DOD Annual Performance Plan (APP) for 2016 in the context of the Strategic Plan (2015-2020)

1. THE DOD STRATEGIC PLAN (2015 TO 2020) AND ANNUAL PERFORMANCE PLAN (APP) FOR 2016

2. AIM The aim of the presentation is to present the Department of Defence (DOD) Annual Performance Plan (APP) for 2016 (with the associated Performance Indicators and Budget Allocation) in the context of the DOD Strategic Plan (2015 to 2020) to the Defence Portfolio Committee on Defence and Military Veterans on 04 May 2016. 2

3. SCOPE • Introduction (Minister of Defence and Military Veterans [MOD&MV] ) • DOD Strategic Plan [2015 to 2020] and the associated DOD APP for 2016 (Accounting Officer): • DOD Vision and Mission • Constitutional and Legislative Overview • 2016 Updated DOD Situational Analysis • External Environment • Internal Environment 3

4. SCOPE • DOD Contribution to the National Imperatives • National Development Plan Vision 2030 • MTSF(2014 – 2019) Outcomes of Government • New Growth Path • Industrial Policy Action Plan • FOSAD Action Plan (2014 – 2019) • State of the Nation Address (SONA) 2014, 2015 and 2016 • Departmental Strategic Direction • MOD&MV 2016 Priorities • Secretary for Defence 2016 Focus Areas • Chief of the South African National Defence Force 2016 Focus Areas 4

5. SCOPE • DOD Overview of the 2016/17 Budget and Medium Term Economic Framework Estimates • DOD Selected Performance Indicators and Targets for FY2016/17 to FY2018/19 • DOD Level 1 Performance Indicators for FY2016/17 • DOD Strategic Performance Indicators with 5 year Strategic Targets • SA Defence Review 2015 (Departmental Policy Mandate as incorporated in the DOD APP for 2016) • SA Defence Review 2015 Implementation Progress • Annexure D to the DOD APP for 2016: SA Defence Review (Milestone 1) Implementation within the current FY2016/17 Resource Allocation 5

6. INTRODUCTION(MOD&MV) 6

7. INTRODUCTION(MOD&MV) The DOD Strategic Plan (2015 to 2020) was tabled in Parliament on 13 March 2015. The DOD Strategic Plan provides direction to the Department of Defence (DOD) strategic performance information and the departmental support to the National and Departmental imperatives. The DOD Planning Instruments for 2016 which include the DOD Annual Performance Plan, Armscor Corporate Plan, Castle Control Board and Military Ombud Annual Performance Plans, were tabled in Parliament on 09 March 2016. This is the second year that all the Entities tabled in Parliament which means full compliance by the department with National Regulatory Framework. The Presidency has selected the Department of Defence & Military Veterans and the Public Entities within this department as the benchmark for Strategic Planning for all Government Departments and Public Entities. On 15 March 2016 the Presidency invited Department of Defence & Military Veterans and Armscor to present to the other National Departments and Public Entities to help them improve on the following: Strategy, Strategic alignment and implementation of the Strategic Plan/Corporate Plan; Organisational performance, monitoring and evaluation; Compliance with deadlines and statutory reporting. 7

8. INTRODUCTION(MOD&MV) The SA Defence Review 2015 remains the primary departmental policy instrument that will direct departmental short, medium and long term planning. The Defence Review 2015 was approved by Cabinet on 19 March 2014, and endorsed by the National Assembly and National Council of Provinces on 04 June 2015 and 24 June 2015 respectively. 8

9. INTRODUCTION(MOD&MV) • The SA Defence Review 2015 provides the defence policy for South Africa that informs the defence trajectory to be pursued over multiple Medium-term Strategic Framework periods. • The SA Defence Review 2015 maps out five strategic planning milestones as firm foundations to direct the development of South Africa’s defence capabilities through a DOD Extended Long-term Defence Development Plan, inclusive of an aligned funding trajectory integrated into both the national and departmental planning, budgeting and reporting cycle. Estimated total cost for the implementation of the SA Defence Review is approximately Rb118 (FY2019/20) • The SA Defence Review 2015, as a departmental policy mandate, was addressed in the DOD Strategic Plan (2015 to 2020) and constituted the DOD 2016 Policy Proposal to the NT for an amount of Rb1.8 during July 2015. However, no additional funding to fund the implementation of the SA Defence Review 2015 was received from NT. 9

10. INTRODUCTION(MOD&MV) In order for the Defence Force to “arrest the decline”, Milestone 1 of the approved SA Defence Review 2015, and continue to sustain its ordered operational commitments as well as to implement the Cabinet approved and Parliament endorsed Defence Review 2015, funding of the defence function will have to improve significantly. Whilst there is great appreciation for the competing pressures on the fiscus, the persistent and continued downward trend in real terms of the funding allocation to defence has reached a point where the DOD runs the risk of losing some of its current capabilities in addition to previous losses thereby compromising national security to defend and protect the Republic. Such a decline in funding is also visible in the slow pace in terms of the renewal, maintenance and repair of our prime mission equipment. In the battlefield soldiers continue to use old and obsolete equipment with poor serviceability that hampers UN reimbursements. Reduction of budget allocations (Rm 350 on the SDA) to the defence industry is hampering a critical enabler to the overall industrial development of the country. 10

11. INTRODUCTION(MOD&MV) In this regard work has been done by the DOD for the FY2017/18 MTEF to firstly identify possible domains in which cost savings can be achieved as well as those that may be practically used to generate income, as listed below. As a first order, the following domains have been identified as those that can provide funding leverage to the Department of Defence over the short, medium and long term: Reimbursements for operations conducted under a UN mandate. Disposals of redundant and/or surplus defence equipment. Ensuring that intellectual property is adequately and appropriately compensated for when used by third parties. Public private partnerships (Projects with PPP to improve the DOD infrastructure and facilities – MOUs in place upfront PPP to build and DOD to lease long-term). Compensation/or recovery of cost by Defence (Defence Force Works Formation) for commitments/ work done to other Departments. Additional funding secured through leveraging and sweating of DOD surplus, redundant and estate. Partnerships and agreements with External Partners. 11

12. Innovation in Support of the Defence Review Categories of Income Streams/Approvals Seek approval to lease, concession, PPP’s, etc. of certain identified assets Seek approval to lease, concession, PPP’s etc. of certain identified assets Seek approval to sweat the assets as the mandate to dispose defence matèriel already exists. Endowment Properties Equipment Department of Public Works Properties Retention of Revenue Implementation Fund • Approval to establish Defence Review Implementation account. • Authority to retain revenue on behalf of the DOD for sustainability and less reliance on the fiscus as well as to empower the DOD to implement the Defence Review. Exemptions/Approvals 12

13. MOD&MV PRIORITIES FOR FY2016/17 TO FY2018/19 13

14. MOD&MV PRIORITIES FOR THE FY2016/17 TO FY2018/19 The evolving Ministerial relating to Milestone 1 of the SA Defence Review 2015 that give impetus to its implementation over the short-, medium- and long-term within available resources are confirmed for the FY2016/17 MTEF planning cycle as follows: Strategic Direction. This priority relates to ensuring the provision of Ministerial strategic direction to the DOD over the short-, medium- and long-term. The following evolving End-states will, amongst others, be pursued in support of this Ministerial Priority: Defence Command and Governance Accountability Relationships clarified in Policy. Strategic direction provided to guide the implementation of the SA Defence Review 2015 (Milestone 1). Strategic Communication direction provided to inform the conceptualisation and roll out across all levels of command, a departmental communication intervention. 14

15. MOD&MV PRIORITIES FOR THE FY2016/17 TO FY2018/19 Strategic Resoucing Direction. This priority relates to the directing of the developing of an appropriate Defence Funding Model thereby ensuring the adequate resourcing of the Defence function over multiple MTSF periods aligned with prevailing defence policy. The following evolving End-states will, amongst others, be pursued in support of this Ministerial Priority: Direction provided to guide the development of a Defence Funding Model. Organisational Renewal Direction. This priority relates to the directing of the renewal of the defence organisation to achieve greater efficiencies and effectiveness across the defence functions. The following evolving End-state will, amongst others, be pursued in support of this Ministerial Priority: Direction provided to inform the restructuring of the DOD (SANDF). 15

16. MOD&MV PRIORITIES FOR THE FY2016/17 TO FY2018/19 Human Resources (HR) Renewal Direction. This priority relates to the directing of the renewal of the departmental human resource function to ensure that the personnel profile is able to meet both current and future defence obligations. The following evolving End-states will, amongst others, be pursued in support of this Ministerial Priority: Direction provided to inform the DOD Human Resource Management function. Defence Academy established. Relationship established between the DOD ETD programmes and accredited tertiary Institutions for civilian and military members. Military Discipline Enhanced. Capability Sustainment Direction. This priority relates to reviewing the Defence direction to the Defence Industry, technology development and directing defence acquisition in line with the four milestones of the SA Defence Review 2015. The following evolving End-states will, amongst others, be pursued in support of this Ministerial Priority: Defence capability sustainment and renewal. Defence facilities maintained. Defence Industry engagement established. Development and maintenance of strategic reserves. 16

17. MOD&MV PRIORITIES FOR THE FY2016/17 TO FY2018/19 Ordered Defence Commitments Direction. This priority relates to directing of the ordered defence commitments in line with the prevailing defence policy. The following evolving End-state will, amongst others, be pursued in support of this Ministerial Priority: Sustained Ordered Defence Commitments. 17

18. ACCOUNTING OFFICER REPORT ON THE DOD APP FOR 2016 18

19. DOD VISION AND MISSION 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”. 19

20. DOD CONSTITUTIONAL AND LEGISLATIVE MANDATE 20

21. DOD CONSTITUTIONAL AND LEGISLATIVE MANDATE 21

22. 2016 UPDATED DOD SITUATIONAL ANALYSIS 22

23. 2016 SITUATIONAL ANALYSIS • The DOD situational analysis provides the evolving external and internal environments that affect the output deliverables of the DOD. The matters identified in the situational analysis are derived from the annual departmental planning process and takes into consideration the prevailing national and other imperatives related to the defence portfolio. • The conclusion of the DOD 2016 Situational Analysis is as follows: 23

24. 2016 SITUATIONAL ANALYSIS • EXTERNAL ENVIRONMENT • The following aspects are relevant to the 2016 Planning Instruments • Political • Domestic, Regional and Continental Security: National Security Strategy (NSS) • Economic • Defence Budget Allocation (Decline) • Social • Demographic Patterns • Tipping Points and Violent Protests • Health Service Delivery • Employment of Youth • Expansion of Internship Programmes in Government • Sustainable Development Goals (SDGs) • The DOD by virtue of its legislative mandate will indirectly support selected SDGs during the period of this APP and beyond 24

25. 2016 SITUATIONAL ANALYSIS • EXTERNAL ENVIRONMENT • The following aspects are relevant to the 2015 Planning Instruments • Technological • Information Warfare (Cyber Warfare): Offensive/Defensive • Research and development (R&D) • Legal • Legal Vulnerability of the SANDF – Adherence to International Law • South Africa’s Borders Effectively Defended, Protected, Secured and Well-Managed 25

26. 2016 SITUATIONAL ANALYSIS • EXTERNAL ENVIRONMENT(Continued) • Physical • Climate Change • Disaster Risk Reduction • Humanitarian Assistance • Military. While the very human nature of conflict is not expected to change in the coming decades in the air, at sea and on land, the means of warfare will certainly continue to evolve. The DOD takes note that future warfare is likely to be characterised by the following trends: • The increasing importance of information • The evolution of unconventional warfare capabilities • The growing prominence of non-military aspects of warfare • The expansion and escalation of conflict beyond the traditional battlefield • Increasing nuclear powers • A more complex environment for interventions 26

27. 2016 SITUATIONAL ANALYSIS • INTERNAL ENVIRONMENT • Deployment of the SANDF • Internal Operations • Maritime security • Border Security • Corporate Governance • Ethics and Integrity • DOD Audit Committee • DOD Internal Audit • Governance of Risk • Governance of Information Technology • Compliance Management • Stakeholder Relations Management • Corruption and Fraud • Financial Management • Supply Chain Governance • DOD Regulatory Framework • Court Decisions Affecting the DOD 27

28. DOD CONTRIBUTION TO THE NATIONAL IMPERATIVES(AS REFLECTED IN THE DOD STRATEGIC PLAN [2015 TO 2020] AND THE DOD APP FOR 2016) 28

29. NATIONAL DEVELOPMENT PLAN (NDP): VISION 2030 • Aspects relevant to the defence portfolio and the envisaged contribution by defence are as follows: • Envisaged reduction in youth unemployment (Chapter 3: Economy and Employment). • Provision of assistance in disaster aid and disaster relief (Chapter 5: Environmental sustainability and resilience and Chapter 12: Building safer community). • Support the combating of maritime piracy along the East Coast of Africa (Chapter 7: South Africa in the region and the world). • Strengthen the national research and development capacity (Chapter 9: Improving Education, Training and Innovation). • Build safer communities (Chapter 12: Building safer community). • Build a capable and developmental State (Chapter 13: Build a capable and developmental State). • Reduction in prevalent corruption and fraud (Chapter 14: Fight corruption). 29

30. MEDIUM TERM STRATEGIC FRAMEWORK (MTSF): 2014-2019 • The relevant MTSF Outcomes have been integrated into the output deliverables of the DOD. The MTSF Outcomes to which Defence will contribute, by virtue of its legislative mandate and inherent capabilities are as follows: • Outcome 3: “All people in South Africa are and feel safe”. • Sub-outcome 3: South Africa’s borders effectively defended, protected, secured and well-managed. • Sub-outcome 4: Secure cyber space. • Sub-outcome 7: Corruption in the public and private sectors reduced. • Outcome11: “Creating a better South Africa and contributing to a better and safer Africa in a better World”. • Sub-Outcome 3: Political cohesion within Southern Africa to ensure a peaceful, secure and stable Southern African region. 30

31. NEW GROWTH PATH (NGP) • Government released 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 the following: • Providing more opportunities to entry level personnel by strengthening the departmental internship intake. • In the long term, it is foreseen that job opportunities within the Defence Industry in accordance with approved DOD projects will be created. 31

32. INDUSTRIAL POLICY ACTION PLAN • The National Defence Industry Council (NDIC), which was launched by the MOD&MV on 03 March 2016, will constitute the highest consultative body between the defence industry and the DOD on matters of policy formulation and compliance, export support, armament acquisition and joint planning. The DOD will be directed by the functions of the NDIC relating to Defence Industry matters. 32

33. FORUM OF SA DIRECTOR GENERALS (FOSAD) ACTION PLAN (2014-2019) • The FOSAD Action plan for (2014–2019) was adopted by government and will found expression in the departments’ Strategic Plan, Annual Performance Plan and senior management’s Performance Agreements. The DOD has identified and shall support the FOSAD Action Plan deliverables that include the following: • Service Delivery Improvement Plan (SDIP). • Reduction in the time it takes to fill a vacancy. • Payment of Suppliers within 30 Days. • Finalisation of Disciplinary Cases. • Improved Feedback to the Public on Anti-Corruption Hotline. • Reduction/Management of Audit Findings. • Timeous Submission of Annual Reports to Parliament. • Timeous Responses to the Chapter 9 and 10 Institutions. 33

34. THE STATE OF THE NATION ADDRESS (2014, 2015 AND 2016) • In the State of the Nation Address on 17 June 2014, 12 February 2015 and 11 February 2016 respectively, the President indicated that government has embarked on a radical socio-economic transformation to address the triple challenges of poverty, inequality and unemployment. The pronouncements that specifically have implications for the DOD are as follows: • Promotion of local procurement. • Employment of youth. • Expansion of Internship Programmes in Government. • Resourcing the Defence mandate. • Improved implementation of the Financial Disclosures Framework. • Employment of the SANDF (interim ACIRC, conflict prevention and peacekeeping) on the African continent. • Spending of Public Funds wisely and reducing expenditure (SONA 2016). 34

35. THE NATIONAL BUDGET VOTE: 2016 35

36. DEPARTMENTAL STRATEGIC DIRECTION 36

37. MOD&MV PRIORITIES, SECRETARY FOR DEFENCE AND CHIEF OF THE SOUTH AFRICAN NATIONAL DEFENCE FORCE FOCUS AREAS FOR FY2016/17 37

38. MOD&MV PRIORITIES FOR THE FY2016/17 TO FY2018/19 The evolving Ministerial relating to Milestone 1 of the SA Defence Review 2015 that give impetus to its implementation over the short-, medium- and long-term within available resources are confirmed for the FY2016/17 MTEF planning cycle as follows: Priority 1: Defence Strategic Direction. Priority 2: Strategic Resourcing Direction. Priority 3: Organisational Renewal Direction. Priority 4: Human Resources (HR) Renewal Direction. Priority 5: Capability Sustainment Direction. Priority 6: Ordered DefenceCommitments Direction. 38

39. SECRETARY FOR DEFENCE FOCUS AREAS FOR THE FY2016/17 TO FY2018/19 Emanating from the MOD&MV Priorities, the Sec Def from a departmental policy perspective has identified Focus Areas that will inform the functions and strategic direction of the Defence Secretariat over the short-, medium- and long-term and the DOD APP for 2016 in support of the pronounced MOD&MV Priorities. The Focus Areas are as follows: Focus Area 1: Defence Strategic Direction. Focus Area 2: Defence Funding Model. Focus Area 3: Human Resources Renewal. Focus Area 4: OrganisationalRenewal. Focus Area 5: Capability Sustainment and Renewal. Focus Area 6: Defence Industry and Technology. Focus Area 7: Ordered Defence Commitments. 39

40. THE CHIEF OF THE SOUTH AFRICAN NATIONAL DEFENCE FORCE FOCUS AREAS FOR THE FY2016/17 TO FY2018/19 Emanating from the MOD&MV Priorities, the C SANDF from a departmental policy perspective has identified Focus Areas that will inform the functions and strategic direction of the SANDF over the short-, medium- and long-term and the DOD APP for 2016 in support of the pronounced MOD&MV Priorities. The C SANDF Focus Areas are as follows: Focus Area 1: Military Strategic Direction. Focus Area 2: Restructuring of the SANDF. Focus Area 3: Renovation of DOD Facilities. Focus Area 4: Development and Maintenance of Strategic Reserves. Focus Area 5: Implementation of the Human Resources Strategy. Focus Area 6: Enforcement of Military Discipline. Focus Area 7: Development of SANDF Capabilities. Focus Area 8: Force Protection. Focus Area 9: Border Safeguarding. Focus Area 10: Revitalisation and Effective Utilisation of Reserves. Focus Area 11: Renewal of Landward Defence Capability. 40

41. DOD OVERVIEW OF THE 2016/17 BUDGET AND MEDIUM TERM ECONOMIC FRAMEWORK ESTIMATES 41

42. EXPENDITURE TRENDS • Over the medium-term, the DOD will prioritise maintaining South Africa’s defence capabilities, safeguarding South Africa’s borders, territorial integrity, and developing cyber security, amongst its other on-going contributions to the NDP Vision 2030. (Outcome 3 “All people in South Africa are and feel safe” – sub-outcome 4 “Secure Cyber Space”) • The DOD will continue over the FY2016/17 to FY2018/19, contributes to the MTSF (2014-2019) Outcome 3 “All people in South Africa are and feel safe” on an on-going basis.

43. EXPENDITURE TRENDS HR Budget. • The compensation of employees continues to be the department’s largest expenditure item over the medium-term at R26.9 billion in FY2016/17, and will increase to an amount R27.1 billion in FY2018/19. The compensation of employees constitutes 57 per cent of the department’s total expenditure during FY2016/17, and provides for an average personnel component of 80 500 personnel per year. As part of Cabinet’s decision to lower the national aggregate expenditure ceiling, the department’s compensation of employees’ budget has been reduced by R1.9 billion for FY2017/18 and R2.9 billion for FY2018/19, decreasing its share of the department’s total expenditure to 53.5 per cent by FY2018/19. After consultation with the DPSA and NT, the department will develop and implement a plan to manage its personnel expenditure within its reduced personnel budget.

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

45. EXPENDITURE TRENDS • Maintaining South Africa’s defence capabilities • The approved SA Defence Review 2015 provides the long-term policy for South Africa’s defence trajectory over the next 20 to 30 years. The focus of the SA Defence Review 2015 is aimed at the maintaining a balanced, flexible and modern force that uses advanced technology in response to emerging threats and the changing nature of defence functions globally. The SA Defence Review 2015 proposes 5 critical implementation milestones. Milestone 1 of the SA Defence Review 2015 “Arresting the decline in critical capabilities through immediate and directed interventions” is the main focus for the medium-term. • However, 2016 SA Defence review deliverable, as reflected in Annexure D, will be implemented within current resource allocation. • The main risk to the implementation of Milestone 1 is funding. If funding is not forthcoming it will push the implementation of Milestone1 beyond the MTEF. • DOD Budget submission to NT (Policy Proposal) required Rb1.8 to partially addresses the costing Cost of Milestone 1 Implementation Plan for FY2017/18.

46. Landward Defence programme • The department will be replacing the infantry combat vehicle, developing a mobile water provisioning system, developing a mass field feeding system, developing new generation personal equipment for soldiers, and establishing a new command centre for an anti-aircraft capability. This is reflected in the 12 per cent increase in FY2017/18, and the large increase over the medium term in spending in the Infantry Capability subprogramme in the Landward Defence programme, as well as the average annual increase of 21 per cent in the Air Defence Artillery Capability subprogramme over the medium term. The Landward Defence programme is the largest programme in the DOD, with average annual spending of 34 per cent of the department’s total medium-term budget. • Air Defence programme • Replacing medium distance 3 dimensional (3D) radar and precision guided air force ammunition accounts for the increase in the Air Defence programme in FY2018/19. EXPENDITURE TRENDS

47. EXPENDITURE TRENDS • Maritime Defence programme • In the Maritime Defence programme, provision is made in FY2016/17 for replacing the hydrographic vessel by FY2019/20 and the heavyweight torpedo capability by FY2022/23, for the acquisition of offshore patrol vessels by FY2024/25, and for updating static communication in the South African Navy by FY2017/18. This is also the main reason for the large increase in expenditure in the Maritime Combat Capability subprogramme over the medium-term.

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

49. EXPENDITURE TRENDS • Safeguarding South Africa’s borders and territorial integrity • Over the medium-term, approximately 6 000 regular and reserve force members will be trained per year for deployment to border safeguarding. This training is budgeted for in the Landward Defence programme. • In addition, the department will increase the number of landward sub-units from 13 in FY2015/16 to 15 in FY2016/17. An amount of R3.6 billion over the medium-term is budgeted for border safeguarding in the Force Employment programme. • As part of the maritime security strategy, the South African Navy is re-establishing the Durban Naval Base. Over the medium-term an amount of R35 million is budgeted in the Maritime Defence programme to install ICT systems, refurbish security fences, and create warehouse and maintenance capacity.

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