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MILITARY OMBUD PRESENTATION TO THE PORTFOLIO COMMITTEE ON THE PLANNING INSTRUMENTS TABLED

This presentation aims to brief the Portfolio Committee on Defence and Military Veterans on the Strategic Plan, Annual Performance Plan, and Allocated Budget of the Office of the Military Ombud.

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MILITARY OMBUD PRESENTATION TO THE PORTFOLIO COMMITTEE ON THE PLANNING INSTRUMENTS TABLED

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  1. MILITARY OMBUD PRESENTATION TO THE PORTFOLIO COMMITTEE ON THE PLANNING INSTRUMENTS TABLED

  2. AIM The aim of the presentation is to brief the Portfolio Committee on Defence and Military Veterans on the Strategic Plan, Annual Performance Plan and Allocated Budget of the Office of the Military Ombud.

  3. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020

  4. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 • SCOPE • Strategic Overview • Vision • Mission • Values • Constitutional and Legislative Mandate • Situational Analysis • Performance Environment • Organisational Environment • Strategic Planning Process • Strategic Outputs • Outputs • Resource Considerations • Risk Management

  5. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 • SCOPE • Links to other Plans • Long Term Infrastructure and Other Capital Plans • Human Resources Plan • ICT Plan • Anti-Criminality Plan • Service Delivery Improvement Plan • Conditional Grants • Public Entities • Organs of State • Public Private Partnerships • Utilisation of Consultants

  6. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 • VISION - “A World Leading Independent and Impartial Military Ombud Institution.” • MISSION - “To provide an Independent, Impartial and Expeditious Complaints Resolution Process for Serving and Former Members of the SANDF and Public to Promote Good Governance.” • VALUES - The Office of the Military Ombud aspires to adhere to the highest standards of ethical behaviour, integrity and the continuous application of our values. The following values are the core from which we operate and respond:   • Accountability We are responsible for our decisions and actions.  • Confidentiality We ensure all information is treated with discretion.  • Commitment We are dedicated to achieving the objectives of the organisation.  • Impartiality We aim for fairness by striking a balance between conflicting interest and rights.  • Professionalism We aim to provide the highest quality service to all stakeholders.  • Integrity We value ethical conduct and honesty.

  7. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 CONSTITUTIONAL AND LEGISLATIVE MANDATE

  8. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 • SITUATIONAL ANALYSIS • The Office of the Military Ombud was established in 2012 in terms of the Military Ombud Act, Act 4 of 2012 to investigate complaints by members, former members which may be represented in lodging a complaint as well as family member(s) on behalf of a member of the SANDF, in respect of their conditions of service. Members of the public may also lodge a complaint regarding the official conduct of a member of the SANDF. The Office functions independently from the SANDF. • The following documentation were consulted, collected and examined to determine the economic, social and political data that will affect the Office: • National Development Plan (NDP) 2030, • Medium-term Strategic Framework 2015 – 2020, • New Growth Path (NGP), • The 2014 State of the Nation Address (SONA), • MOD&MV Delivery Agreement (DA), • FOSAD, • National Security Strategy, and • MOD&MV priorities for the period 2015 – 2020.

  9. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 • PERFORMANCE ENVIRONMENT • With the promulgation of the Military Ombud Act, and the inauguration of the Military Ombud, the Office evolved from a complaints-driven organisation to an investigation-driven organisation. • The process undertaken during the strategic planning cycle included an assessment of the internal and external operational environments within which the Office of the Military Ombud finds its mandate. Some of the key change imperatives identified during this process were: • The need to reposition the Office, as a Schedule 3 Public Entity, to achieve institutional independence from the DOD. • The need to amend the Military Ombud Act to address the accountability- and governance framework. • The need for effecting durable systemic change in promotion of good governance and strengthening military democracy emerged as another important change imperative. • Internally, key areas of focus emerged as improvement such as automated business systems, capable, motivated people and creation of a positive, disciplined organisational culture.

  10. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 ORGANISATIONAL ENVIRONMENT Based on international best practices the current organisational structure of the Office was developed and submitted to the Minister of Defence and Military Veterans (MOD&MV) during June 2012. The approved structure of the Military Ombud consists of two (2) primary functional lines, namely Operations Management and Corporate Support. The total number of posts approved and captured is 89 of which 66% focus on delivering the core business, namely Operations Management.

  11. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 ORGANISATIONAL STRUCTURE OVERVIEW

  12. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 STRATEGIC PLANNING PROCESS The Military Ombud Office remains committed to adhere to the Government Medium Term Strategic Framework (MTSF) as well as national prescripts for planning, budgeting and reporting. The strategy map continues to inform the organisations planning process and instruments across all levels within the Office. These strategic priorities will enable subsequent organisational planning instruments, strategic budgeting, monitoring and evaluation and risk management functions. The execution of these priorities will enhance the effective realisation of the Military Ombud mandate through a strategically focused organisation supported by and within available resources. Informed by the logical framework planning methodology, the strategic objectives collectively seek to generate the desired impact for the realisation of the organisational vision. These are supported by strategies which are further devolved into programmes with each programme’s strategy geared at generating the outputs and outcomes that will collectively achieve the given strategic objectives. Strategic Objective 1: Ensuring strategic direction to the Office of the Military Ombud in-line with the Government intent and expectations. Strategic Objective 2: The enhancement and maintenance of corporate operations within the Office of the Military Ombud. Strategic Objective 3: The administration of Military Ombud resources, as prescribed by the Regulatory Framework.

  13. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 STRATEGIC OUTCOME ORIENTED GOAL In support of Governments-, Minister of Defence and Military Veterans’ Intent and Outcome 11 the Military Ombud’s outcome is:

  14. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 • STRATEGIC OUTPUTS • Programme: Ministry • Programme Purpose. To provide political direction for the DOD to ensure democratic Defence of South Africa by meeting the required Defence commitments and providing appropriate Defence capabilities. • Sub Programme : Military Ombud • Sub Programme Purpose. To investigate and ensure that complaints are resolved in a fair, economical and expeditious manner.

  15. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 OUTPUTS

  16. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 OVERVIEW OF STRATEGIC PLAN

  17. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 PERFORMANCE INDICATORS AND TARGETS

  18. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 PERFORMANCE INDICATORS AND TARGETS

  19. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 PERFORMANCE INDICATORS AND TARGETS

  20. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 PERFORMANCE INDICATORS AND TARGETS

  21. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 PERFORMANCE INDICATORS AND TARGETS

  22. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 • RESOURCE CONSIDERATIONS • The Military Ombud medium-term budget allocation is developed within the framework of Defence programmes that include objectives and outputs. The budget allocation is viewed from three (3) perspectives namely a process perspective, a resource perspective and an investment perspective. • Personnel Expenditure. The Office of the Military Ombud currently consists of a total number of 89 posts of which 47 have been filled. The Office is planning to fill a further 15 posts in the FY2015/16, and in FY16/17 another 5. The expected growth in expenditure is in line with management’s strategic drive to establish the Office and its capacity to ensure the achievement of the mandate. Other matters that will impact on personnel expenditure are: • Inflation related adjustments for compensation of employees. • There will be an increased focus on improving skills of employees to enable them to execute the mandate more effectively, efficiently and in a professional manner. • Long recruiting process will impact on the planned flow of the human resource expenditure. • Personnel turn-over. • It is expected that the structure of the Office of the Military Ombud will change due to the following circumstances: • Registration as a Schedule 3 Public Entity. • Practical experience gained and emerging historical complaints data.

  23. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 • RESOURCE CONSIDERATIONS • Information Technology (IT). With the establishment of the Office, IT will be one of the main cost drivers within the organisation as it includes the study, design, development, application, implementation, support or management of computer-based information systems. It is expected that the development and installation of the following will be the main cost drivers: • Development/Procurement of an automated Case and Matter Management System (CMS). • Implementation and the maintenance of a local area network (LAN).

  24. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 RISK MANAGEMENT

  25. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 • LINKS TO THE LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS • The long-term infrastructure plan and other capital plans for the office of the Military Ombud purpose is to manage physical infrastructure, provide logistics, auxiliary and security support services. This will be achieved by ensuring the execution of the following functions: • Provide building management services. • Provide logistic support services – including fleet management, cleaning- and messenger services. • Development and implementation of security strategies and policies – this will include facility as well as organisation security. • Ensuring of information and documentation security. • Management and implementation of Occupational Health and Safety (OHS) provisions. • In compliance with Chapter 5 of the 2005 National Treasury Regulations the office of the Military Ombud would like to confirm: • Proposed acquisition of fixed or movable capital investments and rehabilitation and maintenance of physical assets. Nothing to report • Proposed acquisition of financial assets or capital transfers and plans for the management of financial assets and liabilities. Nothing to report • A 5 year projections of incomes and projected receipts from the sale of assets. Nothing to report

  26. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 • LINKS TO THE HUMAN RESOURCES PLAN • The Military Ombud Act, Act 4 of 2012, Section 9 (1 – 3) delegates the authority of appointing staff to assist him in the performance of his function. It furthermore gives the Military Ombud authority to determine remuneration and conditions of service of the staff members with the concurrence of the Minister of Defence and Military Veterans and the Minister of Finance. • Human Resource Planning is an on-going process of systematic planning to achieve optimum use of one of the organisation's most valuable assets. The objective of the human resource plan is to ensure the best fit between employees within the organisation and jobs, while avoiding manpower shortages or surpluses. Three (3) key elements of the HR planning process that were identified are: • forecasting of labour demand, as this will have a significant impact on the budget of the Office; • analysing present labour supply- this will entail the conducting of skills audits to identify gaps and training requirements. • and balancing projected labour demand and supply. • Throughout the planning process it was agreed that HR needs to be flexible enough to meet short-term challenges, while adapting to changing conditions in the organisation and environment over the longer term.

  27. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 LINKS TO THE ICT MASTER PLAN As alluded to in the strategic plan the status of IT in the Office of the Military Ombud are still in beginning phase. The Office is in the process of acquiring IT equipment as well as the negotiation of service agreements with service providers. It is foreseen that the Office of the Military Ombud will be dependent on the Department of Defence (DOD) for some support. LINKS TO ANTI – CRIMINALITY PLAN Crime in South Africa is impacting on all sectors of society. The high levels of crime still reported are of concern to all. The responsibility of crime-prevention is not only a management function but a responsibility of all employees. Anti-criminality in the Office of the Military Ombud is well on its way to achieving the goals of the strategy on anti-criminality. The Office will place more emphasis on the role of each employee to ensure buy-in and to take ownership of the plan. The key to implementing a successful anti-criminality drive lies with the correct management of anti-criminality within the Office of the Military Ombud and is dependent of the acceptance of the responsibility by every manager.

  28. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 SERVICE DELIVERY IMPROVEMENT PLAN/PROGRAMME The Office of the Military Ombud is in process of compiling a Service Delivery Improvement Plan (SDIP) in accordance with the guidelines as provided by the Department of Public Service and Administration (DPSA). CONDITIONAL GRANTS. There are no conditional grants in the Office of the Military Ombud for the FY2015/16. PUBLIC ENTITIES. There are no public entities reporting to the Military Ombud. ORGANS OF STATE. There are no Organs of State reporting to the Military Ombud. PUBLIC-PRIVATE PARTNERSHIPS. No registered public-private partnerships within the Office of the Military Ombud.

  29. MILITARY OMBUD STRATEGIC PLAN 2015 - 2020 CONSULTANT UTILISATION It is foreseen that the Office of the Military Ombud will utilise consultants for specialist services and skills during the FY2015/16 to assist with the registration as a Schedule 3 Public Entity as indicated and proposed in the Guide for creating public entities at the National sphere of Government dated March 2002. Consultant Utilisation and HDI Classification

  30. MILITARY OMBUD ANNUAL PERFORMANCE PLAN 2015

  31. MILITARY OMBUD ANNUAL PERFORMANCE PLAN 2015 • SCOPE • STRATEGIC OVERVIEW • Items as discussed in the strategic plan for example vision, mission ect will not be repeated in this part of the presentation. • Updated Performance Delivery Environment • Post Establishment Table • Discontinued/Scaled Down Outputs/Services • PERFORMANCE INFORMATION PROGRAMME PURPOSE • Military Ombud Description of the Planning, Budgeting, Reporting and Risk Management Process • Military Ombud Strategy Map • Programme Purpose and Outputs • Sub-Programme Purpose and Outputs

  32. MILITARY OMBUD ANNUAL PERFORMANCE PLAN 2015 • SCOPE • PERFORMANCE INFORMATION PROGRAMME PURPOSE • Outputs and Annual Targets for FY2015/16 to FY2017/18 • Core Programme Performance Indicators and Annual Targets for FY2015/16 to FY2017/18 • Core Programme Performance Indicators and Quarterly Targets for FY2015/16 • Strategic Outputs and Annual Targets for FY2015/16 to FY2017/18 • Strategic Outputs and Quarterly Targets for FY2015/16 • Selected Performance Indicators for FY2015/16 to FY2017/18 • Full Cost • Outputs of Additional Funding • Performance and Expenditure Trends • LINKS TO OTHER PLANS • As per Military Ombud Strategic Plan

  33. MILITARY OMBUD ANNUAL PERFORMANCE PLAN 2015 UPDATED PERFORMANCE DELIVERY ENVIRONMENT FY2015/16 TO FY2017/18

  34. MILITARY OMBUD ANNUAL PERFORMANCE PLAN 2015 Post Establishment Plan FY2015/16 to FY2017/18.

  35. MILITARY OMBUD ANNUAL PERFORMANCE PLAN 2015 Post Establishment Plan FY2015/16 to FY2017/18.

  36. MILITARY OMBUD ANNUAL PERFORMANCE PLAN 2015 DISCONTINUED/SCALED DOWN OUTPUTS/SERVICES DURING FY2015/16 No discontinued/scaled down outputs/services are envisaged for the FY2015/16. NEW PROPOSED OUTPUTS/SERVICES DURING FY2015/16 The intention of the Office to be registered as a Schedule 3 Public Entity has an impact on additional functions that will have to be rendered to ensure compliance. New/Proposed Outputs/Services during FY2015/16.

  37. MILITARY OMBUD ANNUAL PERFORMANCE PLAN 2015 • THE PLANNING, BUDGETING, REPORTING AND RISK MANAGEMENT PROCESS • Since the establishment of the Office of the Military Ombud the Department of Defence’s (DOD) strategic planning framework was adopted and institutionalised within the Office as the framework is a comprehensive framework within which the outcome-based strategic planning, budgeting, reporting and risk management process are executed. The outputs of the framework continue to provide the norms and standards within which the following shall be undertaken: • Implementation of outcome-based planning within the Office of the Military Ombud. • The alignment of strategic planning, budgeting, monitoring and evaluation process of the Office ensuring adherence to the requirements of national legislation and the National Treasury Framework for Strategy and Annual Performance Plans. • Output delivery accountability. • Performance information management focused strategically on meeting the mandate of the Office as aligned with the intent and priorities of Government.

  38. MILITARY OMBUD ANNUAL PERFORMANCE PLAN 2015 MILITARY OMBUD STRATEGY MAP

  39. MILITARY OMBUD ANNUAL PERFORMANCE PLAN 2015 PROGRAMME PURPOSE AND OUTPUTS Programme Purpose. To investigate and ensure that complaints are resolved in a fair, economical and expeditious manner.

  40. MILITARY OMBUD ANNUAL PERFORMANCE PLAN 2015 SUB PROGRAMME PURPOSE AND OUTPUTS

  41. MILITARY OMBUD ANNUAL PERFORMANCE PLAN 2015 CORE PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR FY2015/16 TO FY2017/18

  42. MILITARY OMBUD ANNUAL PERFORMANCE PLAN 2015 CORE PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR FY2015/16 TO FY2017/18

  43. MILITARY OMBUD ANNUAL PERFORMANCE PLAN 2015 CORE PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR FY2015/16 TO FY2017/18

  44. MILITARY OMBUD ANNUAL PERFORMANCE PLAN 2015 CORE PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR FY2015/16 TO FY2017/18

  45. MILITARY OMBUD ANNUAL PERFORMANCE PLAN 2015 CORE PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR FY2015/16 TO FY2017/18

  46. MILITARY OMBUD ANNUAL PERFORMANCE PLAN 2015 CORE PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR FY2015/16 TO FY2017/18

  47. MILITARY OMBUD ANNUAL PERFORMANCE PLAN 2015 CORE PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR FY2015/16 TO FY2017/18

  48. MILITARY OMBUD ANNUAL PERFORMANCE PLAN 2015 CORE PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR FY2015/16 TO FY2017/18

  49. MILITARY OMBUD ANNUAL PERFORMANCE PLAN 2015 CORE PROGRAMME PERFORMANCE INDICATORS AND QUARTERLY TARGETS FOR FY2015/16

  50. MILITARY OMBUD ANNUAL PERFORMANCE PLAN 2015 CORE PROGRAMME PERFORMANCE INDICATORS AND QUARTERLY TARGETS FOR FY2015/16

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