DOD Presentation to the PCD&MV
DEPARTMENT OF DEFENCE 2014
ANNUAL PERFORMANCE PLANS
Presented By The Secretary For Defence: Dr S.M. Gulube
30 July 2014
1
SCOPE

Introduction
 Sources of Defence Mandate
 DOD Organogram
 Planning Requirements

Strategic Overview

MOD&MV Strategic Priorities: FY2014/15

DOD Contributions

MTSF

NDP

New Growth Path

IPAP
2
SCOPE (CONT.)

DOD Core Performance Information

Entities Reporting to the MOD&MV

Budget Allocation and Trends

PCD&MV Requirements wrt HR

Audit Report FY12/13 and DOD Action Plan

Budgetary Review Recommendations
3
AIM
To
present
the
concise
corporate
overview
of
the
Department of Defence (Def Sec and SANDF) 2014 APPs to the
Portfolio Committee as tabled on 12 March 2014
4
INTRODUCTION
 The DOD Constitutional and Legislative mandate place the following
imperatives on the DOD:
 “To provide for the defence and protection of the Republic, its
territorial integrity and its people” [Constitution of the Republic of
South Africa, 1996: Section 200(2)]
 “A civilian secretariat for defence must be established by national
legislation to function under the direction of the Cabinet member
responsible for defence” [Constitution of the Republic of South
Africa, 1996: Section 204]
5
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”
6
CONSTITUTIONAL AND LEGISLATIVE
MANDATES
Legislation
Responsibilities
Constitution of the Republic of South Section 200(2): The President as head of the national executive is the Commander-in –
Africa, 1996
Chief of the Defence Force, and must appoint the Military Command of the Defence Force.
Section 200(2): To provide for the defence and protection of the Republic, its territorial
integrity and its people.
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 of 2002)
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 48: Establishment of Reserve Force Council.
Defence Amendment Act, 2010
(Act No 22 of 2010)
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
(Footnote2)
Section 62: Establishment and Functions of the Defence Service Commission.
Section 62 (A): Establishment and Composition of the Defence Service Commission.
Section62(B): Functions of the Commission.
7
CONSTITUTIONAL AND LEGISLATIVE
MANDATES (CONT.)
Legislation
Responsibilities
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.
Section 36: Appointment as the Accounting Officer.
Public Finance Management Act, 1999 Furthermore, the Accounting Officer is to ensure the provision and maintenance of an
(Act No 1 of 1999)
effective, efficient and transparent system of financial management 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.
Military
Ombud
(Act No 4 of 2012)
Act,
2012 Provides for the establishment and mandate of the Office of the Military Ombud.
Castle Management Act, Act 207 of 1993 Castle Control Board to govern and manage the Castle of Good Hope on behalf of the
Minister of Defence and Military Veterans.
ARMSCOR Act No 51 of 2003
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.
National Conventional Arms Control Act
41 of 2002
Ensure compliance with the policy of the Government in respect of arms control. 8
Ensure that trade in conventional arms is conducted in compliance with the Act
DEPARTMENT OF DEFENCE MACRO ORGANISATIONAL DESIGN
Ministry of
Defence &
Military
Veterans
LEVEL 0
Defence Force
Service Commission
Public Entities
•ARMSCOR Castle
•Control Board
SA Military Ombud
Department
of Defence
SA National
Defence
Force
Defence
Secretariat
LEVEL 1
Defence
Policy,
Strategy and
Planning
Division
Joint
Operations
Division
Financial
Management
Division
Defence
Material
Division
SA Army
Army Office
Defence
International
Affairs
SA Air Force
Air Force Office
Internal
Audit
Division
SA Navy
Navy Office
Military
Policy
Strategy &
Planning
Defence
Enterprise
Information
Systems
Management
Division
SA Military
Health
Service
Defence
Reserves
Defence
Legal
Service
Division
Human
Resource
Division
Defence
Foreign
Relations
Division
DOD CENTRAL STAFF
Defence
Intelligence
Division
Chaplain
Service
Corporate
Staff Division
Logistics
Division
Defence
Inspectorate
Division
Military Police
Division
Command &
Mngmnt
Information
Systems
Division
LEVEL 2
9
PLANNING REQUIREMENTS
 Defence as an organ of state is required ito the PFMA and related
National Treasury Regulations (Section 5 and 30) to ensure the
submission of a departmental Strategic Plan (5 Year planning horizon)
 The DOD as a mechanism to safeguard “confidential” departmental information,
formally adopted the development of the DOD Executive Authority Overarching
Strategic Statement, EA OASS, (2011/12-2015/16) as the overarching platform to
inform further departmental planning, the Defence Secretariat (Def Sec) and South
African National Defence Force (SANDF) Strategic Plans (2011/12-2015/16).
 The reporting of performance against the above plans is dealt with through the
relevant committees of Parliament.

The DOD is in the process of developing the new DOD
Strategic Plan
(2015-2020) in support of the Medium Term Strategic Framework (MTSF) and will be
tabled during February 2015 as required by legislation.
 The MOD&MV has furthermore directed that the DOD as from FY2015/16 MTEF shall
ensure the development of one single departmental Strategic Plan (2015-2020) and
on single departmental APP FY2015/16 MTEF onwards.
10
Executive Authority’s Overarching
Strategic Statement
0
1
2
SANDF
Strategic
Plan and
Annual
Performance
Plan
Sec Def
Strategic Plan
and Annual
Performance
Plan
Services/Divisions (APP)
PLANNING REQUIREMENTS
 DOD FY2014/15 MTEF Planning Instruments are:
– Aligned to outcomes based principles of government.
– Aligned with National Treasury Framework for SP and APP.
– Aligned with the DOD Strategic Plan.
 DOD FY2014/15 MTEF APPs were tabled in Parliament on
12 March 2014 (60 Copies and 1x Compact Disc).
15
PLANNING REQUIREMENTS
• The DOD as required by the NT Framework on Strategic and Annual
Performance Plans, has adopted an implemented Outcomes
Based Planning (Results Based Planning) at all levels of the DOD.
• Reflective of this Outcomes based requirement within the context of
the Defence Constitutional and Legislative mandate, the DOD
Strategy Map is provided as follows as the basis of departmental
planning.
16
Department of Defence
(FY2015/16)
DOD
OUTCOMES
Output
Deliverables
(Departmental
Mandate
Execution)
Internal
Processes
(What we Do)
Resources
Management
(What we Use)
Building for
the Future
(Sustainability)
17
RSA is defended
and protected
(SANDF)
Enhanced Civil
Control of Defence
(Def Sec)
D1: Conduct ordered Defence
commitments in accordance
with government policy and
strategy
P2: Enable the
DOD
P1: Administrate the
DOD
R1: Provide
professional &
supported DOD
Human
Resources
F1: Ensure
Appropriate
Strategic
Reserves
D4: Ensure Defence
compliance with
Regulatory
Framework
D2: Provide mission
ready Defence
capabilities
D3: Provide sound
Defence direction
R2: Provide
appropriate &
sustained
Materiél
F2: Renew
DOD Main
Equipment
& Doctrine
P3: Employ the SANDF
R3: Provide
integrated &
reliable Defence
Information
Systems
F3: Undertake
Defence
Research &
Development
F4: Promote
an appropriate
Defence
Industry
R4: Provide
sound Financial
Management of
the DOD
F5:
Promote
consensus
on Defence
PART 1: STRATEGIC OVERVIEW
18
MOD&MV STRATEGIC PRIORITIES:
FY2014/15
The following MOD&MV Strategic Priorities shall receive attention
during the period under ahead for execution through DOD (Defence
Secretariat [Def Sec] and SANDF) FY2014/15 Planning Instruments:
19
MOD&MV STRATEGIC PRIORITIES:
FY2014/15
Ser
MOD&MV Strategic Priorities for FY2014/15
1
Enhancement of the South African National Defence Force’s (SANDF’s) Landward Defence
Capabilities.
For the landward defence capability to operate jointly with the air defence and maritime defence
capabilities, the enhancement of the South African National Defence Force (SANDF) landward
defence capabilities remains a priority. The landward defence capability lacks the required
human resources, infrastructure and technologically appropriate Peace Mission Equipment (PME)
in support of the defence mandate.
The SANDF will, in the near and foreseeable future, be required to perform a wider spectrum of
operations, in an increasing spectrum of countries and terrain. The pending Defence Review will
inform the future force design and associated landward defence capabilities of the SANDF.
For the FY2014/15, the DOD will address the landward component of the Strategic Capital
Acquisition Master Plan (SCAMP) that reflects the acquisition programmes/projects as prioritised
by the SANDF, based on available funds to enable the landward capability. The future SA Army
Strategy is supported by a detailed SA Army Prime Mission Equipment and Technology
Requirement Support Plan, which has directed and prioritised the requirements in terms of
equipment and technology acquisition for the short to medium-term. The integrity of these
systems will, however, require adequate funding over the short, medium and long term if support
to the defence mandate is to be ensured.
20
MOD&MV STRATEGIC PRIORITIES:
FY2014/15
Ser
2
MOD&MV Strategic Priorities for FY2014/15
Maritime Security Strategy.
In terms of the NDP 2030 (Transnational Crime), Chapter 7: “SA in the Region and the World”,
South Africa should place particular emphasis on combating maritime piracy along the east coast
of Africa. The South African Maritime Strategy in support of the NDP 20130 has been developed
and is currently in the process of being integrated into the broader Southern African Development
Community (SADC) Maritime Security Strategies.
The SA Navy has focused and will continue to focus on the preparation of naval forces for
operations in support of the Maritime Security Strategy including patrols in support of other
operations such as Operation CORONA, PROSPER and COPPER. The expansion of Naval
Base Durban on the East Coast in support of the Maritime Security Strategy had been initiated
and should continue to be resourced in future financial years. The availability of adequate funds
throughout the financial year and participation by other tripartite partners (and other SADC
countries) are instrumental in the execution of the Maritime Security Strategy.
21
MOD&MV STRATEGIC PRIORITIES:
FY2014/15
Ser
3
MOD&MV Strategic Priorities for FY2014/15
Job Creation.
In support of Government’s Medium-Term Strategic Framework (MTSF) growth-path initiative
aimed at job creation, the DOD will endeavour to create job opportunities within the Defence
Industry in accordance with approved DOD projects. The finalisation of the Defence Review
process will pronounce on the national approach and direction relating to the Defence Industry.
The White Paper on the Defence Industry (A chapter of the Defence Review) will inform the
development and approval of the associated Defence Industry Strategy. The latter process shall
continue to inform and support job creation within the defence portfolio and related industries.
4
National Youth Service (NYS).
The NYS policy is to be developed in the FY2014/15 and approved in FY2015/16 that will set the
norms and standards of the NYS programme. Through the NYS programme, the DOD will
provide initial training to selected young people for the purpose of creating a pool of young and
ready citizens from which the DOD and government are able to recruit personnel.
22
MOD&MV STRATEGIC PRIORITIES:
FY2014/15
Ser
5
MOD&MV Strategic Priorities for FY2014/15
Restructuring and Support of the Defence Industry.
The restructuring of the Defence Industry continues to focus on current and future defence
capability requirements in support of the Defence mandate. The developed White Paper on the
Defence Industry has been included as a chapter in the Defence Review that will inform the
Defence Industry Strategy and the mandate and functions of the National Defence Industry
Council. The drafting process of the Defence Industry Strategy has commenced, has gone
through several stages of stakeholder consultation and awaits the approval of the SA Defence
Review to ensure alignment between the policy and strategy.
6
Revitalisation of the Reserves.
As part of the one-force concept, 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. The DOD will continue to focus on the recruitment and training of university students
through the University Reserve Training Programme (URTP). The reduction of the financial
resource allocation for the Military Skills Development System (MSDS), as a feeder system for
the Reserves may have a negative impact on the numbers of available Reserves and the ability
of the SANDF to rejuvenate forces.
23
MOD&MV STRATEGIC FOCUS AREAS:
FY2014/15
Ser
1
MOD&MV Strategic Focus Areas for FY2014/15
Military Skills Development System (MSDS).
The MSDS is a service system that supports the rejuvenation of the Department’s Human
Resources (HR) Renewal Strategy and the feeder system to ensure SANDF rejuvenation. The
SANDF has reached a capacity ceiling in terms of being able to afford, train, manage and
accommodate the annual MSDS intakes. Owing to reduced funding allocated to the MSDS, the
ability of the SANDF to ensure a rejuvenated, prepared and employed capability is compromised
as a force multiplier for both internal and external operations of the SANDF. This situation will
impact negatively on any increasing force preparation and force employment requirements and
will lead to an ever-increasing reliance on the training and utilisation of Reserves, which is also
highly dependent on the outflows of annual MSDS intakes for enabling SANDF rejuvenation.
The Services will require a three-year strategic warning period to build human resources,
infrastructure, training and logistics capacity prior to operationalisation and will require adequate
and sustained funding prior to being able to accommodate any significant increase in the size of
the annual MSDS intakes. Until the size of the annual SANDF intakes can increase, both the
Regulars and Reserves will be limited in terms of a shortage of young and fit deployable
soldiers.It
is
envisaged
that
approximately
4 272 young and fit MSDS members will be in the system during the FY2014/15.
24
MOD&MV STRATEGIC FOCUS AREAS:
FY2014/15
Ser
2
MOD&MV Strategic Focus Areas for FY2014/15
Transformation within the SANDF.
There is a need to improve on the representation of women in the DOD for the FY2014/15
and beyond. The representation of women in the DOD (SANDF) will be addressed where
Departmental policy will be reviewed and which will address the following:
• Recruitment at entry level to be increased to 50%.
• Representation of women to be increased at all levels of military command.
• The number of women Defence Attachés to be increased.
• The number of women on military development courses to be increased.
• Gender and leadership seminars to be conducted across the gender divide.
• Gender perspectives and dynamics to be incorporated into all military development
courses.
3
Reconfiguration of Force Number Allocation. The current configuration of force numbers
does not enhance the required force integration and cohesion. To address this, the DOD is
investigating an IT system that will bring about a totally reconfigured set of force numbers. A
new generation Information Technology Financial Management System (IT FMS) for all
Government Departments which includes the DOD, is currently in the process of being
25
developed.
MOD&MV STRATEGIC FOCUS AREAS:
FY2014/15
Ser
4
MOD&MV Strategic Focus Areas for FY2014/15
DOD Audit.
The department continues to strengthen its internal mechanisms of accounting for the
utilisation of resources at its disposal, which include, among other things, human resources,
finance, matériel and information systems. For the past year, the DOD received two audit
qualifications, namely on movable tangible capital assets and intangible capital assets. For
the period under consideration, the DOD will focus on resolving challenges with asset
management to ensure a clean audit. During 2013, the Internal Audit Division was established
with the aim to ensure that the DOD internal audit assurance process is enhanced to enable
the DOD achieve a clean audit. For FY2014/15, the DOD “Operation Clean Audit” will further
be enhanced through the Audit Management Team that manages all audit issues in the DOD.
26
MOD&MV STRATEGIC FOCUS AREAS:
FY2014/15
Ser
5
MOD&MV Strategic Focus Areas for FY2014/15
Corruption and Fraud.
The DOD continues to adopt a zero-tolerance attitude to all forms of fraud and corruption within
the department. The DOD Corruption and Fraud Prevention Plan was reviewed and approved
by the DOD Management on 09 July 2012. The plan will be valid for a period of three years
and strives to reduce corruption and fraud within Defence. Additional to the plan, the DOD will
enhance the detection, investigation and prosecution of corruption and fraud in the DOD in the
following ways:
 Anti-corruption Hotline Cases. The DOD will improve feedback on anti-corruption
hotline cases by strengthening and coordinating the responses at the departmental nodal
point.
 Corruption and Fraud Awareness Campaign. The DOD will provide a platform that will
enhance the prevention of corruption and fraud in the broader DOD as well as specifically
within the defence supply chain integration processes, through evaluation and awareness
programmes and monitoring compliance to departmental government frameworks.
 DOD Procurement Policy. The DOD will ensure that its procurement processes comply
with requirements and policies so as to avoid procurement fraud.
27
MOD&MV STRATEGIC FOCUS AREAS:
FY2014/15
Ser
6
MOD&MV Focus Areas for FY2014/15
Youth Development Programmes.
As resolved by the February 2013 Cabinet Lekgotla, the DOD will co-ordinate the Youth
Maintenance Brigade on behalf of the government. Whilst doing this, the DOD will strive to use
the programme as a mechanism to rejuvenate the Defence Force.
28
DOD CONTRIBUTION TO THE MTSF
OUTCOMES OF GOVERNMENT
 The DOD, through the pursuit of its legislative mandate and inherent defence
capabilities, will continue to render support to the selected MTSF outcomes.
 As a general rule, the content of each MTSF outcomes forms the basis for a
Delivery Agreement (DA) between a responsible Cabinet member and the
President of the RSA.
 Prior to the May 2014 General Elections, the MOD&MV was a co-signatory
responsible for the co-ordination and chairpersonship of the International
Cooperation Trade and Security (ICTS) Cluster for the MTSF Outcome 11:
“Creating a better South Africa and contributing to a better and safer
Africa in a better World”.
 Post General Elections, the MOD is responsible for co-ordination and
chairpersonship of the Justice, Crime Prevention and Security Cluster for MTSF
Outcome 3: “All people in South Africa are and feel safe”
29
DOD CONTRIBUTION TO THE MTSF
OUTCOMES OF GOVERNMENT (CONT.)
 The MTSF outcomes to which Defence contributes to, by virtue of its
Legislative Mandate and inherent capabilities, are as follows:
 Outcome 2:
A long and healthy life for all South Africans.
 Outcome 3:
All people in South Africa are and feel safe.
 Outcome 5:
Skilled and capable workforce to support an inclusive
growth path.
 Outcome 11
Creating a better South Africa and contributing to
a better and safer Africa in a better World
 Outcome 12:
An efficient, effective and development-oriented
public service and empowered, fair and inclusive
citizenship.
30
DOD CONTRIBUTION TO THE
NATIONAL DEVELOPMENT PLAN 2030
•
The DOD while striving for the achievement of the departmental legislative
“core-sustained” mandate, remains cognisant of the national government
“change” agenda to which defence, with available resources, will endeavor to
support.
•
The approval on 11 November 2011 of the National Development Plan
(NDP) is a plan for the country to eliminate poverty and reduce inequality by
2030 through uniting South Africans, unleashing the energies of its citizens,
growing an inclusive economy, building capabilities and to enhance the
capability of the state and its leaders by working together to solve complex
problems.
•
This vision also informs Government Policy that includes the Industrial
Policy Action Plan (IPAP) and the New Growth Path (NGP).
31
DOD CONTRIBUTION TO THE
NATIONAL DEVELOPMENT PLAN 2030
 The NDP and its related policies provide a national framework that informs the
national departments’ contribution. Aspects relevant to defence and our envisaged
contribution are as follows:
 Envisaged reduction in youth unemployment. The DOD is in the process of
developing a policy on NYS within the Department.
 Provide assistance in disaster aid and disaster relief. The DOD will assist in
times of disaster relief and humanitarian assistance as directed by government.
 Support in the combating of maritime piracy along the East Coast of Africa.
The DOD will continue to support the combatting of maritime piracy along the
East Coast of Africa.
 Strengthening the National Research and Development capacity. The DOD
will establish a DOD Strategic Research capability.
32
DOD CONTRIBUTION TO THE
NATIONAL DEVELOPMENT PLAN 2030
 Building safer communities. The DOD’s contribution to building safer
communities is realised through conducting internal operations and
safeguarding the territorial integrity of the RSA.
 Building a capable and developmental State. The DOD will review the
governance structures of Public Entities (Armscor).
 Corruption and Fraud. The DOD will intensify its campaign in fighting
corruption and fraud.
33
DOD CONTRIBUTION TO THE NEW
GROWTH PATH
Government released the Framework of the NGP aimed at enhancing growth,
job creation and equity. The policy’s principal target 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:
 Development of the NYS policy and preparing youth for employment.
 In the long term, it is foreseen that job opportunities within the Defence
Industry in accordance with approved DOD capital acquisition projects will be
created.
34
DOD CONTRIBUTION TO THE
INDUSTRIAL POLICY ACTION PLAN
The IPAP is located in the vision of the NDP and forms one of the principal
pillars of the NGP and as such, the DOD with the pending Defence Review will
direct Public Procurement and enable long-term acquisition and procurement of
defence PME.
35
PART 2: DOD CORE PERFORMANCE
INFORMATION
36
DOD PERFORMANCE INFORMATION
MANAGEMENT
•
The DOD remains committed to alignment with the national processes for
strategic planning, budgeting, reporting and risk management.
•
To this end, the DOD strives for the development of performance information
that promotes transparency and expenditure control towards economy,
efficiency, effectiveness and equity in the use of public resources, and to do so
in a way that demonstrates alignment with legislation and national outcomes.
37
DOD ESTIMATES OF NATIONAL
EXPENDITURE (ENE) FY2014/15 MTEF
The following high level criteria informs (amongst others) the identification of the
DOD ENE on an annual basis:
 Level 0/1 Core Indicator.
 Legislative / policy (sustained) mandate.
 Output Deliverables.
 Major cost drivers.
 Trendable information.
 Linkage to the MTSF Outcomes and NDP
38
DOD ANNUAL SELECTED
PERFORMANCE INDICATORS AND
TARGETS FOR FY2014/15
(ESTIMATES OF NATIONAL
EXPENDITURE)
The selected performance indicators, which are presented on the
next slide, form a component of the DOD 2014 Defence Vote 22.
39
DOD ANNUAL SELECTED PERFORMANCE
INDICATORS AND TARGETS FOR FY2014/15
Annual Performance
Past
Performance
Indicator
Current
Projected
Programme
2010/11
Total number of
defence
attaché
offices
37
Number of military
skills development
members in the
system per year
8 662
2011/12
39
11 213
2012/13
2013/14
2014/15
2015/16
2016/17
40
40
41
43
45
Administration
8 955
4 208
4 272
4 782
4 470
Administration
1 883 683
1 890 022
1 870 362
Number of reserve
force mandays
-
-
-
New
Indicator
Administration
40
DOD ANNUAL SELECTED PERFORMANCE
INDICATORS AND TARGETS FOR FY2014/15
Annual Performance
Past
Performance
Indicator
Percentage
compliance with
number
of
ordered
commitments
(external
operations)
Projected
Programme
2010/11
Percentage
compliance with
the South African
Development
Community
standby
force
agreement
and
South
African
Pledge
Current
-
2011/12
100%
2012/13
2013/14
2014/15
2015/16
2016/17
100%
100%
100%
100%
100%
Force
Employment
Force
Employment
100%
100%
(4)
(3)
125%
100%
100%
100%
100%
(5)
(6)
(5)
(5)
(5)
Landward
defence
Defence
Intelligence
Percentage
compliance with
number
of
ordered
commitments
(internal
operations)
100%
100%
100%
100%
100%
100%
100%
Force
(5)
(4)
(4)
(4)
(4)
(4)
(4)
Employment
41
DOD ANNUAL SELECTED PERFORMANCE
INDICATORS AND TARGETS FOR FY2014/15
Annual Performance
Past
Current
Projected
Performance
Indicator
Programme
2010/11
Number of joint,
interdepartmental
and multinational
military exercises
conducted
per
year
Number
of
landward
subunits deployed on
border
safeguarding per
year
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
8
6
5
9
9
7
9
-
7
11
13
15
16
16
(13)
(13)
(13)
Number of force
employment hours
flown per year
8 279
11 256
11 697
6 300
6 985
6 985
6 985
Number of hours
at sea per year
8 286
14 088
7 339
22 000
12 000
12 000
12 000
Force
Employment
Force
Employment
Air Defence
Maritime
Defence
42
PUBLIC ENTITIES REPORTING TO
THE EXECUTIVE AUTHORITY
Name of
Public
Entity
Legislative Mandate
Outputs
Budget Allocation
R’000
The Armscor mandate is derived from the Armscor
Act No 51 of 2003. Armscor is to meet:
Armscor
To manage technology projects, the

the defence utilises requirements of the following themes underpin the
Department of Defence effectively, efficiently current focus:
and economically and
 Funding and growth.

the defence technology, research development,
analysis, test and evaluation requirements of
 People/Capabilities.
the Department of Defence effectively, efficiently
and economically.

Organisational
effectiveness and
Armscor is required to adhere to accepted corporate
efficiencies.
governance principles, best business practices and
generally accepted accounting practices within a

Stakeholder
framework of established norms and standards that
relationships.
reflects fairness, equity, transparency, economy,
efficiency, accountability and lawfulness.
R1,096,253
43
PUBLIC ENTITIES REPORTING TO
THE EXECUTIVE AUTHORITY
Name of
Public Entity
Castle
Control
Board
(CCB)
Legislative Mandate
Outputs

Compliance with Regulatory
Framework

Maintenance, preservation,
interpretation and showcasing
of the history of the Castle of
Good Hope.
The Castle Control Board 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 has the 
ultimate ownership responsibility for the Castle.
Preserved and protected
military and cultural heritage
site.
Budget Allocation
R’000
Self-sustaining.
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.
44
ORGANS OF STATE REPORTING TO
THE EXECUTIVE AUTHORITY
Name of Organ of
State
Legislative Mandate
Outputs
The outputs are as follows:

The Military Veterans Act, (Act No 18 of 2011) provides the
Department of Military mandate and seeks to provide national policy and 
standards on socio-economic support, including benefits
Veterans (DMV)
and entitlements, to military veterans and their dependants. 

Defence Force
The DFSC was established in terms of Section 62A of the
Service Commission
Defence Amendment Act, (Act No 22 of 2010).
(DFSC)
DMV Direction.
Military Veteran
Services.
Socio-economic
Military
Veteran
Empowerment
Stakeholder Relations.
Support
and
Provision of Sound Policy and Administration.
To investigate, advise and make recommendations
on a unique service dispensation outside the ambit
of the Public Sector, including the regulatory
framework and advice on remuneration and
conditions of service of members of the SANDF.
45
ORGANS OF STATE REPORTING TO
THE EXECUTIVE AUTHORITY
Name of Organ of
State
Legislative Mandate
Outputs
The RFC’s output includes:
Reserve Force
Council (RFC)

The provision of advice for the MOD&MV.

Consultation/policy/legal advice to identified
stakeholders.

Develop and maintain the Reserve Force
Service System.

In terms of section 48(4) of the Defence Act, (Act No. 42) of
2002, the RFC is a consultative and advisory body

representing the Reserve Force in order to promote and
maintain that Force as an integral part of the Defence
Force and must be consulted on any legislation, policy or
administrative measures affecting the Reserve Force.

Promote Reserve Force support structures.
Communication, marketing, and promotion of
the Reserves and the Reserve Service
System.
Proposal of projects.

Establishment of an Honorary Colonels Club.

Establishment and maintenance of both multiand bilateral links with international Reserve
Officers’ Associations.

Identifying and advancing international
opportunities for young Reserve Force
leaders, both officers and NCOs.
46
ORGANS OF STATE REPORTING TO
THE EXECUTIVE AUTHORITY
Name of Organ of
State
Legislative Mandate
Outputs
To investigate complaints lodged in writing by:
Office of the Military
Ombud

The mandate of the Office of the Military Ombud, which is
derived from the Military Ombud Act, (Act No 4 of 2012), is
to investigate complaints lodged in writing by:

A member regarding his or her conditions of service.
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.

A member regarding his or her conditions of
service.

To submit an Annual Report to the Minister
within one month after end of financial year.
A former member regarding his or her service
conditions.
A member of the public regarding the official
conduct of a member of the Defence Force.
A member acting on behalf of a member of the
Defence Force.
47
SERVICE DELIVERY IMPROVEMENT
PLAN (SDIP)

In accordance with the Public Service Regulation (PSR), the Executive
Authority (MOD&MV) shall establish and sustain a Service and Delivery
Improvement Programme for the DOD.

The DOD shall therefore publish an annual statement of Public Service
commitment, which will set out the department’s service standards that citizens
and customers/clients can expect and which will serve to explain how the
department will meet each of these standards.

The DOD is in the process of developing its first Service Delivery Improvement
Plan for the FY2015/16. The Department of Public Service and Administration
has been approached to render assistance in this regard to ensure
departmental compliance with relevant legislation.
48
FY2014/15 EA OASS LINK WITH PLANNING
INSTRUMENTS
Detailed information per DOD Programme in support of the corporate
DOD FY2014/15 MTEF Overarching Strategic Direction as presented
above, is contained in the subordinate Def Sec and SANDF
FY2014/15 MTEF Planning Instruments as tabled in Parliament on
12 March 2014.
49
PART 3: DOD FY2014/15 MTEF
BUDGET PLAN
50
MTEF BACKGROUND
• The DOD briefed the NT’s MTEC sub-functional group about the
Defence budget requirements on 23 July 2013. NT indicated to Defence
that the economic situation has deteriorated and that additional
allocations for FY2014/15 will most probably not be possible.
• Defence again briefed the “Defence, Public Order and Safety Functional
MTEC
about
the
Defence
budget
requirements
on
22 August 2013. The MTEC proposed some reprioritisation of the
Defence budget, some of which were accepted by Defence. These
proposals were subsequently submitted to the MinComBud by NT.
51
MTEF BACKGROUND
• The Defence Database and Chapter for the 2014/15 MTEF was
submitted to NT on 06 December 2013 for inclusion in the Estimates
of National Expenditure.
52
BASELINE REDUCTIONS
MTEF Cycle 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17
RM
RM
RM
RM
RM
RM
RM
RM
2009/10
450
544
596
2010/11
447
627
624
2011/12
507
568
549
2012/13
516
531
663
2013/14
50
85
350
2014/15
500
700
900
TOTAL
450
991 1,730 1,708 1,130 1,248 1,050
900
53
DOD BUDGET ALLOCATION
2014/15
R'000
2015/16
R'000
2016/17
R'000
42 695 464
45 121 509
47 979 516
Baseline Increases
Conditions of Service
SA Air Force Operations
Military Health Service
635 770
193 919
341 851
100 000
879 755
392 514
387 241
100 000
1 100 943
446 443
554 500
100 000
Baseline Decreases
Special Defence Account
Goods and Services: Computer Services
-500 000
-400 000
-100 000
-700 000
-600 000
-100 000
-900 000
-800 000
-100 000
42 831 234
45 301 264
48 180 459
2014 MTEF ALLOCATIONS
Previous Departmental Baseline
New Departmental Baseline
54
DOD PERSONNEL BUDGET
Personnel Expenditure
Estimates Captured
Projected HR Expenditure / NT Ceiling
Difference
R
R
R
2014/15
21 980 247 220 R
23 094 496 000 R
-1 114 248 780 R
2015/16
23 354 696 311 R
24 585 108 000 R
-1 230 411 689 R
2016/17
25 138 499 068
26 012 512 000
-874 012 932
Options to Fund/Curtail HR Expenditure
•
Fund shortfall from operating budget.
•
Fund shortfall from armament acquisition budget / special defence account.
•
Put immediate measures in place to curtail personnel expenditure.
•
Combination of the above three options.
55
DOD BUDGET PER
MAIN PROGRAMME
2014/15
Main Programme
%
2015/16
2016/17
Administration
R
4 866 527 000
11.36% R
5 187 898 000 R
5 478 175 000
Force Employment
R
3 436 958 000
8.02% R
3 656 347 000 R
3 855 371 000
Landward Defence
R 13 854 866 000
Air Defence
R
7 166 896 000
16.73% R
7 428 773 000 R
7 209 651 000
Maritime Defence
R
3 678 505 000
8.59% R
3 754 780 000 R
4 927 479 000
Military Health Support R
3 849 063 000
8.99% R
4 059 363 000 R
4 325 131 000
Defence Intelligence R
792 112 000
1.85% R
828 787 000 R
874 789 000
General Support
R
5 186 307 000
12.11% R
5 532 679 000 R
5 869 688 000
TOTAL
R 42 831 234 000
32.35% R 14 852 637 000 R 15 640 174 000
100.00% R 45 301 264 000 R 48 180 458 000
56
DOD EXPENDITURE TRENDS
• Increase in Landward Defence over the MTEF mainly due to the planned
replacement of the Infantry Combat Vehicle system.
• Decrease in Air Defence in 2016/17 mainly due to the following
acquisition projects that are nearing its end or are scaling down ito its
milestones; "Upgrade of Intelligence Image Capability", "Development
and Procurement of New Generation Air-to-Air Missile", "Replacement of
Aircraft Rescue and Firefighting Vehicles", "Replacement of Medium
Distance 3D Radar", "Development and Procurement of Maritime
Surveillance Aircraft" and "Expansion of Pilatus, Hawk and Gripen
ejection seats“.
57
DOD EXPENDITURE TRENDS (CONT.)
• Increase in Maritime Defence in 2016/17 mainly due to the following
acquisition projects that are starting or are scaling up ito its milestones;
"Procurement of Off-Shore Patrol Vessels", "Acquisition of Hydrographic
Vessel", "Replacement of Heavy Weight Torpedo Capability" and
"Midlife Upgrade of Frigates".
• Increase in Military Health Support mainly due to additional allocation
made available for outsourced services and medicine.
• Increase in General Support mainly due to expanding the Defence
Works Formation.
58
DOD BUDGET PER
ECONOMIC CLASSIFICATION
Economic Classification
2014/15
%
2015/16
2016/17
Compensation of Employees
R
21 980 247 220
51.32% R
23 354 696 311 R
25 138 499 068
Goods and Services
R
12 490 887 300
29.16% R
13 155 497 706 R
13 998 599 393
Transfers and Subsidies
R
7 838 160 617
18.30% R
8 234 570 089 R
8 555 049 572
Payment for Capital Assets
R
521 938 863
1.22% R
556 499 894 R
488 309 967
TOTAL
R
42 831 234 000
100.00% R
45 301 264 000 R
48 180 458 000
•
Increase in transfer payments in 2015/16 is mainly due to the milestones
of the acquisition projects for the Infantry Combat Vehicle, Soldier
Systems and Zone 1 Anti Tank Capability.
59
DOD FY2014/15 MTEF
BUDGET PLAN
Item
MTEF technical guidelines and databases issued to institutions
Information sessions with institutions on MTEF technical guidelines and databases
Departments submit proposals for budget programme structure revision to NT
MTEC process commences
Budget submission from departments and public entities: narrative and database
ENE technical guidelines distributed to institutions
Public entities submit board approved annual budget to NT
MTEC process concludes: recommendations tabled to MINCOMBUD
Tabling of Medium Term Budget Policy Statement
Preliminary allocation letters issued to institutions
Ministerial comments on preliminary allocation letters
Submission of first draft ENE databases and chapter
Cabinet approved final allocations distributed to institutions
Submission of approved ENE chapter (sefcond draft)
Budget tabled in Parliament
Date
19 June 2014
19 - 27 June 2014
4 July 2014
21 July 2014
28 July 2014
11 August 2014
01 September 2014
30 September 2014
22 October 2014
31 October 2014
10 November 2014
14 November 2014
21 November 2014
05 December 2014
25 February 2015
75
PART 4: PCD REQUIREMENTS
76
FILLING OF CRITICAL VACANCIES
The feedback required ito vacancies by critical occupation in the DOD is as follows:
•
Funded Posts:
•
Current strength: 78 178
•
Requirement:
77 606
81 184
Budget Constraints
• Improvement of Conditions of Service (ICS) not fully funded always.
•
The improvement of salaries of soldiers in 2009 was not funded; having negative
impacts in future years.
•
Insufficient funding received from National Treasury (Rm490) for annual cost
living and home owner’s allowances.
•
Additional utilization of Reserves due to unforeseen circumstances, Rm500.00.
77
PART 5: FY12/13 AUDIT REPORT AND
DOD ACTION PLAN
78
OVERVIEW
• The FY12/13 Audit Report reflects the following findings:
– Two qualifications relating to asset management iro:


–
Movable Tangible Capital Assets
Intangible Capital Assets
Other Matter Items include the following:







Performance Information – Force Employment
Internal Audit
Audit Committee
Human Resource Management and Compensation
Transfer of Funds
Expenditure Management
Procurement and Contract Management (4)
79
79
Apr – Jun’13
Jul – Sep’13
Oct – Dec’13
Improved
Required controls that are able to prevent or detect and correct
misstatements / control deviations / instances of non-compliance i, n
a timely manner, are currently in place; care is required to maintain
the situation for changes in conditions
Unchanged
Progress in the implementation of controls that are able to
prevent, or detect and correct, misstatements / control
deviations / instances of non-compliance in a timely manner
is noted, but improvement is still required
No. DRIVERS
Regressed
Required controls that are able to prevent, or detect and
correct, misstatements / control deviations/ instances of
non-compliance in a timely manner, are not in place;
intervention is required to design and implement
appropriate controls
Jan – Mar’14
Apr’13 – Mar’14
x
ASSESSMENT
Good
In progress
Intervention
required
Compliance
PFMA
January 2014
Performance
ASSESSMENT
PERIOD COVERED:
ASSESSMENT PERFORMED ON:
Department of Defence
Financial
AUDITEE NAME:
N/A
N/A
LEADERSHIP
Movement from previous assessment:
1.a
1.b
1.c
1.d
1.e
1.f
Provide effective leadership based on a culture of honesty, ethical business practices and
good governance, protecting and enhancing the best interests of the entity
Exercise oversight responsibility regarding financial and performance reporting and
compliance and related internal controls
Implement effective HR management to ensure that adequate and sufficiently skilled
resources are in place and that performance is monitored
Establish and communicate policies and procedures to enable and support understanding
and execution of internal control objectives, processes, and responsibilities
Develop and monitor the implementation of action plans to address internal control
deficiencies
Establish an IT governance framework that supports and enables the business, delivers value
and improves performance
80
FINANCIAL AND PERFORMANCE MANAGEMENT
Movement from previous assessment:
2.a
2.b
Implement proper record keeping in a timely manner to ensure that complete, relevant and
accurate information is accessible and available to support financial and performance
reporting
Implement controls over daily and monthly processing and reconciling of transactions
2.c
Prepare regular, accurate and complete financial and performance reports that are supported
and evidenced by reliable information
2.d
Review and monitor compliance with applicable laws and regulations
2.e
Design and implement formal controls over IT systems to ensure the reliability of the systems
and the availability, accuracy and protection of information
N/A
N/A
GOVERNANCE
Movement from previous assessment:
3.a
3.b
3.c
Implement appropriate risk management activities to ensure that regular risk assessments,
including consideration of IT risks and fraud prevention, are conducted and that a risk strategy
to address the risks is developed and monitored
Ensure that there is an adequately resourced and functioning internal audit unit that identifies
internal control deficiencies and recommends corrective action effectively
Ensure that the audit committee promotes accountability and service delivery through
evaluating and monitoring responses to risks and providing oversight over the effectiveness of
the internal control environment including financial and performance reporting and
compliance with laws and regulations
81
DOD PROGRESS REPORT ON AGSA DASHBOARD REPORT- GENERAL DEFENCE ACCOUNT: 2012/13 FINANCIAL
YEAR
DRIVERS OF INTERNAL CONTROL TO ACHIEVE CLEAN ADMINISTRATION
No.
DRIVERS
AREAS OF CONCERN
RESPONSIBLE
CHIEF & DIR
COMPLETION
DATE
ACTION PLAN & PROGRESS
STATUS/
PROGRESS
LEADERSHIP
Ser
1.b
Exercise oversight
responsibility regarding
financial and performance
reporting and compliance
and related internal controls
Oversight Responsibility

Significant changes were made to the
financial statements submitted for the
2011-12 financial year; however,
leadership indicated that the proper
process will be implemented to prevent a
recurrence in 2012-13. Based on the
review performed on the interim financial
statements for the period ended 30
September and the annual financial
statements received on 31 May 2013, it
was evident that the review and monitoring
process requires further attention.

C Log, C Def Mat
31 May 2014
C Def Mat - Intangible Capital Assets Disclosure.
The Minister approved the structure and posts for
the ICA function. The Def Mat Division is busy
utilising an external service provider for the training
and compilation of the ICA register. The ICA policy
was approved by the DOD Policy Board and the Sec
Def. Awaiting CSANDF signature.
In progress
C Log - Tangible Capital Assets Disclosure.
Starting in January 2014, the asset note is being
prepared on a monthly basis and reviewed for
compliance, completeness and accuracy.
Standard operating procedures are not
always communicated to the lower levels.
FINANCIAL AND PERFORMANCE MANAGEMENT
2.b
Implement controls over
daily and monthly processing
and reconciling of
transactions
Daily and monthly processing and
reconciling of transactions

Monthly reconciliation between financial
and asset registers was not performed.
Only interim and year-end reconciliations
were performed. (FMD, Log Div)
CFO, C Log,
Finalised
•
•
•
All ground support equipment and assets
acquired by means of projects have been
included in the Asset Register.
Capital
components
and
technical
publications are still subject to the
benchmarking exercise, which has been
extended to 31 December 2014 by National
Treasury.
A Logistic and Finance workgroup has been
established where reconciliations are
prepared and reviewed on a monthly basis,
going forward.
Good
82
PART 6: IMPLEMENTATION OF
BUDGETARY REVIEW
RECOMMENDATIONS
83
PCD BRR REPORT
• In Oct 2913 the PCD having considered the DOD financial and
non-financial performance as well as the NT budget submission for
the medium terms period, made specific recommendations.
• The DOD seeks to reflect, from its own perspective, what has been
done to implement these recommendations.
• It has to be noted, however, that the implementation of some
recommendations fall outside of the DOD’s competence.
84
RECOMMENDATION 1

‘It is crucial that the Department track its quarterly expenditure to avoid
significant virements in the 4th quarter of the financial year. For instance the
overspending on Training capability and the under-spending on Transport
and Maritime Capability in the SDA, should be closely monitored to avoid
over expenditure by the end of the financial year. Quarterly briefings by the
Department to the PCODMV should therefore focus on these and similar
issues’.
DOD Response
• The Department through the Plenary Defence Staff Council (PDSC)
monitors departmental expenditure on a monthly and quarterly basis
during the financial year to ensure funds are effectively managed.
• The Departmental Planning, Budgeting and Evaluation Committee
(DPBEC) held during August each year, evaluates actual performance
against the approved Annual Performance Plans (APPs), programme and
budget whilst performing an oversight role on actual spending to date.
Subsequent to the evaluation, recommendations are made to the PDSC
to enable corrective actions and interventions as it may deem necessary
to ensure budget realignment.
85
RECOMMENDATION 1
•
As part of its oversight work, the Audit Committee monitors the dept’s cash
flow performance and recommends intervention where necessary.
•
Due however to the nature of the departmental contractual commitments,
expenditure towards the end of the financial year will be higher than the
norm
.
86
RECOMMENDATION 2
 ‘The challenge faced by the Department in its interaction with National
Treasury, to increase its budgetary allocation, is a concern, especially
against the background that National Treasury itself questions whether
the Department is actually underfunded. This is due to allocations to the
SDA of R4.6 billion in 2012/13 and R5.8 billion for 2013/14, which brings
the total amount in SDA to R10.4 billion. This issue needs to be clarified
to the PCODMV by both National Treasury and the Department’.
 DOD Response
•

The SDA is, ito the SDA Act, utilised exclusively for the acquisition of:
– Main capital equipment;
– Armament acquisition projects managed under the Strategic Capital
Acquisition Master Plan (SCAMP) including technology development;
– Sensitive projects and activities; and
– Other requirements as approved by the Accounting Officer.
The SDA Act makes provision for commitments to be rolled to the subsequent
financial year with funds.
87
RECOMMENDATION 2
 ‘DOD Response
SN
1
2
3
4
5
6
7
DESCRIPTION
a
Vote
Less Adjustments Budget
Final Appropriation
Reserve from Previous Years
Total Available
Less: Expenditure
Balance SDA
2012/13
2013/14
b
c
R'000
R'000
5 260 016 5 824 219
- 413 640 - 1 498 918
4 846 376 4 325 301
3 613 856 4 610 325
8 460 232 8 935 626
3 849 907 5 459 299
4 610 325 3 476 327
 RB4,610 Reserve (SN b.7) + RB5,824 Vote 2013/14 (SN c.1) = RB10,434
 Reasons for the Reserve
 Ability from the industry to perform to requirements placed..
 Long lead times.
 Complex Acquisition and Approval processes.
88
RECOMMENDATION 3
 ‘The Department should include information on its payment of invoices
within 30 days in each quarterly report it presents to the PCODMV in
order to avoid non-compliance.
DOD Response
• Information related to the payment of invoices within 30 days will be
included in each quarterly report presented to PCD &MV.
• It is to be noted that the 30 days is only applicable where invoices
received from suppliers are correct and payable.
• The Sec Def commissioned an investigation to improve the 30 days
payment and a report will be available in September 2014. The
outcome of the investigation will provide guidance on how to
improve/solve the issue.
89
RECOMMENDATION 4
 ‘The utilisation of funds allocated for the CAR deployment, which
has been subsequently been cancelled, should be explained to the
Committee’.
 DOD Response
In full consultation with National Treasury the budget allocation
earmarked for Central African Republic (CAR) was moved to address
the operational requirements for the Force Intervention Brigade (FIB)
in the Democratic Republic of Congo .
90
RECOMMENDATION 5
 ‘The Department, particularly the Minister and the Secretary for
Defence, should ensure that investigations are conducted into
financial misconduct matters as stipulated by Treasury Regulations’.
 DOD Response
All reported financial misconduct cases were investigated as required by
National Treasury. An instruction to comply with the financial misconduct
policy: Investigation Requirements (DODI FIN/00024/2002 (2nd Edition) was
issued for the purposes of further strengthening financial controls. For the
FY2013/14 financial year various disciplinary cases in respect of financial
misconduct were finalised, whilst other are still being investigated.
91
RECOMMENDATION 6
 ‘The change in the Selected Performance Indicators and Targets
from year to year as well as targets and indicators having to adhere
to the SMART principles as set out by National Treasury
Regulations should be addressed’.
 DOD Response (see next slides).
92
SMART PRINCIPLES
• According to the report of the Auditor-General for the year ended 31
March 2013, there were no material findings on the annual
performance report concerning the usefulness of the information.
• However, the reliability of information presented for significantly
important targets with respect to the Force Employment Programme
could not be satisfied due to the fact that the institution (Force
Employment) could not provide sufficient and appropriate evidence in
support of the information presented with respect to the programme as
a result of inadequate internal controls and record keeping.
• The detailed audit findings affecting the auditors report recommends
that control measures should be implemented to ensure that
supporting documentation is readily available and provided to auditors
within a reasonable time period.
93
RECOMMENDATION 7
 ‘The Department should improve its internal controls and record
keeping in general and specifically as it pertains to the Force
Employment Programme as indicated by the A-G. The A-G will be
invited to elaborate on its methodology and specifically the accuracy
and relevance of their audit findings for the 2012/13 financial year’.
DOD Response
• The process and basis for determining the personnel strengths in
operations have been changed to use the personnel management
system to support the performance data reported rather than the
operational situational reports (SITREPS).
• The changed procedure has already been implemented for all
reports related to external operations. The performance reports
for the first and second quarter have been amended to ensure
that the performance information for the FY2013/14 is aligned
with the new procedures.
94
.
RECOMMENDATION 8
 The Department is in the process of establishing and filling the posts
of the Internal Audit function and this process should be speeded up
as it is central to pro-active measures to improve the performance of
the Department, especially as it pertains to issues raised in the AG’s qualified audit opinion. This will also assist in executing the
action plans drafted to address the audit findings.
DOD Response
• A three year budget for 2013/14 and 2014/15 respectively was
approved. The posts of the Secretary and the Office Manager
were staffed.
• The posts of the internal auditors (Assistant Directors, Deputy
Directors and Directors) were advertised, shortlisted and
interviewed. The posts are currently being processed through the
vetting process as required by relevant public service regulations.
95
RECOMMENDATION 9
 The current Defence Review should be finalised as a matter of urgency
especially against the background that it will help to resolve most of the
challenges faced by the Department. For instance, progress with the
modernisation of the Landward defence capability remained stagnant,
although it has been identified as a priority for the last five years,
because the Defence Review has not been finalised.
DOD Response.
 Cabinet approved the South African Defence Review 2014, and directed
that it be tabled in Parliament. The Review provides a long term Defence
Policy and Defence Strategic Trajectory to be pursued by the country
over the next four Medium Term Strategic Framework periods
 The DOD is currently developing the DR implementation Plan. Detailed
planning, deliverables’ mapping, budget estimation, controls and
programming are required if the intent of the DR is to be realised.
96
RECOMMENDATIONS
The lack and poor condition of Facilities are a main concern and the
Committee recommends that the establishment of the Defence Work
Capability should be finalised as soon as possible and that the negotiations
with DPW for the repair and maintenance responsibilities to be moved to the
DODMV be prioritised.
DOD Response
• The MOD&MV authorised the structure and plan of the Defence
Works Capability (DWC).
• The MOD&MV has commenced negotiations with the Minister of
NDPW with a view of getting a commitment for the devolution of
certain functions and funds from the NDPW to the DOD.
• To that end, a draft MOU has been prepared by the DOD. This is
currently being considered by the NDPW.
97
THANK YOU
98