To present to the core corporate overview of the Def Sec and SANDF APPs for 2013 to the Portfolio Committee of Defence and Military Veterans.
Planning instruments aligned to outcomes based principles of government (Change [Core Performance Information] and Sustained Agenda).
Planning instruments aligned to outcomes based principles of government (Change [Core Performance Information] and Sustained Agenda).
Aligned with National Treasury Framework for SP and APP.
DOD APPs aligned to FY2011/12 – 2015/16 Strategic Plans.
DOD First Draft APP submitted to NT/Presidency (DPM&E) during August 2012.
DOD Second Draft APP submitted to NT/Presidency (DPM&E) during November 2012.
DOD APPs tabled in Parliament on 13 March 2013 (60 Copies and 1x electronic CD).
DOD VISION
DOD VISION
“Effective defence for a democratic South Africa”.
DOD MISSION
“To provide, manage, prepare and employ defence capabilities commensurate with the needs of South Africa as regulated by the Constitution, national legislation and Parliamentary and Executive direction. The above will be provided through the proper management, provision, preparedness and employment of defence capabilities, which are in line with the domestic and global needs of South Africa”.
Priority 1: Enhancement of the South African National Defence Force’s (SANDF’s) Landward Defence Capabilities. The Landward Defence Capability has not enjoyed the advantage of being part of the Strategic Defence Packages (SDP) and is to be modernised taking into consideration the financial expenditure ability of the SA Army and the overall DOD and ARMSCOR procurement systems and processes capabilities which support such expenditure.
Priority 2: Maritime Security. The South African Maritime Strategy has been developed and is currently in the process of being integrated within the broader Southern African Development Community (SADC) Maritime Security Strategies. The SANDF will continue to execute counter-piracy operations in support of the Mozambican Defence Force (MDF) in the Mozambique Channel amidst the on-going sourcing of appropriate funding levels for such operations.
Priority 3: Force Rejuvenation (Job Creation). The DOD will endeavour to create job opportunities within the defence industry in accordance with approved DOD projects.
Priority 3: Force Rejuvenation (Job Creation). The DOD will endeavour to create job opportunities within the defence industry in accordance with approved DOD projects.
Priority 4: Enhancement of the SANDF’s Peacekeeping Capability (SANDF Deployability). The role of the SANDF in promoting peace and security in the region and on the African continent under the auspices of the United Nations (UN), African Union (AU) and hybrid Peace-Support Operations (PSOs), necessitates the enhancement of the SANDF’s peacekeeping capability that will include the SANDF’s Forward Deployment Capability.
Priority 5: National Youth Service (NYS). The execution of the NYS programme will continue during the FY2013/14 MTEF. For the year ahead it is envisaged that the NYS policy framework once considered, will lead to the implementation of the NYS policy framework.
Priority 5: National Youth Service (NYS). The execution of the NYS programme will continue during the FY2013/14 MTEF. For the year ahead it is envisaged that the NYS policy framework once considered, will lead to the implementation of the NYS policy framework.
Priority 6: Revitalisation of the Reserves. The Reserves will continue to be transformed and revitalised to fulfill their primary role of providing a large component of the conventional landward capability of the SANDF whilst at the same time supplementing peace support missions conducted by the Regulars.
Priority 7: Restructuring and Support of the Defence Industry. The restructuring of the Defence Industry will focus on current and future defence capability requirements in support of the Defence mandate. The work of the Defence Industry Council will require strengthening.
Priority 7: Restructuring and Support of the Defence Industry. The restructuring of the Defence Industry will focus on current and future defence capability requirements in support of the Defence mandate. The work of the Defence Industry Council will require strengthening.
Priority 8: Department of Defence Works Capability. The DOD has steadily progressed with the establishment of the Defence Works Formation which is currently functional and executing identified renovation projects for facilities occupied by the DOD in close co-operation with the National Department of Public Works (NDPW). A plan, in conjunction with the Council for Scientific and Industrial Research (CSIR), has been developed to establish a Joint Interim Operations Centre (JIOC) to manage the migration of functions and responsibilities wit respect to facilities management and maintenance from the NDPW to the DOD during a period agreed upon by both Departments.
Military Skills Development System (MSDS). The MSDS shall continue to be a means for force rejuvenation as a component of the Human Resources (HR) Renewal Strategy and is not regarded as a broad initiative for job creation.
The Defence Review. Given that the Defence Review is reaching its final stage, planning for the short and medium term are to be undertaken in keeping with considerations for the possible future implications for defence as contained within the current draft Defence Review.
Transformation within the SANDF. The representation of both men and women in command structures of the SANDF shall remain a key focus area for the FY2013/14.
DOD Grievance Procedure. The DOD grievance procedure must be fully functional and effective in protecting members of the department from abuse and illegality.
Reconfiguration of Force Number Allocation. To ensure that force numbers do not necessarily demonstrate the members’ time of joining in the DOD, the department will revisit the structuring of force number allocation.
Maintenance and Enforcement of Discipline. All Chiefs of Services, Devisions and Unit Commanders are responsible for discipline in the DOD. There should be a zero tolerance on all forms and maifestation of ill-discipline, including the abuse of power by commanders. Furthermore , the DOD legal system will be strengthened to attend to ill-discipline in the SANDF.
DOD Audit Findings. The DOD’s focus in the previous financial years has been on the introduction of specific interventions to strengthen internal DOD controls in order to eliminate current and possible future audit qualifications. For 2012 particular emphasis was placed on addressing the single remaining asset management qualification, as well as other matters of importance and the general enhancement of financial management and internal controls. Operation Clean Audit, an internal departmental co-ordinating mechanism, has served as such a mechanism to strengthen the DOD internal controls in the various resource areas of the department. For the FY2013/14 human resources, information technology, procurement and accounting shall be strengthened in order to avoid possible audit reports.
DOD Audit Findings. The DOD’s focus in the previous financial years has been on the introduction of specific interventions to strengthen internal DOD controls in order to eliminate current and possible future audit qualifications. For 2012 particular emphasis was placed on addressing the single remaining asset management qualification, as well as other matters of importance and the general enhancement of financial management and internal controls. Operation Clean Audit, an internal departmental co-ordinating mechanism, has served as such a mechanism to strengthen the DOD internal controls in the various resource areas of the department. For the FY2013/14 human resources, information technology, procurement and accounting shall be strengthened in order to avoid possible audit reports.
DOD Planning Instruments. Departmental planning will continue to be aligned with government’s outcomes oriented strategic planning, budgeting, risk management and monitoring and evaluation processes.
Corruption and Fraud. The DOD continues to adopt a zero-tolerance attitude to all forms of corruption and fraud within the department and internal infrastructures to combat fraud is in the process of being fully capacitated.
The following high level criteria informs (amongst others) the identification of the DOD ENE on an annual basis:
The following high level criteria informs (amongst others) the identification of the DOD ENE on an annual basis:
Level 0/1 Core Indicator.
Linked to the legislative / policy (sustained) mandate.
Linked to Output Deliverables.
Linked to major funding initiatives.
Have trendable information.
Linked to the MTSF Outcomes.
Linked to National Development Plan (NDP).
DOD Performance Information continues to mature over the short and medium term. The approval during March 2013 of the first DOD Performance Information Plan (PI Plan) “Road Map” for the FY2013/14 to FY2015/16, as prescribed by the NT Performance Information Handbook 2007, highlights in detail the focus areas that will enable structured refinement of DOD Performance Information during the current MTSF period and beyond. These areas include amongst others the following:
DOD Performance Information continues to mature over the short and medium term. The approval during March 2013 of the first DOD Performance Information Plan (PI Plan) “Road Map” for the FY2013/14 to FY2015/16, as prescribed by the NT Performance Information Handbook 2007, highlights in detail the focus areas that will enable structured refinement of DOD Performance Information during the current MTSF period and beyond. These areas include amongst others the following:
Integrated Strategic Management Enabler. Detailed performance reports based on the actual DOD Performance Information to ensure auditability and uniformity of reporting and base-line determination (target setting) through an electronic/automated DOD Integrated Strategic Management Enabler (ISME).
Performance Information (PI) Design. The development of core DOD (mandate based) PIs and associated technical data sheets. Performance Indicators are design to improve their relevance, well-defined, verifiability, cost-effectiveness, appropriateness and reliability.
The DOD PI Plan (a three year strategy) will furthermore facilitate the following:
The DOD PI Plan (a three year strategy) will furthermore facilitate the following:
The identification of PIs used to measure DOD programme performance (PI Framework), linked to budget allocation/expenditure.
The source data used to construct the indicators.
The storage and accessibility of PI data.
The use of PI in DOD decision making.
Criteria for PI selection.
A comprehensive DOD PI Implementation Plan will be implemented during the FY2013/14 MTEF to ensure the realisation of the PI Plan (strategy) to improve current PI identification, development, implementation and reporting in support of the Defence mandate.
The development of the first automated DOD Integrated Strategic Management Enabler (ISME) will ensure the integration of the planning, budgeting, reporting and risk management functions within Defence.
EA OASS LINK WITH PLANNING INSTRUMENTS
EA OASS LINK WITH PLANNING INSTRUMENTS
Impact on performance targets.
Impact on performance targets.
Will result in numerous in-year reallocations within programmes and sub-programmes.
Minister, Sec Def and C SANDF’s performance agreements are compromised.
VOTE 22: ALLOCATION PER MAIN PROGRAMME: FY2013/14
VOTE 22: ALLOCATION PER MAIN PROGRAMME: FY2013/14
VOTE 22: ALLOCATION PER ECONOMIC CLASSIFICATION: FY2013/14
VOTE 22: ALLOCATION PER ECONOMIC CLASSIFICATION: FY2013/14
Challenges
Challenges
Rising fuel price
Negative impact on executing borderline control.
Negative impact on training in SA Army, SAAF, SA Navy and supporting divisions.
Negative impact on operating budget due to envisaged price increases of a wide range of commodities used by Defence.
Note. It is hereby confirmed that the 2013/14 Estimates of Defence Expenditure is aligned with the Department’s Strategic Plan and Annual Performance Plan but not fully funded.
Programme 6: Military Health Support. The reduced allocation impacts directly on the warehousing of pharmaceuticals, the maintenance and repair of medical equipment and asset management with a serious negative impact on health services provided to soldiers and dependents and other implications related to possible non-compliance with health related acts.
Programme 6: Military Health Support. The reduced allocation impacts directly on the warehousing of pharmaceuticals, the maintenance and repair of medical equipment and asset management with a serious negative impact on health services provided to soldiers and dependents and other implications related to possible non-compliance with health related acts.
Programme 8: Joint Support
Joint Logistic Services. The reduced allocation to will negatively impact on asset management due to a reduced ability to comply with the asset management accounting framework.
Command and Management Information. The maintenance and repair of communication equipment such as radio navigation equipment, communication security equipment, electronic counter measure equipment and radar equipment is placed at risk and impacts negatively on the execution of operations.
