assets 0 0 3 379 22 0 0 0



Subprogramme




2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19



Software & intangible Assets

322 1 348 588 804 326 355 400

Payments for financial Assets

95 443 535 2 322 0 0 0 0

Grand Total 4 636 902 5 224 571 4 914 059 5 372 614 5 911 093 6 140 863 6 220 602

Table 83: Programme 8: General Support: Reconciling Performance Targets with the Budget and MTEF (continued)



PART C: LINKS TO OTHER PLANS

LINKS TO THE DOD LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS

The resources necessary for the delivery of the DOD mandate are herewith provided to enable the Departmental Infrastructure

Plan. Part C of this Plan deals with the presentation of supporting and functional resource areas that support the execution

of the Defence mandate. These resource areas are located in an acknowledged inextricable link that exists between the

vision and the enablers.

The long-term infrastructure and other capital plans of the DOD are reflected in Tables 84, 85 and 86.

Table 84: Links to Long-term Infrastructure Plan: New and Replacement Assets72

Ser No.

Project Name

Programme Outputs

Estimated Project Cost

Expenditure to Date

Project Duration

New and Replacement Assets (R thousands) (R'000) (R'000) Start Finish

1Construction of a security fence and guard house at Wynberg Military Base, Cape Town

CapitalHabitable Facility

17 421 61 2014/15 2017/18

2Construction of new sick bay at Saldanha Military Base


51 437 51 2014/15 2018/19

3Erection of security fence at 4 Special Forces Regiment HQ, Phalaborwa


633 0 2015/16 2017/18

4Replacement of perimeter fence with palisade fence at SAS Wingfield


6 741 0 2015/16 2018/19

5Replacement/erection of security fence at Naval Stores Depot, Simonstown


10 055 0 2016/17 2018/19

6Replace existing security fence with pallisade fencing at Mahonia, Langebaan


626 0 2015/16 2018/19

7Erection of security fence at Ammunition Stores, Langebaan


623 0 2015/16 2018/19

8Installation of high level security thermal and radar perimeter intrusion management system at 2 Military Hospital, Cape Town


11 081 0 2015/16 2018/19

9Replace existing security fence with new pallisade fence at the dog kennels, Langebaan


246 0 2015/16 2018/19

72. Joint Logistic Services indicated that all the projects are registered. However, as the commencement dates are scheduled for FY2015/16 and FY2017/18, no funds have been allocated as to date.



Ser No.

Project Name

Programme Outputs


Expenditure to Date

Project Duration

New and Replacement Assets (R thousands) (R'000) (R'000) Start Finish

10Site clearance for the construction of a security fence at Army Support Base (ASB) Johannesburg


450 0 2015/16 2017/18

11Site clearance for the construction of a security fence at Rooiwal Military Base, Pretoria


324 0 2016/17 2019/20

12Site clearance for the construction of a security fence at DOD Main Ordnance Depot, Pretoria


342 0 2017/18 2019/20

13Site clearance for the construction of a security fence at Boekenhoutskloof Military Base, Pretoria


396 0 2015/16 2017/18

14Construction of a security fence with main entrance canopy and guard house at Tek Base, Pretoria


450 0 2015/16 2017/18

15Replace existing security fence with clearview invisible wall at Wingfield Naval Stores Depot


1 248 0 2015/16 2017/18

16Replace existing security fence with palisade fence at SAS Wingfield


952 0 2015/16 2017/18

17Replace existing security fence with palisade fence at SA Navy Signal School, Simonstown


343 0 2015/16 2017/18

18Replace existing security fence with palisade fence at Glencairn Sports Complex, Simonstown


421 0 2015/16 2017/18

19Site clearance for South African Defence Intelligence College (SADIC) and ETD College, Pretoria


1 080 0 2015/16 2017/18

20Replacement of inner security fence at Spec Forces HQ Swartkop Park Nature Reserve


360 0 2015/16 2017/18

21Request for site clearance for Phase 2 of the Master Plan for Special Forces School at Murrayhill, Pretoria


540 0 2015/16 2017/18

22Construction of Base Hospital and medical staff housing, Port Elizabeth


646 868 0 2015/16 2022/23

Total New and Replacement Assets - - 752 637 112 - -

Table 84: Links to Long-term Infrastructure Plan: New and Replacement Assets (continued)



Table 85: Links to Long-term Infrastructure Plan: Maintenance and Repairs

Ser No.

Project Name

Programme Outputs


Expenditure to Date

Project Duration

Maintenance and Repairs (R thousands) (R'000) (R'000) Start Finish

1Upgrading of water reservoir at Air Force Base Bloemspruit, Bloemfontein


3 980 0 2015/16 2018/19

2Upgrading of kitchen eqpt at 1 South African Tank Regiment, Bloemfontein


2 884 0 2016/17 2018/19

3Upgrading of kitchen equipment at Mobilisation Centre De Brug, Bloemfontein


3 040 0 2016/17 2018/19

4Upgrading of mess facilities at 4 Spescial Forces Regiment, Langebaan


14 586 0 2015/16 2018/19

5Upgrading of water reticulation system at Naval Base Simonstown East Yard, Simonstown


45 312 272 2014/15 2017/18

6Upgrading of kitchen equipment at ASB Western Cape, NCO Mess Wynberg


3 447 0 2015/16 2017/18

7Upgrading of kitchen equipment at ASB Western Cape, Officers Mess Wynberg


3 447 0 2015/16 2017/18

8Upgrading of kitchen equipment at ASB Western Cape, Mess at the Castle of Good Hope, Cape Town


3 447 0 2015/16 2017/18

9Upgrading of kitchen equipment at Infantry School, Oudtshoorn


20 143 0 2015/16 2018/19

10Upgrading of kitchen equipment at 9 South African Infantry (SAI) Batallion, Cape Town


2 668 21 2014/15 2017/18

11Refurbishment of main kitchen at SAS Salisbury Island, Durban


44 691 7 497 2013/14 2016/17

12Upgrading of critical accommodation facilities at SAS Salisbury Island, Durban


56 648 0 2015/16 2018/19

13Upgrading of kitchen equipment at Umhloti Signal Base, Durban


2 747 0 2015/16 2018/19

14Upgrading of kitchen equipment at ASB KZN Bluff Military Base, Durban


3 447 0 2015/16 2017/18



Ser No.

Project Name

Programme Outputs


Expenditure to Date

Project Duration


15Upgrading of kitchen equipment at 5 SA Inf Bn, Ladysmith


23 488 0 2015/16 2018/19

16Upgrade of security system at Cash Office at 1 Construction Regiment, Springs


411 0 2015/16 2019/20

17Upgrading of kitchen equipment at SA Army Gymnasium, Heidelberg


2 962 0 2015/16 2019/20

18Upgrading of kitchen equipment at ASB, Johannesburg


2 576 0 2015/16 2017/18

19Upgrading and refurbishment of the 1st floor and related support services at 1 Military Hospital, Thaba Tshwane


68 637 1 596 2013/14 2020/21

20Upgrading of pump station at 4 Artillary (Arty) Regiment: Request for site clearance, Potchefstroom


270 0 2015/16 2018/19

21Replacement of leaking sewerage system at 10 SA Inf Bn: Request for site clearance, Mafikeng


810 0 2015/16 2018/19

22Re-surfacing and tarring of access road to Discobolos Military Base Sick Bay, Kimberley


4 692 163 2014/15 2017/18

23Upgrading of kitchen equipment at Alexander Bay Signal Unit, Alexander Bay


2 955 2016/17 2017/18

24Upgrading of kitchen and kitchen equipment at Shamrock Mess, Potchefstroom


2 373 0 2015/16 2018/19

25Upgrading of kitchen equipment at Constand Viljoen Mess, Potchefstroom


6 808 0 2015/16 2018/19

26Upgrading of buildings and construction of new Sick Bay at 4 SA Inf Bn, Middelburg


53 735 1 503 2013/14 2017/18

27Upgrading of kitchen equipment at Camden Military Base, Ermelo


2 804 185 2014/15 2017/18

28Upgrading of aquatic training facility at 5 Special Forces Regiment, Langebaan


1 500 0 2015/16 2017/18

Table 85: Links to Long-term Infrastructure Plan: Maintenance and Repairs (continued)



Ser No.

Project Name

Programme Outputs


Expenditure to Date

Project Duration


29Upgrading of kitchen equipment at 523 Signal Squadron, Makhado


3 418 0 2015/16 2016/17

30Upgrading of kitchen equipment at 524 Signal Squadron, Phalaborwa


3 684 0 2015/16 2017/18

31Upgrading of kitchen equipment at Uitkoms Base Junior Ranks Mess, Polokwane


10 377 0 2015/16 2018/19

32Upgrading of kitchen equipment at 115 SA Inf Batallion, Thohoyandou


7 909 0 2015/16 2017/18

33Upgrading of kitchen equipment at 7 SA Inf Bn, Phalaborwa


3 079 0 2015/16 2016/17

34Upgrading of kitchen equipment at National Ceremonial Guard, Thaba Tshwane


12 376 0 2015/16 2017/18

35Upgrading of kitchen equipment SA Army Engineer Formation Combined Mess, Tek Base, Pretoria


18 264 0 2015/16 2017/18

36Upgrading of kitchen equipment at Joint Support Base Garrison Gerbera Officers Mess, Thaba Tshwane


2 014 0 2015/16 2017/18

37Upgrading of kitchen equipment at Joint Support Base Garrison Kiepersol Officers Mess, Pretoria


11 096 0 2015/16 2017/18

38Upgrading of kitchen equipment at SA Army College, Thaba Tshwane


50 130 0 2016/17 2018/19

39Upgrade of uninterrupted power supply at 1 Military Hospital, Thaba Tshwane


6 501 0 2015/16 2016/17

40Upgrading of water reticulation system at Maluti Base, Ladybrand


45 970 1 390 2013/14 2017/18

Total Maintenance and Repairs - - 4 118 555 12 627 - -



Table 86: Links to Long-term Infrastructure Plan: Refurbishment

Ser No.

Project Name

Programme Outputs


Expenditure to Date

Project Duration

Refurbishment (R thousands)

(R'000) (R'000) Start Finish

1 Refurbishment of 1 SAI Bn, Bloemfontein RefurbishmentHabitable Facility

87 541 5 925 2012/13 2019/20

2Refurbishment of 1 Parachute Battalion, Bloemfontein

RefurbishmentHabitable Facility

32 943 2 387 2014/15 2018/19

3Refurbishment of 44 Parachute Regiment, Pretoria


81 252 6 120 2014/15 2018/19

4Refurbishment of School of Engineers, Bethlehem


180 392 6 376 2012/13 2019/20

5Refurbishment of 1 Special Service Battalion, Bloemfontein


89 320 13 595 2013/14 2018/19

6Refurbishment of 2 Field Engineers Regiment, Bethlehem


83 999 10 913 2012/13 2017/18

7Upgrade Electrical Power Supply at DOD Mobilisation Centre, De Brug


46 202 25 388 2014/15 2016/17

8Refurbishment of AFB Bloemspruit, Bloemfontein


684 549 0 2016/17 2020/21

9Refurbishment of Military Health Training Satellite, Bloemfontein


20 463 0 2015/16 2019/20

10Refurbishment of School of Armour, Bloemfontein


10 778 0 2015/16 2017/18

11Refurbishment of 2 Military Hospital, Cape Town


945 022 307 913 2012/13 2017/18

12Refurbishment of Sick Bay (Building 142) at Naval Base, Simonstown


4 449 0 2015/16 2016/17

13Refurbishment Pharmacy (Building 70) Institute for Maritime Medicine at Naval Base, Simonstown


5 115 0 2016/17 2017/18

14Refurbishment of the Castle of Good Hope, Cape Town


139 096 11 017 2013/14 2017/18



Ser No.

Project Name

Programme Outputs


Expenditure to Date

Project Duration



15 Refurbishment of Military Academy, Saldanha RefurbishmentHabitable Facility

198 150 18 278 2013/14 2016/17

16Refurbishment of AFB Overberg sewer plant, Bredasdorp


11 688 519 2013/14 2016/17

17 Refurbishment of AFB Overberg, Bredasdorp RefurbishmentHabitable Facility

207 707 341 2015/16 2019/20

18Refurbishment of SA Navy Staff College, Cape Town


29 213 0 2015/16 2017/18

19Refurbishment of Oesterskulp Duplex Flats, Langebaan


15 598 0 2015/16 2017/18

20Refurbishment and upgrade of AFB Overberg Sick Bay complex, Bredasdorp


17 771 0 2015/16 2018/19

21Installation of centralised ventilation system at Infantry School, Oudtshoorn


2 375 0 2015/16 2017/18

22 Refurbishment of SAS Salisbury Island, Durban RefurbishmentHabitable Facility

173 474 0 2015/16 2019/20

23 Refurbishment of 8 SAI Bn, Upington RefurbishmentHabitable Facility

235 027 198 408 2013/14 2016/17

24 Refurbishment of 10 SAI Bn, Mafikeng RefurbishmentHabitable Facility

100 676 98 692 Nov-10 2016/17

25Refurbishment of 4 Artillery Regiment, Potchefstroom


58 403 3 298 2015/16 2017/18

26Refurbishment of School of Artillery, Potchefstroom


92 670 3 202 2015/16 2018/19

27Replacement of kitchen equipment, roof and ceiling at 2 SA Inf Bn, Zeerust


8 622 0 2015/16 2016/17

28Refurbishment of 1 Tactical Intelligence Regiment, Potchefstroom


63 830 0 2015/16 2018/19



Ser No.

Project Name

Programme Outputs


Expenditure to Date

Project Duration



29Replace airconditioners at Constand Viljoen Officers Mess, Potchefstroom


247 0 2015/16 2017/18

30 Refurbishmnet of 4 SAI Bn, Middelburg RefurbishmentHabitable Facility

59 830 49 080August 2007

2016/17

31Refurbishment of AFB Hoedspruit (Base & Flood Damage)


28 515 14 967 2013/14 2017/18

32 Refurbishment of 6 SAI Bn, Grahamstown RefurbishmentHabitable Facility

366 125 11 200 2013/14 2020/21

33Refurbishment of 1 Military Hospital, Thaba Tshwane


853 688 486 816August 2007

2018/19

34 Refurbishment of AFB Waterkloof, Pretoria RefurbishmentHabitable Facility

422 753 319 703August 2007

2018/19

35 Refurbishment of A Mess Thaba Tshwane RefurbishmentHabitable Facility

449 998 9 996 2013/14 2019/20

36Refurbishment of SA Army Office in Dequar Road, Pretoria


714 479 0 2017/18 2022/23

37Re-surface 2km Road Swartkop Park, Thaba Tshwane


2 438 0 2015/16 2019/20

38Refurbishment of JSB Garrison Financial Office, Thaba Tshwane


10 082 0 2015/16 2017/18

39Refurbishment of Rooiwal Communication Facility, Pretoria


83 300 0 2015/16 2019/20

40Refurbishment of Defence College, Thaba Tshwane


75 356 256 2014/15 2018/19

41 Refurbishment of Thaba Tshwane B Mess RefurbishmentHabitable Facility

55 614 3 023 2013/14 2017/18

Total Refurbishment - - 554 634 362 1 607 413 - -

Table 86: Links to Long-term Infrastructure Plan: Refurbishment (continued)



CONDITIONAL GRANTS

The DOD has no conditional grants for the FY2016/17 to FY2018/19.

PUBLIC ENTITIES REPORTING TO THE EXECUTIVE AUTHORITY

The DOD has a legislative oversight function in terms of Public Entities and Organs of State, which are accountable to the

Executive Authority (EA) and categorised within Schedules 2 and 3 of the PFMA (Act No 1 of 1999). The summary of the

mandate, outputs and annual budget for Public Entities is reflected in Table 87.

Table 87: Public Entities Reporting to the Executive Authority

Name of Public Entity

Legislative Mandate

OutputsBudget Allocation

FY2016/17

Armscor The Armscor mandate is derived from the Armscor Act No. 51 of 2003. Armscor is to meet:

• The Defence materiel requirements of the DOD effectively, efficiently and economically.

• The Defence technology, research development, analysis, test and evaluation requirements of the DOD effectively, efficiently and economically.

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

To manage the acquisition and technology projects, the following themes underpin the current focus:

• Financial Turnaround and Business Re-orientation.

• Acquisition Excellence.

• Technology Advancement.

• Industry Sustainability.

• Stakeholder Enagement.

R 1 025 387 000

Castle Control Board (CCB)

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

The CCB is responsible for the following:

• Compliance with Regulatory Framework.

• Maintenance, preservation, interpretation and showcasing of the history of the Castle of Good Hope.

• Preserved and protected military and cultural heritage site.

• Optimised tourism potential of the Castle of Good Hope.

• Optimised accessibility to the Castle of Good Hope by the public.

• Increased public profile and positive perception across all sectors of the community.

Self-sustaining



PUBLIC/PRIVATE PARTNERSHIP

The DOD has no registered Public/Private Partnerships (PPP) for the FY2016/17 to FY2018/19.

CONSULTANT UTILISATION

The total expenditure on Consultant Utilisation73 by the DOD is estimated at R146 219 938 for the FY2016/17. The utilisation

of Consultants in the DOD is reflected in Table 88.

Table88:DODConsultantUtilisationandHDIClassificationfortheFY2016/17

Ser No.

Description of Consultants Utilisation

Estimate Amount for FY2016/17

Budget Programme

1 SABS Service: Quality Control R3 000 000 Landward Defence

2 General Consultants: Personnel R300 000

Air Defence3 SABS Services: Quality Control R651 537

4 Boards, Commissions and Committees R9 500

5 Verification Services R10 000

Maritime Defence

6 SABS Services: Quality Control R 469 427

7 Verification Services R23 892 939 General Support (Joint Logistic Services)

8 ARMSCOR Services (Project Management) R28 145 460General Support (Command and

Management Information systems)

9 Project Specification / Management (DMD Only) R300 000 General Support (Military Police Service)

10 B Matt: Capitation Fees R9 588 587 British Peace Support Training Team (BPSTT)

11 Human Resources Services R15 000 Military Ombud

12 ARMSCOR Services (SA Defence Review 2015) R1 666 529 Administration (Policy and Planning)

13 ARMSCOR Services (SA Defence Review 2015) R33 000Administration (Military Strategy, Policy and

Planning)

14 Translation, Transcription and Interpretation Services R3 000 Administration (Financial Services)

15 Management Consultants (DOD Funding Model) R30 000 000Administration

(Financial Services)

73. According to NT Notice Number 3 of 2014/15 dated March 2015, consultants refer to Business and Advisory Services only.



Ser No.

Description of Consultants Utilisation

Estimate Amount for FY2016/17

Budget Programme

16 Boards, Commissions and Committees R8 096

Administration (Human Resources Services)

17 Translation, Transcription and Interpretation Services R84 554

18 Human Resources Services R86 722

19 Translate, Transcript and Interpret Services R860 000Administration

(Defence Legal Services)

20 SABS Services: Quality Control R41 868Administration

(Inspection Services)

21 Project Management Consultants (Through Life Capability Model) R47 000 000Administration

(Acquisition Services)

22 Translate, Transcript and Interpret Services R53 719Administration

(Defence Foreign Relations)

TOTAL R 146 219 938

DOD ENTERPRISE RISKS

The DOD continues to pursue its commitment towards the enabling of the effective management of risks throughout the

organisation by the continuous adoption of best practices and methodologies relating to enterprise risk management,

tailored to the department portfolio whilst ensuring legislative compliance. The DOD acknowledges that risks are unavoidable

in the context of the department and will therefore strive to ensure that a culture of risk management is institutionalised in

departmental processes thereby reducing the departmental risk exposure to an acceptable level. The identified DOD

Enterprise Risks continue to be subjected to regular monitoring and scrutiny by relevant departmental management forums,

oversight and governance structures that include, amongst others, the DOD Strategic Risk Management Committee and

DOD Audit Committee.

The transversal DOD Enterprise Risks listed in Table 89 may have an adverse effect on the realisation of the departmental

outputs of the associated budget programmes during the FY2016/17 to FY2018/19 period and will be attended to by

applying the noted departmental risk responses.

Table 89: DOD Enterprise Risks with Risk Responses

Ser No.

Enterprise Risks

DOD Strategy Map Linkage

Risk Responses

1 Deteriorating DOD Facilities and Infrastructure. Deteriorating DOD facilities and infrastructure may result in:

• Non-compliance to legislation.

• Negative impact on morale.

• Compromised readiness.

D2: Provide Mission Ready Defence Capabilities.

P2: Enable the DOD.

• Develop a new logistic strategy and process framework.

• Monitor and report on the implementation of the DOD User Assets Management Plan (UAMP).

• Execute the function shift from NDPW to DOD Works Formation together with the utilisation of the devolved NDPW budget.

• Enhance DOD Works Capability to execute Level 1 and Level 2 maintenance and repair.



Ser No.

Enterprise Risks

DOD Strategy Map Linkage

Risk Responses

2 Non verifiable DOD Performance Information. The non-integration of ICT systems and non-availability of source documentation may lead to unreliable DOD financial and non- financial information.

D4: Ensure Defence compliance with Regulatory Framework.

P1: Administrate the DOD.

R3: Provide integrated and reliable Defence Information Systems.

R4: Provide sound Financial Management of the DOD.

• Develop and approve DOD Corporate Governance of Information and Communication System Policy.

• Upgrade DOD Core Information Systems by means of the development, approval and implementation of an Integrated Defence Enterprise System (IDES).

3 Increase in Fraud and Corruption. Weaknesses on key internal controls increase the opportunity for fraud and corruption.


P1: Administrate the DOD.

• Review, approve and implement the DOD Fraud Prevention Plan.

• Fraud and Corruption cases to be continuously monitored and reported at the DOD DACAF Forum meetings.

• Provision and maintenance of the Whistleblowing Hotline.

4 High Prevalence of Litigation. The DOD’s inability to comply with applicable legislation, prescribed policy and procedures may result in costly litigation and losses to the DOD.


• The expansion of the DLSD Reserve Force component and full time structures together with the staffing of and call up of specialised skill, to more effectively facilitate litigation, legal advice and general support.

5 Forfeited rights on DOD Property. Possible land claims may result in loss of DOD facilities which may impact on readiness and deployment capabilities in support of the Defence mandate.

D2: Provide mission ready Defence capabilities.

P2: Enable the DOD.

• Develop and approve Contingency Plan to address the identified areas of possible land claims.

• Monitor and report on Contingency Plan to Management Fora.

DOD MANAGEMENT PERFORMANCE ASSESSMENT TOOL

The Management Performance Management Tool (MPAT) seeks to move departments beyond compliance with the

regulatory frameworks to improve the quality of management practices in the Public Service. Therefore, MPAT seeks to

encourage departments to be effective and efficient in their application of these management practices.

MPAT addresses the following four Key Performance Areas (KPAs):

• KPA 1: Strategic Management.

• KPA 2: Governance and Accountability.

• KPA 3: Human Resources. Management.

• KPA 4: Financial Management.

The MPAT identifies four progressive levels of management performance (KPAs), against which departments are assessed

and scored. Table 90 illustrates the four levels of achievable management performance.

Table 89: DOD Enterprise Risks with Risk Responses (continued)



Table 90: MPAT Levels of Management Performance

Level Description

Level 1 Department is non-compliant with legal/regulatory requirements

Level 2 Department is partially compliant with legal/regulatory requirements

Level 2+ Department is compliant with the basic legal/regulatory requirements but non-compliant with one or more level 3 requirements

Level 3 Department is fully compliant with legal/regulatory requirements

Level 4 Department is fully compliant with legal/regulatory requirements and is doing things SMART

The Figure 8 indicates the MPAT areas KPAs and the related scores the DOD obtained during the FY2012/13 (MPAT 1.2),

FY2013/14 (MPAT 1.3) and FY2014/15 (MPAT 1.4) assessment years. The score indicated for FY2015/16 (MPAT 1.5) is the

preliminary score under consideration by the Presidency (Department Planning, Monitoring and Evaluation).

Figure 8: DOD Management Key Performance Areas

Strategic Management

• Strategic Planning

• Monitoring & Evaluation

1

MPAT 1.2 : 3.3

MPAT 1.3 : 3

MPAT 1.4 : 3

MPAT 1.5 : 3

Governance and Accountability• Service Delivery Improvement

• Management Structures

• Accountability

• Ethics

• Internal Audit

• Risk Management

• Delegations

• ITC

• Promotion of Access to information Act (PAIA)

• Promotion of Adeministration Justice Act (PAJA)

2

MPAT 1.2 : 1.5

MPAT 1.3 : 1.8

MPAT 1.4 : 1.9

MPAT 1.5 : 2

Human Resources Management

• Human Resources Strategy and Planning

• Human Resources Practices and Administration

• Performance Management

• Employee Relations MPAT 1.2 : 2

MPAT 1.3 : 2.1

MPAT 1.4 : 1.9

MPAT 1.5 : 2

Financial Management

• Supply Chain Management

• Expenditure Management

MPAT Implementation

MPAT 1.2 : 3

MPAT 1.3 : 3

MPAT 1.4 : 2.6

MPAT 1.5 : 2.7

3 4



Whilst areas of departmental partial or non-compliance were identified, areas reflecting institutionalised good practices

were confirmed during the assessment process. The DOD will through implemented departmental improvement plans

aim to ensure; improved departmental practices, internal controls, smarter working efficiencies, innovation and continuous

improvement. For the period under review the Department will endeavour to ensure the addressing of areas requiring

improvement whilst ensuring sustained best practice achievements with the introduction of the DOD 2015 MTEF Service

Delivery Improvement Plan (SDIP).

DOD SERVICE DELIVERY IMPROVEMENT PLAN

In line with the Public Service Batho Pele “People First” principles as introduced on 01 October 1997, aimed at ensuring the

appropriate quality and accessibility of government services by improving the efficiency and accountability to the recipients

of such public goods and services, the DOD SDIP for FY2016/17 to FY2018/19 has been developed in order to promote and

enable this national imperative. The basis for the development of the DOD SDIP locates itself within the departmental Vision

“To provide, manage, prepare and employ Defence capabilities commensurate with the needs of South Africa as regulated

by the Constitution, national legislation, parliamentary and executive direction. The above will be provided through the proper

management, provision, preparedness and employment of Defence capabilities, which are in line with the domestic and

global needs of South Africa.” The evolving DOD SDIP regards as the enabling of ordered defence commitments as the

central theme that will inform and direct the development of subsequent departmental SDIP’s at all levels of the organisation

thereby enabling the realisation of the DOD’s mandate driven Output deliverables.

The approved DOD SDIP for FY2015/16 to FY2017/18 was submitted to the DPSA on 21 April 2015.

Table 91 reflects the required improvement to the identified SDIP standard with the associated actions that will be undertaken

over the FY2016/17 to FY2018/19 period to achieve the envisaged service delivery standards.

Table 91: DOD Service Delivery Improvement Plan

Ser No.

Internal Service

Improved Service Standard FY2016/17

1Promotion of Access to Information

Complete all requests in terms of the Promotion of Access to Information Act within the prescribed standards

Maintain the DOD Promotion of Access to Information Manual

Prepare the section 15 notification for publishing in the Government Gazette

2 ProcurementEffective, efficient and economical Procurement processes

Implement Edition 5 of the Procurement delegation

Implement Procurement policy

Implement standardised SOPs / SWPs

3 HR AcquisitionPSAP staffing process completed in 90 days

Implement the devolution of functions from the Head Office to the Services and Divisions

Implement the approved delegations within Services and Divisions to enhance the turnaround times of PSAP appointments

4 Disciplinary CasesFinalisation of disciplinary cases within 90 days

Submit a requirement for the appointment of permanent DOD chairpersons and representatives


145DOD ANNUAL PERFORMANCE PLAN FOR 2016Last and Final APP 2016.indd 145 2016-02-23 07:03:06 PM


ANNEXURES

TOPIC PAGE

Annexure A: DOD Performance Information aligned and linked to Government Outcomes, DOD Strategy Map for

FY2016/17 and the Strategic Outcomes and 5 year Strategic Plan Targets2 ..................................................................... 147

Annexure B: Amendments to the Performance Indicators that are reflected in the DOD Strategic Plan for 2015 to 2020 ....................... 163

Annexure C: DOD Strategic Indicator Description Table ...................................................................................................................... 173

Annexure D: SA Defence Review 2015 (Milestone 1) Implementation within current FY2016/17 Resource Allocation .......................... 191



AN

NEX

URE

A D

OD

PER

FORM

AN

CE IN

FORM

ATIO

N A

LIG

NED

AN

D L

INK

ED T

O G

OV

ERN

MEN

T O

UTC

OM

ES, D

OD

STR

ATEG

Y M

AP

FOR

FY20

16/1

7 an

d TH

E ST

RATE

GIC

OU

TCO

MES

AN

D 5

YEA

R ST

RATE

GIC

PLA

N T

ARG

ETS

As

the

DO

D is

com

mitt

ed t

o O

utco

mes

-bas

ed p

lann

ing

and

in s

uppo

rt of

the

Gov

ernm

ent

Out

com

es t

he f

ollo

win

g Pe

rform

ance

Ind

icat

ors

wer

e de

velo

ped

to

unde

rline

the

Dep

artm

ent’s

com

mitm

ents

in ta

ble

belo

w, t

he a

lignm

ent b

etw

een

the

DO

D p

erfo

rman

ce in

form

atio

n to

the

DO

D S

trate

gy M

ap a

nd w

ith th

e 5

year

Stra

tegi

c P

lan

Targ

ets

is re

flect

ed.

The

Stra

tegi

c Pe

rform

ance

Indi

cato

rs a

re in

dica

tors

tha

t ar

e cr

itica

l to

the

achi

evem

ent

and

mis

sion

of

the

DO

D,

linke

d to

Nat

iona

l Out

com

es a

re r

elat

ed t

o th

e

Stra

tegi

c O

utpu

ts o

f the

DO

D a

nd re

flect

s th

e im

plem

enta

tion

of th

e S

A D

efen

ce R

evie

w 2

015

Impl

emen

taio

n P

lan

(DO

D C

onso

lidat

ion

End

-Sta

tes)

as

reso

urce

d

for F

Y201

6/17

.

The

DO

D C

ore

Pro

gram

me

Perfo

rman

ce In

dica

tors

are

unr

elat

ed to

spe

cific

Stra

tegi

c O

utpu

ts b

ut a

re o

f im

porta

nce

to D

OD

dom

estic

asp

ects

(int

erna

l pro

cess

es

and

com

man

d) re

late

d to

spe

cific

bud

get p

rogr

amm

es.

Tab

le 1

: D

OD

Per

form

ance

Info

rmat

ion

alig

ned

and

link

ed t

o G

ove

rnm

ent

Out

com

es a

nd D

OD

Str

ateg

y M

ap f

or

FY20

16/1

7

Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y

(Bud

get

Prog

ram

me)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to

DOD

St

rate

gy

Map

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gro

wth

Pa

th

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

V Pr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

PERF

ORM

ANCE

INFO

RMAT

ION

LINK

ED T

O DO

D ST

RATE

GY M

AP: O

UTPU

TS

DOD

Outp

ut 1

: Co

nduc

t Ord

ered

Def

ence

Com

mitm

ents

in A

ccor

danc

e w

ith G

over

nmen

t Pol

icy

and

Stra

tegy

(D_1

)

D_1.

1 S

trat

egic

Out

put:

Per

cent

age

Defe

nce

com

mitm

ents

acc

ompl

ishe

d (p

er a

nnum

or o

ver 5

yea

r te

rm)

100%

Perc

enta

ge c

ompl

ianc

e wi

th fo

rce

leve

ls fo

r exte

rnal

op

erat

ions

C SA

NDF

(For

ce E

mpl

oym

ent)

Info

rmat

ion

clas

sifie

dD1

_01A

MTS

F

Outc

ome

11

Chap

ter 7

Tr

ansn

atio

nal

Crim

eN/

A11

YES

N/A



Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y

(Bud

get

Prog

ram

me)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to

DOD

St

rate

gy

Map

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gro

wth

Pa

th

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

V Pr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

Num

ber o

f for

ce e

mpl

oym

ent

hour

s flo

wn p

er y

ear

C SA

NDF

(Air

Defe

nce)

100%

(2

6 50

0)D1

_05

MTS

F

Outc

ome

11

Chap

ter 7

Tr

ansn

atio

nal

Crim

eN/

A3

YES

N/A

Num

ber o

f hou

rs a

t sea

per

ye

arC

SAND

F (M

ariti

me

Defe

nce)

100%

(60

000)

D1_0

6M

TSF

Ou

tcom

e 3

and

11

Chap

ter 7

Tr

ansn

atio

nal

Crim

eN/

A3

YES

N/A

Perc

enta

ge c

ompl

ianc

e wi

th n

umbe

r of o

rder

ed

com

mitm

ents

(Num

ber o

f exte

rnal

op

erat

ions

)

(Gen

eral

Mili

tary

As

sist

ance

)

(Num

ber o

f int

erna

l op

erat

ions

)

C SA

NDF

(For

ce E

mpl

oym

ent)

(For

ce E

mpl

oym

ent)

(Lan

dwar

d De

fenc

e an

d De

fenc

e In

telli

genc

e fo

r Exte

rnal

ope

ratio

ns)

(For

ce E

mpl

oym

ent,

for i

nter

nal o

pera

tions

)

100%

D1_1

0M

TSF

M

TSF

Outc

ome

3 an

d 11

Chap

ters

5 a

nd 1

2 Di

sast

er A

id

and

Di

sast

er R

elie

f

N/A

11YE

S

Sust

aine

d or

dere

d De

fenc

e Co

mm

itmen

ts

(Sus

tain

ed P

eace

M

issi

ons)

(Sus

tain

ed In

terv

entio

n Op

erat

ions

)

(Sus

tain

ed S

uppo

rt to

Go

vern

men

t Ope

ratio

ns)

(Sus

tain

ed In

tern

atio

nal

Com

mitm

ents

)

(Sus

tain

ed In

tern

al

Oper

atio

ns)

D_1.

2 S

trat

egic

Out

put:

Per

cent

age

Def

ence

co

mm

itmen

ts s

uppo

rt co

mpl

ianc

eIn

form

atio

n cl

assi

fied

Perc

enta

ge c

ompl

ianc

e wi

th s

ervi

ceab

ility

of m

ain

equi

pmen

t for

exte

rnal

op

erat

ions

C SA

NDF

(For

ce E

mpl

oym

ent)

Info

rmat

ion

clas

sifie

dD1

_01B

MTS

F

Outc

ome

11N/

AN/

AN/

AYE

SN/

A

Perc

enta

ge c

ompl

ianc

e wi

th

self-

sust

ainm

ent o

f per

sonn

elC

SAND

F(F

orce

Em

ploy

men

t)In

form

atio

n cl

assi

fied

D1_0

1DM

TSF

Ou

tcom

e 11

N/A

N/A

N/A

N/A

N/A

Tab

le 1

: D

OD

Per

form

ance

Info

rmat

ion

alig

ned

and

link

ed t

o G

ove

rnm

ent

Out

com

es a

nd D

OD

Str

ateg

y M

ap f

or

FY20

16/1

7 (c

ont

inue

d)



Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y

(Bud

get

Prog

ram

me)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to

DOD

St

rate

gy

Map

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gro

wth

Pa

th

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

V Pr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

D_1.

3 S

trat

egic

Out

put:

Per

cent

age

Bord

er

safe

guar

ding

com

mitm

ents

sta

tus

100%

(1

5)

Num

ber o

f lan

dwar

d su

b-un

its d

eplo

yed

on b

orde

r sa

fegu

ardi

ng p

er y

ear

C SA

NDF

(For

ce E

mpl

oym

ent)

100%

(15)

D1_0

2M

TSF

Outc

ome

3

Chap

ter 7

Tran

snat

iona

l Cr

ime

N/A

3YE

S

Sust

aine

d or

dere

d De

fenc

e Co

mm

itmen

ts

(Sus

tain

ed In

tern

al

Oper

atio

ns)

(Pro

mul

gate

d Bo

rder

Sa

fegu

ardi

ng S

trate

gy)

DOD

Outp

ut 2

: Pr

ovid

e m

issi

on re

ady

Defe

nce

capa

bilit

ies

(D-2

)

D_2.

1 S

trat

egic

Out

put:

Per

cent

age

com

plia

nce

with

Joi

nt F

orce

Em

ploy

men

t Req

uire

men

ts (i

nclu

ding

th

e So

uthe

rn A

frica

n De

velo

pmen

t Com

mun

ity S

tand

by

Forc

e pl

edge

)

100%

Perc

enta

ge c

ompl

ianc

e wi

th

Join

t For

ce E

mpl

oym

ent

Requ

irem

ents

as

reso

urce

d

C SA

NDF

(For

ce E

mpl

oym

ent)

(Lan

dwar

d De

fenc

e)(A

ir De

fenc

e)(M

ariti

me

Defe

nce)

(Mili

tary

Hea

lth

Supp

ort)

Info

rmat

ion

clas

sifie

dD2

_01

MTS

F

Outc

ome

2, 3

, 5,

11

and

12

Chap

ter 7

Tr

ansn

atio

nal

Crim

eN/

AN/

AYE

S

Sust

aine

d or

dere

d De

fenc

e Co

mm

itmen

ts

(Pro

mul

gate

d Jo

int F

orce

Em

ploy

men

t Stra

tegy

)

Perc

enta

ge c

ompl

ianc

e wi

th th

e So

uthe

rn A

frica

n De

velo

pmen

t Com

mun

ity

Stan

dby

Forc

e Pl

edge

C SA

NDF

(For

ce E

mpl

oym

ent)

100%

D2_0

3M

TSF

Ou

tcom

e 11

Chap

ter 7

Tr

ansn

atio

nal

Crim

eN/

A11

YES

Info

rmat

ion

cl

assi

fied



Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y

(Bud

get

Prog

ram

me)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to

DOD

St

rate

gy

Map

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gro

wth

Pa

th

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

V Pr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

DOD

Outp

ut 3

: Pro

vide

Sou

nd D

efen

ce D

irect

ion

(D_3

)

D_3.

1 S

trat

egic

Out

put:

Per

cent

age

com

plia

nce

by

the

DOD

with

Nat

iona

l gov

erna

nce

93.3

3%

Perc

enta

ge a

dher

ence

to D

OD

gove

rnan

ce p

rom

ulga

tion

sche

dule

Sec

Def

(Adm

inis

tratio

n)

100%

D3_0

1

(A fo

r Pol

icie

s an

d B

for

Stra

tegi

es)

MTS

FOu

tcom

e 12

Chap

ter 3

Econ

omy

and

Yout

h Em

ploy

men

tYe

sN/

AYe

s

Defe

nce

capa

bilit

ies

deve

lope

d an

d su

stai

ned

(Pro

mul

gate

d Ac

quis

ition

of

Arm

amen

ts in

the

DOD

Polic

y [D

AP 1

000

Polic

y])

(Pro

mul

gate

d De

fenc

e In

dust

ry P

olic

y)

Rela

tions

hip

esta

blis

hed

betw

een

the

DOD

ETD

prog

ram

mes

and

ac

cred

ited

tert

iary

In

stitu

tions

for c

ivili

an

and

mili

tary

mem

bers

(Pro

mul

gate

d Ed

ucat

ion

Trai

ning

and

De

velo

pmen

t Pol

icy)

Cost

ed Im

plem

enta

tion

Plan

for M

ilest

one

1 of

th

e SA

Def

ence

Re

view

201

5

(Pro

mul

gate

d [Im

plem

ente

d] S

A De

fenc

e

Revi

ew M

S1 O

vera

rchi

ng

Impl

emen

tatio

n Pl

an,

Targ

ets

and

Tim

elin

es)

(Inte

rnsh

ip P

olic

y St

atus

)

(Hum

an R

esou

rces

Su

ppor

t Ser

vice

s)

(Hum

an R

esou

rces

Stra

tegy

st

atus

)

(DOD

Eth

ics

Man

agem

ent

stat

us)

(Pol

icy

Prod

ucts

in p

ursu

it of

De

fenc

e Di

plom

acy)

(Def

ence

In

tern

atio

nal A

ffairs

)

(Def

ence

Inte

rnat

iona

l Affa

irs

Polic

y st

atus

)

Tab

le 1

: D

OD

Per

form

ance

Info

rmat

ion

alig

ned

and

link

ed t

o G

ove

rnm

ent

Out

com

es a

nd D

OD

Str

ateg

y M

ap f

or

FY20

16/1

7 (c

ont

inue

d)



Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y

(Bud

get

Prog

ram

me)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to

DOD

St

rate

gy

Map

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gro

wth

Pa

th

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

V Pr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

(Dep

artm

ent o

f Def

ence

Info

r-m

atio

n St

rate

gy s

tatu

s)Go

vern

men

t In

form

atio

n

Tech

nolo

gy O

ffice

r

Sust

aine

d Or

dere

d De

fenc

e Co

mm

itmen

ts

(Pro

mul

gate

d Jo

int F

orce

Em

ploy

men

t Stra

tegy

)

(Pro

mul

gate

d Bo

rder

Sa

fegu

ardi

ng S

trate

gy)

(Pro

mul

gate

d M

ilita

ry

Stra

tegy

)

Rest

ruct

urin

g of

the

SAND

F

(Pro

mul

gate

d Bl

ue-p

rint

forc

e de

sign

)

(Pro

mul

gate

d Re

stru

ctur

ing

plan

)

DOD

Hu

man

Res

ourc

es

Man

agem

ent

(Pro

mul

gate

d HR

St

rate

gy)

Str

ateg

ic

Com

mun

icat

ion

Inte

rven

tion

(Pro

mul

gate

d Co

mm

unic

atio

n St

rate

gy

for t

he d

epar

tmen

t)

(Info

rmat

ion

and

Com

mun

icat

ion

Syst

ems

Polic

y De

velo

pmen

t Pla

n st

atus

)

(Def

ence

Inta

ngib

le C

apita

l As

sets

[ICA

] Man

agem

ent

Polic

y st

atus

)Aq

uisi

tion

Serv

ices

(SA

Defe

nce

Revi

ew 2

015

Impl

emen

tatio

n st

atus

)Of

fice

of th

e Se

c De

f

(DOD

Pro

cure

men

t Pol

icy

Stat

us)

C SA

NDF

(Gen

eral

Sup

port

[J

oint

Log

istic

s Se

rvic

es])

(Ove

rarc

hing

Log

istic

Stra

tegy

)10

0%D3

_01B

MTS

F

Outc

ome

3 an

d 12

N/A

N/A

N/A

N/A

(Cyb

er W

arfa

re S

trate

gy)

C SA

NDF

(Def

ence

Inte

llige

nce)

100%

D3_0

1BM

TSF

Ou

tcom

e 3

and

12N/

AN/

AN/

AN/

A

(Sen

sor S

trate

gy)

100%

D3_0

1BM

TSF

Ou

tcom

e 3

and

12N/

AN/

AN/

AN/

A

(Sub

stra

tegy

, to

supp

ort

over

arch

ing

stra

tegy

by

secu

ring

land

, airs

pace

and

m

ariti

me

bord

ers

[Bor

der

Safe

guar

ding

Stra

tegy

])

C SA

NDF

(F

orce

Em

ploy

men

t)10

0%D3

_01B

MTS

F

Outc

ome

3 an

d 11

Chap

ter 7

Tr

ansn

atio

nal

Crim

e N/

A11

YES

Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y

(Bud

get

Prog

ram

me)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to

DOD

St

rate

gy

Map

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gro

wth

Pa

th

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

V Pr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

DOD

Outp

ut 3

: Pro

vide

Sou

nd D

efen

ce D

irect

ion

(D_3

)

D_3.

1 S

trat

egic

Out

put:

Per

cent

age

com

plia

nce

by

the

DOD

with

Nat

iona

l gov

erna

nce

93.3

3%

Perc

enta

ge a

dher

ence

to D

OD

gove

rnan

ce p

rom

ulga

tion

sche

dule

Sec

Def

(Adm

inis

tratio

n)

100%

D3_0

1

(A fo

r Pol

icie

s an

d B

for

Stra

tegi

es)

MTS

FOu

tcom

e 12

Chap

ter 3

Econ

omy

and

Yout

h Em

ploy

men

tYe

sN/

AYe

s

Defe

nce

capa

bilit

ies

deve

lope

d an

d su

stai

ned

(Pro

mul

gate

d Ac

quis

ition

of

Arm

amen

ts in

the

DOD

Polic

y [D

AP 1

000

Polic

y])

(Pro

mul

gate

d De

fenc

e In

dust

ry P

olic

y)

Rela

tions

hip

esta

blis

hed

betw

een

the

DOD

ETD

prog

ram

mes

and

ac

cred

ited

tert

iary

In

stitu

tions

for c

ivili

an

and

mili

tary

mem

bers

(Pro

mul

gate

d Ed

ucat

ion

Trai

ning

and

De

velo

pmen

t Pol

icy)

Cost

ed Im

plem

enta

tion

Plan

for M

ilest

one

1 of

th

e SA

Def

ence

Re

view

201

5

(Pro

mul

gate

d [Im

plem

ente

d] S

A De

fenc

e

Revi

ew M

S1 O

vera

rchi

ng

Impl

emen

tatio

n Pl

an,

Targ

ets

and

Tim

elin

es)

(Inte

rnsh

ip P

olic

y St

atus

)

(Hum

an R

esou

rces

Su

ppor

t Ser

vice

s)

(Hum

an R

esou

rces

Stra

tegy

st

atus

)

(DOD

Eth

ics

Man

agem

ent

stat

us)

(Pol

icy

Prod

ucts

in p

ursu

it of

De

fenc

e Di

plom

acy)

(Def

ence

In

tern

atio

nal A

ffairs

)

(Def

ence

Inte

rnat

iona

l Affa

irs

Polic

y st

atus

)



Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y

(Bud

get

Prog

ram

me)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to

DOD

St

rate

gy

Map

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gro

wth

Pa

th

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

V Pr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

Perc

enta

ge c

ompl

ianc

e wi

th

subm

issi

on d

ates

of D

OD

acco

unta

bilit

y do

cum

ents

Sec

Def

(Adm

inis

tratio

n)

100%

D3_0

5M

TSF

Ou

tcom

e 12

N/A

N/A

N/A

N/A

N/A

(Tab

ling

of D

OD a

ccou

ntin

g do

cum

ents

)M

inis

try

(Rep

orts

on

DFSC

Act

iviti

es

subm

itted

to th

e Ex

ecut

ive

Auth

ority

)DF

SC

(Rep

orts

on

RFC

Activ

ities

su

bmitt

ed to

the

Exec

utiv

e Au

thor

ity)

RFC

(Com

plia

nce

with

DOD

Fi

nanc

ial P

rodu

cts)

Fina

ncia

l Ser

vice

s

(SM

S Ag

reem

ents

sub

mitt

ed)

Hum

an R

esou

rces

Su

ppor

t Ser

vice

s(S

MS

Fina

ncia

l Dis

clos

ures

su

bmitt

ed)

(SAN

DF q

uarte

rly re

ports

su

bmitt

ed to

the

Exec

utiv

e Au

thor

ity)

C SA

NDF

(Adm

inis

tratio

n)

DOD

Ente

rpris

e Ri

sk

Man

agem

ent m

atur

ity le

vel

achi

eved

Sec

Def

(Adm

inis

tratio

n)73

.33%

D3

_06

MTS

F

Outc

ome

12N/

AN/

AN/

AN/

AN/

A

Perc

enta

ge c

ompl

ianc

e wi

th th

e pr

ogre

ss o

f the

es

tabl

ishm

ent o

f the

Mili

tary

St

rate

gic

Dire

ctio

n Re

gist

er

C SA

NDF

(A

dmin

istra

tion)

100%

D3_0

8M

TSF

Ou

tcom

e 12

N/A

N/A

N/A

YES

Rest

ruct

urin

g of

the

SAND

F

Tab

le 1

: D

OD

Per

form

ance

Info

rmat

ion

alig

ned

and

link

ed t

o G

ove

rnm

ent

Out

com

es a

nd D

OD

Str

ateg

y M

ap f

or

FY20

16/1

7 (c

ont

inue

d)



Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y

(Bud

get

Prog

ram

me)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to

DOD

St

rate

gy

Map

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gro

wth

Pa

th

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

V Pr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

DOD

Outp

ut 4

: En

sure

Def

ence

Com

plia

nce

with

Reg

ulat

ory

Fram

ewor

k (D

_4)

D_4.

1 S

trat

egic

Out

com

e: P

erce

ntag

e De

fenc

e co

mpl

ianc

e wi

th R

egul

ator

y Fr

amew

ork

86.1

2%

Num

ber o

f Aud

it Qu

alifi

catio

nsSe

c De

f(A

dmin

istra

tion)

0D4

_01

MTS

F

Outc

ome

12N/

AN/

AN/

A N/

AN/

A

Perc

enta

ge d

eplo

ymen

ts,

incl

udin

g tra

inin

g ex

erci

ses,

wh

ere

appl

icab

le, s

uppo

rted

with

app

ropr

iate

lega

l in

stru

men

ts

Sec

Def

(Adm

inis

tratio

n)10

0%D4

_03

MTS

F

Outc

ome

11N/

AN/

AN/

AYE

SN/

A

DOD

Man

agem

ent P

erfo

rman

ce

Asse

ssm

ent T

ool,

asse

ssm

ent

leve

l ach

ieve

d

Sec

Def

(Adm

inis

tratio

n)69

.5%

D4

_10

MTS

F

Outc

ome

12N/

AN/

AN/

AN/

AN/

A

Perc

enta

ge p

aym

ents

with

in 3

0 da

ys fr

om re

ceip

t of l

egiti

mat

e in

voic

es

Sec

Def

(Adm

inis

tratio

n)75

%D4

_11

MTS

F

Outc

ome

12N/

AN/

AN/

AN/

AN/

A

D_4.

2 S

trat

egic

Out

put:

Per

cent

age

corru

ptio

n an

d fra

ud p

reve

ntio

n st

atus

92.5

%

Perc

enta

ge o

f Cor

rupt

ion

and

Frau

d in

cide

nts

dete

cted

for

inve

stig

atio

n

C SA

NDF

(Adm

inis

tratio

n)10

0%D4

_05

MTS

F

Outc

ome

11

and

12

Chap

ter 1

4 Fi

ghtin

g Co

rrupt

ion

N/A

3N/

AN/

A

Perc

enta

ge o

f cas

es o

f Co

rrupt

ion

and

Frau

d in

vest

igat

ed

C SA

NDF

(G

ener

al S

uppo

rt)10

0%D4

_06

MTS

F

Outc

ome

3, 1

1 an

d 12

Chap

ter 1

4 Fi

ghtin

g Co

rrupt

ion

N/A

3N/

AN/

A



Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y

(Bud

get

Prog

ram

me)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to

DOD

St

rate

gy

Map

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gro

wth

Pa

th

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

V Pr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

Perc

enta

ge o

f cas

es o

f Co

rrupt

ion

and

Frau

d pr

osec

uted

(Con

vict

ion

of p

erso

ns R

5 m

illio

n an

d ov

er)74

C SA

NDF

(A

dmin

istra

tion)

100%

D4_0

7M

TSF

Ou

tcom

e 2,

3

and

12

Chap

ter 1

4 Fi

ghtin

g Co

rrupt

ion

N/A

3N/

AN/

ASe

c De

f (A

dmin

istra

tion)

Perc

enta

ge o

f writ

ten

com

plai

nts

final

ised

Sec

Def

(Adm

inis

tratio

n)

(Mili

tary

Om

bud)

70%

D4_0

8M

TSF

Ou

tcom

e 12

N/A

N/A

N/A

YES

N/A

PERF

ORM

ANCE

INFO

RMAT

ION

LINK

ED T

O DO

D ST

RATE

GY M

AP: I

NTER

NAL

PROC

ESS

(ACT

IVIT

IES)

DOD

Activ

ity 1

: Ad

min

istr

ate

the

DOD

(P_1

)

P_1.

1 S

trat

egic

Out

put:

Per

cent

age

Defe

nce

adm

inis

tratio

n co

mpl

ianc

e in

dex

72.5

%

Perc

enta

ge re

duct

ion

of m

ilita

ry c

ourt

case

s ou

tsta

ndin

g

(bac

klog

)

C SA

NDF

(Adm

inis

tratio

n)60

%P1

_04A

MTS

F

Outc

ome

12N/

AN/

AN/

AYE

SM

ilita

ry D

isci

plin

e En

hanc

edPe

rcen

tage

mili

tary

cou

rt ca

ses

final

ised

(in

-yea

r)

C SA

NDF

(Adm

inis

tratio

n)40

%P1

_04B

Perc

enta

ge o

f dis

cipl

inar

y ca

ses

in th

e DO

D fin

alis

ed

with

in 9

0 da

ys

(Mili

tary

Dis

cipl

inar

y Ca

ses)

C SA

NDF

(Adm

inis

tratio

n)10

0%P1

_05

MTS

FOu

tcom

e 2

and

12N/

AN/

AN/

AYE

SM

ilita

ry D

isci

plin

e En

hanc

ed

74. P

erfor

manc

e Ind

icator

was

delet

ed fr

om th

e Bud

get P

rogr

amme

, as i

t form

s par

t of th

e Per

forma

nce I

ndica

tor “P

erce

ntage

of ca

ses o

f Cor

rupti

on an

d Fra

ud pr

osec

uted”

but r

emain

s in A

nnex

ure A

to in

dicate

the d

epar

tmen

t’s su

ppor

t to

MTSF

Outc

ome 3

: Sub

-outc

ome 7

“ Co

rrupti

on in

the P

ublic

and P

rivate

Sec

tors R

educ

ed.”

Tab

le 1

: D

OD

Per

form

ance

Info

rmat

ion

alig

ned

and

link

ed t

o G

ove

rnm

ent

Out

com

es a

nd D

OD

Str

ateg

y M

ap f

or

FY20

16/1

7 (c

ont

inue

d)



Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y

(Bud

get

Prog

ram

me)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to

DOD

St

rate

gy

Map

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gro

wth

Pa

th

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

V Pr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

Perc

enta

ge o

f dis

cipl

inar

y ca

ses

in th

e DO

D fin

alis

ed

with

in 9

0 da

ys

(PSA

P Di

scip

linar

y Ca

ses)

Sec

Def

(Adm

inis

tratio

n)10

0%P1

_05

MTS

F Ou

tcom

e 2

and

12N/

AN/

AN/

AYE

SN/

A

Perc

enta

ge li

tigat

ion

case

s fin

alis

ed in

the

best

inte

rest

of

the

DOD

Sec

Def

(Adm

inis

tratio

n)50

%P1

_07

MTS

FOu

tcom

e 12

N/A

N/A

N/A

N/A

N/A

Perc

enta

ge c

olle

ctiv

e gr

ieva

nces

and

dis

pute

s re

solv

ed

Sec

Def

(Adm

inis

tratio

n)85

%P1

_08

MTS

FOu

tcom

e 12

N/A

N/A

N/A

YES

N/A

P_1.

2 S

trat

egic

Out

put:

Num

ber o

f Def

ence

crim

e pr

even

tion

activ

ities

(In

clud

es a

nti-c

orru

ptio

n an

d an

ti-fra

ud a

ctiv

ities

)

918

(p

er 5

yea

r ter

m)

(306

per

yea

r)

Proj

ecte

d nu

mbe

r of d

elib

erat

e cr

ime

prev

entio

n op

erat

ions

C SA

NDF

(Gen

eral

Sup

port)

744

(5 y

ears

)P1

_01

MTS

F

Outc

ome

3

Chap

ter 1

2/14

Build

ing

a Sa

fer

Com

mun

ity/

Prom

otin

g ac

coun

tabi

lity

and

fight

ing

corru

ptio

n

N/A

N/A

N/A

N/A

Perc

enta

ge o

f Nat

iona

l Ant

i-co

rrupt

ion

Hotli

ne (N

ACH)

in

cide

nts

dete

cted

for

inve

stig

atio

n

C SA

NDF

(Adm

inis

tratio

n)10

0%

(5 y

ears

)P1

_21

MTS

F

Outc

ome

3

Chap

ter 1

4 Pr

omot

ing

acco

unta

bilit

y an

d fig

htin

g co

rrupt

ion

N/A

MTS

F

Outc

ome

3N/

AN/

A

Num

ber o

f awa

rene

ss a

ctiv

ities

on

Cor

rupt

ion

and

Frau

dC

SAND

F(A

dmin

istra

tion)

240

(5 y

ear)

P1_2

2M

TSF

Ou

tcom

e 3

Chap

ter 1

4 Pr

omot

ing

acco

unta

bilit

y an

d fig

htin

g co

rrupt

ion

N/A

MTS

F

Outc

ome

3N/

AN/

A



Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y

(Bud

get

Prog

ram

me)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to

DOD

St

rate

gy

Map

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gro

wth

Pa

th

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

V Pr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

P_1.

3 S

trat

egic

Out

put:

Per

cent

age

redu

ctio

n of

cr

imin

al c

ases

45%

Perc

enta

ge c

rimin

al c

ases

in

vest

igat

ed

(bac

klog

)

C SA

NDF

(Gen

eral

Sup

port)

40%

P1_2

6M

TSF

Outc

ome

3

Chap

ter 1

4Pr

omot

ing

acco

unta

bilit

y an

d fig

htin

g co

rrupt

ion

N/A

N/A

N/A

N/A

Perc

enta

ge c

rimin

al c

ases

in

vest

igat

ed

(in-y

ear)

C SA

NDF

(Gen

eral

Sup

port)

50%

P1_2

7M

TSF

Outc

ome

3

Chap

ter 1

4Pr

omot

ing

acco

unta

bilit

y an

d fig

htin

g co

rrupt

ion

N/A

N/A

N/A

N/A

DOD

Activ

ity 2

: En

able

the

DOD

(P_2

)

P_2.

1 S

trat

egic

Out

put:

Num

ber o

f Def

ence

hea

lth

care

act

iviti

es10

702

750

Broa

der S

ANDF

Hea

lth S

tatu

sC

SAND

F(M

ilita

ry H

ealth

Su

ppor

t)

Info

rmat

ion

clas

sifie

dP2

_04

MTS

FOu

tcom

e 2

Chap

ter 1

0Pr

omot

ing

Heal

thN/

AN/

AN/

AN/

A

Trend

of d

eplo

yabl

e st

atus

on

conc

urre

nt h

ealth

ass

essm

ents

C SA

NDF

(Mili

tary

Hea

lth

Supp

ort)

Info

rmat

ion

clas

sifie

dP2

_05

MTS

FOu

tcom

e 2

Chap

ter 1

0Pr

omot

ing

Heal

thN/

AN/

AN/

AN/

A

Num

ber o

f hea

lth c

are

activ

ities

per

yea

r

C SA

NDF

(Mili

tary

Hea

lth

Supp

ort)

10 7

02 7

50P2

_10

MTS

FOu

tcom

e 2

Chap

ter 1

0Pr

omot

ing

Heal

thN/

AN/

AN/

AN/

A

Tab

le 1

: D

OD

Per

form

ance

Info

rmat

ion

alig

ned

and

link

ed t

o G

ove

rnm

ent

Out

com

es a

nd D

OD

Str

ateg

y M

ap f

or

FY20

16/1

7 (c

ont

inue

d)



Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y

(Bud

get

Prog

ram

me)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to

DOD

St

rate

gy

Map

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gro

wth

Pa

th

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

V Pr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

P_2.

2 S

trat

egic

Out

put:

Per

cent

age

Defe

nce

prim

ary

mili

tary

pre

para

tion

activ

ities

100%

Perc

enta

ge c

ompl

ianc

e wi

th

DOD

train

ing

targ

ets

Sec

Def a

nd

C SA

NDF

(Adm

inis

tratio

n)10

0%P2

_06

MTS

FOu

tcom

e 5

Chap

ter 9

Impr

ovin

g ed

ucat

ion,

in

nova

tion

and

train

ing

N/A

N/A

YES

Rela

tions

hip

esta

blis

hed

betw

een

the

DOD

ETD

prog

ram

mes

and

ac

cred

ited

terti

ary

Inst

itutio

ns fo

r civ

ilian

an

d m

ilita

ry m

embe

rs

Num

ber o

f Def

ence

In

telli

genc

e pr

oduc

tsC

SAND

F(D

efen

ce In

telli

genc

e)10

0%(2

240

)P2

_11

MTS

F Ou

tcom

e 3

and

11N/

AN/

AN/

AYE

SN/

A

DOD

Activ

ity 3

: Em

ploy

the

SAND

F (P

_3)

P_3.

1 S

trat

egic

Out

put:

Num

ber o

f DOD

mili

tary

ex

erci

ses

18

Num

ber o

f joi

nt,

inte

rdep

artm

enta

l, in

tera

genc

y an

d m

ultin

atio

nal m

ilita

ry

exer

cise

s co

nduc

ted

per y

ear

C SA

NDF

(For

ce E

mpl

oym

ent)

18P3

_02

MTS

FOu

tcom

e 11

N/A

N/A

N/A

YES

N/A

P_3.

2 S

trat

egic

Out

put:

Num

ber o

f Def

ence

Atta

ché

Offic

es46

Tota

l num

ber o

f Def

ence

At

tach

é Of

fices

C SA

NDF

(Adm

inis

tratio

n)46

P3_0

3M

TSF

Outc

ome

11N/

AN/

AN/

AYE

SN/

A



Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y

(Bud

get

Prog

ram

me)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to

DOD

St

rate

gy

Map

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gro

wth

Pa

th

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

V Pr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

DOD

PERF

ORM

ANCE

INFO

RMAT

ION:

DOD

INPU

TS (R

ESOU

RCE

MAN

AGEM

ENT)

DOD

Inpu

t 1: P

rovi

de P

rofe

ssio

nal a

nd S

uppo

rted

DOD

Hum

an R

esou

rces

(R_1

)

R_1.

1 S

trat

egic

Out

put:

Per

cent

age

HR u

tilis

atio

n in

dex

100%

Perc

enta

ge c

ompl

ianc

e wi

th

plan

ned

staf

fing

of fu

nded

po

sts

Sec

Def

(Adm

inis

tratio

n)10

0%

(80

390)

R1_1

AM

TSF

Outc

ome

12N/

AN/

AN/

AN/

ADO

D Hu

man

Res

ourc

es

Man

agem

ent

Num

ber o

f res

erve

forc

e pe

rson

days

C SA

NDF

(Adm

inis

tratio

n)10

0%

(13

266

335)

R1_1

CM

TSF

Outc

ome

3N/

AN/

AN/

AN/

AN/

A

Perc

enta

ge c

ompl

ianc

e wi

th S

ANDF

Bat

tle fi

tnes

s re

quire

men

ts

C SA

NDF

(Adm

inis

tratio

n)In

form

atio

n cl

assi

fied

R1_1

GM

TSF

Outc

ome

5 an

d 11

N/A

N/A

N/A

N/A

N/A

R_1.

2 S

trat

egic

Out

put:

Num

ber o

f mili

tary

skil

ls

deve

lopm

ent m

embe

rs in

the

syst

em p

er y

ear

19 7

59

Num

ber o

f mili

tary

skil

ls

deve

lopm

ent m

embe

rs in

the

syst

em p

er y

ear

C SA

NDF

(Adm

inis

tratio

n)19

759

R1_1

BM

TSF

Outc

ome

12N/

AN/

AN/

AYE

SN/

A

R_1.

3 S

trat

egic

Out

put:

Lev

el o

f mor

ale

in th

e DO

DPo

sitiv

e

Leve

l of D

OD m

oral

eC

SAND

F(A

dmin

istra

tion)

Posi

tive

R1_0

3M

TSF

Outc

ome

12N/

AN/

AN/

AYE

SN/

A

DOD

Inpu

t 2:

Prov

ide

appr

opria

te &

sus

tain

ed M

atér

iel (

R_2)

R_2.

1 S

trat

egic

Out

put:

Def

ence

infra

stru

ctur

e re

vita

lisat

ion

stat

us95

%

Perc

enta

ge o

f exp

endi

ture

in

acco

rdan

ce w

ith fa

cilit

ies

plan

(p

aym

ent o

f lea

ses,

ac

com

mod

atio

n ch

arge

s an

d m

unic

ipal

ser

vice

s)

C SA

NDF

(Gen

eral

sup

port)

100%

R2_0

7M

TSF

Outc

ome

12N/

AN/

AN/

AN/

AN/

A

Tab

le 1

: D

OD

Per

form

ance

Info

rmat

ion

alig

ned

and

link

ed t

o G

ove

rnm

ent

Out

com

es a

nd D

OD

Str

ateg

y M

ap f

or

FY20

16/1

7 (c

ont

inue

d)



Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y

(Bud

get

Prog

ram

me)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to

DOD

St

rate

gy

Map

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gro

wth

Pa

th

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

V Pr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

Perc

enta

ge u

tilis

atio

n of

en

dowm

ent p

rope

rty in

the

DOD

C SA

NDF

(Gen

eral

Sup

port)

90%

R2_1

3M

TSF

Outc

ome

12N/

AN/

AN/

AN/

ADe

fenc

e Fa

cilit

ies

Mai

ntai

ned

R_2.

2 S

trat

egic

Out

put:

Per

cent

age

Defe

nce

criti

cal

stoc

k le

vel s

tatu

sIn

form

atio

n cl

assi

fied

Perc

enta

ge a

vaila

bilit

y of

m

edic

al s

tock

C SA

NDF

(Mili

tary

Hea

lth

Supp

ort )

Info

rmat

ion

clas

sifie

dR2

_04

MTS

FOu

tcom

e 2

Chap

ter 1

0Pr

omot

ing

Heal

thN/

AN/

AYE

SIn

form

atio

n

clas

sifie

d

R_2.

3 S

trat

egic

Out

put:

Perc

enta

ge L

ogis

tics

com

plia

nce

stat

us96

%

Perc

enta

ge p

rocu

rem

ent

requ

ests

fully

com

plet

ed

with

in 9

0 da

ys fr

om d

ay o

f re

gist

ratio

n75

C SA

NDF

(Gen

eral

Sup

port)

96%

R2_1

1M

TSF

Outc

ome

12N/

AN/

AN/

AN/

AN/

A

DOD

Inpu

t 3: P

rovi

de In

tegr

ated

and

Rel

iabl

e De

fenc

e In

form

atio

n Sy

stem

s (R

_3)

R_3.

1 S

trat

egic

Out

put:

Per

cent

age

Defe

nce

ICT

stat

us94

.95%

Perc

enta

ge o

f mod

erni

sed,

su

stai

nabl

e DO

D IC

T In

tegr

ated

Pr

ime

Syst

ems

Capa

bilit

ies

C SA

NDF

(Gen

eral

Sup

port)

94.9

5%R3

_03

MTS

FOu

tcom

e 12

N/A

N/A

N/A

YES

N/A

DOD

Inpu

t 4: P

rovi

de S

ound

Fin

anci

al M

anag

emen

t of t

he D

OD (R

_4)

R_4.

1 S

trat

egic

Out

put:

Per

cent

age

devi

atio

n fro

m

appr

oved

dra

wing

sch

edul

e <

8%

Perc

enta

ge d

evia

tion

from

ap

prov

ed d

rawi

ng s

ched

ule

Sec

Def

(Adm

inis

tratio

n)<

8%R4

_01

MTS

F

Outc

ome

12N/

AN/

AN/

AN/

ADe

fenc

e Fu

ndin

g M

odel

De

velo

ped

75. C

hief L

ogist

ics ch

ange

d num

ber o

f day

s fro

m 60

to 90

days

. This

is in

line w

ith go

vern

ment

impe

rativ

es.

Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y

(Bud

get

Prog

ram

me)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to

DOD

St

rate

gy

Map

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gro

wth

Pa

th

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

V Pr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

DOD

PERF

ORM

ANCE

INFO

RMAT

ION:

DOD

INPU

TS (R

ESOU

RCE

MAN

AGEM

ENT)

DOD

Inpu

t 1: P

rovi

de P

rofe

ssio

nal a

nd S

uppo

rted

DOD

Hum

an R

esou

rces

(R_1

)

R_1.

1 S

trat

egic

Out

put:

Per

cent

age

HR u

tilis

atio

n in

dex

100%

Perc

enta

ge c

ompl

ianc

e wi

th

plan

ned

staf

fing

of fu

nded

po

sts

Sec

Def

(Adm

inis

tratio

n)10

0%

(80

390)

R1_1

AM

TSF

Outc

ome

12N/

AN/

AN/

AN/

ADO

D Hu

man

Res

ourc

es

Man

agem

ent

Num

ber o

f res

erve

forc

e pe

rson

days

C SA

NDF

(Adm

inis

tratio

n)10

0%

(13

266

335)

R1_1

CM

TSF

Outc

ome

3N/

AN/

AN/

AN/

AN/

A

Perc

enta

ge c

ompl

ianc

e wi

th S

ANDF

Bat

tle fi

tnes

s re

quire

men

ts

C SA

NDF

(Adm

inis

tratio

n)In

form

atio

n cl

assi

fied

R1_1

GM

TSF

Outc

ome

5 an

d 11

N/A

N/A

N/A

N/A

N/A

R_1.

2 S

trat

egic

Out

put:

Num

ber o

f mili

tary

skil

ls

deve

lopm

ent m

embe

rs in

the

syst

em p

er y

ear

19 7

59

Num

ber o

f mili

tary

skil

ls

deve

lopm

ent m

embe

rs in

the

syst

em p

er y

ear

C SA

NDF

(Adm

inis

tratio

n)19

759

R1_1

BM

TSF

Outc

ome

12N/

AN/

AN/

AYE

SN/

A

R_1.

3 S

trat

egic

Out

put:

Lev

el o

f mor

ale

in th

e DO

DPo

sitiv

e

Leve

l of D

OD m

oral

eC

SAND

F(A

dmin

istra

tion)

Posi

tive

R1_0

3M

TSF

Outc

ome

12N/

AN/

AN/

AYE

SN/

A

DOD

Inpu

t 2:

Prov

ide

appr

opria

te &

sus

tain

ed M

atér

iel (

R_2)

R_2.

1 S

trat

egic

Out

put:

Def

ence

infra

stru

ctur

e re

vita

lisat

ion

stat

us95

%

Perc

enta

ge o

f exp

endi

ture

in

acco

rdan

ce w

ith fa

cilit

ies

plan

(p

aym

ent o

f lea

ses,

ac

com

mod

atio

n ch

arge

s an

d m

unic

ipal

ser

vice

s)

C SA

NDF

(Gen

eral

sup

port)

100%

R2_0

7M

TSF

Outc

ome

12N/

AN/

AN/

AN/

AN/

A



Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y

(Bud

get

Prog

ram

me)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to

DOD

St

rate

gy

Map

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gro

wth

Pa

th

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

V Pr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

DOD

PERF

ORM

ANCE

INFO

RMAT

ION:

DOD

BUI

LDIN

G FO

R TH

E FU

TURE

(BFF

)

DOD

BFF

1: E

nsur

e Ap

prop

riate

Str

ateg

ic R

eser

ves

(F_1

)

F_1.

1 S

trat

egic

Out

put:

Lev

el o

f stra

tegi

c re

serv

esIn

form

atio

n cl

assi

fied

Leve

l of s

trate

gic

rese

rves

(A

mm

uniti

on)

C SA

NDF

(Gen

eral

Sup

port)

Info

rmat

ion

clas

sifie

dF1

_01

MTS

F

Outc

ome

3 an

d 11

N/A

N/A

N/A

YES

Info

rmat

ion

clas

sifie

d

DOD

BFF

2 R

enew

DOD

Mai

n Eq

uipm

ent a

nd S

yste

ms

(F_2

)

F_2.

1 S

trat

egic

Out

put:

Per

cent

age

of D

efen

ce

arm

amen

t acq

uisi

tion

com

mitm

ents

sta

tus

80%

Perc

enta

ge a

rmam

ent

acqu

isiti

on c

omm

itmen

ts

appr

oved

Sec

Def

(Adm

inis

tratio

n)≥75%

F2_0

2M

TSF

Outc

ome

12N/

AN/

AN/

AYE

S

(Pro

mul

gate

d Ac

quis

ition

of

Arm

amen

ts

in th

e DO

D Po

licy

[D

AP 1

000

Polic

y])

DOD

BFF

3: U

nder

take

Def

ence

Res

earc

h an

d De

velo

pmen

t (F_

3)

Perc

enta

ge te

chno

logy

de

velo

pmen

t com

mitm

ents

ap

prov

ed

Sec

Def

(Adm

inis

tratio

n)85

%F3

_02

MTS

FOu

tcom

e 12

Chap

ter 9

Expa

nd S

cien

ce

and

Rese

arch

N/A

N/A

YES

N/A

THE

FOLL

OWIN

G DO

D CO

RE P

ERFO

RMAN

CE IN

DICA

TORS

THA

T AR

E UN

RELA

TED

TO S

PECI

FIC

STRA

TEGI

C OU

TPUT

S BU

T AR

E OF

IMPO

RTAN

CE T

O TH

E DO

D DO

MES

TIC

ASPE

CTS

(INTE

RNAL

PRO

CESS

ES A

ND C

OMM

AND)

DOD

Stra

tegi

c Ou

tput

: Th

is P

erfo

rman

ce In

dica

tor i

s of

DOD

dom

estic

inte

rest

onl

y

DOD

Outp

ut 1

: Co

nduc

t Def

ence

ord

ered

com

mitm

ents

in a

ccor

danc

e w

ith g

over

nmen

t pol

icy

and

stra

tegy

Perc

enta

ge o

f the

val

ue o

f re

imbu

rsem

ent b

y th

e UN

/AU

reco

gnis

ed

C SA

NDF

(For

ce E

mpl

oym

ent)

Info

rmat

ion

clas

sifie

dD1

_01C

MTS

FOu

tcom

e 11

N/A

N/A

N/A

YES

N/A

Tab

le 1

: D

OD

Per

form

ance

Info

rmat

ion

alig

ned

and

link

ed t

o G

ove

rnm

ent

Out

com

es a

nd D

OD

Str

ateg

y M

ap f

or

FY20

16/1

7 (c

ont

inue

d)



Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y

(Bud

get

Prog

ram

me)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to

DOD

St

rate

gy

Map

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gro

wth

Pa

th

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

V Pr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

DOD

Outp

ut 3

: Pr

ovid

e so

und

Defe

nce

dire

ctio

n

Num

ber o

f pos

ition

s fil

led

agai

nst a

lloca

ted

quot

a fo

r in

tern

atio

nal i

nstit

utio

ns

C SA

NDF

(A

dmin

istra

tion)

12D3

_02

MTS

FOu

tcom

e 11

N/A

N/A

N/A

YES

N/A

Num

ber o

f Stra

tegi

c Ac

tiviti

es

per a

nnum

C SA

NDF

(Adm

inis

tratio

n)58

D3_0

3M

TSF

Outc

ome

3 an

d 5

N/A

N/A

N/A

N/A

N/A

DOD

Outp

ut 4

: En

sure

Def

ence

com

plia

nce

with

Reg

ulat

ory

Fram

ewor

k

Stat

us o

f exte

rnal

sta

tuto

ry

resp

onse

s to

requ

ests

rece

ived

Sec

Def

(Adm

inis

tratio

n)10

0%D4

_12

MTS

F

Outc

ome

12N/

AN/

AN/

AN/

AN/

A

DOD

Activ

ity 1

: Ad

min

istr

ate

the

DOD

Esta

blis

hed

DOD

stra

tegi

c re

sear

ch c

apab

ility

sta

tus

Sec

Def

(Adm

inis

tratio

n)

Fund

ing

and

staf

fing

of c

ritic

al

vaca

ncie

sP3

_07

MTS

F

Outc

ome

12

Chap

ter 9

Impr

ovin

g ed

ucat

ion,

in

nova

tion

and

train

ing

N/A

N/A

YES

N/A

Perc

enta

ge o

f re

com

men

datio

ns a

gree

d to

by

man

agem

ent t

o ad

dres

s th

e in

tern

al c

ontro

l gap

s id

entif

ied

in a

udit

repo

rts

Sec

Def

(Adm

inis

tratio

n)10

0%D4

_04

MTS

F

Outc

ome

12

N/A

N/A

N/A

YES

N/A

Num

ber o

f sco

pe c

oord

inat

ion

mee

tings

with

inte

rnal

and

ex

tern

al a

ssur

ance

pro

vide

rs

to re

duce

aud

it fa

tigue

acr

oss

the

DOD

Sec

Def

(Adm

inis

tratio

n)10

0%D4

_09

MTS

F

Outc

ome

12

N/A

N/A

N/A

YES

N/A

Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y

(Bud

get

Prog

ram

me)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to

DOD

St

rate

gy

Map

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gro

wth

Pa

th

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

V Pr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

DOD

PERF

ORM

ANCE

INFO

RMAT

ION:

DOD

BUI

LDIN

G FO

R TH

E FU

TURE

(BFF

)

DOD

BFF

1: E

nsur

e Ap

prop

riate

Str

ateg

ic R

eser

ves

(F_1

)

F_1.

1 S

trat

egic

Out

put:

Lev

el o

f stra

tegi

c re

serv

esIn

form

atio

n cl

assi

fied

Leve

l of s

trate

gic

rese

rves

(A

mm

uniti

on)

C SA

NDF

(Gen

eral

Sup

port)

Info

rmat

ion

clas

sifie

dF1

_01

MTS

F

Outc

ome

3 an

d 11

N/A

N/A

N/A

YES

Info

rmat

ion

clas

sifie

d

DOD

BFF

2 R

enew

DOD

Mai

n Eq

uipm

ent a

nd S

yste

ms

(F_2

)

F_2.

1 S

trat

egic

Out

put:

Per

cent

age

of D

efen

ce

arm

amen

t acq

uisi

tion

com

mitm

ents

sta

tus

80%

Perc

enta

ge a

rmam

ent

acqu

isiti

on c

omm

itmen

ts

appr

oved

Sec

Def

(Adm

inis

tratio

n)≥75%

F2_0

2M

TSF

Outc

ome

12N/

AN/

AN/

AYE

S

(Pro

mul

gate

d Ac

quis

ition

of

Arm

amen

ts

in th

e DO

D Po

licy

[D

AP 1

000

Polic

y])

DOD

BFF

3: U

nder

take

Def

ence

Res

earc

h an

d De

velo

pmen

t (F_

3)

Perc

enta

ge te

chno

logy

de

velo

pmen

t com

mitm

ents

ap

prov

ed

Sec

Def

(Adm

inis

tratio

n)85

%F3

_02

MTS

FOu

tcom

e 12

Chap

ter 9

Expa

nd S

cien

ce

and

Rese

arch

N/A

N/A

YES

N/A

THE

FOLL

OWIN

G DO

D CO

RE P

ERFO

RMAN

CE IN

DICA

TORS

THA

T AR

E UN

RELA

TED

TO S

PECI

FIC

STRA

TEGI

C OU

TPUT

S BU

T AR

E OF

IMPO

RTAN

CE T

O TH

E DO

D DO

MES

TIC

ASPE

CTS

(INTE

RNAL

PRO

CESS

ES A

ND C

OMM

AND)

DOD

Stra

tegi

c Ou

tput

: Th

is P

erfo

rman

ce In

dica

tor i

s of

DOD

dom

estic

inte

rest

onl

y

DOD

Outp

ut 1

: Co

nduc

t Def

ence

ord

ered

com

mitm

ents

in a

ccor

danc

e w

ith g

over

nmen

t pol

icy

and

stra

tegy

Perc

enta

ge o

f the

val

ue o

f re

imbu

rsem

ent b

y th

e UN

/AU

reco

gnis

ed

C SA

NDF

(For

ce E

mpl

oym

ent)

Info

rmat

ion

clas

sifie

dD1

_01C

MTS

FOu

tcom

e 11

N/A

N/A

N/A

YES

N/A



Desc

riptio

n of

Pe

rfor

man

ce In

dica

tor

Resp

onsi

bilit

y

(Bud

get

Prog

ram

me)

5 Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Link

age

Link

age

to

DOD

St

rate

gy

Map

MTS

F Ou

tcom

e

Natio

nal

Deve

lopm

ent

Plan

New

Gro

wth

Pa

th

Min

iste

rial

Deliv

ery

Agre

emen

t

MOD

&M

V Pr

iorit

ies

SA D

efen

ce R

evie

w

2015

(Con

solid

ated

En

d-St

ates

)

Num

ber o

f Cov

enan

tal

rela

tions

hips

with

Rel

igio

us

Stak

ehol

ders

(Rel

igio

us A

dvis

ory

Boar

ds)

C SA

NDF

(Adm

inis

tratio

n)25

P1_2

3M

TSF

Ou

tcom

e 3,

11

and

12N/

AN/

AM

TSF

Outc

ome

3N/

AN/

A

Num

ber o

f mar

ketin

g ev

ents

to

prom

ote

the

Rese

rves

C SA

NDF

(Adm

inis

tratio

n)18

0P1

_24

MTS

F

Outc

ome

3N/

AN/

AM

TSF

Outc

ome

3N/

AN/

A

DOD

Activ

ity 2

: En

able

the

DOD

Num

ber o

f vet

ting

deci

sion

s ta

ken

in a

ccor

danc

e wi

th

requ

irem

ents

C SA

NDF

(Def

ence

Inte

llige

nce)

33 5

00P2

_12

MTS

FOu

tcom

e 12

N/A

N/A

N/A

N/A

N/A

Leve

l of i

mpl

emen

tatio

n of

the

Cybe

r War

fare

pla

nC

SAND

F(D

efen

ce In

telli

genc

e)Fu

lly

impl

emen

ted

P2_1

3M

TSF

Outc

ome

3N/

AN/

AN/

AN/

AN/

A

DOD

BFF

5: P

rom

ote

Cons

ensu

s on

Def

ence

Stat

us o

f Pub

lic O

pini

on o

f th

e DO

DSe

c De

f (A

dmin

istra

tion)

77%

F5_0

1M

TSF

Outc

ome

12N/

AN/

AN/

AYE

SSt

rate

gic

Com

mun

icat

ion

Inte

rven

tion

Tab

le 1

: D

OD

Per

form

ance

Info

rmat

ion

alig

ned

and

link

ed t

o G

ove

rnm

ent

Out

com

es a

nd D

OD

Str

ateg

y M

ap f

or

FY20

16/1

7 (c

ont

inue

d)



AN

NEX

URE

B A

MEN

DM

ENTS

TO

TH

E PE

RFO

RMA

NCE

IND

ICAT

ORS

TH

AT A

RE R

EFLE

CTED

IN T

HE

DO

D S

TRAT

EGIC

PLA

N

FOR

2015

TO

202

0

Ser

No.

Loca

tion

of

Amen

dmen

t/s

Perf

orm

ance

Indi

cato

r as

Refle

cted

in th

e

DOD

SP 2

015

to 2

020

Amen

dmen

t as

Re

flect

ed in

the

DO

D AP

P fo

r 201

6Re

mar

ksLo

catio

n of

Am

endm

ent/s

1An

nexu

re A

to th

e DO

D SP

201

5-20

20

D3_0

1: P

erce

ntag

e ad

here

nce

to

Gove

rnan

ce p

rom

ulga

tion

sche

dule

D3_0

1 A:

To a

ddre

ss

depa

rtmen

tal p

olic

ies

D3_0

1B: T

o ad

dres

s de

partm

enta

l stra

tegi

es

Durin

g th

e DO

D Pe

rform

ance

Man

agem

ent W

orks

hop

(25

to 2

7 M

arch

201

5) d

ecis

ion

to d

istin

guis

h be

twee

n DO

D po

licie

s an

d st

rate

gies

to im

prov

e re

porti

ng o

n th

e Pe

rform

ance

Indi

cato

r

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e Po

licy

and

Plan

ning

, Hu

man

Res

ourc

es S

uppo

rt Se

rvic

e, D

efen

ce

Inte

rnat

iona

l Affa

irs, e

tc),

Forc

e Em

ploy

men

t Pr

ogra

mm

e, D

efen

ce In

telli

genc

e Pr

ogra

mm

e, G

ener

al S

uppo

rt Pr

ogra

mm

e (S

ubpr

ogra

mm

e Jo

int L

ogis

tic S

ervi

ces)

and

An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

6

2An

nexu

re A

to th

e DO

D SP

201

5-20

20

D4_0

2: P

erce

ntag

e co

mpl

ianc

e wi

th s

ubm

issi

on d

ates

of D

OD

acco

unta

bilit

y do

cum

ents

D3_0

5: P

erce

ntag

e co

mpl

ianc

e wi

th s

ubm

issi

on d

ates

of D

OD

acco

unta

bilit

y do

cum

ents

the

Perfo

rman

ce In

dica

tor n

umbe

r to

read

D3_

05

Durin

g th

e DO

D Pe

rform

ance

Man

agem

ent W

orks

hop

(2

5 to

27

Mar

ch 2

015)

dec

isio

n to

cha

nge

the

Perfo

rman

ce

Indi

cato

r num

ber D

3_05

to a

ddre

ss s

ound

di

rect

ion

to th

e DO

D

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e M

inis

try, P

olic

y an

d Pl

anni

ng, F

inan

cial

Ser

vice

s, H

uman

Re

sour

ces

Supp

ort S

ervi

ces)

and

Ann

exur

es

A an

d C

to th

e DO

D AP

P fo

r 201

6

3An

nexu

re A

to th

e DO

D SP

201

5-20

20

R3_0

1: P

erce

ntag

e co

mpl

ianc

e wi

th th

e DO

D IC

T Po

rtfol

ios

of th

e de

fenc

e en

terp

rise

info

rmat

ion

syst

ems

mas

ter p

lan

Repl

ace

by R

3_03

: Pe

rcen

tage

of

mod

erni

sed,

sus

tain

able

DOD

IC

T In

tegr

ated

Prim

e Sy

stem

s Ca

pabi

litie

s.

Durin

g th

e DO

D Pe

rform

ance

Man

agem

ent W

orks

hop

(2

5 to

27

Mar

ch 2

015)

dec

isio

n to

repl

ace

the

Perfo

rman

ce

Indi

cato

r with

a n

ew P

erfo

rman

ce In

dica

tor t

hat a

ddre

sses

th

e cu

rrent

ICT

stat

us in

the

DOD

Unde

r the

Gen

eral

Sup

port

Prog

ram

me

(Sub

prog

ram

me

Com

man

d an

d M

anag

emen

t Inf

orm

atio

n Sy

stem

s) a

nd

Anne

xure

s A

and

C to

the

DOD

APP

for 2

016

4An

nexu

re A

to th

e DO

D SP

201

5-20

20

R3_0

2: P

erce

ntag

e av

aila

bilit

y of

the

defe

nce

info

rmat

ion

and

com

mun

icat

ions

infra

stru

ctur

e at

al

l tim

es

Repl

ace

by R

3_03

: Pe

rcen

tage

of

mod

erni

sed,

sus

tain

able

DOD

IC

T In

tegr

ated

Prim

e Sy

stem

s Ca

pabi

litie

s.

Durin

g th

e DO

D Pe

rform

ance

Man

agem

ent W

orks

hop

(2

5 to

27

Mar

ch 2

015)

dec

isio

n to

repl

ace

the

Perfo

rman

ce

Indi

cato

r with

a n

ew P

erfo

rman

ce In

dica

tor t

hat a

ddre

sses

th

e cu

rrent

ICT

stat

us in

the

DOD

Unde

r the

Gen

eral

Sup

port

Prog

ram

me

(Sub

prog

ram

me

Com

man

d an

d M

anag

emen

t Inf

orm

atio

n Sy

stem

s) a

nd

Anne

xure

s A

and

C to

the

DOD

APP

for 2

016

5An

nexu

re A

to th

e DO

D SP

201

5-20

20

P1_1

4: D

OD E

nter

pris

e Ri

sk

Man

agem

ent m

atur

ity le

vel,

achi

eved

D3_0

6: D

OD E

nter

pris

e Ri

sk

Man

agem

ent m

atur

ity le

vel,

achi

eved

Durin

g th

e DO

D Pe

rform

ance

Man

agem

ent W

orks

hop

(2

5 to

27

Mar

ch 2

015)

dec

isio

n to

cha

nge

the

Perfo

rman

ce

Indi

cato

r num

ber t

o ad

dres

s so

und

dire

ctio

n to

the

DOD

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e Po

licy

and

Plan

ning

) and

An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

6

6An

nexu

re A

to th

e DO

D SP

201

5-20

20

P1_1

9: D

OD M

anag

emen

t Pe

rform

ance

Ass

essm

ent T

ool

asse

ssm

ent l

evel

D4_1

0 :

DOD

Man

agem

ent

Perfo

rman

ce A

sses

smen

t Too

l, as

sess

men

t lev

el

Durin

g th

e DO

D Pe

rform

ance

Man

agem

ent W

orks

hop

(2

5 to

27

Mar

ch 2

015)

dec

isio

n to

cha

nge

the

Perfo

rman

ce

Indi

cato

r num

ber t

o ad

dres

s th

e DO

D’s

com

plia

nce

with

Re

gula

tory

Fra

mew

orks

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e Po

licy

and

Plan

ning

) and

An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

6



Ser

No.

Loca

tion

of

Amen

dmen

t/s

Perf

orm

ance

Indi

cato

r as

Refle

cted

in th

e

DOD

SP 2

015

to 2

020

Amen

dmen

t as

Re

flect

ed in

the

DO

D AP

P fo

r 201

6Re

mar

ksLo

catio

n of

Am

endm

ent/s

7An

nexu

re A

to th

e DO

D SP

201

5-20

20

P1_0

6: P

erce

ntag

e pa

ymen

ts w

ithin

30

day

s fro

m re

ceip

t of l

egiti

mat

e in

voic

es

D4_1

1: P

erce

ntag

e pa

ymen

ts

with

in 3

0 da

ys fr

om re

ceip

t of

legi

timat

e in

voic

es

Durin

g th

e DO

D Pe

rform

ance

Man

agem

ent w

orks

hop

(2

5 to

27

Mar

ch 2

015)

dec

isio

n to

cha

nge

the

Perfo

rman

ce

Indi

cato

r num

ber t

o ad

dres

s th

e DO

D’s

com

plia

nce

with

Re

gula

tory

Fra

mew

orks

. DO

D se

es le

gitim

ate

invo

ices

as

invo

ices

that

com

ply

with

the

deta

il/sp

ecifi

catio

ns o

f the

or

der p

lace

d ag

ains

t the

sup

plie

r for

goo

ds a

nd s

ervi

ces

and

that

adh

ere

to th

e DO

D pr

escr

ipts

for a

legi

timat

e pa

ymen

t

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e Fi

nanc

ial S

ervi

ces)

and

An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

6

8An

nexu

re A

to th

e DO

D SP

201

5-20

20

R2_0

7: P

erce

ntag

e of

exp

endi

ture

in

acc

orda

nce

with

faci

litie

s pl

an(p

aym

ent o

f lea

ses)

(pay

men

t of m

unic

ipal

ser

vice

s)(p

aym

ent o

f acc

omm

odat

ion

char

ges)

R2_0

7: P

erce

ntag

e of

ex

pend

iture

in a

ccor

danc

e wi

th

faci

litie

s pl

an.

(pay

men

t of l

ease

s,

acco

mm

odat

ion

char

ges

and

mun

icip

al s

ervi

ces)

Durin

g th

e DO

D Pe

rform

ance

Man

agem

ent W

orks

hop

(2

5 to

27

Mar

ch 2

015)

dec

isio

n to

com

bine

the

thre

e su

b-in

dica

tors

in o

ne s

ub-in

dica

tor t

o im

prov

e th

e m

etho

d of

repo

rting

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e Of

fice

Acco

mm

odat

ion)

an

d An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 20

16

9An

nexu

re A

to th

e DO

D SP

201

5-20

20

R2_0

1: P

erce

ntag

e co

mpl

ianc

e wi

th D

OD R

efur

bish

men

t Pr

ogra

mm

e an

nual

sch

edul

e

Avai

labl

e in

the

Join

t Log

istic

Se

rvic

es L

evel

2 A

PP fo

r 201

6Du

ring

the

DOD

Perfo

rman

ce M

anag

emen

t Wor

ksho

p

(25

to 2

7 M

arch

201

5) d

ecis

ion

to d

elet

e th

e Pe

rform

ance

In

dica

tor f

rom

the

Leve

l 1 D

OD A

PP fo

r 201

6 an

d to

add

ress

it

in th

e C

Log

Leve

l 2 A

PP fo

r 201

6

N/A

10An

nexu

re A

to th

e DO

D SP

201

5-20

20

R2_0

2: P

erce

ntag

e of

app

rove

d ca

pita

l wor

ks p

lan

proj

ects

co

mpl

eted

as

sche

dule

d pe

r yea

r

Avai

labl

e in

the

Join

t Log

istic

Se

rvic

es L

evel

2 A

PP fo

r 201

6Du

ring

the

DOD

Perfo

rman

ce M

anag

emen

t Wor

ksho

p

(25

to 2

7 M

arch

201

5) d

ecis

ion

to d

elet

e th

e Pe

rform

ance

In

dica

tor f

rom

the

Leve

l 1 D

OD A

PP fo

r 201

6 an

d to

add

ress

it

in th

e C

Log

Leve

l 2 A

PP fo

r 201

6N/

A

11An

nexu

re A

to th

e DO

D SP

201

5-20

20

R2_0

3: P

erce

ntag

e co

mpl

ianc

e wi

th D

OD c

odifi

catio

n re

quire

men

tsAv

aila

ble

in th

e Jo

int L

ogis

tic

Serv

ices

Lev

el 2

APP

for 2

016

Durin

g th

e DO

D Pe

rform

ance

Man

agem

ent W

orks

hop

(2

5 to

27

Mar

ch 2

015)

dec

isio

n to

del

ete

the

Perfo

rman

ce

Indi

cato

r fro

m th

e Le

vel 1

DOD

APP

for 2

016

and

to a

ddre

ss

it in

the

C Lo

g Le

vel 2

APP

for 2

016

N/A

12An

nexu

re A

to th

e DO

D SP

201

5-20

20

R2_0

9: P

erce

ntag

e re

ques

ts

appr

oved

for d

ispo

sal v

ersu

s re

ques

ts re

ceiv

ed

Avai

labl

e in

the

Join

t Log

istic

Se

rvic

es L

evel

2 A

PP fo

r 201

6Du

ring

the

DOD

Perfo

rman

ce M

anag

emen

t Wor

ksho

p (2

5 to

27

Mar

ch 2

015)

dec

isio

n to

del

ete

the

Perfo

rman

ce

Indi

cato

r fro

m th

e Le

vel 1

DOD

APP

for 2

016

and

to a

ddre

ss

it in

the

C Lo

g Le

vel 2

APP

for 2

016

N/A

AmendmentstothePerformanceIndicatorsthatarereflectedintheDepartmentofDefenceStrategicPlanforthe2015to2020



Ser

No.

Loca

tion

of

Amen

dmen

t/s

Perf

orm

ance

Indi

cato

r as

Refle

cted

in th

e

DOD

SP 2

015

to 2

020

Amen

dmen

t as

Re

flect

ed in

the

DO

D AP

P fo

r 201

6Re

mar

ksLo

catio

n of

Am

endm

ent/s

13An

nexu

re A

to th

e DO

D SP

201

5-20

20

R2_1

1: P

erce

ntag

e pr

ocur

emen

t re

ques

ts fu

lly c

ompl

eted

with

in 9

0 da

ys

R2_1

1: P

erce

ntag

e pr

ocur

emen

t re

ques

ts fu

lly c

ompl

eted

with

in

90 d

ays

from

day

of r

egis

tratio

n

Durin

g th

e DO

D Pe

rform

ance

Man

agem

ent W

orks

hop

(25

to 2

7 M

arch

201

5) d

ecis

ion

to a

dd th

e wo

rdin

g “d

ays

from

da

y of

regi

stra

tion”

to im

prov

e an

d en

sure

com

plia

nce

with

na

tiona

l im

pera

tives

Unde

r the

Gen

eral

Sup

port

Prog

ram

me

(Sub

prog

ram

me

Join

t Log

istic

Ser

vice

s) a

nd

Anne

xure

s A

and

C to

the

DOD

APP

for 2

016

14An

nexu

re A

to th

e DO

D SP

201

5-20

20

R2_1

2: P

erce

ntag

e re

ques

ts

appr

oved

for d

ispo

sal v

ersu

s re

ques

ts re

ceiv

ed

Avai

labl

e in

the

Join

t Log

istic

Se

rvic

es L

evel

2 A

PP fo

r 201

6Du

ring

the

DOD

Perfo

rman

ce M

anag

emen

t Wor

ksho

p (2

5 to

27

Mar

ch 2

015)

dec

isio

n to

del

ete

the

Perfo

rman

ce

Indi

cato

r fro

m th

e Le

vel 1

DOD

APP

for 2

016

and

to a

ddre

ss

it in

the

C Lo

g Le

vel 2

APP

for 2

016

N/A

15An

nexu

re A

to th

e DO

D SP

201

5-20

20

New

Indi

cato

r R2

_13

: Pe

rcen

tage

util

isat

ion

of

endo

wmen

t pro

perty

in th

e DO

D Du

ring

the

DOD

Perfo

rman

ce M

anag

emen

t Wor

ksho

p (2

5 to

27

Mar

ch 2

015)

dec

isio

n to

sup

port

the

MOD

&M

V pr

iorit

ies

for t

he M

TEF

perio

d

Unde

r the

Gen

eral

Sup

port

Prog

ram

me

(Sub

prog

ram

me

Join

t Log

istic

Ser

vice

s) a

nd

Anne

xure

s A

and

C to

the

DOD

APP

for 2

016

16An

nexu

re A

to th

e DO

D SP

201

5-20

20

New

Indi

cato

rD3

_08:

Per

cent

age

com

plia

nce

with

the

esta

blis

hmen

t of t

he

Mili

tary

Stra

tegi

c Di

rect

ion

Regi

ster

Durin

g th

e DO

D Pe

rform

ance

Man

agem

ent W

orks

hop

(25

to

27 M

arch

201

5) d

ecis

ion

to s

uppo

rt th

e M

OD&

MV

prio

ritie

s fo

r the

MTE

F pe

riod

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e Po

licy

and

Plan

ning

[M

ilita

ry P

olic

y, S

trate

gy a

nd P

lann

ing]

) and

An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

6

17An

nexu

re A

to th

e DO

D SP

201

5-20

20

D3_0

5: P

erce

ntag

e co

mpl

ianc

e wi

th s

ubm

issi

on d

ates

of D

OD

acco

unta

bilit

y do

cum

ents

(Rep

orts

on

RFC

Activ

ities

su

bmitt

ed in

line

with

Nat

iona

l Pr

escr

ipts

)

D3_0

5: P

erce

ntag

e co

mpl

ianc

e wi

th s

ubm

issi

on d

ates

of D

OD

acco

unta

bilit

y do

cum

ents

(Rep

orts

on

RFC

Activ

ities

su

bmitt

ed to

the

Exec

utiv

e Au

thor

ity)

Durin

g th

e DO

D Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (2

to

4 Se

ptem

ber 2

015)

dec

isio

n to

am

end

the

word

ing

as th

e RF

C is

resp

onsi

ble

to s

ubm

it th

eir r

epor

t to

the

Exec

utiv

e Au

thor

ity

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e Re

serv

e Fo

rce

Coun

cil)

and

Anne

xure

s A

and

C to

the

DOD

APP

for 2

016

18An

nexu

re A

to th

e DO

D SP

201

5-20

20

D3_0

5: P

erce

ntag

e co

mpl

ianc

e wi

th s

ubm

issi

on d

ates

of D

OD

acco

unta

bilit

y do

cum

ents

(Rep

orts

on

DFSC

Act

iviti

es

subm

itted

in li

ne w

ith N

atio

nal

Pres

crip

ts)

D3_0

5: P

erce

ntag

e co

mpl

ianc

e wi

th s

ubm

issi

on d

ates

of D

OD

acco

unta

bilit

y do

cum

ents

(Rep

orts

on

DFSC

Act

iviti

es

subm

itted

to th

e Ex

ecut

ive

Auth

ority

)

Durin

g th

e DO

D Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (2

to

4 Se

ptem

ber 2

015)

dec

isio

n to

am

end

the

word

ing

as th

e DF

SC i

s re

spon

sibl

e to

sub

mit

thei

r rep

ort t

o th

e Ex

ecut

ive

Auth

ority

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e De

fenc

e Fo

rce

Serv

ice

Com

mis

sion

) and

Ann

exur

es A

and

C to

the

DOD

APP

for 2

016

19An

nexu

re A

to th

e DO

D SP

201

5-20

20

P1_1

8: E

stab

lishe

d DO

D st

rate

gic

rese

arch

cap

abili

ty s

tatu

sRe

plac

e by

D3_

07: E

stab

lishe

d DO

D st

rate

gic

rese

arch

cap

abili

ty

stat

us

Durin

g th

e DO

D Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (2

to

4 S

epte

mbe

r 201

5) d

ecis

ion

that

the

Perfo

rman

ce

Indi

cato

r num

ber t

o be

am

ende

d fro

m P

1_18

to D

3_07

as

this

Per

form

ance

Indi

cato

r add

ress

es t

he d

epar

tmen

t’s

com

plia

nce

with

the

natio

nal i

mpe

rativ

e (F

OSAD

Act

ion

Plan

[201

4-20

19])

in te

rms

of ti

mel

y re

spon

ses

to C

hapt

er

9 an

d 10

inst

itutio

ns

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e De

partm

enta

l Dire

ctio

n)

and

Anne

xure

s A

and

C to

the

DOD

APP

for

2016



Ser

No.

Loca

tion

of

Amen

dmen

t/s

Perf

orm

ance

Indi

cato

r as

Refle

cted

in th

e

DOD

SP 2

015

to 2

020

Amen

dmen

t as

Re

flect

ed in

the

DO

D AP

P fo

r 201

6Re

mar

ksLo

catio

n of

Am

endm

ent/s

20An

nexu

re A

to th

e DO

D SP

201

5-20

20

D3_0

1B: P

erce

ntag

e ad

here

nce

to

Gove

rnan

ce p

rom

ulga

tion

sche

dule

(Hum

an R

esou

rces

Dev

elop

men

t St

rate

gy s

tatu

s)

D3_0

1B: P

erce

ntag

e ad

here

nce

to G

over

nanc

e pr

omul

gatio

n sc

hedu

le

(Hum

an R

esou

rces

Stra

tegy

st

atus

)

Durin

g th

e DO

D Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (2

to 4

Sep

tem

ber 2

015)

dec

isio

n to

del

ete

the

word

“d

evel

opm

ent”

, as

the

Hum

an R

esou

rce

Stra

tegy

is

in th

e de

velo

pmen

t pha

se a

nd th

eref

ore

the

word

ing

“dev

elop

men

t” re

fers

to th

e ta

rget

of t

his

Perfo

rman

ce

Indi

cato

r

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e Hu

man

Res

ourc

es S

uppo

rt Se

rvic

es) a

nd A

nnex

ures

A a

nd C

to th

e DO

D AP

P fo

r 201

6

21An

nexu

re A

to th

e DO

D SP

201

5-20

20

New

Indi

cato

rD3

_01A

: Per

cent

age

adhe

renc

e to

Gov

erna

nce

prom

ulga

tion

sche

dule

(Inte

rnsh

ip P

olic

y st

atus

)

Durin

g th

e DO

D Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (2

to

4 Se

ptem

ber 2

015)

dec

isio

n to

add

the

deve

lopm

ent o

f a

depa

rtmen

tal s

trate

gy to

add

ress

the

DOD'

s Su

ppor

t to

the

natio

nal i

mpe

rativ

e “In

tern

ship

s”

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e Hu

man

Res

ourc

es S

uppo

rt Se

rvic

es) a

nd A

nnex

ures

A a

nd C

to th

e DO

D AP

P fo

r 201

6

22An

nexu

re A

to th

e DO

D SP

201

5-20

20

P1_2

5: D

OD E

thic

s M

anag

emen

t St

atus

D3_0

1B:

Perc

enta

ge a

dher

ence

to

Gov

erna

nce

prom

ulga

tion

sche

dule

(DOD

Eth

ics

Man

agem

ent S

tatu

s)

Durin

g th

e DO

D Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (2

to

4 Se

ptem

ber 2

015)

dec

isio

n to

am

end

the

Perfo

rman

ce

Indi

cato

r num

ber t

o D3

_01B

as

this

Per

form

ance

Indi

cato

r ad

dres

ses

the

deve

lopm

ent o

f a d

epar

tmen

tal s

trate

gy

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e Hu

man

Res

ourc

es S

uppo

rt Se

rvic

es) a

nd A

nnex

ures

A a

nd C

to th

e DO

D AP

P fo

r 201

6

23An

nexu

re A

to th

e DO

D SP

201

5-20

20

D4_0

7: P

erce

ntag

e of

cas

es o

f Co

rrupt

ion

and

Frau

d pr

osec

uted

(Con

vict

ion

rate

of p

erso

ns R

5 m

illio

n an

d ov

er)

Dele

ted

from

the

DOD

APP

for

2016

but

will

rem

ain

in A

nnex

ure

A as

it is

a M

TSF

requ

irem

ent

(Out

com

e 3

Sub-

outc

ome

7)

Durin

g th

e DO

D Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (2

to

4 Se

ptem

ber 2

015)

dec

isio

n th

at th

e m

ain

Perfo

rman

ce

Indi

cato

r D4_

07: P

erce

ntag

e of

cas

es o

f Cor

rupt

ion

and

Frau

d pr

osec

uted

and

the

asso

ciat

ed Te

chni

cal D

atas

heet

wi

ll in

clud

e ca

ses

pros

ecut

ed o

f R5

mill

ion

and

over

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e Le

gal S

ervi

ces)

and

An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

6

24An

nexu

re A

to th

e DO

D SP

201

5-20

20

P1_0

5: N

umbe

r of d

isci

plin

ary

case

s in

the

DOD

final

ised

with

in

90 d

ays

(Mili

tary

Dis

cipl

inar

y Ca

ses)

P1_0

5: P

erce

ntag

e of

dis

cipl

inar

y ca

ses

in th

e DO

D fin

alis

ed w

ithin

90

day

s

(Mili

tary

Dis

cipl

inar

y Ca

ses)

The

5 ye

ar s

trate

gic

targ

et is

am

ende

d to

read

100

%

Durin

g th

e DO

D Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (2

to 4

Se

ptem

ber 2

015)

dec

isio

n to

cha

nge

the

actu

al n

umbe

r to

perc

enta

ge.

The

5 ye

ar s

trate

gic

targ

et is

am

ende

d to

read

10

0%

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e Le

gal S

ervi

ces)

and

An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

6

25An

nexu

re A

to th

e DO

D SP

201

5-20

20

D4_0

5: N

umbe

r of d

etec

tion

inve

stig

atio

ns o

f Cor

rupt

ion

and

Frau

d co

nduc

ted

D4_0

5 Pe

rcen

tage

of C

orru

ptio

n an

d Fr

aud

inci

dent

s de

tect

ed fo

r in

vest

igat

ion

The

5 ye

ar s

trate

gic

targ

et is

am

ende

d to

read

100

%

Durin

g th

e DO

D Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (2

to 4

Se

ptem

ber 2

015)

dec

isio

n to

cha

nge

the

actu

al n

umbe

r to

perc

enta

ge.

The

5 ye

ar s

trate

gic

targ

et is

am

ende

d to

read

10

0%

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e In

spec

tion

Serv

ices

) and

An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

6




Ser

No.

Loca

tion

of

Amen

dmen

t/s

Perf

orm

ance

Indi

cato

r as

Refle

cted

in th

e

DOD

SP 2

015

to 2

020

Amen

dmen

t as

Re

flect

ed in

the

DO

D AP

P fo

r 201

6Re

mar

ksLo

catio

n of

Am

endm

ent/s

26An

nexu

re A

to th

e DO

D SP

201

5-20

20

P1_2

1: N

umbe

r of d

etec

ted

Natio

nal A

nti-c

orru

ptio

n Ho

tline

(N

ACH)

cas

es c

ondu

cted

P1_2

1: P

erce

ntag

e of

Nat

iona

l An

ti-co

rrupt

ion

Hotli

ne

(NAC

H) in

cide

nts

dete

cted

for

inve

stig

atio

nTh

e 5

year

stra

tegi

c ta

rget

is

amen

ded

to re

ad 1

00%

Durin

g th

e DO

D Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (2

to 4

Se

ptem

ber 2

015)

dec

isio

n to

cha

nge

the

actu

al n

umbe

r to

perc

enta

ge.

The

5 ye

ar s

trate

gic

targ

et is

am

ende

d to

read

10

0%

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e In

spec

tion

Serv

ices

) and

An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

6

27An

nexu

re A

to th

e DO

D SP

201

5-20

20

D1_1

0: P

erce

ntag

e co

mpl

ianc

e wi

th n

umbe

r of o

rder

ed

com

mitm

ents

(Exte

rnal

Ope

ratio

ns)

D1_1

0: P

erce

ntag

e co

mpl

ianc

e wi

th n

umbe

r of o

rder

ed

com

mitm

ents

(Gen

eral

Mili

tary

Ass

ista

nce)

Durin

g th

e DO

D Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (2

to

4 Se

ptem

ber 2

015)

dec

isio

n to

incl

ude

Gene

ral M

ilita

ry

Assi

stan

ce a

s th

e DO

D ex

tern

al in

volv

emen

t is

not o

nly

limit

to e

xecu

tion

of o

pera

tions

Unde

r the

Lan

dwar

d De

fenc

e Pr

ogra

mm

e,

Defe

nce

Inte

llige

nce

and

Anne

xure

s A

and

C to

the

DOD

APP

for 2

016

28An

nexu

re A

to th

e DO

D SP

201

5-20

20

D1_0

2: N

umbe

r of l

andw

ard

sub-

units

dep

loye

d on

bor

der

safe

guar

ding

per

yea

r

D1_0

2: N

umbe

r of l

andw

ard

sub-

units

dep

loye

d on

bor

der

safe

guar

ding

per

yea

r Th

e 5

year

stra

tegi

c ta

rget

is

amen

ded

to re

ad 1

00%

(15)

Durin

g th

e DO

D Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (2

to 4

Se

ptem

ber 2

015)

a d

ecis

ion

by th

e de

partm

enta

l Com

man

d Bo

dies

that

the

num

ber o

f lan

dwar

d su

b-un

its d

eplo

yed

on

bord

er s

afeg

uard

ing

per y

ear w

ill in

crea

se fr

om 1

3 to

15

was

supp

orte

d an

d th

eref

ore

the

5 ye

ar s

trate

gic

targ

et is

am

ende

d to

read

100

% (1

5)

Unde

r the

For

ce E

mpl

oym

ent

Prog

ram

me

and

Anne

xure

s A

and

C to

the

DOD

APP

for

2016

29An

nexu

re A

to th

e DO

D SP

201

5-20

20

R2_0

4: P

erce

ntag

e av

aila

bilit

y of

m

edic

al s

tock

R2

_04:

Per

cent

age

avai

labi

lity

of

med

ical

sto

ck

The

5 ye

ar s

trate

gic

targ

et is

am

ende

d to

read

Info

rmat

ion

clas

sifie

d

Durin

g th

e DO

D Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (2

to

4 Se

ptem

ber 2

015)

dec

isio

n to

cha

nge

the

Perfo

rman

ce

Indi

cato

r tar

get t

o “In

form

atio

n cl

assi

fied”

as

the

DOD

has

no c

ontro

l ove

r the

ava

ilabi

lity

of n

atio

nal m

edic

al s

tock

Unde

r the

Mili

tary

Hea

lth S

uppo

rt Pr

ogra

mm

e an

d An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

6

30An

nexu

re A

to th

e DO

D SP

201

5-20

20

P1_0

5: N

umbe

r of d

isci

plin

ary

case

s in

the

DOD

final

ised

with

in

90 d

ays

(PSA

P Di

scip

linar

y Ca

ses)

P1_0

5: P

erce

ntag

e of

dis

cipl

inar

y ca

ses

in th

e DO

D fin

alis

ed w

ithin

90

day

s

(PSA

P Di

scip

linar

y Ca

ses)

The

5 ye

ar s

trate

gic

targ

et is

am

ende

d to

read

100

%

Durin

g th

e DO

D Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (2

to 4

Se

ptem

ber 2

015)

dec

isio

n to

am

end

the

actu

al n

umbe

r to

perc

enta

ge.

The

5 ye

ar s

trate

gic

targ

et is

am

ende

d to

read

10

0%

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e Hu

man

Res

ourc

es S

uppo

rt Se

rvic

es) a

nd A

nnex

ures

A a

nd C

to th

e DO

D AP

P fo

r 201

6

31An

nexu

re A

to th

e DO

D SP

201

5-20

20

P3_0

3: To

tal n

umbe

r of D

efen

ce

Atta

ché

Offic

esP3

_03:

Tota

l num

ber o

f Def

ence

At

tach

é Of

fices

The

5 ye

ar s

trate

gic

targ

et is

am

ende

d to

read

46

Durin

g th

e DO

D Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (2

to

4 Se

ptem

ber 2

015)

dec

isio

n to

am

end

the

Perfo

rman

ce

Indi

cato

r tar

get a

nd 5

yea

r stra

tegi

c ta

rget

as

the

num

ber o

f M

ilita

ry A

ttach

és in

crea

sed

from

45

in F

Y201

5/16

to 4

6 in

FY

2016

/17

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e De

fenc

e Fo

reig

n Re

latio

ns)

and

Anne

xure

s A

and

C to

the

DOD

APP

for

2016



Ser

No.

Loca

tion

of

Amen

dmen

t/s

Perf

orm

ance

Indi

cato

r as

Refle

cted

in th

e

DOD

SP 2

015

to 2

020

Amen

dmen

t as

Re

flect

ed in

the

DO

D AP

P fo

r 201

6Re

mar

ksLo

catio

n of

Am

endm

ent/s

32An

nexu

re A

to th

e DO

D SP

201

5-20

20

D4_0

6: P

erce

ntag

e of

cas

es o

f Co

rrupt

ion

and

Frau

d in

vest

igat

edTh

e 5

year

stra

tegi

c ta

rget

read

s 10

0%(B

asel

ine

targ

et o

f 80

case

s pe

r an

num

)

D4_0

6: P

erce

ntag

e of

cas

es

of C

orru

ptio

n an

d Fr

aud

inve

stig

ated

The

5 ye

ar s

trate

gic

targ

et is

am

ende

d to

read

100

%

Durin

g th

e DO

D Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (2

to

4 S

epte

mbe

r 201

5) d

ecis

ion

to a

men

d th

e 5

year

st

rate

gic

targ

et t

o ex

clud

e th

e nu

mbe

r of a

ctua

l cas

es a

s th

e re

duct

ion

of th

e bu

dget

allo

catio

n to

the

Mili

tary

Pol

ice

Capa

bilit

y wi

ll ha

ve a

n im

pact

on

the

tota

l of c

ases

bei

ng

inve

stig

ated

per

yea

r

Unde

r the

Gen

eral

Sup

port

Prog

ram

me

(Sub

prog

ram

me

Mili

tary

Pol

ice

Capa

bilit

y)

and

Anne

xure

s A

and

C to

the

DOD

APP

for

2016

33An

nexu

re A

to th

e DO

D SP

201

5-20

20

P1_2

5: D

OD E

thic

s M

anag

emen

t st

atus

D3_0

1B:

Perc

enta

ge a

dher

ence

to

DOD

gov

erna

nce

prom

ulga

tion

sche

dule

(DOD

Eth

ics

Man

agem

ent s

tatu

s)

Durin

g th

e DO

D Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (2

to

4 Se

ptem

ber 2

015)

dec

isio

n to

am

end

the

Perfo

rman

ce

Indi

cato

r num

ber t

o ad

dres

s so

und

dire

ctio

n to

the

DOD

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e Hu

man

Res

ourc

es S

uppo

rt Se

rvic

es) a

nd A

nnex

ures

A a

nd C

to th

e DO

D AP

P fo

r 201

6

34An

nexu

re A

to th

e DO

D SP

201

5-20

20

P1_1

4: D

OD E

nter

pris

e Ri

sk

Man

agem

ent m

atur

ity le

vel,

achi

eved

The

5 ye

ar s

trate

gic

targ

et re

ad

Leve

l 6

D3_0

6: D

OD E

nter

pris

e Ri

sk

Man

agem

ent m

atur

ity le

vel

achi

eved

Th

e 5

year

stra

tegi

c ta

rget

is

amen

ded

to re

ad 7

3.33

% (L

evel

4)

Durin

g th

e DO

D Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (2

to

4 Se

ptem

ber 2

015)

dec

isio

n to

am

end

the

5 ye

ar s

trate

gic

targ

et to

read

Lev

el 4

bas

ed o

n th

e ac

tual

ach

ieve

men

ts

durin

g FY

2014

/15,

as

refle

cted

in th

e DO

D An

nual

Rep

ort

for F

Y201

4/15

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e Po

licy

and

Plan

ning

) and

An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

6

35An

nexu

re A

to th

e DO

D SP

201

5-20

20

P1_1

9: D

OD M

anag

emen

t Pe

rform

ance

Ass

essm

ent T

ool,

asse

ssm

ent l

evel

The

5 ye

ar s

trate

gic

targ

et re

ad

Leve

l 3

D4_1

0 :

DOD

Man

agem

ent

Perfo

rman

ce A

sses

smen

t Too

l, as

sess

men

t lev

el a

chie

ved

Th

e 5

year

stra

tegi

c ta

rget

to re

ad

69.5

% (L

evel

2.6

)

Durin

g th

e DO

D Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (2

to

4 Se

ptem

ber 2

015)

dec

isio

n to

am

end

the

5 ye

ar s

trate

gic

targ

et to

read

Lev

el 2

.6 b

ased

on

the

actu

al a

chie

vem

ents

du

ring

FY20

14/1

5, a

s re

flect

ed in

the

DOD

Annu

al R

epor

t fo

r FY2

014/

15

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e Po

licy

and

Plan

ning

) and

An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

6

36An

nexu

re A

to th

e DO

D SP

201

5-20

20

R1_1

G: P

erce

ntag

e co

mpl

ianc

e wi

th S

ANDF

Bat

tle fi

tnes

s re

quire

men

tsTh

e 5

year

stra

tegi

c ta

rget

read

10

0%

The

5 ye

ar s

trate

gic

targ

et is

am

ende

d to

read

Info

rmat

ion

clas

sifie

d

Durin

g th

e DO

D Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (2

to

4 Se

ptem

ber 2

015)

dec

isio

n to

am

end

the

5 ye

ar s

trate

gic

targ

et fr

om 1

00%

to “

Info

rmat

ion

clas

sifie

d” a

s th

is is

no

t for

pub

lic c

onsu

mpt

ion

but t

he a

ctua

l tar

gets

will

be

avai

labl

e to

sta

tuto

ry e

ntiti

es fo

r aud

it pu

rpos

es

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e Hu

man

Res

ourc

es S

uppo

rt Se

rvic

es) a

nd A

nnex

ures

A a

nd C

to th

e DO

D AP

P fo

r 201

6

37An

nexu

re A

to th

e DO

D SP

201

5-20

20

R2_1

1: P

erce

ntag

e pr

ocur

emen

t re

ques

ts fu

lly c

ompl

eted

with

in 9

0 da

ysTh

e 5

year

stra

tegi

c ta

rget

read

10

0%

R2_1

1: P

erce

ntag

e pr

ocur

emen

t re

ques

ts fu

lly c

ompl

eted

with

in

90 d

ays

from

day

of r

egis

tratio

nTh

e 5

year

stra

tegi

c ta

rget

is

amen

ded

to re

ad 9

6%

Durin

g th

e DO

D Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (2

to

4 Se

ptem

ber 2

015)

dec

isio

n to

am

end

the

5 ye

ar s

trate

gic

targ

et fr

om 1

00%

to 9

6% b

ased

on

actu

al a

chie

vem

ents

Unde

r the

the

Gene

ral S

uppo

rt Pr

ogra

mm

e (S

ubpr

ogra

mm

e Jo

int L

ogis

tic S

ervi

ces)

and

An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

6




Ser

No.

Loca

tion

of

Amen

dmen

t/s

Perf

orm

ance

Indi

cato

r as

Refle

cted

in th

e

DOD

SP 2

015

to 2

020

Amen

dmen

t as

Re

flect

ed in

the

DO

D AP

P fo

r 201

6Re

mar

ksLo

catio

n of

Am

endm

ent/s

38An

nexu

re A

to th

e DO

D SP

201

5-20

20

D4_0

1: N

umbe

r of A

udit

Find

ings

D4

_01:

Num

ber o

f Aud

it Qu

alifi

catio

nsDu

ring

the

DOD

Perfo

rman

ce In

form

atio

n W

orks

hop

(2 to

4

Sept

embe

r 201

5) d

ecis

ion

to a

men

d Pe

rform

ance

Indi

cato

r to

read

“Nu

mbe

r of A

udit

Qual

ifica

tions

” w

hich

will

incl

ude

all f

indi

ngs

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e Fi

nanc

ial S

ervi

ces)

and

An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 201

6

39An

nexu

re A

to th

e DO

D SP

201

5-20

20

D1_0

1A:

Perc

enta

ge c

ompl

ianc

e wi

th fo

rce

leve

ls fo

r exte

rnal

op

erat

ions

The

resp

onsi

bilit

y ow

ner i

s on

ly

C SA

NDF

(For

ce E

mpl

oym

ent)

Durin

g th

e de

velo

pmen

t of t

he D

OD A

PP fo

r 201

6 th

e re

spon

sibi

lity

owne

r was

am

ende

d to

refle

ct o

nly

Forc

e Em

ploy

men

t

Unde

r the

For

ce E

mpl

oym

ent P

rogr

amm

e an

d An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 20

16

40An

nexu

re A

to th

e DO

D SP

201

5-20

20

D1_0

5: N

umbe

r of f

orce

em

ploy

men

t hou

rs fl

own

per y

ear

D1_0

5: N

umbe

r of f

orce

em

ploy

men

t hou

rs fl

own

per y

ear

The

5 ye

ar s

trate

gic

targ

et is

am

ende

d to

read

100

% (2

6 50

0)

Durin

g th

e de

velo

pmen

t of t

he D

OD A

PP fo

r 201

6 an

d fin

al

depa

rtmen

tal b

udge

t allo

catio

n, re

quire

d th

e am

endm

ent

of th

e 5

year

stra

tegi

c ta

rget

from

100

% (3

2 00

0) to

100

%

(26

500)

Unde

r the

Air

Defe

nce

Prog

ram

me

and

Anne

xure

s A

and

C to

the

DOD

APP

for 2

016

41An

nexu

re A

to th

e DO

D SP

201

5-20

20

D_2.

1 S

trate

gic

Outp

ut:

Perc

enta

ge c

ompl

ianc

e wi

th J

oint

Fo

rce

Empl

oym

ent R

equi

rem

ents

(in

clud

ing

the

Sout

h Af

rican

De

velo

pmen

t Com

mun

ity s

tand

by

forc

e pl

edge

)

The

Stra

tegi

c Ou

tput

was

am

ende

d to

read

“D_

2.1

St

rate

gic

Outp

ut:

Perc

enta

ge

com

plia

nce

with

Joi

nt F

orce

Em

ploy

men

t Req

uire

men

ts

(incl

udin

g th

e So

uthe

rn A

frica

n De

velo

pmen

t Com

mun

ity

Stan

dby

Forc

e Pl

edge

)”

Durin

g th

e de

velo

pmen

t of t

he D

OD A

PP fo

r 201

6 th

e ph

rasi

ng “

Sout

hern

Afri

can

Deve

lopm

ent C

omm

unity

St

andb

y Fo

rce

Pled

ge”

was

corre

cted

Unde

r the

For

ce E

mpl

oym

ent P

rogr

amm

e an

d An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 20

16

42An

nexu

re A

to th

e DO

D SP

201

5-20

20

D_3.

1 S

trate

gic

Outp

ut:

Perc

enta

ge a

dher

ence

to D

OD

gove

rnan

ce p

rom

ulga

tion

sche

dule

D_3.

1 S

trate

gic

Outp

ut:

Perc

enta

ge a

dher

ence

to D

OD

gove

rnan

ce p

rom

ulga

tion

sche

dule

.Th

e 5

year

stra

tegi

c ta

rget

is

amen

ded

to re

ad 9

3.33

%

Durin

g th

e de

velo

pmen

t of t

he D

OD A

PP fo

r 201

6 re

quire

d th

e am

endm

ent o

f the

5 y

ear s

trate

gic

targ

et fr

om 1

00%

to

93.3

3% b

ased

on

actu

al a

chie

vem

ents

Anne

xure

s A

and

C to

the

DOD

APP

for 2

016

43An

nexu

re A

to th

e DO

D SP

201

5-20

20

D_4.

1 S

trate

gic

Outc

ome:

Pe

rcen

tage

Def

ence

com

plia

nce

with

Reg

ulat

ory

Fram

ewor

k

D_4.

1 S

trate

gic

Outc

ome:

Pe

rcen

tage

Def

ence

com

plia

nce

with

Reg

ulat

ory

Fram

ewor

k.

The

5 ye

ar s

trate

gic

targ

et is

am

ende

d to

read

86.

12%

Durin

g th

e de

velo

pmen

t of t

he D

OD A

PP fo

r 201

6 re

quire

d th

e am

endm

ent o

f the

5 y

ear s

trate

gic

targ

et f

rom

100

% t

o 86

.12%

bas

ed o

n ac

tual

ach

ieve

men

ts

Anne

xure

s A

and

C to

the

DOD

APP

for 2

016



Ser

No.

Loca

tion

of

Amen

dmen

t/s

Perf

orm

ance

Indi

cato

r as

Refle

cted

in th

e

DOD

SP 2

015

to 2

020

Amen

dmen

t as

Re

flect

ed in

the

DO

D AP

P fo

r 201

6Re

mar

ksLo

catio

n of

Am

endm

ent/s

44An

nexu

re A

to th

e DO

D SP

201

5-20

20

P_1.

1 S

trate

gic

Outp

ut:

Perc

enta

ge D

efen

ce a

dmin

istra

tion

com

plia

nce

inde

x

P_1.

1 S

trate

gic

Outp

ut:

Perc

enta

ge D

efen

ce

adm

inis

tratio

n co

mpl

ianc

e in

dex.

The

5 ye

ar s

trate

gic

targ

et is

am

ende

d fro

m 7

0% to

read

72

.5%

Durin

g th

e de

velo

pmen

t of t

he D

OD A

PP fo

r 201

6 re

quire

d th

e am

endm

ent o

f the

5 y

ear s

trate

gic

targ

et f

rom

70%

to

read

72.

5% b

ased

on

actu

al a

chie

vem

ents

Anne

xure

s A

and

C to

the

DOD

APP

for 2

016

45An

nexu

re A

to th

e DO

D SP

201

5-20

20

P3_0

2: N

umbe

r of j

oint

, in

terd

epar

tmen

tal,

inte

rage

ncy

and

mul

tinat

iona

l mili

tary

exe

rcis

es

cond

ucte

d pe

r yea

rTh

e 5

year

stra

tegi

c ta

rget

read

s 21

P3_0

2: N

umbe

r of j

oint

, in

terd

epar

tmen

tal,

inte

rage

ncy

and

mul

tinat

iona

l mili

tary

ex

erci

ses

cond

ucte

d pe

r yea

rTh

e 5

year

stra

tegi

c ta

rget

to

read

18

Refin

emen

t of t

he M

TSF

(201

4 –

2019

) by

Pres

iden

cy

(DPM

E) to

geth

er w

ith C

JOp

s to

ok p

lace

to a

ddre

ss o

nly

SAND

F’s

parti

cipa

tion

in th

e hi

gher

leve

l of S

ADC

and

inte

rdep

artm

enta

l/int

eran

gecy

exe

rcis

es

Unde

r the

For

ce E

mpl

oym

ent P

rogr

amm

e an

d An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 20

16

46An

nexu

re A

to th

e DO

D SP

201

5-20

20

R1_1

C: N

umbe

r of r

eser

ve fo

rce

pers

onda

ysR1

_1C:

Num

ber o

f res

erve

forc

e pe

rson

days

The

5 ye

ar s

trate

gic

targ

et

is a

men

ded

from

100

%

(12

162

435)

to re

ad 1

00%

(1

3 26

6 33

5)

Durin

g th

e de

velo

pmen

t of t

he D

OD A

PP fo

r 201

6 re

quire

d th

e am

endm

ent o

f the

5 y

ear s

trate

gic

targ

et f

rom

100

%

(12

162

435)

to re

ad 1

00%

(13

266

335)

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e Hu

man

Res

ourc

es S

uppo

rt Se

rvic

es) a

nd A

nnex

ures

A a

nd C

to th

e DO

D AP

P fo

r 201

6

47An

nexu

re A

to th

e DO

D SP

201

5-20

20

R1_1

B: N

umbe

r of m

ilita

ry s

kills

de

velo

pmen

t mem

bers

in th

e sy

stem

per

yea

r

R1_1

B: N

umbe

r of m

ilita

ry s

kills

de

velo

pmen

t mem

bers

in th

e sy

stem

per

yea

rTh

e 5

year

stra

tegi

c ta

rget

is

amen

ded

from

19

635

to 1

9 75

9

Durin

g th

e de

velo

pmen

t of t

he D

OD A

PP fo

r 201

6 re

quire

d th

e am

endm

ent o

f the

5 y

ear s

trate

gic

targ

et f

rom

19

635

to 1

9 75

9

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e Hu

man

Res

ourc

es S

uppo

rt Se

rvic

es) a

nd A

nnex

ures

A a

nd C

to th

e DO

D AP

P fo

r 201

6

48An

nexu

re A

to th

e DO

D SP

201

5-20

20

R_2.

1 S

trate

gic

Outp

ut:

Defe

nce

infra

stru

ctur

e re

vita

lisat

ion

stat

usR_

2.1

Stra

tegi

c Ou

tput

: De

fenc

e in

frast

ruct

ure

revi

talis

atio

n st

atus

The

5 ye

ar s

trate

gic

targ

et is

am

ende

d fro

m 9

2.2%

to 9

5%

Durin

g th

e de

velo

pmen

t of t

he D

OD A

PP fo

r 201

6 re

quire

d th

e am

endm

ent o

f the

5 y

ear s

trate

gic

targ

et fr

om 9

2.2%

to

95%

Anne

xure

s A

and

C to

the

DOD

APP

for 2

016

49An

nexu

re A

to th

e DO

D SP

201

5-20

20

R_2.

3 S

trate

gic

Outp

ut: P

erce

ntag

e Lo

gist

ics

com

plia

nce

stat

usR_

2.3

Stra

tegi

c Ou

tput

: Pe

rcen

tage

Log

istic

s co

mpl

ianc

e st

atus

The

5 ye

ar s

trate

gic

targ

et is

am

ende

d fro

m 1

00%

to 9

9.2%

Durin

g th

e de

velo

pmen

t of t

he D

OD A

PP fo

r 201

6 re

quire

d th

e am

endm

ent o

f the

5 y

ear s

trate

gic

targ

et f

rom

100

% to

92

.2%

Anne

xure

s A

and

C to

the

DOD

APP

for 2

016




Ser

No.

Loca

tion

of

Amen

dmen

t/s

Perf

orm

ance

Indi

cato

r as

Refle

cted

in th

e

DOD

SP 2

015

to 2

020

Amen

dmen

t as

Re

flect

ed in

the

DO

D AP

P fo

r 201

6Re

mar

ksLo

catio

n of

Am

endm

ent/s

50An

nexu

re A

to th

e DO

D SP

201

5-20

20

P2_1

2: N

umbe

r of v

ettin

g de

cisi

ons

take

n in

acc

orda

nce

with

re

quire

men

ts

P2_1

2: N

umbe

r of v

ettin

g de

cisi

ons

take

n in

acc

orda

nce

with

requ

irem

ents

The

5 ye

ar s

trate

gic

targ

et is

am

ende

d fro

m 2

5 00

0 to

33

500

Durin

g th

e de

velo

pmen

t of t

he D

OD A

PP fo

r 201

6 re

quire

d th

e am

endm

ent o

f the

5 y

ear s

trate

gic

targ

et f

rom

25

000

to 3

3 50

0

Unde

r the

Def

ence

Inte

llige

nce

Prog

ram

me

an

d An

nexu

res

A an

d C

to th

e DO

D AP

P fo

r 20

16

51An

nexu

re A

to th

e DO

D SP

201

5-20

20

P1_0

1: P

roje

cted

num

ber o

f de

liber

ate

crim

e pr

even

tion

oper

atio

ns

P1_0

1: P

roje

cted

num

ber o

f de

liber

ate

crim

e pr

even

tion

oper

atio

nsTh

e 5

year

stra

tegi

c ta

rget

is

amen

ded

from

1 2

40 to

744

Durin

g th

e de

velo

pmen

t of t

he D

OD A

PP fo

r 201

6 re

quire

d th

e am

endm

ent o

f the

5 y

ear s

trate

gic

targ

et f

rom

1 2

40 to

74

4 du

e to

the

budg

et re

duct

ion

of th

e bu

dget

allo

catio

n to

th

e M

ilita

ry P

olic

e Ca

pabi

lity

Unde

r the

Gen

eral

Sup

port

Prog

ram

me

(Sub

prog

ram

me

Mili

tary

Pol

ice

Capa

bilit

y)

and

Anne

xure

s A

and

C to

the

DOD

APP

for

2016

52An

nexu

re A

to th

e DO

D SP

201

5-20

20

R1_1

A: P

erce

ntag

e co

mpl

ianc

e wi

th p

lann

ed s

taffi

ng o

f fun

ded

post

s

R1_1

A: P

erce

ntag

e co

mpl

ianc

e wi

th p

lann

ed s

taffi

ng o

f fun

ded

post

sTh

e 5

year

stra

tegi

c ta

rget

is

amen

ded

from

100

% (8

1 10

8) to

10

0% (8

0 39

0)

Durin

g th

e de

velo

pmen

t of t

he D

OD A

PP fo

r 201

6 re

quire

d th

e am

endm

ent o

f the

5 y

ear s

trate

gic

targ

et is

am

ende

d fro

m 1

00%

(81

108)

to 1

00%

(80

390)

due

to th

e bu

dget

re

duct

ion

of th

e bu

dget

allo

catio

n

Unde

r the

Adm

inis

tratio

n Pr

ogra

mm

e (S

ubpr

ogra

mm

e Hu

man

Res

ourc

es S

uppo

rt Se

rvic

es) a

nd A

nnex

ures

A a

nd C

to th

e DO

D AP

P fo

r 201

6

53An

nexu

re A

to th

e DO

D SP

201

5-20

20

P1_0

9: P

erce

ntag

e re

duct

ion

of

crim

inal

cas

es fi

nalis

ed

(bac

klog

)Th

e 5

year

stra

tegi

c ta

rget

read

20%

P1_2

6: P

erce

ntag

e cr

imin

al

case

s in

vest

igat

ed

(bac

klog

)Th

e 5

year

stra

tegi

c ta

rget

read

to

40%

Durin

g th

e DO

D Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (2

to 4

Se

ptem

ber 2

015)

dec

isio

n to

form

ulat

e ne

w pe

rform

ance

in

dica

tors

bec

ause

the

Mili

tary

Pol

ice

does

not

hav

e co

ntro

l ov

er th

e fin

alis

atio

n of

crim

inal

cas

es.

Ther

efor

e it

is a

lso

requ

ired

to a

men

d th

e 5

year

stra

tegi

c ta

rget

from

20%

to

40%

bas

ed o

n th

e am

ende

d Pe

rform

ance

Indi

cato

r nam

e

Unde

r the

Gen

eral

Sup

port

Prog

ram

me

(Sub

prog

ram

me

Mili

tary

Pol

ice

Capa

bilit

y)

and

Anne

xure

s A

and

C to

the

DOD

APP

for

2016

54An

nexu

re A

to th

e DO

D SP

201

5-20

20

P1_2

0: P

erce

ntag

e cr

imin

al c

ases

fin

alis

ed

(in-y

ear)

The

5 ye

ar s

trate

gic

targ

et re

ad 1

0%

P1_2

7: P

erce

ntag

e cr

imin

al

case

s in

vest

igat

ed

(in-y

ear)

The

5 ye

ar s

trate

gic

targ

et to

read

50

%

Durin

g th

e DO

D Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (2

to 4

Se

ptem

ber 2

015)

dec

isio

n to

form

ulat

e ne

w pe

rform

ance

in

dica

tors

bec

ause

the

Mili

tary

Pol

ice

does

not

hav

e co

ntro

l ov

er th

e fin

alis

atio

n of

crim

inal

cas

es.

Ther

efor

e it

is a

lso

requ

ired

to a

men

d th

e 5

year

stra

tegi

c ta

rget

from

10%

to

50%

bas

ed o

n th

e am

ende

d Pe

rform

ance

Indi

cato

r nam

e

Unde

r the

Gen

eral

Sup

port

Prog

ram

me

(Sub

prog

ram

me

Mili

tary

Pol

ice

Capa

bilit

y)

and

Anne

xure

s A

and

C to

the

DOD

APP

for

2016

55An

nexu

re A

to th

e DO

D SP

201

5-20

20

P_1.

3 S

trate

gic

Outp

ut:

Perc

enta

ge re

duct

ion

of c

rimin

al

case

sTh

e 5

year

stra

tegi

c ta

rget

rea

d 15

%

P_1.

3 S

trate

gic

Outp

ut:

Perc

enta

ge re

duct

ion

of c

rimin

al

case

sTh

e 5

year

stra

tegi

c ta

rget

to re

ad

45%

Durin

g th

e DO

D Pe

rform

ance

Info

rmat

ion

Wor

ksho

p (2

to 4

Se

ptem

ber 2

015)

dec

isio

n to

form

ulat

e ne

w pe

rform

ance

in

dica

tors

bec

ause

the

Mili

tary

Pol

ice

does

not

hav

e co

ntro

l ov

er th

e fin

alis

atio

n of

crim

inal

cas

es.

Ther

efor

e it

is a

lso

requ

ired

to a

men

d th

e 5

year

stra

tegi

c ta

rget

from

15%

to

45%

bas

ed o

n th

e am

ende

d Pe

rform

ance

Indi

cato

r nam

es

Unde

r the

Gen

eral

Sup

port

Prog

ram

me

(Sub

prog

ram

me

Mili

tary

Pol

ice

Capa

bilit

y)

and

Anne

xure

s A

to th

e DO

D AP

P fo

r 201

6



Ser

No.

Loca

tion

of

Amen

dmen

t/s

Perf

orm

ance

Indi

cato

r as

Refle

cted

in th

e

DOD

SP 2

015

to 2

020

Amen

dmen

t as

Re

flect

ed in

the

DO

D AP

P fo

r 201

6Re

mar

ksLo

catio

n of

Am

endm

ent/s

56Up

date

d Si

tuat

ion

Anal

ysis

to th

e DO

D SP

201

5-

2020

None

The

DOD

2016

Situ

atio

n An

alys

is

was

upda

ted

to a

ccom

mod

ate

all

exte

rnal

and

inte

rnal

fact

ors

that

af

fect

ed th

e DO

D to

exe

cute

its

man

date

None

DOD

Annu

al P

erfo

rman

ce P

lan

for 2

016

57DO

D SP

201

5-20

20No

neIn

a M

OD&

MV

lette

r dat

ed 2

3 Se

ptem

ber 2

015

the

MOD

&M

V di

rect

ed th

at th

e SA

Def

ence

Re

view

201

4 wi

ll be

rena

med

to

SA D

efen

ce R

evie

w 20

15

The

DOD

APP

for 2

016

will

ther

efor

e re

fer t

o th

e SA

Def

ence

Re

view

201

5DO

D An

nual

Per

form

ance

Pla

n fo

r 201

6

58An

nexu

re A

to th

e DO

D SP

201

5-20

20

D3_0

1A:

SA D

efen

ce R

evie

w 20

14

Impl

emen

tatio

n Pl

an S

tatu

sIn

a M

OD&

MV

lette

r dat

ed 2

3 Se

ptem

ber 2

015

the

MOD

&M

V di

rect

ed th

at th

e SA

Def

ence

Re

view

201

4 wi

ll be

rena

med

to

SA D

efen

ce R

evie

w 20

15D3

_01B

: SA

Defe

nce

Revi

ew

2015

Impl

emen

tatio

n Pl

an S

tatu

s to

read

SA

Defe

nce

Revi

ew 2

015

Impl

emen

tatio

n Pl

an S

tatu

s

The

DOD

APP

for 2

016

will

ther

efor

e re

fer t

o th

e SA

Def

ence

Re

view

201

5Un

der t

he A

dmin

istra

tion

Prog

ram

me

(Sub

prog

ram

me

Defe

nce

Dire

ctio

n) a

nd

Anne

xure

s A

and

C to

the

DOD

APP

for 2

016

59No

neNo

neAn

nexu

re C

: DOD

Stra

tegi

c In

dict

or D

escr

iptio

n Ta

ble

was

adde

d to

add

ress

all

depa

rtmen

tal S

trate

gic

(5 y

ear)

Targ

ets

This

is a

new

requ

irem

ent b

y Pr

esid

ency

(Dep

artm

ent

Plan

ning

, Mon

itorin

g an

d Ev

alua

tion)

An

nexu

re C

to th

e DO

D AP

P fo

r 201

6

6020

15 S

ituat

iona

l An

alys

is (P

age

7 of

the

DOD

SP fo

r 20

15 to

202

0)

2016

Situ

atio

nal A

naly

sis

was

upda

ted

The

2016

DOD

Situ

atio

nal

Anal

ysis

was

upd

ated

to in

clud

e th

e Su

stai

nabl

e De

velo

pmen

t Go

als

(SDG

s)

As th

e SD

G is

an

addi

tiona

l Nat

iona

l Gov

ernm

ent

impe

rativ

e, th

e in

clus

ion

of th

e SD

G go

als

appl

icab

le to

the

DOD

will

dire

ct th

e de

partm

enta

l act

ion

when

and

whe

re

requ

ired

DOD

APP

for 2

016




AN

NEX

URE

C D

OD

STR

ATEG

IC IN

DIC

ATO

R D

ESCR

IPTI

ON

TA

BLE76

Tab

le 1

: Out

put

(O

bje

ctiv

e) D

1: C

ond

uct

ord

ered

Def

ence

co

mm

itmen

ts in

acc

ord

ance

with

go

vern

men

t p

olic

y an

d s

trat

egy

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Perf

orm

ance

Indi

cato

rsTa

rget

20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yea

rs)

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

Outp

ut (O

bjec

tive)

D1:

Con

duct

ord

ered

Def

ence

com

mitm

ents

in a

ccor

danc

e w

ith g

over

nmen

t pol

icy

and

stra

tegy

.

Stra

tegi

c Ou

tput

Des

crip

tion.

Thi

s DO

D Ou

tput

Del

iver

able

is to

con

duct

ord

ered

Def

ence

com

mitm

ents

in a

ccor

danc

e wi

th g

over

nmen

t pol

icy

and

stra

tegy

. Th

e st

rate

gic

outp

ut c

onsi

sts

of th

e fo

llowi

ng

Perfo

rman

ce In

dica

tors

that

can

be

mea

sure

d, n

amel

y:

Sub-

outp

ut D

_1.1

: Pe

rcen

tage

Def

ence

com

mitm

ents

acc

ompl

ishe

d (p

er a

nnum

or o

ver 5

yea

r per

iod)

. Th

e 5

year

stra

tegi

c ta

rget

for p

erce

ntag

e De

fenc

e co

mm

itmen

ts a

ccom

plis

hed

is e

stim

ated

at

100%

. Th

e co

ntrib

utin

g Pe

rform

ance

Indi

cato

rs a

re:

•Th

e co

mpl

ianc

e wi

th fo

rce

leve

ls fo

r exte

rnal

ope

ratio

ns.

The

5 ye

ar s

trate

gic

targ

et is

to c

ompl

y wi

th th

e DO

D op

erat

iona

l com

mitm

ents

.

•Th

e fo

rce

empl

oym

ent h

ours

flow

n pe

r yea

r con

tribu

tes

to D

efen

ce c

omm

itmen

ts.

The

5 ye

ar s

trate

gic

targ

et is

to a

chie

ve a

ll (1

00%

) of t

he p

lann

ed fl

ying

hou

rs (2

6 50

0).

•Th

e ho

urs

at s

ea p

er y

ear c

ontri

bute

s to

Def

ence

com

mitm

ents

. Th

e 5

year

stra

tegi

c ta

rget

is to

ach

ieve

all

(100

%) t

o th

e pl

anne

d ho

urs

at s

ea (6

0 00

0).

•Th

e co

mpl

ianc

e wi

th o

rder

ed c

omm

itmen

ts a

re fo

cusi

ng o

n in

tern

al (w

ithin

the

bord

ers

of S

outh

Afri

ca) D

OD c

omm

itmen

ts.

The

5 ye

ar s

trate

gic

targ

et is

to c

ompl

y 10

0% w

ith th

e DO

D or

dere

d co

mm

itmen

ts.

D_1.

1: P

erce

ntag

e De

fenc

e co

mm

itmen

ts

acco

mpl

ishe

d

(per

ann

um o

r ove

r 5

year

term

)

D1_0

1A:

Perc

enta

ge c

ompl

ianc

e wi

th fo

rce

leve

ls fo

r exte

rnal

op

erat

ions

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dNo

n-cu

mul

ativ

eIn

form

atio

n cl

assi

fied

-In

form

atio

n cl

assi

fied

D1_0

5: N

umbe

r of f

orce

em

ploy

men

t hou

rs fl

own

per y

ear

6 50

05

000

5 00

05

000

5 00

0

Actu

al fl

ying

hou

rs/

Plan

ned

flyin

g ho

urs

Cum

ulat

ive

100%

(26

500)

0.33

100%

D1_0

6: N

umbe

r of h

ours

at s

ea

per y

ear

12 0

0012

000

12 0

0012

000

1200

0Ac

tual

hou

rs a

t sea

/ Pl

anne

d ho

urs

at s

eaCu

mul

ativ

e

100%

(6

0 00

0)0.

33

76. P

erfor

manc

e Ind

icator

targ

ets th

at re

fer to

“Info

rmati

on cl

assifi

ed” w

ere n

ot inc

luded

in th

e meth

od of

calcu

lation

s. C

lassifi

ed in

forma

tion r

efers

to “C

lassifi

ed in

forma

tion t

hat h

as no

t bee

n pub

lishe

d for

the c

onsu

mptio

n of th

e pub

lic bu

t man

-ag

ed th

roug

h the

appr

opria

te ma

ndate

d inte

rnal

and e

xtern

al ov

ersig

ht ins

titutio

ns. H

owev

er, pr

ojecti

ons a

nd su

bseq

uent

repo

rts w

ill be

avail

able

for au

dit pu

rpos

es.”



Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Perf

orm

ance

Indi

cato

rsTa

rget

20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yea

rs)

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

D_1.

1: P

erce

ntag

e De

fenc

e co

mm

itmen

ts

acco

mpl

ishe

d

(per

ann

um o

r ove

r 5

year

term

)

D1_1

0: P

erce

ntag

e co

mpl

ianc

e wi

th n

umbe

r of o

rder

ed

com

mitm

ents

100%

100%

100%

100%

100%

Non-

cum

ulat

ive

(Onc

e th

e ac

tual

nu

mbe

r of o

rder

ed

com

mitm

ents

are

re

porte

d, it

can

be

incl

uded

in

brac

kets

)

100%

0.33

100%

Sub-

outp

ut D

_1.2

: Pe

rcen

tage

Def

ence

com

mitm

ents

sup

port

com

plia

nce.

Thi

s DO

D st

rate

gic

outp

ut is

to s

uppo

rt th

e De

fenc

e co

mm

itmen

ts. T

he s

trate

gic

outp

ut c

onsi

sts

of tw

o Pe

rform

ance

Indi

cato

rs,

nam

ely:

•Co

mpl

ianc

e wi

th S

ervi

ceab

ility

of M

ain

Equi

pmen

t for

Exte

rnal

Ope

ratio

ns.

The

Perfo

rman

ce In

dica

tor T

arge

t rel

ated

to c

ompl

ianc

e wi

th s

ervi

ceab

ility

of m

ain

equi

pmen

t for

exte

rnal

ope

ratio

ns, i

s cl

assi

fied

and

is th

eref

ore

not i

nclu

ded

in th

e ca

lcul

atio

n of

the

Stra

tegi

c Ou

tput

targ

et/re

sult.

•De

fenc

e Co

mm

itmen

ts S

uppo

rt Co

mpl

ianc

e. D

efen

ce c

omm

itmen

ts s

uppo

rt co

mpl

ianc

e en

tails

the

com

plia

nce

with

ser

vice

abili

ty o

f mai

n eq

uipm

ent f

or e

xtern

al o

pera

tions

as

well

as th

e co

mpl

ianc

e wi

th

self-

sust

ainm

ent o

f per

sonn

el o

n de

ploy

men

t. T

he 5

yea

r stra

tegi

c ta

rget

is to

ach

ieve

100

% c

ompl

ianc

e wi

th s

elf-s

usta

inm

ent o

f per

sonn

el.

D_1.

2: P

erce

ntag

e De

fenc

e co

mm

itmen

ts

supp

ort c

ompl

ianc

e

D1_0

1B:

Perc

enta

ge c

ompl

ianc

e wi

th s

ervi

ceab

ility

of m

ain

equi

pmen

t for

exte

rnal

ope

ratio

ns

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dNo

n-cu

mul

ativ

eIn

form

atio

n cl

assi

fied

-In

form

atio

n cl

assi

fied

D1_0

1D: P

erce

ntag

e co

mpl

ianc

e wi

th s

elf-s

usta

inm

ent o

f per

sonn

elIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Non-

cum

ulat

ive

Info

rmat

ion

clas

sifie

d-

Sub-

outp

ut D

_1.3

: Pe

rcen

tage

bor

der s

afeg

uard

ing

com

mitm

ents

sta

tus.

Thi

s DO

D Ou

tput

Del

iver

able

is to

con

duct

bor

der s

afeg

uard

ing

com

mitm

ents

. Th

e Ou

tput

Del

iver

able

ent

ails

the

DOD

resp

onsi

bilit

y to

pro

vide

land

ward

sub

-uni

ts d

eplo

yed

on b

orde

r saf

egua

rdin

g pe

r yea

r. Th

e 5

year

stra

tegi

c ta

rget

is to

ach

ieve

100

% c

ompl

ianc

e to

dep

loy

a to

tal o

f 15

land

ward

sub

-uni

ts (1

5 pe

r yea

r).

D_1.

3: P

erce

ntag

e bo

rder

saf

egua

rdin

g co

mm

itmen

ts s

tatu

s

D1_0

2: N

umbe

r of l

andw

ard

sub-

units

dep

loye

d on

bor

der

safe

guar

ding

per

yea

r13

1515

1515

Num

ber o

f uni

ts

depl

oyed

div

ided

by

num

ber o

f uni

ts

plan

ned

Non-

cum

ulat

ive

100%

(15)

1.0

100%

Tab

le 1

: Out

put

(O

bje

ctiv

e) D

1: C

ond

uct

ord

ered

Def

ence

co

mm

itmen

ts in

acc

ord

ance

with

go

vern

men

t p

olic

y an

d s

trat

egy

(co

ntin

ued

)



Tab

le 2

: O

utp

ut (

Ob

ject

ive)

D2:

Pro

vid

e m

issi

on

read

y D

efen

ce c

apab

ilitie

s

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Perf

orm

ance

Indi

cato

rsTa

rget

20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yea

rs)

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

Outp

ut (O

bjec

tive)

D2:

Pro

vide

mis

sion

read

y De

fenc

e ca

pabi

litie

s.

Stra

tegi

c Ou

tput

Des

crip

tion.

Thi

s st

rate

gic

outp

ut a

ddre

sses

the

degr

ee to

whi

ch th

e SA

NDF

prov

ides

mis

sion

read

y ca

pabi

litie

s to

Joi

nt F

orce

Em

ploy

men

t and

the

Sout

hern

Afri

can

Deve

lopm

ent C

omm

unity

St

andb

y Fo

rce

Pled

ge.

The

5 ye

ar s

trate

gic

targ

et is

to a

chie

ve 1

00%

com

plia

nce

with

the

Sout

hern

Afri

can

Deve

lopm

ent C

omm

unity

Sta

ndby

For

ce P

ledg

e as

the

targ

et re

late

d to

the

SAND

F to

pro

vidi

ng m

issi

on

read

y ca

pabi

litie

s to

Joi

nt F

orce

Em

ploy

men

t is

clas

sifie

d.

Sub-

outp

ut D

_2.1

: Pe

rcen

tage

com

plia

nce

with

Joi

nt F

orce

Em

ploy

men

t Req

uire

men

ts (i

nclu

ding

the

Sout

hern

Afr

ican

Dev

elop

men

t Com

mun

ity S

tand

by F

orce

Ple

dge)

. Th

e co

ntrib

utin

g Pe

rform

ance

Indi

cato

rs a

re:

•Pe

rcen

tage

com

plia

nce

with

Joi

nt F

orce

Em

ploy

men

t Req

uire

men

ts a

s re

sour

ced.

•Pe

rcen

tage

com

plia

nce

with

the

Sout

hern

Afri

can

Deve

lopm

ent C

omm

unity

Sta

ndby

For

ce P

ledg

e.

D_2.

1: P

erce

ntag

e co

mpl

ianc

e wi

th J

oint

For

ce

Empl

oym

ent

Requ

irem

ents

(in

clud

ing

the

Sout

hern

Afri

can

Deve

lopm

ent

Com

mun

ity s

tand

by

Forc

e Pl

edge

)

D2_0

1: P

erce

ntag

e co

mpl

ianc

e wi

th J

oint

For

ce E

mpl

oym

ent

Requ

irem

ents

as

reso

urce

d

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dNo

n-cu

mul

ativ

eIn

form

atio

n cl

assi

fied

-In

form

atio

n cl

assi

fied

D2_0

3: P

erce

ntag

e co

mpl

ianc

e wi

th th

e So

uthe

rn A

frica

n De

velo

pmen

t Com

mun

ity S

tand

by

Forc

e Pl

edge

100%

100%

100%

100%

100%

Non-

cum

ulat

ive

100%

1.0

100%



Tab

le 3

: O

utp

ut (

Ob

ject

ive)

D3:

Pro

vid

e so

und

Def

ence

dir

ectio

n

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Perf

orm

ance

Indi

cato

rsTa

rget

20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

Yea

rs)

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

Outp

ut (O

bjec

tive)

D3:

Pro

vide

sou

nd D

efen

ce d

irect

ion.

Stra

tegi

c Ou

tput

Des

crip

tion.

Thi

s st

rate

gic

DOD

Outp

ut d

eliv

erab

le a

ddre

sses

the

degr

ee to

whi

ch th

e DO

D ad

here

s to

the

gove

rnan

ce p

rom

ulga

tion

sche

dule

and

the

DOD

com

plie

s wi

th th

e su

bmis

sion

of D

OD

acco

unta

bilit

y do

cum

ents

set

by

high

er a

utho

rity,

as

well

as th

e DO

D Ri

sk M

anag

emen

t mat

urity

leve

l ach

ieve

d. T

he 5

yea

r stra

tegi

c ta

rget

is to

ach

ieve

100

% c

ompl

ianc

e wi

th th

e DO

D go

vern

ance

pro

mul

gatio

n sc

hedu

le a

nd R

isk

Man

agem

ent m

atur

ity L

evel

4 o

r 66.

67%

. Th

e co

nsol

idat

ed ta

rget

ther

efor

e is

93.

33%

.

Sub-

outp

ut D

_3.1

: Pe

rcen

tage

com

plia

nce

by th

e DO

D w

ith N

atio

nal g

over

nanc

e. T

he c

ontri

butin

g Pe

rform

ance

Indi

cato

rs a

re:

•Pe

rcen

tage

adh

eren

ce to

DOD

gov

erna

nce

prom

ulga

tion

sche

dule

(Pol

icy)

.

•Pe

rcen

tage

adh

eren

ce to

DOD

gov

erna

nce

prom

ulga

tion

sche

dule

(Stra

tegy

).

•Pe

rcen

tage

com

plia

nce

with

sub

mis

sion

dat

es o

f DOD

acc

ount

abili

ty d

ocum

ents

. Th

e 5

year

stra

tegi

c ta

rget

for c

ompl

ianc

e wi

th s

ubm

issi

on d

ates

of D

OD a

ccou

ntab

ility

doc

umen

ts is

100

%. N

o de

viat

ion

can

be to

lera

ted;

ther

efor

e, th

e ta

rget

is n

ot n

egot

iabl

e.

•DO

D En

terp

rise

Risk

Man

agem

ent m

atur

ity le

vel a

chie

ved.

D_3.

1: P

erce

ntag

e co

mpl

ianc

e by

the

DOD

with

Nat

iona

l go

vern

ance

D3_0

1A:

Perc

enta

ge a

dher

ence

to

DOD

gov

erna

nce

prom

ulga

tion

sche

dule

(Pol

icy)

100%

100%

100%

100%

100%

Non-

cum

ulat

ive

100%

0.25

93.3

3%

D3_0

1B: P

erce

ntag

e ad

here

nce

to D

OD g

over

nanc

e pr

omul

gatio

n sc

hedu

le (S

trate

gy)

10

0%10

0%10

0%10

0%10

0%No

n-cu

mul

ativ

e10

0%0.

25

D3_0

5: P

erce

ntag

e co

mpl

ianc

e wi

th s

ubm

issi

on d

ates

of D

OD

acco

unta

bilit

y do

cum

ents

100%

100%

100%

100%

100%

Non-

cum

ulat

ive

100%

0.25

D3_0

6: D

OD E

nter

pris

e Ri

sk

Man

agem

ent m

atur

ity le

vel

achi

eved

Leve

l 6Le

vel 4

Leve

l 4Le

vel 4

Leve

l 4

Leve

l 6 =

100

%Le

vel 5

= 8

3.33

%Le

vel 4

= 6

6.67

%No

n-cu

mul

ativ

e

73.3

3%0.

25



Tab

le 4

: O

utp

ut 4

(O

bje

ctiv

e) D

4: E

nsur

e D

efen

ce c

om

plia

nce

with

Reg

ulat

ory

Fra

mew

ork

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Ti

tle

Curr

ent A

ppro

ved

Pe

rfor

man

ce In

dica

tors

Targ

et

2015

/16

Targ

et

2016

/17

Targ

et

2017

/18

Targ

et

2018

/19

Targ

et

2019

/20

Conv

ersi

onTa

rget

(5 y

ears

)W

eigh

ting

Cons

olid

ated

Ta

rget

Outp

ut 4

(Obj

ectiv

e) D

4: E

nsur

e De

fenc

e co

mpl

ianc

e w

ith R

egul

ator

y Fr

amew

ork.

Stra

tegi

c Ou

tput

Des

crip

tion.

Thi

s st

rate

gic

outp

ut a

ddre

sses

the

degr

ee to

whi

ch th

e DO

D co

mpl

ies

with

the

Regu

lato

ry F

ram

ewor

k (D

_4.1

) as

well

as th

e de

gree

to w

hich

the

DOD

deal

s wi

th c

orru

ptio

n an

d fra

ud in

the

DOD

(D_4

.2).

Sub-

outp

ut D

4_01

: Pe

rcen

tage

DOD

com

plie

s w

ith th

e Re

gula

tory

Fra

mew

ork.

The

5 y

ear s

trate

gic

outp

ut c

onsi

sts

of th

e fo

llowi

ng P

erfo

rman

ce In

dica

tors

that

can

be

mea

sure

d, n

amel

y:

•Nu

mbe

r of A

udit

Qual

ifica

tions

. Th

e 5

year

stra

tegi

c ta

rget

is to

hav

e no

aud

it qu

alifi

catio

ns p

er y

ear,

whic

h wi

ll ef

fect

a 1

00%

resu

lt.

•De

ploy

men

ts in

clud

ing

Trai

ning

Exe

rcis

es, w

here

app

licab

le, s

uppo

rted

with

app

ropr

iate

Leg

al In

stru

men

ts. T

he 5

yea

r stra

tegi

c ta

rget

for d

eplo

ymen

ts in

clud

ing

train

ing

exer

cise

s, w

here

app

licab

le, s

uppo

rted

with

app

ropr

iate

lega

l ins

trum

ents

is 1

00%

. Al

l dep

loym

ents

mus

t be

auth

oris

ed p

rope

rly; t

here

fore

, no

devi

atio

n ca

n be

tole

rate

d, a

nd th

e ta

rget

is n

ot n

egot

iabl

e.

•M

anag

emen

t Per

form

ance

Ass

essm

ent T

ool (

MPA

T), a

sses

smen

t ach

ieve

d. T

he M

PAT

is a

ben

efic

ial I

ndic

ator

to a

cces

s th

e DO

D co

ntrib

utio

n to

the

Defe

nce

com

plia

nce

with

the

Regu

lato

ry F

ram

ewor

k. A

ll at

tem

pts

will

be m

ade

to a

chie

ve a

MPA

T Le

vel 3

sco

re b

y 20

18.

Howe

ver,

for t

he 5

yea

r per

iod

an a

vera

ge o

f Lev

el 2

.6 s

core

or 6

9.5%

is p

lann

ed.

•Pe

rcen

tage

Pay

men

ts w

ithin

30

Days

. Th

e id

eal w

ould

be

to fi

nalis

e al

l pay

men

ts w

ithin

30

days

. Ho

weve

r, th

ere

are

too

man

y va

riabl

es th

at a

re n

ot u

nder

the

cont

rol o

f the

Indi

cato

r Own

er.

The

targ

et o

f 75%

is

bas

ed o

n th

e be

nchm

ark

dete

rmin

ed b

y tre

nds

expe

rienc

ed b

y ot

her n

atio

nal d

epar

tmen

ts.

D_4.

1: P

erce

ntag

e De

fenc

e co

mpl

ianc

e wi

th R

egul

ator

y Fr

amew

ork

D4_0

1: N

umbe

r of A

udit

qual

ifica

tions

0

00

00

No a

udit

findi

ngs

= 1

00%

>1

audi

t fin

ding

=

0%

Cum

ulat

ive

100% (0)

0.25

86.1

2%

D4_0

3: P

erce

ntag

e de

ploy

men

ts

incl

udin

g tra

inin

g ex

erci

ses,

wh

ere

appl

icab

le, s

uppo

rted

with

ap

prop

riate

lega

l ins

trum

ents

100%

100%

100%

100%

100%

Non-

cum

ulat

ive

100%

0.25

D4_1

0: D

OD M

anag

emen

t Pe

rform

ance

Ass

essm

ent T

ool,

asse

ssm

ent l

evel

ach

ieve

dLe

vel 2

.5Le

vel 2

.6Le

vel 2

.8Le

vel 3

Leve

l 3

If Le

vel 4

= 1

00%

, th

en L

evel

2.6

(a

vera

ge o

f 5 y

ear

scor

e) =

69.

5%No

n-cu

mul

ativ

e

69.5

%0.

25

D4_1

1: P

erce

ntag

e pa

ymen

ts

with

in 3

0 da

ys fr

om re

ceip

t of

legi

timat

e in

voic

es75

%75

%75

%75

%75

%No

n-cu

mul

ativ

e75

%0.

25



Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Ti

tle

Curr

ent A

ppro

ved

Pe

rfor

man

ce In

dica

tors

Targ

et

2015

/16

Targ

et

2016

/17

Targ

et

2017

/18

Targ

et

2018

/19

Targ

et

2019

/20

Conv

ersi

onTa

rget

(5 y

ears

)W

eigh

ting

Cons

olid

ated

Ta

rget

Sub-

outp

ut D

4_4.

2: P

erce

ntag

e co

rrup

tion

and

frau

d pr

even

tion

stat

us.

The

degr

ee to

whi

ch th

e DO

D de

als

with

cor

rupt

ion

and

fraud

in th

e DO

D. T

his

incl

udes

cor

rupt

ion

and

fraud

(whe

re a

nd if

pre

vale

nt)

dete

cted

inte

rnal

ly a

s we

ll as

by

exte

rnal

sou

rces

. The

stra

tegi

c ou

tput

con

sist

s of

four

Per

form

ance

Indi

cato

rs th

at c

an b

e m

easu

red,

nam

ely:

•De

tect

ion

Inve

stig

atio

ns o

f Cor

rupt

ion

and

Frau

d Co

nduc

ted.

Det

ectio

n in

vest

igat

ions

of c

orru

ptio

n an

d fra

ud c

ondu

cted

ent

ails

the

dete

ctio

n of

repo

rted

corru

ptio

n an

d fra

ud in

ord

er to

est

ablis

h th

e re

aliti

es

perta

inin

g to

the

mat

ter.

The

5 ye

ar s

trate

gic

targ

et is

to in

vest

igat

e al

l (10

0%) i

ncid

ents

dete

cted

for c

orru

ptio

n an

d fra

ud re

porte

d.

•Ca

ses

of C

orru

ptio

n an

d Fr

aud

Inve

stig

ated

. Ca

ses

of c

orru

ptio

n an

d fra

ud in

vest

igat

ed e

ntai

l the

act

ual P

olic

e or

Mili

tary

Pol

ice

inve

stig

atio

n of

cas

es o

f cor

rupt

ion

and

fraud

. Th

e 5

year

stra

tegi

c ta

rget

is to

in

vest

igat

e al

l (10

0%) o

f all

case

s of

cor

rupt

ion

and

fraud

han

ded

over

for i

nves

tigat

ion

as w

ell a

s ca

ses

of c

orru

ptio

n an

d fra

ud in

vest

igat

ed.

•Ca

ses

of C

orru

ptio

n an

d Fr

aud

Pros

ecut

ed.

Case

s of

cor

rupt

ion

and

fraud

pro

secu

ted

enta

il th

e le

gal p

roce

edin

gs to

pro

secu

te p

erso

ns in

volv

ed in

cor

rupt

ion

and

fraud

. Th

e 5

year

stra

tegi

c ta

rget

is to

in

vest

igat

e al

l (10

0%) o

f all

case

s of

cor

rupt

ion

and

fraud

han

ded

over

for p

rose

cutio

n.

•W

ritte

n Co

mpl

aint

s Fi

nalis

ed.

This

asp

ect d

eals

with

writ

ten

com

plai

nts

final

ised

per

yea

r. T

he 5

yea

r stra

tegi

c ta

rget

is to

fina

lise

(70%

) of a

ll wr

itten

com

plai

nts

repo

rted.

D_4.

2: P

erce

ntag

e co

rrupt

ion

and

fraud

pr

even

tion

stat

us

D4_0

5: P

erce

ntag

e of

Cor

rupt

ion

and

Frau

d in

cide

nts

dete

cted

for

inve

stig

atio

n19

100%

100%

100%

100%

Num

ber o

f de

tect

ion

perfo

rmed

/ Nu

mbe

r of

dete

ctio

n re

porte

d Cu

mul

ativ

e

100%

(In

clud

e th

e ac

tual

whe

n re

porti

ng)

0.25

92.5

%

D4_0

6: P

erce

ntag

e of

cas

es o

f co

rrupt

ion

and

fraud

inve

stig

ated

100%

100%

100%

100%

100%

Non-

cum

ulat

ive

100%

(In

clud

e th

e ac

tual

whe

n re

porti

ng)

D4_0

7: P

erce

ntag

e of

cas

es o

f co

rrupt

ion

and

fraud

pro

secu

ted

40%

40%

40%

40%

40%

If 40

% o

f all

case

s re

ceiv

ed is

pr

osec

uted

, the

n th

e ta

rget

is fu

lly

(100

%) a

chie

ved.

No

n-cu

mul

ativ

e

100%

(In

clud

e th

e ac

tual

whe

n re

porti

ng)

D4_0

8: P

erce

ntag

e of

writ

ten

com

plai

nts

final

ised

60%

60%

70%

80%

80%

Non-

cum

ulat

ive

70%

Tab

le 4

: O

utp

ut 4

(O

bje

ctiv

e) D

4: E

nsur

e D

efen

ce c

om

plia

nce

with

Reg

ulat

ory

Fra

mew

ork

(co

ntin

ued

)



Tab

le 5

: In

tern

al P

roce

ss (

Ob

ject

ive)

P1:

Ad

min

istr

ate

the

DO

D

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Perf

orm

ance

Indi

cato

rsTa

rget

20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yea

rs)

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

Inte

rnal

Pro

cess

(Obj

ectiv

e) P

1: A

dmin

istr

ate

the

DOD.

Stra

tegi

c Ou

tput

Des

crip

tion.

Thi

s st

rate

gic

outp

ut a

ddre

sses

the

degr

ee to

whi

ch th

e DO

D co

mpl

ies

with

the

Regu

lato

ry F

ram

ewor

k sp

ecifi

cally

rela

ted

to D

efen

ce a

dmin

istra

tion.

Sub-

Inte

rnal

Pro

cess

P1_

1.1:

Per

cent

age

Defe

nce

adm

inis

trat

ion

com

plia

nce

inde

x. T

he d

egre

e to

whi

ch th

e DO

D co

mpl

ies

with

the

Regu

lato

ry F

ram

ewor

k sp

ecifi

cally

rela

ted

to D

efen

ce a

dmin

istra

tion.

Th

e st

rate

gic

inte

rnal

pro

cess

out

put c

onsi

sts

of s

ix Pe

rform

ance

Indi

cato

rs th

at c

an b

e m

easu

red,

nam

ely:

•Pe

rcen

tage

redu

ctio

n of

mili

tary

cou

rt ca

ses

outs

tand

ing

(bac

klog

) with

a 5

yea

r stra

tegi

c ta

rget

of 6

0%.

•Pe

rcen

tage

mili

tary

cou

rt ca

ses

final

ised

(in-

year

) with

a 5

yea

r stra

tegi

c ta

rget

of 4

0%.

•Pe

rcen

tage

of d

isci

plin

ary

case

s in

the

DOD

final

ised

with

in 9

0 Da

ys (M

ilita

ry c

ourt

case

s) w

ith a

5 y

ear s

trate

gic

targ

et o

f 100

%.

•Pe

rcen

tage

of d

isci

plin

ary

case

s in

the

DOD

final

ised

with

in 9

0 Da

ys (P

SAP

case

s) w

ith a

5 y

ear s

trate

gic

targ

et o

f 100

%.

•Pe

rcen

tage

litig

atio

n at

tend

ed to

in th

e be

st in

tere

st o

f the

DOD

(set

tlem

ents

and

win

s) w

ith a

5 y

ear s

trate

gic

targ

et o

f 50%

.

•Pe

rcen

tage

col

lect

ive

grie

vanc

es a

nd d

ispu

tes

reso

lved

with

a 5

yea

r stra

tegi

c ta

rget

of 8

5%.

P_1.

1: P

erce

ntag

e De

fenc

e ad

min

istra

-tio

n co

mpl

ianc

e in

dex

P1_0

4A:

Perc

enta

ge re

duct

ion

of

mili

tary

cou

rt ca

ses

outs

tand

ing

(b

ackl

og)

60%

60%

60%

60%

60%

Non-

cum

ulat

ive

(Onc

e th

e ac

tual

num

ber

of re

duct

ion

of

mili

tary

cou

rt ca

ses

outs

tand

ing

are

repo

rted,

it c

an

be in

clud

ed in

br

acke

ts)

60%

0.16

7

72.5

%

P1_0

4B:

Perc

enta

ge m

ilita

ry c

ourt

case

s fin

alis

ed

(in-y

ear)

40%

40%

40%

40%

40%

Non-

cum

ulat

ive

(Onc

e th

e ac

tual

nu

mbe

r of m

ilita

ry

cour

t cas

es fi

nal-

ised

are

repo

rted,

it

can

be in

clud

ed in

br

acke

ts)

40%

0.16

7



Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Perf

orm

ance

Indi

cato

rsTa

rget

20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yea

rs)

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

P_1.

1: P

erce

ntag

e De

fenc

e ad

min

istra

-tio

n co

mpl

ianc

e in

dex

P1_0

5: P

erce

ntag

e of

dis

cipl

inar

y ca

ses

in th

e DO

D fin

alis

ed w

ithin

90

Day

s

(mili

tary

cou

rt ca

ses)

600

100%

100%

100%

100%

Num

ber c

ases

fin

alis

ed /

num

ber

case

s re

porte

d Cu

mul

ativ

e

100%

(In

clud

e th

e ac

tual

whe

n re

porti

ng)

0.16

7

72.5

%

P1_0

5: P

erce

ntag

e of

dis

cipl

inar

y ca

ses

in th

e DO

D fin

alis

ed w

ithin

90

Day

s

(PSA

P ca

ses)

3910

0%10

0%10

0%10

0%

Num

ber c

ases

fin

alis

ed /

num

ber

case

s re

porte

d Cu

mul

ativ

e

100%

(In

clud

e th

e ac

tual

whe

n re

porti

ng)

0.16

7

P1_0

7: P

erce

ntag

e lit

igat

ion

atte

nded

to in

the

best

inte

rest

of

the

DOD

(set

tlem

ents

and

win

s)

50%

50%

50%

50%

50%

Non-

cum

ulat

ive

50%

0.16

7

P1_0

8: P

erce

ntag

e co

llect

ive

grie

vanc

es a

nd d

ispu

tes

reso

lved

85%

85%

85%

85%

85%

Non-

cum

ulat

ive

(Onc

e th

e ac

tual

nu

mbe

r of

grie

vanc

es a

nd

disp

utes

are

re

porte

d, it

can

be

incl

uded

in

brac

kets

)

85%

0.16

7

Sub-

Inte

rnal

Pro

cess

P1_

1.2:

Num

ber o

f Def

ence

crim

e pr

even

tion,

act

iviti

es (I

nclu

des

anti-

corr

uptio

n an

d an

ti-fr

aud

activ

ities

). F

or th

e DO

D in

sup

port

of M

TSF

(201

4-20

19) O

utco

me

3: s

ub-

outc

ome

7 “C

orru

ptio

n in

the

Pub

lic a

nd P

rivat

e Se

ctor

s re

duce

” th

e fo

llowi

ng D

OD P

erfo

rman

ce In

dica

tors

are

incl

uded

:

•Pr

ojec

ted

num

ber o

f del

iber

ate

crim

e pr

even

tion

oper

atio

ns w

ith a

5 y

ear s

trate

gic

targ

et o

f 744

.

•Pe

rcen

tage

of d

etec

ted

Natio

nal A

nti-c

orru

ptio

n Ho

tline

cas

es c

ondu

cted

with

a 5

yea

r stra

tegi

c ta

rget

of 1

00%

.

•Nu

mbe

r of a

ware

ness

act

iviti

es o

n Co

rrupt

ion

and

Frau

d wi

th a

5 y

ear s

trate

gic

targ

et o

f 240

.

Tab

le 5

: In

tern

al P

roce

ss (

Ob

ject

ive)

P1:

Ad

min

istr

ate

the

DO

D (

cont

inue

d)



Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Perf

orm

ance

Indi

cato

rsTa

rget

20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yea

rs)

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

P_1.

2: N

umbe

r of

Defe

nce

crim

e

prev

entio

n, a

ctiv

ities

(Incl

udes

ant

i- co

rrupt

ion

and

anti-

fraud

act

iviti

es)

P1_0

1: P

roje

cted

num

ber o

f de

liber

ate

crim

e pr

even

tion

oper

atio

ns24

812

412

412

412

4Cu

mul

ativ

e74

4 (5

yea

rs)

0.33

100%

(918

per 5

yea

r te

rm)

P_1.

2: N

umbe

r of

Def

ence

crim

e pr

even

tion,

act

iviti

es(In

clud

es a

nti-

corru

ptio

n an

d an

ti-fra

ud a

ctiv

ities

)

P1_2

1: P

erce

ntag

e of

Nat

iona

l An

ti-co

rrupt

ion

Hotli

ne (N

ACH)

in

cide

nts

dete

cted

for i

nves

tigat

ion

1010

0%10

0%10

0%10

0%Cu

mul

ativ

e10

0%(5

yea

rs)

0.33

100%

P1_2

2: N

umbe

r of a

ware

ness

ac

tiviti

es o

n Co

rrupt

ion

and

Frau

d48

4848

4848

Cum

ulat

ive

240

(5 y

ears

)0.

3310

0%(3

06pe

r yea

r)

Sub-

Inte

rnal

Pro

cess

P1_

1.3:

Per

cent

age

redu

ctio

n of

crim

inal

cas

es.

For t

he D

OD in

sup

port

of M

TSF

(201

4-20

19) O

utco

me

3: s

ub-o

utco

me

7 “C

orru

ptio

n in

the

Pub

lic a

nd P

rivat

e Se

ctor

s re

duce

” th

e fo

llowi

ng D

OD P

erfo

rman

ce In

dica

tors

are

incl

uded

:

P1_1

.3: P

erce

ntag

e re

duct

ion

of c

rimin

al

case

s

P1_2

6: P

erce

ntag

e cr

imin

al c

ases

in

vest

igat

ed

(bac

klog

)

New

Indi

cato

r40

%40

%40

%40

%No

n-cu

mul

ativ

e40

%0.

50

45%

P1_2

7: P

erce

ntag

e cr

imin

al c

ases

in

vest

igat

ed

(in-y

ear)

New

Indi

cato

r50

%50

%50

%50

%No

n-cu

mul

ativ

e50

%0.

50



Tab

le 6

: In

tern

al P

roce

ss (

Ob

ject

ive)

P2:

Ena

ble

th

e D

OD

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Perf

orm

ance

In

dica

tors

Targ

et

2015

/16

Targ

et

2016

/17

Targ

et

2017

/18

Targ

et

2018

/19

Targ

et

2019

/20

Conv

ersi

onTa

rget

(5 y

ears

)W

eigh

ting

Cons

olid

ated

Ta

rget

Inte

rnal

Pro

cess

(Obj

ectiv

e) P

2: E

nabl

e th

e DO

D.

Stra

tegi

c Ou

tput

Des

crip

tion.

Thi

s st

rate

gic

outp

ut a

ddre

sses

the

degr

ee to

whi

ch th

e DO

D co

mpl

ies

with

the

enab

lem

ent o

f the

DOD

thro

ugh:

•Su

b-In

tern

al P

roce

ss P

2_2.

1: N

umbe

r of D

efen

ce h

ealth

car

e ac

tiviti

es w

ith a

5 y

ear s

trate

gic

targ

et o

f 10

702

750.

•Su

b-In

tern

al P

roce

ss P

_2.2

: Pe

rcen

tage

Def

ence

prim

ary

mili

tary

pre

para

tion

activ

ities

with

a 5

yea

r stra

tegi

c ta

rget

of 1

00%

.

P_2.

1: N

umbe

r of

Defe

nce

heal

th c

are

activ

ities

P2_0

4: B

road

er S

ANDF

hea

lth

stat

usIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Non-

cum

ulat

ive

Info

rmat

ion

clas

sifie

d-

Info

rmat

ion

clas

sifie

d

P_2.

1: N

umbe

r of

Defe

nce

heal

th c

are

activ

ities

P2_0

5: T

rend

of d

eplo

yabl

e st

atus

on

con

curre

nt h

ealth

ass

essm

ents

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dNo

n-cu

mul

ativ

eIn

form

atio

n cl

assi

fied

-In

form

atio

n cl

assi

fied

P2_1

0: N

umbe

r of h

ealth

car

e ac

tiviti

es p

er y

ear

2 14

0 55

02

140

550

2 14

0 55

02

140

550

2 14

0 55

0Cu

mul

ativ

e10

702

750

1.0

10 7

02 7

50

(2 1

40 5

50

per y

ear)

P_2.

2: P

erce

ntag

e De

fenc

e pr

imar

y m

ilita

ry p

repa

ratio

n ac

tiviti

es

P2_0

6: P

erce

ntag

e co

mpl

ianc

e wi

th D

OD Tr

aini

ng Ta

rget

s80

%80

%80

%80

%80

%

All (

100%

) of s

et

targ

et o

f 80%

Cum

ulat

ive

(Onc

e th

e ac

tual

Tr

aini

ng Ta

rget

s ar

e re

porte

d, it

ca

n be

incl

uded

in

brac

kets

)

100%

0.

50

100%

P2_1

1: N

umbe

r of D

efen

ce

Inte

llige

nce

Prod

ucts

448

448

448

448

448

Num

ber o

f In

telli

genc

e Pr

oduc

ts/

Rece

ived

num

ber

of In

telli

genc

e Pr

oduc

tsCu

mul

ativ

e

100%

(2

240

)0.

50



Tab

le 7

: In

tern

al P

roce

ss (

Ob

ject

ive)

P3:

Em

plo

y th

e S

AN

DF

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Perf

orm

ance

Indi

cato

rsTa

rget

20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yea

rs)

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

Inte

rnal

Pro

cess

(Obj

ectiv

e) P

3: E

mpl

oy th

e SA

NDF.

Stra

tegi

c Ou

tput

Des

crip

tion.

The

act

iviti

es re

late

d to

sub

-pro

cess

es in

the

SAND

F re

quire

d fo

r em

ploy

men

t of t

he S

ANDF

in J

oint

, Int

erde

partm

enta

l, In

tera

genc

y an

d M

ultin

atio

nal (

JI2 M) o

pera

tions

as

dire

cted

by

gov

erm

ent.

It in

clud

es m

ilita

ry e

xerc

ise

and

mis

sion

read

ines

s tra

inin

g ac

tiviti

es th

roug

h th

e fo

llowi

ng s

ub-in

tern

al p

roce

sses

:

•Su

b-in

tern

al P

roce

ss P

3.1:

Num

ber o

f DOD

mili

tary

exe

rcis

es w

ith a

5 y

ear s

trate

gic

targ

et o

f 18.

•Su

b-in

tern

al P

roce

ss P

3.2:

Num

ber o

f Def

ence

Atta

ché

Offic

es w

ith a

5 y

ear s

trate

gic

targ

et o

f 46.

P_3.

1: N

umbe

r of

DOD

Mili

tary

ex

erci

ses

P3_0

2: N

umbe

r of j

oint

, in

terd

epar

tmen

tal,

inte

r-ag

ency

and

mul

tinat

iona

l m

ilita

ry e

xerc

ises

con

duct

ed

per y

ear

54

33

3Cu

mul

ativ

e18

1.0

18

P_3.

2: N

umbe

r of

Defe

nce

Atta

ché

Offic

es

P3_0

3: T

otal

num

ber o

f De

fenc

e At

tach

é Of

fices

4546

4646

46No

n-cu

mul

ativ

e46

1.0

46



Tab

le 8

: R

eso

urce

s M

anag

emen

t (O

bje

ctiv

e) R

1: P

rovi

de

pro

fess

iona

l and

sup

po

rted

DO

D H

uman

Res

our

ces

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Pe

rfor

man

ce In

dica

tors

Targ

et

2015

/16

Targ

et

2016

/17

Targ

et

2017

/18

Targ

et

2018

/19

Targ

et

2019

/20

Conv

ersi

onTa

rget

(5 y

ears

)W

eigh

ting

Cons

olid

ated

Ta

rget

Reso

urce

s M

anag

emen

t (Ob

ject

ive)

R1:

Pro

vide

pro

fess

iona

l and

sup

port

ed D

OD H

uman

Res

ourc

es.

Stra

tegi

c Ou

tput

Des

crip

tion.

Thi

s ob

ject

ive

is a

n ov

erar

chin

g as

pect

to e

nsur

e th

at h

uman

reso

urce

s m

eet t

he d

eman

ds o

f the

dep

artm

ent,

are

prof

essi

onal

as

well

as s

uppo

rted

in o

rder

to e

ngag

e in

the

mai

n pr

oces

ses

of th

e de

partm

ent.

Sub-

reso

urce

Man

agem

ent R

_1.1

: Pe

rcen

tage

HR

utili

satio

n in

dex.

The

Per

form

ance

Indi

cato

r add

ress

es th

e pe

rcen

tage

com

plia

nce

with

pla

nned

sta

ffing

of f

unde

d po

sts

thro

ugh

the

follo

wing

Pe

rform

ance

Indi

cato

rs:

•Pe

rcen

tage

com

plia

nce

with

pla

nned

sta

ffing

of f

unde

d po

sts

with

a 5

yea

r stra

tegi

c ta

rget

of 1

00%

(80

390)

.

•Nu

mbe

r of r

eser

ve fo

rce

pers

on-d

ays

with

a 5

yea

r stra

tegi

c ta

rget

of 1

00%

(13

266

335)

.

•Pe

rcen

tage

com

plia

nce

with

SAN

DF B

attle

fitn

ess

requ

irem

ents

with

a 5

yea

r stra

tegi

c ta

rget

of i

nfor

mat

ion

clas

sifie

d.

R_1.

1: P

erce

ntag

e HR

util

isat

ion

inde

x

R1_1

A: P

erce

ntag

e co

mpl

ianc

e wi

th p

lann

ed s

taffi

ng o

f fun

ded

post

s

100%

(79

445)

100%

(80

064)

100%

(80

500)

100%

(80

971)

100%

(80

971)

Non-

cum

ulat

ive

(End

of t

erm

: 80

971

)(T

erm

ave

rage

: 80

390

)

100%

(80

390)

0.5

100%

R1_1

C: N

umbe

r of r

eser

ve fo

rce

pers

onda

ys2

442

792

2 70

1 68

12

707

164

2 70

7 34

92

707

349

Num

ber o

f pe

rson

days

/

Plan

ned

num

ber o

f pe

rson

days

Cum

ulat

ive

100%

(1

3 26

6 33

5)

R1_1

G: P

erce

ntag

e co

mpl

ianc

e wi

th S

ANDF

Bat

tle fi

tnes

s re

quire

men

ts85

%In

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dNo

n-cu

mul

ativ

eIn

form

atio

n cl

assi

fied

-In

form

atio

n cl

assi

fied

Sub-

Reso

urce

Man

agem

ent R

_1.2

: Nu

mbe

r of m

ilita

ry s

kills

dev

elop

men

t mem

bers

in th

e sy

stem

per

yea

r. T

he P

erfo

rman

ce In

dica

tor a

ddre

sses

the

num

ber o

f mili

tary

skil

ls d

evel

opm

ent m

embe

rs in

th

e sy

stem

, tha

t wer

e tra

ined

per

yea

r with

a 5

yea

r stra

tegi

c ta

rget

of 1

9 75

9 at

the

end

of te

rm.

R_1.

2: N

umbe

r of

mili

tary

skil

ls

deve

lopm

ent

mem

bers

in th

e sy

stem

per

yea

r

R1_1

B: N

umbe

r of m

ilita

ry s

kills

de

velo

pmen

t mem

bers

in th

e sy

stem

per

yea

r3

863

4 00

13

997

3 94

93

949

Cum

ulat

ive

19 7

591.

019

759



Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Pe

rfor

man

ce In

dica

tors

Targ

et

2015

/16

Targ

et

2016

/17

Targ

et

2017

/18

Targ

et

2018

/19

Targ

et

2019

/20

Conv

ersi

onTa

rget

(5 y

ears

)W

eigh

ting

Cons

olid

ated

Ta

rget

Sub-

Reso

urce

Man

agem

ent R

_1.3

: Le

vel o

f mor

ale

in th

e DO

D. T

he P

erfo

rman

ce In

dica

tor a

ddre

sses

the

leve

l of m

oral

e as

exp

erie

nced

by

mem

bers

in th

e DO

D wi

th a

5 y

ear s

trate

gic

targ

et o

f pos

itive

.

R_1.

3: L

evel

of

mor

ale

in th

e DO

DR1

_03:

Lev

el o

f DOD

mor

ale

Posi

tive

Posi

tive

Posi

tive

Posi

tive

Posi

tive

Non-

cum

ulat

ive

Posi

tive

1.0

Posi

tive

Tab

le 9

: R

eso

urce

Man

agem

ent

(Ob

ject

ive)

R2:

Pro

vid

e ap

pro

pri

ate

and

sus

tain

ed M

atér

iel

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Perf

orm

ance

Indi

cato

rsTa

rget

20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yea

rs)

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

Reso

urce

Man

agem

ent (

Obje

ctiv

e) R

2: P

rovi

de a

ppro

pria

te a

nd s

usta

ined

Mat

érie

l.

Stra

tegi

c Ou

tput

Des

crip

tion.

Thi

s ob

ject

ive

is to

ens

ure

mat

érie

l mee

t the

dem

ands

of t

he S

ANDF

in o

rder

to e

ngag

e in

the

mai

n pr

oces

ses

of th

e SA

NDF.

It i

nclu

des

all r

eal p

rope

rty, i

nsta

llatio

ns a

nd s

uppo

rt m

ilita

ry a

ctiv

ities

as

to it

s ap

plic

atio

n fo

r adm

inis

trativ

e or

com

bat p

urpo

ses

thro

ugh

the

follo

wing

Per

form

ance

Indi

cato

rs:

•Su

b-Re

sour

ce M

anag

emen

t R_2

.1:

Per

cent

age

Defe

nce

infra

stru

ctur

e re

vita

lisat

ion

stat

us w

ith a

5 y

ear s

trate

gic

targ

et o

f 95%

.

•Su

b-Re

sour

ce M

anag

emen

t R2.

2: P

erce

ntag

e De

fenc

e cr

itica

l sto

ck le

vel s

tatu

s wi

th a

5 y

ear s

trate

gic

targ

et o

f Inf

orm

atio

n cl

assi

fied.

•Su

b-Re

sour

ce M

anag

emen

t R2.

3: P

erce

ntag

e Lo

gist

ics

com

plia

nce

stat

us w

ith a

5 y

ear s

trate

gic

targ

et o

f 99.

2%.

Sub-

Reso

urce

Man

agem

ent R

_2.1

: Pe

rcen

tage

Def

ence

infr

astr

uctu

re re

vita

lisat

ion

stat

us.

The

Perfo

rman

ce In

dica

tor a

ddre

sses

the

revi

talis

atio

n of

Def

ence

infra

stru

ctur

e th

roug

h th

e m

anag

emen

t (e

xpen

ditu

re c

ontro

l) of

the

faci

litie

s pl

an a

nd th

e ut

ilisa

tion

of D

OD e

ndow

men

t pro

perty

(pro

perty

und

er th

e di

rect

con

trol o

f the

DOD

) thr

ough

the

follo

wing

Per

form

ance

Indi

cato

rs:

•Pe

rcen

tage

of e

xpen

ditu

re in

acc

orda

nce

with

faci

litie

s pl

an (p

aym

ent o

f lea

ses,

acc

omm

odat

ion

char

ges

and

mun

icip

al s

ervi

ces)

with

a 5

yea

r stra

tegi

c ta

rget

of 1

00%

.

•Pe

rcen

tage

util

isat

ion

of e

ndow

men

t pro

perty

in th

e DO

D wi

th a

5 y

ear s

trate

gic

targ

et o

f 90%

.

R_2.

1: P

erce

ntag

e De

fenc

e in

frast

ruct

ure

revi

talis

atio

n st

atus

R2_0

7: P

erce

ntag

e of

ex

pend

iture

in a

ccor

danc

e wi

th fa

cilit

ies

plan

(pay

men

t of

leas

es, a

ccom

mod

atio

n ch

arge

s an

d m

unic

ipal

se

rvic

es)

100%

100%

100%

100%

100%

Non-

cum

ulat

ive

100%

0.50

95%

R2_1

3: P

erce

ntag

e ut

ilisa

tion

of e

ndow

men

t pro

perty

in th

e DO

D90

%90

%90

%90

%90

%No

n-cu

mul

ativ

e90

%0.

50



Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Perf

orm

ance

Indi

cato

rsTa

rget

20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yea

rs)

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

Sub-

Reso

urce

Man

agem

ent R

2.2:

Per

cent

age

Defe

nce

criti

cal s

tock

leve

l sta

tus.

The

Per

form

ance

Indi

cato

r add

ress

es th

e De

fenc

e cr

itica

l sto

ck le

vel b

y fo

cusi

ng o

n th

e pe

rcen

tage

ava

ilabi

lity

of m

edic

al

stoc

k of

whi

ch th

e wi

th a

five

yea

r stra

tegi

c ta

rget

is c

lass

ified

.

R2.2

: Pe

rcen

tage

De

fenc

e cr

itica

l sto

ck

leve

l sta

tus

R2_0

4: P

erce

ntag

e av

aila

bilit

y of

med

ical

sto

ck50

%In

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dNo

n-cu

mul

ativ

eIn

form

atio

n cl

assi

fied

-In

form

atio

n cl

assi

fied

Sub-

Reso

urce

Man

agem

ent R

2.3:

Per

cent

age

Logi

stic

s co

mpl

ianc

e st

atus

. Th

e Pe

rform

ance

Indi

cato

r add

ress

es th

e Lo

gist

ics

com

plia

nce

in th

e DO

D. I

n pa

rticu

lar i

s th

e pr

ocur

emen

t req

uest

s fu

lly

com

plet

ed w

ithin

90

days

from

day

of s

ubm

issi

on a

goo

d in

dica

tion

of a

hea

lthy

proc

urem

ent a

nd p

aym

ent s

yste

m w

ith a

5 y

ear s

trate

gic

targ

et o

f 96%

.

R2.3

: Pe

rcen

tage

Lo

gist

ics

com

plia

nce

stat

us

R2_1

1: P

erce

ntag

e pr

ocur

emen

t req

uest

s fu

lly

com

plet

ed w

ithin

90

days

fro

m d

ay o

f reg

istra

tion

100%

95%

95%

95%

95%

Non-

cum

ulat

ive

96%

0.50

96%

Tab

le 1

0: R

eso

urce

Man

agem

ent

(Ob

ject

ive)

R3:

Pro

vid

e in

teg

rate

d a

nd r

elia

ble

Def

ence

Info

rmat

ion

Sys

tem

s

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Perf

orm

ance

Indi

cato

rsTa

rget

20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yea

rs)

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

Reso

urce

Man

agem

ent (

Obje

ctiv

e) R

3: P

rovi

de in

tegr

ated

and

relia

ble

Defe

nce

Info

rmat

ion

Syst

ems.

Stra

tegi

c Ou

tput

Des

crip

tion.

Thi

s el

emen

t is

an o

vera

rchi

ng d

epar

tmen

tal a

spec

t to

ensu

re th

at in

form

atio

n sy

stem

s m

eet t

he re

quire

men

ts o

f the

dep

artm

ent i

n or

der t

o en

gage

in th

e m

ain

proc

esse

s of

the

depa

rtmen

t. T

his

deliv

erab

le in

clud

es m

anag

emen

t inf

orm

atio

n an

d m

anag

emen

t int

ellig

ence

als

o kn

own

in th

e pr

ivat

e se

ctor

as

“bus

ines

s in

telli

genc

e” (n

ot to

be

conf

used

with

mili

tary

inte

llige

nce)

.

Sub-

Reso

urce

Man

agem

ent R

_3.1

: Pe

rcen

tage

Def

ence

ICT

stat

us.

The

Perfo

rman

ce In

dica

tor a

ddre

sses

the

degr

ee to

whi

ch th

e DO

D co

mpl

ies

with

the

avai

labi

lity

of m

oder

nise

d an

d su

stai

nabl

e DO

D IC

T ca

pabi

litie

s.

R_3.

1: P

erce

ntag

e De

fenc

e IC

T st

atus

R3_0

3: P

erce

ntag

e of

m

oder

nise

d, s

usta

inab

le D

OD

ICT

Inte

grat

ed P

rime

Syst

ems

Capa

bilit

ies

New

Indi

ca-

tor

92.4

5%93

.95%

96.7

%96

.7%

Cum

ulat

ive

94.9

5%1.

094

.95%

Tab

le 9

: R

eso

urce

Man

agem

ent

(Ob

ject

ive)

R2:

Pro

vid

e ap

pro

pri

ate

and

sus

tain

ed M

atér

iel (

cont

inue

d)



Tab

le 1

1: R

eso

urce

Man

agem

ent

(Ob

ject

ive)

R4:

Pro

vid

e so

und

Fin

anci

al M

anag

emen

t o

f th

e D

OD

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Perf

orm

ance

Indi

cato

rsTa

rget

20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yea

rs)

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

Reso

urce

Man

agem

ent (

Obje

ctiv

e) R

4: P

rovi

de s

ound

Fin

anci

al M

anag

emen

t of t

he D

OD.

Stra

tegi

c Ou

tput

Des

crip

tion.

Thi

s el

emen

t is

an o

vera

rchi

ng d

epar

tmen

tal a

spec

t to

ensu

re th

at d

epar

tmen

tal f

inan

cial

man

agem

ent r

emai

ns s

ound

in te

rms

of th

e re

gula

tory

requ

irem

ents

and

gui

delin

es a

nd

that

fina

ncia

l rep

ortin

g is

per

form

ed a

ccor

ding

ly.

Sub-

Reso

urce

Man

agem

ent R

_4.1

: Pe

rcen

tage

dev

iatio

n fr

om a

ppro

ved

draw

ing

sche

dule

. Th

e Pe

rform

ance

Indi

cato

r add

ress

es th

e de

gree

to w

hich

the

DOD

com

plie

s wi

th it

s fin

anci

al m

anag

emen

t de

man

ds w

ith a

5 y

ear s

trate

gic

targ

et o

f <8%

.

R_4.

1: P

erce

ntag

e de

viat

ion

from

app

rove

d dr

awin

g sc

hedu

le

R4_0

1: P

erce

ntag

e de

via-

tion

from

app

rove

d dr

awin

g sc

hedu

le<

8%<

8%<

8%<

8%<

8%No

n-cu

mul

ativ

e<

8%1.

0<

8%

Tab

le 1

2: B

uild

ing

fo

r th

e Fu

ture

(O

bje

ctiv

e) F

1: E

nsur

e A

pp

rop

riat

e S

trat

egic

Res

erve

s

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Perf

orm

ance

Indi

cato

rsTa

rget

20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yea

rs)

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

Build

ing

for t

he F

utur

e (O

bjec

tive)

F1:

Ens

ure

Appr

opria

te S

trat

egic

Res

erve

s.

Stra

tegi

c Ou

tput

Des

crip

tion.

Thi

s el

emen

t add

ress

es th

e re

quire

men

t to

ensu

re th

at c

ritic

al c

omm

oditi

es a

nd/o

r ite

ms

are

avai

labl

e at

all

times

to e

nabl

e an

d su

ppor

t exp

ecte

d an

d un

fore

seen

def

ence

co

mm

itmen

ts (e

.g. f

uel,

amm

uniti

on)

F_1.

1: L

evel

of s

trate

gic

rese

rves

F1_0

1: L

evel

of s

trate

gic

rese

rves

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dNo

n-cu

mul

ativ

eIn

form

atio

n cl

assi

fied

-In

form

atio

n cl

assi

fied



Tab

le 1

3: B

uild

ing

fo

r th

e Fu

ture

(O

bje

ctiv

es):

F2:

Ren

ew D

OD

Mai

n E

qui

pm

ent

and

Sys

tem

s an

d F

3: U

nder

take

Def

ence

Res

earc

h a

nd D

evel

op

men

t

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Perf

orm

ance

Indi

cato

rsTa

rget

20

15/1

6Ta

rget

20

16/1

7Ta

rget

20

17/1

8Ta

rget

20

18/1

9Ta

rget

20

19/2

0Co

nver

sion

Targ

et(5

yea

rs)

Wei

ghtin

gCo

nsol

idat

ed

Targ

et

Build

ing

for t

he F

utur

e (O

bjec

tives

):

F2:

Rene

w D

OD M

ain

Equi

pmen

t and

Sys

tem

s.

F3:

Unde

rtak

e De

fenc

e Re

sear

ch a

nd D

evel

opm

ent.

Stra

tegi

c Ou

tput

Des

crip

tion.

Thi

s el

emen

t add

ress

es th

e re

quire

men

t to

ensu

re th

at th

e DO

D in

vest

s in

the

deve

lopm

ent a

nd a

cqui

sitio

n of

equ

ipm

ent a

nd a

ssoc

iate

d do

ctrin

e to

ens

ure

the

DOD’

s lo

ng-te

rm

sust

aina

bilit

y an

d re

leva

nce.

F_2.

1: P

erce

ntag

e De

fenc

e ar

mam

ent

acqu

isiti

on c

omm

itmen

ts

stat

us

F2_0

2: P

erce

ntag

e ar

mam

ent

acqu

isiti

on c

omm

itmen

ts

appr

oved

≥75%by

31

Mar

ch

≥75%by

31

Mar

ch≥75%by

31

Mar

ch≥75%by

31

Mar

ch≥75%by

31

Mar

chNo

n-cu

mul

ativ

e≥75%

0.50

80%

F3_0

2: P

erce

ntag

e te

chno

logy

de

velo

pmen

t com

mitm

ents

ap

prov

ed

85%

- 10

0%

by 3

1 M

arch

85%

- 10

0%

by 3

1 M

arch

85%

- 10

0%

by 3

1 M

arch

85%

- 10

0%

by 3

1 M

arch

85%

- 10

0%

by 3

1 M

arch

Non-

cum

ulat

ive

85%

0.50

Table14:DODCorePerformanceIndicatorsthatareUnrelatedtoSpecificStrategicOutputsbutareofimportancetoDODDomesticAspects

(Int

erna

l Pro

cess

es a

nd C

om

man

d)

DOD

Core

Per

form

ance

Indi

cato

rs th

at a

re U

nrel

ated

to S

peci

fic S

trat

egic

Out

puts

but

are

of i

mpo

rtan

ce to

DOD

Dom

estic

Asp

ects

(Int

erna

l Pro

cess

es a

nd C

omm

and)

.

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Pe

rfor

man

ce In

dica

tors

Targ

et

2015

/16

Targ

et

2016

/17

Targ

et

2017

/18

Targ

et

2018

/19

Targ

et

2019

/20

Conv

ersi

onTa

rget

(5 y

ears

)W

eigh

ting

Cons

olid

ated

Ta

rget

This

Per

form

ance

In

dica

tors

are

of

DOD

dom

estic

in

tere

st o

nly

D1_0

1C:

Perc

enta

ge o

f the

val

ue o

f re-

imbu

rsem

ent b

y th

e UN

/AU

reco

gnis

ed85

%In

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dIn

form

atio

n cl

assi

fied

Info

rmat

ion

clas

sifie

dNo

n-cu

mul

ativ

eIn

form

atio

n cl

assi

fied

-In

form

atio

n cl

assi

fied

D3_0

2: N

umbe

r of p

ositi

ons

fille

d ag

ains

t allo

cate

d qu

ota

for i

nter

natio

nal

inst

itutio

ns12

1212

1212

Non-

cum

ulat

ive

121.

012



DOD

Core

Per

form

ance

Indi

cato

rs th

at a

re U

nrel

ated

to S

peci

fic S

trat

egic

Out

puts

but

are

of i

mpo

rtan

ce to

DOD

Dom

estic

Asp

ects

(Int

erna

l Pro

cess

es a

nd C

omm

and)

.

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Pe

rfor

man

ce In

dica

tors

Targ

et

2015

/16

Targ

et

2016

/17

Targ

et

2017

/18

Targ

et

2018

/19

Targ

et

2019

/20

Conv

ersi

onTa

rget

(5 y

ears

)W

eigh

ting

Cons

olid

ated

Ta

rget

This

Per

form

ance

In

dica

tors

are

of

DOD

dom

estic

in

tere

st o

nly

D3_0

3: N

umbe

r of s

trate

gic

activ

ities

pe

r ann

um10

1212

1212

Num

ber o

f st

rate

gic

activ

ities

pe

rform

ed/

Num

ber o

f st

rate

gic

activ

ities

pl

anne

d

Cum

ulat

ive

581.

058

This

Per

form

ance

In

dica

tor d

oes

not h

ave

a 5

year

tra

ject

ory

D3_0

7: E

stab

lishe

d DO

D st

rate

gic

rese

arch

cap

abili

ty s

tatu

s

Polic

y Re

sear

ch

Unit

Conc

ept

docu

men

t ap

prov

ed

Polic

y Re

sear

ch

Unit

Conc

ept

docu

men

t ap

prov

ed

Appr

oved

Or

gani

satio

nal

Stru

ctur

e

Fund

ing

and

staf

fing

of

criti

cal

vaca

ncie

s

Fund

ing

and

staf

fing

of

criti

cal

vaca

ncie

s

N/A

Fund

ing

and

staf

fing

of c

ritic

al

vaca

ncie

s

1.0

Fund

ing

and

staf

fing

of c

ritic

al

vaca

ncie

s

Thes

e Pe

rform

ance

In

dica

tors

are

of

DOD

dom

estic

in

tere

st o

nly

D3_0

8: P

erce

ntag

e co

mpl

ianc

e wi

th

the

prog

ress

of t

he e

stab

lishm

ent o

f the

M

ilita

ry S

trate

gic

Dire

ctio

n Re

gist

er6%

48%

31%

9%6%

Cum

ulat

ive

100%

1.0

100%

Thes

e Pe

rform

ance

In

dica

tors

are

of

DOD

dom

estic

in

tere

st o

nly

D4_0

4: P

erce

ntag

e of

rec

omm

enda

-tio

ns a

gree

d to

by

man

agem

ent t

o ad

-dr

ess

the

inte

rnal

con

trol g

aps

iden

tifie

d in

aud

it re

ports

New

In

dica

tor

100%

100%

100%

100%

Non-

cum

ulat

ive

100%

1.0

100%

D4_0

9: N

umbe

r of s

cope

coo

rdin

atio

n m

eetin

gs w

ith in

tern

al a

nd e

xtern

al

assu

ranc

e pr

ovid

ers

to re

duce

aud

it fa

tigue

acr

oss

the

DOD

New

In

dica

tor

124

44

Cum

ulat

ive

(5 y

ear s

trate

gic

targ

et: A

ctua

l mee

t-in

gs [2

4]/ P

lann

ed

mee

tings

[24]

)

100%

1.0

100%



DOD

Core

Per

form

ance

Indi

cato

rs th

at a

re U

nrel

ated

to S

peci

fic S

trat

egic

Out

puts

but

are

of i

mpo

rtan

ce to

DOD

Dom

estic

Asp

ects

(Int

erna

l Pro

cess

es a

nd C

omm

and)

.

Stra

tegi

c Ou

tput

Pe

rfor

man

ce

Indi

cato

r Titl

e

Curr

ent A

ppro

ved

Pe

rfor

man

ce In

dica

tors

Targ

et

2015

/16

Targ

et

2016

/17

Targ

et

2017

/18

Targ

et

2018

/19

Targ

et

2019

/20

Conv

ersi

onTa

rget

(5 y

ears

)W

eigh

ting

Cons

olid

ated

Ta

rget

Thes

e Pe

rform

ance

In

dica

tors

are

of

DOD

dom

estic

in

tere

st o

nly

D4_1

2: E

xtern

al s

tatu

tory

resp

onse

s to

re

ques

ts re

ceiv

ed s

tatu

s10

0%10

0%10

0%10

0%10

0%No

n-cu

mul

ativ

e10

0%1.

010

0%

P1_2

3: N

umbe

r of c

oven

anta

l rel

atio

n-sh

ips

with

Rel

igio

us S

take

hold

ers

(Rel

igio

us A

dvis

ory

Boar

ds)

55

55

5Cu

mul

ativ

e25

1.0

25

Thes

e Pe

rform

ance

In

dica

tors

are

of

DOD

dom

estic

in

tere

st o

nly

P1_2

4: N

umbe

r of m

arke

ting

even

ts to

pr

omot

e th

e Re

serv

es36

3636

3636

Cum

ulat

ive

180

1.0

180

P2_1

2: N

umbe

r of v

ettin

g de

cisi

ons

take

n in

acc

orda

nce

with

requ

irem

ents

5 00

06

500

7 00

07

500

7 50

0Cu

mul

ativ

e33

500

1.0

33 5

00

P2_1

3: L

evel

of I

mpl

emen

tatio

n of

the

Cybe

r War

fare

Impl

emen

tatio

n Pl

an77

Parti

al

Impl

emen

ta-

tion

(Est

ab-

lish

Cybe

r Co

mm

and

Cent

re H

Q)

Phas

e

2 - 3

Phas

e

4 - 5

Ph

ase

6

Fully

Im

plem

ente

dRe

port

last

val

ue/

sta

tus

Fully

Im

plm

ente

d1.

0Fu

lly

Impl

emen

ted

Table14:DODCorePerformanceIndicatorsthatareUnrelatedtoSpecificStrategicOutputsbutareofimportancetoDODDomesticAspects

(Int

erna

l Pro

cess

es a

nd C

om

man

d)

(co

ntin

ued

)

77. T

his w

ill be

cond

ucted

thro

ugh

a ph

ase

appr

oach

whic

h is

as fo

llows

: Pha

se 1

– E

stabli

sh H

Q, P

hase

2 –

Fina

lise

functi

ons,

Phas

e 3

– Fin

alise

stru

cture

s, Ph

ase

4 –

Obtai

n bu

dget,

Pha

se 5

– E

stabli

sh ca

pabil

ities,

Phas

e 6

– Cr

eate

cybe

r-awa

rene

ss p

rogr

amme

. Fu

rther

Per

forma

nce

Indica

tors a

nd Ta

rgets

will

be d

evelo

ped

durin

g the

MST

F (2

015–

2020

) to

addr

ess t

he D

OD co

ntribu

tion

to the

MTS

F Ou

tcome

3 (S

ub-o

utcom

e 4:

Secu

re cy

ber s

pace

) esta

blish

ment

of a C

yber

Com

mand

Cen

tre, w

hich m

ust b

e full

y ope

ratio

nal b

y FY2

018/1

9.



ANNEXURE D

SA DEFENCE REVIEW 2015 (MILESTONE 1) IMPLEMENTATION WITHIN CURRENT FY2016/17 RESOURCE ALLOCATION

This Annexure D serves to illustrate the SA Defence Review 2015 End-states and deliverables to be pursued during

FY2016/17, with the main emphasis during this period being on establishing the necessary Defence Review MS 1 policy,

strategy and planning constructs that will form the foundations for MS1 – MS4.

Annexure D reflects those Defence Review 2015 implementation deliverables that can be pursued within the FY2016/17

defence allocation. It however does not reflect those deliverables which require additional funding above the current

defence allocation, and which will be indicated in the Defence Review MS1 detailed Implementation Plan.

Annexure D thus indicates those minimal or no cost interventions which will be pursued during FY2016/17 and further

indicates responsibilities for reporting thereon. During FY2016/17, quarterly and annual reporting will be in a narrative

format. Appropriate Performance Indicators will be developed for FY2017/18.

Table 1: SA Defence Review 2015 (Milestone 1) Implementation within current FY2016/17 Resource Allocation

Ser No.

SA Defence Review 2015 End-States

(DOD Consolidation List)

Responsibility Owner(Budget Programme)

Deliverables for FY2016/17

Linkage to DOD Strategy Map

1Sustained Ordered Defence Commitments

C SANDF (Chief Joint Operations)

Sustained Internal Operations

D1

Sustained Peace Missions

Sustained Intervention Operations

Sustained Support to Government Departments

Sustained International Commitments

Promulgated Joint Force Employment Strategy

D3Promulgated Border Safeguarding

Strategy

C SANDF (Chief Corporate Staff - Chief Military

Policy, Strategy and Planning)Promulgated Military Strategy

2 Capability sustainment and renewal

Sec Def(Chief Defence Matériel)

Promulgated Acquisition of Armaments in the DOD Policy (DAP 1000 Policy)

D3National Defence Industry Council

(Chief Defence Matériel in support)Promulgated Defence

Industry Policy



Ser No.






3Defence Facilities Maintained

C SANDF(Chief Logistics)

Defence Facilities, Maintained through the implementation of the long-term infrastructure and the Capital Plans

R2

Optimised utilisation of the DOD Works Capability

4 Restructuring of the SANDF

C SANDF(Chief Corporate Staff – Chief Military

Policy, Strategy and Planning)Promulgated Blue-print force design

D3

C SANDF (only) Promulgated Restructuring plan

5 DOD Human Resources ManagementSec Def

(Chief Human Resources)Promulgated

Human Resources StrategyR1

6 Defence Academy establishedC SANDF

(Chief Human Resources)Comprehensive appreciation on the

establishment of a Defence AcademyR1

7 Military Discipline EnhancedC SANDF

(Chief Defence Legal Services)

Submitted Military Discipline Bill to the Office of the

Chief State Law Advisor and undergo Socio-economic Environmental Impact

Assessment System

R1

8

Relationship established between the DOD ETD programmes and accredited tertiary Institutions for civilian and military members

Sec Def(Chief Human Resources)

Promulgated Education Trainingand Development Policy

R1

9 Defence Funding Model Developed

Sec Def (Chief Financial Officer)

Developed Defence Funding Model

R4C SANDF

(Chief Logistics)Promulgated Budgeting and

Costing Tool

Table 1: SA Defence Review 2015 (Milestone 1) Implementation within current FY2016/17 Resource Allocation (continued)



Ser No.






10Defence Industry Engagements Established

Sec Def(Chief Defence Matériel)

Capability and technology programmes established with the defence industry

F4

11Strategic direction for the implementation of the SA Defence Review (MS1)

Sec Def (Chief Defence Policy, Strategy and

Planning)

C SANDF(Chief Corporate Staff - Chief Military

Policy, Strategy and Planning)

Promulgated SA Defence Review MS1 Overarching Implementation Plan,

Targets and TimelinesD3

12Strategic Communication Intervention

Ministry (Head of Communication)

Roll out of a SA Defence Review 2015 Communication Plan (internal and external)

F5

C SANDF(Director Corporate Communication)

Promulgated Communication Strategy D3


NOTES

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