1. 1 Department of Defence Strategic Plan 2010 (MTEF 2010/11 – 2012/13) Presentation to the Portfolio Committee on Defence and Military Veterans

2. 2 AIM To present the draft DOD Strategic Plan (SP) 2010 (MTEF 2010/11 – 2012/13) to the PCD&MV

3. 3 SCOPE Aim Decisions Required Outlook and Overview of the DOD SP 2010 Layout of the Plan Overview of the Chapters Concluding Remarks

4. 4 Outlook of the Strategic Plan The DOD Strategic Plan 2010: –is a culmination of planning and budgeting seminar process initiated in October 2008; with plans submitted in April 2009, –Services and Divisions’ Plans were technically evaluated through DPBEC process in June 2009; –amended to ensure inclusion of priorities in November 2009 and finally submitted in January 2010 with further account on consideration of budget cuts. –The strategic plan has three chapters with performance information provided as appendices. These chapters cover strategic overview, alignment of DOD with Government and MOD priorities as well as the translation of DOD’s mandate into defence outputs that are elucidated in vote 21 of the Estimate of National Expenditure. –In compliance with section 52, of the PFMA, an overview of entities reporting to the Executive Authority is provided. Lastly an overview of the public private partnerships that the DOD is involved is also provided. The contents of the SP 2010 is continually being aligned with the requirements of a Strategic Plan as required in Treasury Regulations, Chapter 5, as well as requirements emanating from the AG’s interpretation of Treasury Regulation 5. The draft Strategic Plan was presented for approval to Defence Staff Council (DSC) on Monday 22 Feb 2010 and Council on Defence (COD) on 25 Feb 2010.

5. 5 Strategic Thrusts That Inform the Execution of Defence Mandate Minister’s priorities as confirmed (Page 17 of the Draft Strategic Plan) –Establishment of a fully functional entity to support the Military veterans –Rejuvenation and upgrade of the Landward Programme –The review of the Defence Secretariat to align it with mandate for Defence Organisation and support requirements for Minister of Defence and Military Veterans. –Upgrade of DOD Infrastructure –DOD Works Regiment –The establishment of the National Defence Force Service Commission and supporting structures –Transformation of ARMSCOR to be in line with the Defence Mandate. –Incremental and progressive refocusing of Denel to support identified defence strategic capabilities –Promote a culture of Good Governance through: Realisation of a qualification – Free Audit through a multi-pronged approach that addresses root causes of the Auditor-General’s qualifications of the DOD. Information Technology - Optimal utilisation of the collateral value of defence capabilities to respond to country’s socioeconomic needs - Defence strategy that responds to DOD’s current and emerging needs. -Revitalisation of the Reserves -Provide a lead to the development and implementation of the Community Service Programme

6. 6 LAYOUT OF THE SP Chapter 1: Strategic Overview Chapter 2: Medium Term Strategic Focus Chapter 3: Overview of Programmes Appendix A : Detailed information on the Outputs Appendix B : Links to Other Plans Appendix C :Overview of Services to be Delivered through Public Private Partnership Consultant Utilisation Public Entities Reporting to the Executive Authority

7. 7 Chapter One: Strategic Overview Presents developments that Department of Defence had to respond to from Cabinet pronouncements as well as part of promotion of corporate citizenship Mandate of the Department Strategic Objectives Macro Structure as approved by the MOD on 15 August 2008 Vision Mission Mission Success Factors DOD’s Value System Defence Strategic Approach DOD’s Strategies Organisational Performance Management (Balanced Scorecard)

8. 8 Ministry of Defence LEVEL 0 LEVEL 1 LEVEL 2 Department of Defence Defence Secretariat SA National Defence Force Human Resource Division Defence Legal Service Division Defence Inspectorate Division Defence Foreign Relations Division Defence Policy, Strategy and Planning Division Financial Management Division Defence Material Division Defence International Affairs Internal Audit Division Defence Enterprise Information Systems Management Division DOD CENTRAL STAFF Joint Operations Division SA ArmySA Air ForceSA Navy SA Military Health Service Defence Intelligence Division Corporate Staff Division Military Policy Strategy & Planning Defence Reserves Chaplain General Logistics Division Military Police Division Command & Mngmnt Information Systems Division DOD MACRO ORGANISATIONAL DESIGN (The structure indicated below is being reviewed in order to align with the defence mandate and Minister’s intent )

9. 9 Chapter One: Strategic Overview Mission Success Factors (MSF). MSFs are as follows: –National Consensus on Defence –Excellent Strategic Direction –Excellent Resource Management. –Effective Combat Forces and Support Forces. –Professionalism in the Conduct of Operations. –Successful Implementation of the Transformation Process. DOD Value Systems. DOD value systems are categorised into individual and organisational values

10. 10 Chapter One: Strategic Overview DOD Balanced Scorecard. The Balanced Scorecard is being introduced in phases in order to improve the DOD’s management of performance. Update on progress made is provided. DOD’s strategic approach. DOD positioning strategy is informed by : –Defence strategy which takes into cognisance the need for DOD to respond to geo-strategic and macroeconomic global imperatives as well as deepen and institutionalise civil-miltary relations. –Focus on Defence Diplomacy in support of Cabinet Outcome 11 –Military strategy –Support strategies

11. 11 Chapter Two: Medium Term Strategic Focus The chapter provides the detail on the following: Overview of the DOD Strategic Planning Cycle and Process Government’s Medium Term Strategic focus. Alignment with Government Priorities. Minister of Defence Priorities as confirmed by the Minister DOD Alignment to MTSF Priorities. Legislative Changes Likely to Influence Programme Spending Plans Over the MTEF period. Resource Consideration. Budget Allocation, Expenditure Trends and Analysis of FY 2010/11 Budget Allocation Enterprise Risk Management: Key Corporate risks with mitigating actions

12. 12 Chapter Two: Overview of DOD Planning Cycle Initiated by Environmental Analysis Planning and Budget Seminar (Sep) –MOD presents guidelines that inform the strategic planning process for next fin year. –Accounting Officer translates guidelines to more detailed Departmental guidelines. Services Divisions submit plans in Apr for due diligence and presentation at DPBEC during May /June. SC and MCC approved Plans submitted in Nov for inclusion in the DOD SP Inputs from Lekgotla, SONA and Budget Vote incorporated Accounting officer presents SP to MOD during MOD w/s in January/Feb. SP submitted by MOD during Feb/ March for tabling. Tabling ito Regulation 5 as amended shall take place 10 (ten days) prior to the Defence Vote Planning process supported by MCC, SC, COD, PDSC DPB & DPBEC to align to DOD priorities and government prescripts. Necessary adjustments to the process effected continually to align to Government strategic planning trajectory.

13. 13 Chapter Two: Medium Term Strategic Focus Strategic focus –Review of Migration from affordable, sustainable and credible Force to a mandate driven Force Design and Structure to enable fulfilment of ordered commitments as well as provide support to Govt’s diplomatic initiatives –Embracing Government initiatives aimed at combating poverty in order to promote development, peace and stability, regionally and Continentally, through participation in peace missions, confidence and security building bilateral forums, continental peace and security structures (AU and SADC) as well as ensure systematic phased withdrawal from internal deployments in support of the SAPS

14. 14 Chapter Two: Medium Term Strategic Focus Alignment with Government Priorities. DOD’s participation in the Clusters is presented: –JCPS cluster wrt Outcome 3, “All People in SA Are and Feel Safe” where outputs pertain to Border Safeguarding vis a vis the Border Management Agency. –ICTS cluster wrt Outcome 11, “Creating a Better SA and contribute to a Safer Africa and a Better” where outputs pertain to Advancement of Regional & Global Peace, Security and Sustainable Development. The above does not exclude the contribution of Defence in other outcome areas, notably MSDS, to mention but a few. The plans provided have been aligned with the MinDef Priorities as well as intended Cluster priorities, but there needs to be a direct relationship between the ENE performance indicators and the ones identified in the aforementioned outcome areas. (It is imperative that ENE programme performance indicators indicated in slide 39 be in line with the ones identified in outcome 3 and 11)

15. 15 Medium Term Strategic Focus Minister’s priorities as confirmed (Page 17 of the Strategic Plan) –Establishment of a fully functional Department to support the Military veterans –Rejuvenation and upgrade of the Landward Programme –The review of the Defence Secretariat to align it with mandate for Defence Organisation and support requirements for Minister of Defence and Military Veterans. –Upgrade of DOD Infrastructure –DOD Works Regiment –The establishment of the National Defence Force Service Commission and supporting structures –Transformation of ARMSCOR to be in line with the Defence Mandate. –Incremental and progressive refocusing of Denel to support identified defence strategic capabilities –Promote a culture of Good Governance through: Realisation of a qualification – Free Audit through a multi-pronged approach that addresses root causes of the Auditor-General’s qualifications of the DOD. Information Technology –- Optimal utilisation of the collateral value of defence capabilities to respond to country’s socioeconomic needs –- Defence strategy that responds to DOD’s current and emerging needs. –-Revitalisation of the Reserves –-Provide a lead to the development and implementation of the Community Service Programme

16. 16 Chapter Two: Medium Term Strategic Focus DOD Alignment needs to give substance to the following MTSF Priorities : Economic growth Social and economic infrastructure Rural development and land reform Skills and human resource base Improve national health profile Fight against crime and corruption Building cohesive and sustainable communities International cooperation Sustainable resource management Building Democratic developmental state ( DOD’s performance information need to be packaged in line with the abovementioned framework so as to visibly display the alignment – Proposed DOD alignment to MTSF priorities. Refer to Strategic Plan)priorities

17. 17 Strategic Priority as Reflected in the MTSF DOD Alignment to MTSF Priorities Strategic Priority 1: Speeding up growth and transforming the economy to create decent work and sustainable livelihoods Ensure that procurement processes promote broad-based economic empowerment. Development of the White Paper on Defence Industry. Strategic Priority 2: Massive Programme to build economic and social Infrastructure Promote partnerships with other organs of state at local and municipal level to accelerate the delivery of socioeconomic needs. Establishment of DOD Works’ Capability to address DPW capacity challenges and simultaneously empowering youth and underutilized DOD personnel. Strategic Priority 3: Comprehensive rural land development strategy linked to land and agrarian reform and food security Finalisation of pending land claims (land restitution). Develop partnership with local Government and broad based community organization in optimal utilization of underutilized military land and facilities. Engage relevant departments (NT and DPW) in co-ordinated and focused disposal of excess military land and facilities (Endowment Properties). DOD Alignment to MTSF

18. 18 DOD Alignment to MTSF Strategic Priority as Reflected in the MTSF DOD Alignment to MTSF Priorities Strategic Priority 4: Strengthen the skills and human resource base Access to post-secondary education funding by means of bursaries. Access to (part and full qualification- based) NQF-linked training opportunities. Restructuring of DOD logistics training capability to be streamlined towards force preparation objectives and broad-based skills and human resource development. Enhanced MSDS system that widens the graduates’ talent and skills base in cultural activities and sport. Strategic Priority 5: Improve the health profile of all South Africans Hospital revitalisation programme Filling critical posts and improving remuneration of health and medical care personnel. DOD TB and HIV/AIDS awareness programmes.

19. 19 Strategic Priority as Reflected in the MTSF DOD Alignment to MTSF Priorities Strategic Priority 6: Intensify the fight against crime and corruption Implementation of the Cabinet decision regarding employment of SANDF for a full spectrum of border safeguarding services inside South Africa and in international waters Full implementation of anti-criminality strategy and plan. Promote financial disclosures at all levels. Strengthen the GRC processes to address the ethical and fiduciary requirements that guide the securing of service providers. Strengthen the DOD risk management framework. Strategic Priority 7: Build cohesive, caring and sustainable communities Establish a fully functional Department for Military Veterans Intensify civic education programmes to include all members and employees. DOD Alignment to MTSF

20. 20 Strategic Priority as Reflected in the MTSF DOD Alignment to MTSF Priorities Strategic Priority 8: Pursuing African advancement and enhanced international co- operation Promote nationally identified outputs that relate to advancement of regional and global peace, security and sustainability. Ensure that regional, continental and international peace security structures are capacitated and strengthened by appropriate deployments. Ensure that adequate legal instruments and frameworks exist to support the requisite deployments in Peace Missions and General Military Assistance Missions. Improve governance within SADC in terms of Defence Specific Security Sector Reform programmes. Implementation and monitoring of IBSA Agreements and Action Plans – relevant to the DOD. Ensure alignment of agreements with NEPAD, revitalise NAASP, as well as support AU and UN efforts to guarantee lasting solutions to conflict resolution. DOD Alignment to MTSF

21. 21 Strategic Priority as Reflected in the MTSF DOD Alignment to MTSF Priorities Strategic Priority 9: Sustainable resources management and use Assist in protecting marine resources in co-operation with the police. Promote responsible management of land resources through collaborations to promote land use recycling. Ensure compliance with National Environmental Management Act (NEMA) and the applicable protocols regarding sustainable resource management. Promote prudent utilisation of defence allocated bandwidth. Compliance with protocols to ensure sustainable environmental management. Ensure that the Logistics Intervention and Restructuring Programme objectives are accomplished and embraced within the DOD at all levels Strategic Priority 10: Building a developmental state, including improvement of public Service The review of the Defence Secretariat to align it with the mandate Continually Project the patriotism and high levels of discipline. Deepen the understanding of the code of conduct. DOD Alignment to MTSF

22. 22 Chapter Two: Medium Term Strategic Focus Legislative Changes Likely to Influence Programme Spending Plans Over the MTEF Period: –Military Discipline Bill –Military Veterans Affairs Amendment Bill –Defence Amendment Bill –National Defence Force Service Commission Bill –Geneva Conventions Bill

23. 23 Chapter Two: MTSF Expenditure trends Expenditure trends are reflected in the Estimate of National Expenditure as tabled by the Minister of Finance. The following slides provide a summary of the 2010/11 budget allocation to the Department of Defence.

24. 24 Secretariate Council Brief 10 Feb 1024 2010/11 MTEF: SUBMITTED FUNDING PROPOSALS 2010/11 MTEF: SUBMITTED FUNDING PROPOSALS

25. 25 Secretariate Council Brief 10 Feb 1025 FINAL LETTER OF ALLOCATION (2010/11 MTEF): 20 NOV 09 FINAL LETTER OF ALLOCATION (2010/11 MTEF): 20 NOV 09

26. 26 Secretariate Council Brief 10 Feb 1026 CURRENT BUDGET ALLOCATION (2010/11 MTEF) PER PROGRAMME CURRENT BUDGET ALLOCATION (2010/11 MTEF) PER PROGRAMME

27. 27 Secretariate Council Brief 10 Feb 1027 CURRENT BUDGET ALLOCATION (2010/11 MTEF) PER ECONOMIC CLASSIFICATION CURRENT BUDGET ALLOCATION (2010/11 MTEF) PER ECONOMIC CLASSIFICATION

28. 28 Secretariate Council Brief 10 Feb 1028 2010/11 MTEF: SIGNIFICANT CHANGES GENERAL –Over the period 2008/09 to 2012/13, Defence baseline has been reduced, with efficiency savings of R23.1 million in 2008/09, R499.6 million in 2009/10, R3.2 billion in 2010/11, R2.2 billion in 2011/12 and R2.1 billion in 2012/13, amounting to a total reduction of R8 billion over the 5-year period. Included in the total reduction is a saving of R4.5 billion due to the cancellation of the Airbus A400M aircraft contract. –Revenue is expected to increase from R676.7 million to R756.9 million, at an average annual rate of 3.8 per cent between 2009/10 and 2012/13.

29. 29 Secretariate Council Brief 10 Feb 1029 PROGRAMME 1: ADMINISTRATION Expenditure increased from R2 billion in 2006/07 to R4 billion in 2012/13, at an average annual rate of 12.1 per cent. This is due to  increase in Office Accommodation subprogramme, in which expenditure increases at an average annual rate of 14.9 per cent;  Human Resource Support Services subprogramme in 2010/11 is due to additional allocations for the establishment of a management capability for military veterans’ affairs; and  increase of 10.5 per cent in the Legal Services subprogramme in 2010/11 is due to the implementation of the occupational specific dispensation for legal practitioners.

30. 30 Secretariate Council Brief 10 Feb 1030 PROGRAMME 2: FORCE EMPLOYMENT  Expenditure increases from R1.5 billion in 2006/07 to R2.1 billion in 2012/13, at an average annual rate of 5.6 per cent.  Major contributing factor is the staffing of operational structures.

31. 31 Expenditure increases from R6.4 billion in 2006/07 to R11.1 billion in 2012/13, mainly due to additional funding for increases in the military skills development system intake; increased maintenance requirements of the South African Army’s ageing operational vehicle fleet; initiation of landward defence equipment renewal projects; and the procurement of critical ammunition. Reaching delivery milestones of the shoulder launched air defence artillery system and mobile ground to air missile system programmes explains the 64.8 per cent increase in expenditure in the Air Defence Artillery Capability. Overall spending will focus on providing forces for internal and external deployments. PROGRAMME 3: LANDWARD DEFENCE

32. 32 Secretariate Council Brief 10 Feb 1032 PROGRAMME 4: AIR DEFENCE The Air Defence programme accounts for 26.2 per cent of the department’s total expenditure The decrease over the MTEF period is due to the termination of the A400M strategic airlift procurement project and the finalisation of the delivery milestones of the hawk lead in fighter trainer aircraft. The increase in the Training Capability and the Command and Control Capability subprogrammes are due to the upgrade of the Pilatus PC7 Mk11 Astra trainer aircraft, and radar and ground navigation systems.

33. 33 Secretariate Council Brief 10 Feb 1033 PROGRAMME 5: MARITIME DEFENCE This programme accounts for 7.8 per cent of the department’s total expenditure. Expenditure in this programme decreases from R2.6 billion in 2006/07 to R2.2 billion in 2010/11 at an average annual rate of 4.7 per cent, due to the commissioning of the frigates and submarines between 2006 and 2009. Increases of 23.2 per cent and 21 per cent in 2012/13 in expenditure in the Maritime Logistic Support Capability and Base Support Capability subprogrammes are due to the planned acquisition of hydrographic vessels, and the planned recruitment and staffing of personnel with scarce skills such as divers, technicians and engineers.

34. 34 Secretariate Council Brief 10 Feb 1034 PROGRAMME 6: MILITARY HEALTH SUPPORT The Military Health Support programme accounts for 8.1 per cent of the department’s total expenditure, which increases from R1.7 billion in 2006/07 to R3.2 billion in 2012/13, at an average annual rate of 11.1 per cent due to –implementation of scarce skills and rural allowances for health professionals, –improvements to the health informatics system, –antiretroviral rollout; –sustaining the presidential health team; –Increased military skills development system programme; –replacement of operational ambulances

35. 35 Secretariate Council Brief 10 Feb 1035 PROGRAMME 7: DEFENCE INTELLIGENCE The Defence Intelligence programme accounts for 1.9 per cent of the department’s total expenditure. Spending increases from R353.6 million in 2006/07 to R698.9 million in 2012/13, at an average annual rate of 12 per cent, due to the planned investment in and development of a strategic information collection capability.

36. 36 Secretariate Council Brief 10 Feb 1036 PROGRAMME 8: GENERAL SUPPORT Accounts for 11 per cent of total expenditure, which increases from R1.9 billion in 2006/07 to R4.4 billion in 2012/13, focusing on –upgrading the runways and hardstands of Air Force Base Waterkloof; –repair and maintenance of defence infrastructure and facilities; –research and development of new generation telecommunication systems; –repair and maintenance of defence infrastructure and facilities; and –investment in the test and evaluation capability; electronic research and development; and missile technology research and development.

37. 37 Chapter Two: Risk Management Enterprise RiskMitigation Strategy/Action The continued loss of scarce skills due to the exit of large numbers of highly skilled personnel. Interim Service Commission has been established to consider remuneration and the conditions of service of members of the South African National Defence Force (SANDF). A unique service dispensation for the SANDF outside the ambit of the Public Service. Implementation of the DOD retention strategy. Air Force partnering with local aviation industry. Inadequate funding for human resource expenditure could result in a further burden on DOD’s budget vote/allocation.  Department will engage National Treasury for additional funding. The declining Rand value of the DOD budget could negatively impact on the Department’s operating budget and capital acquisitions budget.  Department will engage National Treasury for additional funding..

38. 38 Chapter Two: Risk Management Enterprise RiskMitigation Strategy/Action Inadequate infrastructure maintenance and repairs due to absence of strategic integrated planning between DOD and DPW to address bilateral facilities issues (repair and maintenance priorities. DOD to migrate some of the responsibilities /functions to the DOD as spelt out Government Immovable Assets Management Act (GIAMA). Immediately establish bilateral planning between DPW and DOD at all levels. Establish monitoring mechanisms with fixed periodical reporting schedules. Incompatible IT systems could result in ineffective and inefficient performance. Analysis of all the systems in the Department with the intention of integration. Approach National Treasury for permission to procure DOD integrated system. Non-compliance with legislation, e.g. certain aspects of the PFMA. Enhance good corporate governance throughout the Department. Inadequate consensus on defence could lead to poor reputation in the public domain Enhance the Department’s communication strategy.

39. 39 Chapter Three Overview of the Programmes This chapter presents the outputs that define how the Department operationalises its mandate in terms of Force readiness, Force support and Force Employment. It further presents the translation of the outputs in terms of Programmes articulated in Vote 21 The selected trendable indicators are presented in this chapter Measurable Objectives are extracted from the strategic plan and are highlighted under each programme

40. 40 Key Tenents that Foreground the Execution of the Defence Mandate Foregrounding the delivery of the defence mandate are the following key tenents that provide a basis for good business practice and governance: The execution of defence commitments as ordered and funded by Government; The provision of contingency-ready and cost-effective defence capabilities as specified by approved policy; Sound management of the Department; The administration of the DOD within the prescripts of the law, regulatory framework and Government policy; The assurance of sustainability, continuous improvement of output quality and the reduction of the cost of DOD processes, as well as the accounting thereof; The assurance of the continuous quality improvement of people in the DOD; The assurance of quality command and management information in the DOD; and The assurance of continuous quality improvement of DOD equipment and facilities.

41. 41 DOD Outputs The outputs provided by the DOD in terms of its mandate to Government are: Defence commitments, which include –operations that are ongoing in nature during the year and, for which plans and financial provision can be made in advance; –operations that must be executed during the year and, if unforeseeable, for which no provision has been made; and –joint, interdepartmental and multinational exercises required during the year to prepare forces for operations Landward defence capabilities Air defence capabilities Maritime defence capabilities

42. 42 DOD Outputs Military health (support) capabilities Defence diplomacy, which includes –the deployment of Defence Attaches –the servicing of defence-related Memoranda of Understanding (MOUs); and –participation in the defence and security structures of the United Nations (UN),the African Union (AU) and SADC The provision of defence related policy and ministerial advice Cryptographic security services for Government departments The National Codification Bureau The provision of appropriate frameworks for sound policy direction, advice and systemic monitoring and evaluation The provision of defence related capabilities that respond to the needs of South Africa within the evolving policy and national priority trajectory that characterise a developmental state.

43. 43 Chapter Three: Overview of DOD Programmes Outputs of the DOD. DOD outputs are translated into programmes as reflected in Vote 21 is as follows. –Administration –Force Employment –Landward Defence –Air Defence –Maritime Defence –Military Health Support –Defence Intelligence –General Support

44. 44 Performance Indicators

45. 45 CHAPTER THREE Administration Purpose. The Defence Administration Programme conducts policy development, management and administration of the department. Measurable Objectives –Provision of sound defence direction and advice –Providing the defence related social responsibilities –Developing consensus on defence –Providing sound Policy and administration –Provision of contingency ready defence capabilities –Providing framework for systemic M&E Output table

46. 46 Coverage of Administration Programme Sub-programmeCoverage Ministerial DirectionMinistry Departmental DirectionOffice of the Secretary for Defence SANDF Command and ControlOffice of the Chief of the South African National Defence Force Policy and PlanningDefence Strategy, Policy and Plan Military Policy, Strategy and Plan (Chief Corporate Staff) Financial ServicesChief Financial Officer

47. 47 Coverage of Administration Programme Sub-programmeCoverage Acquisition ServicesChief of Defence Materiel Head of Supply Chain Integration Inspection ServicesInspector –General Internal Audit Human Resources Support Services.Chief Human Resources Defence Legal ServicesChief Defence Legal Services

48. 48 Coverage of Administration Programme Sub-programmeCoverage Religious ServicesChaplain - General Communication ServicesHead of Communication Defence Reserve DirectionChief of Defence Reserves Defence Foreign RelationsChief of Defence Foreign Relations Chief Defence International Affairs Office AccommodationChief of Logistics

49. 49 Chapter Three Force Employment Purpose The Joint Operations Division provides and employs defence capabilities, including an operational capability, to successfully conduct all operations, and joint interdepartmental and multinational military exercises. Outputs.. Operations and Joint Interdepartmental Multinational Military Exercises Measurable objectives –providing and employing special operations capability in accordance with national requirements;

50. 50 Chapter Three Force Employment –conducting an average of 12 external peace missions per year in accordance with requirements to promote peace and security; –conducting 21 JIM military force preparation exercises over the next three year (excluding Special Forces exercises); and –Conducting an average of four operations per year in support of other government departments, and complying with international obligations. Output table

51. 51 CHAPTER THREE Landward Defence Purpose The Landward Defence Programme provides prepared and supported landward defence capabilities for the defence and protection of South Africa. Outputs. Landward Defence Capabilities Measurable Objectives preparing an infantry capability to provide 3 infantry battalions a year sustained for external deployment, 1 airborne battalion as Chief of the South African National Defence Force Reaction Force, 1 multi-role battalion for internal safety and security, 1 battalion in support for internal security operations, and 4 battalions involved in exercises; preparing an armoured capability by exercising 1 tank regiment and 1 armoured car regiment with one squadron for internal deployment a year; preparing an artillery capability by exercising 1 composite artillery regiment and 1 light (airborne) artillery battery, having 1 light artillery battery in reserve and 1 battery for internal deployment a year;

52. 52 Chapter Three Programme: Landward Defence Objectives and Measures –preparing an air defence artillery capability by exercising 1 air defence artillery regiment and 1 light (airborne) air defence artillery battery, and having 1 light air defence artillery battery as part of the mobile capability and one battery for internal deployment a year; –preparing an engineer capability by providing 3 sustained composite engineer squadrons for external deployment, 1 composite engineer squadron for internal reserve, and exercising 1 light (airborne) engineer squadron a year; and –preparing a signal capability by providing 2 signal regiments a year for external deployment, internal reserve and involvement in exercises.

53. 53 Chapter Three Air Defence Purpose The Air Defence Programme provides prepared and supported air defence capabilities for the defence and protection of South Africa. Outputs. Air Defence Capabilities. Measurable Objectives –four helicopter squadrons and one combat support squadron a year; –three medium transport squadrons, one maritime and transport squadron, one light transport squadron and nine reserve squadrons at the required readiness levels a year; –one air combat squadron a year; and –a 24-hour air command and control capability Output tableOutput table

54. 54 Chapter Three Maritime Defence Purpose The Maritime Defence Programme provides prepared and supported maritime defence capabilities for the defence and protection of the RSA. Outputs. Maritime Defence Capabilities. Measurable Objectives –a surface combat capability of four frigates, one combat support vessel, three offshore patrol vessels, three inshore patrol vessels and a maritime reaction squadron in each annual operational cycle,

55. 55 Chapter Three Maritime Defence –a sub-surface combat capability of three submarines in each annual operational cycle, –two mine countermeasures systems in each annual operational cycle to ensure safe access to South African harbours, and where mine clearance may be required; and –an ongoing hydrographic survey capability to ensure safe navigation in charting areas and to meet an international obligation Output table

56. 56 Chapter Three Military Health Support Purpose. The Military Health Support Programme provides prepared and supported health capabilities and service for the defence and protection of South Africa. Outputs. Military Health Services and Capabilities. Measurable Objectives a comprehensive multidisciplinary military health service to a projected patient population of 230 000 members per year. a health support capability of five medical battalion groups, including one specialist medical battalion group, for deployed and contingency forces; and

57. 57 Chapter Three Military Health Support a military health service which provides for a comprehensive multidisciplinary health service to a projected patient population of 230 000 members per year.

58. 58 Chapter Three Defence Intelligence Purpose The Defence Intelligence Programme provides a defence intelligence and counter-intelligence capability. Outputs. Defence Intelligence and Counter-Intelligence Capabilities. Measurable Objectives ( classified information)

59. 59 Chapter Three General Support Purpose The General Support Programme provides general support capabilities and services to the Department. Outputs. General Support Capabilities (Log, MP, CMI, Tech Development, British Peace Support and Training, Dept Support). Measurable Objectives General support capabilities and services by providing appropriate, ready and sustained materiel, facilities, movement and logistic services focusing on supply chain management to enable force preparation and employment.

60. 60 Chapter Three General Support Provide the department with key information and communication systems by repairing and maintaining the department’s infrastructure at 33 bases over the next 3 years (13 in 20010/11, 9 in 2011/12 and 11 in 2012/13) and executing the Capital Works Plan in 52 projects (7 in 2010/11, 24 in 2011/12 and 21 in 2012/13). providing appropriate, ready and sustained materiel, facilities, movement and logistic services to enable force preparation and employment by means of a service focusing on supply chain and life cycle management.

61. 61 Chapter Three Programme: General Support Objectives and Measures ensuring that the mainframe service is available 98 per cent of the time and the Wide Area Network 95 per cent of the time. providing Information and Communication Systems solutions in accordance with the Defence Enterprise Information Systems (DEIS) Master Plan, as per the programme and project milestones and associated deliverables. Reduce the number of new criminal cases under investigation by the military police by 10 per cent a year, and sustaining 1 provost company for deployment, 4 regional head quarters, 22 area offices and 22 detachments for investigations and crime prevention, and 2 military correctional facilities.

62. 62 Entities That Report to the Executive Authority ARMSCOR mandated to meet the acquisition, maintenance and disposal needs of the South African Department of Defence and other clients in terms of defence matériel, related products and related services Castle Control Board mandated to Manage and protect the Castle on behalf of the MOD (as Executive authority) National Defence Force Service Commission mandated to: -Investigate, provide expert advice and make recommendations regarding the conditions of service of the members of the SANDF -Make recommendations to the Executive Authority on the establishment of a permanent National Defence Force Service Commission

63. 63 STRATEGIC POSITIONING Armscor positioning strategy is focused on the following:- Funding and growth People capabilities Broad Based Economic Empowerment Stakeholder Relationship Support to local Industry Operational efficiency

64. 64 CASTLE CONTROL BOARD Outputs Preservation of Cape Military History. Maintenance, Preservation and Protection of the Castle. Corporate Governance. Professional and Competent Corporate Image. Increased Public Profile and Positive Perception across all Sectors of the community.

65. 65 National Defence Service Commission Interim National Defence Service Commission( INDFSC) established by Executive Authority during 21 September 2010 to:- -Investigate, provide expert advice and make recommendations regarding the conditions of service of the members of the SANDF -Make recommendations to the Executive Authority on the establishment of a permanent National Defence Force Service Commission The detail regarding the delivery on the above objectives is contained in contained in the separate Appendix C.

66. 66 Overview of DOD’s Public Private Partnerships Administration Programme: Human Resource sub- programme: Project Brilliant Air Defence Programme: Use of Air Force Base Ysterplaat Maritime Defence –Sea Safety Training Centre –New Navy HQ and Naval Mess SAMHS: Clinical Service Delivery

67. 67 Concluding Remarks It is confirmed that this plan is aligned to the requirements of Regulation 5 read together with section 52 of the PFMA. There has been remarkable improvement in the quality of the plans The plans provided have been aligned with the current MinDef Priorities as well as Cabinet Cluster priorities, though some improvement is required to ensure focused evidenced based performance reporting. The DOD is systematically addressing the strategic issues that pose a threat the full realisation of the defence outputs whilst successfully meeting its ordered commitments. It is believed that through this strategic Plan, the organs of state reporting to the Minister will be collaboratively and synergistically do things differently to achieve more with less

68. 68 Progress Made in Realising MOD MV Priority 1: Establishment of the DMV On 28 December 2009, the President of the Republic proclaimed the Department of Military Veterans through Proclamation No 92 of 2009 published in the Government Gazette No. 32844 dated 28 December 2009. This Proclamation provides that the Department of Military Veterans shall be a stand alone department resorting under the Minister of Defence and Military Veterans. Department of Military Veterans shall have its own budget vote and an Accounting Officer (Director-General). In the interim, the budget for 2010/11 is housed in the Administration programme of the DOD. It is however, ring-fenced.In the interim, the budget for 2010/11 is housed in the Administration programme of the DOD. It is however, ring-fenced. The Department of Military Veterans will be responsible for the overall management and administration of military veterans’ affairs including, but not limited to, developing policy, legislation, programmes, benefits and services that facilitate the transition from active service to civilian life. In this FY in the Department will be focusing on putting in place the macro- organisational structure, policies and procedures. It is also envisaged that the Dept will have a strategic plan by the end of the financial year.

69. QUESTIONS?