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DEPARTMENT OF MILITARY VETERANS PERFORMANCE REPORT FOR THE PERIOD: June 2013 to December 2013

DEPARTMENT OF MILITARY VETERANS PCD. PORTFOLIO COMMITTEE ON DEFENCE AND MILITARY VETERANS. DEPARTMENT OF MILITARY VETERANS PERFORMANCE REPORT FOR THE PERIOD: June 2013 to December 2013. February 2014. DMV 2 nd & 3 rd QPR: 2013. SCOPE. Aim of the presentation Legislative Requirements

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DEPARTMENT OF MILITARY VETERANS PERFORMANCE REPORT FOR THE PERIOD: June 2013 to December 2013

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  1. DEPARTMENT OF MILITARY VETERANS PCD PORTFOLIO COMMITTEE ON DEFENCE AND MILITARY VETERANS DEPARTMENT OF MILITARY VETERANS PERFORMANCE REPORT FOR THE PERIOD:June 2013 to December 2013 February 2014

  2. DMV 2nd & 3rd QPR: 2013 SCOPE • Aim of the presentation • Legislative Requirements • Content of the Quarterly Performance Report • Mandate of the DMV • Vision, Mission and Departmental Values • DMV Organizational Structure • DMV contribution to the NDP, MTSF outcomes and EA priorities • Brief overview of Achievements • Performance against the selected performance indicators • HR/Personnel information • Financial Information • Obstacles/ challenges • Progress on DMV Risks and mitigation strategies • Conclusion

  3. DMV 2nd & 3rd QPR: 2013 Aim of the presentation • To provide an outlook of the Department of Military Veterans performance report for the period ending 30 June - December 2013.

  4. DMV 2nd & 3rd QPR: 2013 LEGISLATIVE REQUIREMENTS • Treasury Regulations, 5.3.1 of 2007 read in conjunction with Section 27(4) and 36(5) stipulates that “the Accounting Officer of an institution must establish procedures for quarterly reporting to the Executive Authority to facilitate effective performance monitoring, evaluation and corrective actions” • Public Finance Management Act (PFMA), Act 1 of 1999 as amended • Treasury Regulations 2005 as amended • Framework for Managing Programme Performance Information (2007) • Framework for Strategic Plans and Annual Performance Plans (2010) • National Treasury guide on thePreparation of Quarterly Performance Reports (2011) • Department of Military Veterans Framework for programme and project Monitoring and Evaluation, and guidelines for submission of performance reports • National Evaluation Policy and Framework

  5. DMV 2nd & 3rd QPR: 2013 CONTENT OF THE CUMULATIVE QUARTERLY (2nd and 3rd) PERFORMANCE REPORTS

  6. DMV 2nd & 3rd QPR: 2013 OUTLOOK OF THE QUARTERLY PERFORMANCE REPORTS The quarterly report is packaged into four parts as follows: • Part A: General Information – provides an overview of legislation that informs the development of quarterly performance report, purpose of the quarterly report, vision, mission and values of the DMV as well as the DMVs organizational structure. • Part B: DMV Performance against Plan – provides the DMVs contribution to the National Development Plan, MTSF outcomes, performance against the Executive Authority’s priorities, performance against DMVs performance targets for the 2nd and 3rd quarter of 2013 (brief overview), overview of financial performance as well as an overview of the obstacles and challenges that impacted on performance of the department. • Part C: Progress on risk mitigation – Provides progress on how the DMV mitigated/alleviation the existing risks during the past six months of the 2013/14 fiscal year in order to reduce impact on performance. • Part D: Early Warning – provides a brief overview of the department’s major activities that will occur during the past six months of the 2013/14 fiscal year as well as the overall conclusion.

  7. DMV 2nd & 3rd QPR: 2013 MANDATE OF THE DMV • The Department of Military Veterans derives its legislative mandate from the Military Veterans Act 18 of 2011, which requires it to provide national policy and standards on socioeconomic support to military veterans and to their dependants, including benefits and entitlements to help realise a dignified, unified, empowered self - sufficient military veterans community.

  8. DMV 2nd & 3rd QPR: 2013 VISION & MISSION DEPARTMENT’S VISION • A Dignified, unified, empowered and self-sufficient Military Veterans’ community. DEPARTMENT MISSION • To facilitate delivery and coordinate all activities that recognise and entrench/establish the restoration of dignity and appreciation of the contribution of Military Veterans to our freedom and nation building MISSION STATEMENT • To initiate, manage and administer Military Veterans’ affairs with dignity and compassion through overall coordination and facilitation of the activities of Government and the private sector to ensure coherent provision of services to Military Veterans.

  9. DMV 2nd & 3rd QPR: 2013 DEPARTMENT VALUES Service Charter that Underpins the Delivery of Services to Military Veterans We, as Department, pledge to: • Manage and administer the affairs of Military Veterans with dignity and compassion and to ensure that the unique needs of all Military Veterans are provided for. This will be achieved through overall coordination and facilitation of the activities of Government and that of the private sector to ensure the provision of coherent assistance to all Military Veterans. Our service delivery ethos is rooted in a value system characterised by: • Service Standards • Team-work • Discipline • Excellence • Ethics • Openness and Transparency • Consultation rooted in Effective and Efficient Partnerships and Collaboration • Encouragement of Innovation and Reward of Excellence • Redress • Value for Money

  10. ORGANIZATIONAL STRUCTURE

  11. DMV CONTRIBUTION TO THE NATIONAL DEVELOPMENT PLAN, MEDIUM-TERM STRATEGIC FRAMEWORK (MTSF) OUTCOMES AND EXECUTIVE AUTHORITY’S (EA) PRIORITIES (1)

  12. DMV CONTRIBUTION TO THE NATIONAL DEVELOPMENT PLAN, MEDIUM-TERM STRATEGIC FRAMEWORK (MTSF) OUTCOMES AND EXECUTIVE AUTHORITY’S (EA) PRIORITIES (2)

  13. DMV CONTRIBUTION TO THE NATIONAL DEVELOPMENT PLAN, MEDIUM-TERM STRATEGIC FRAMEWORK (MTSF) OUTCOMES AND EXECUTIVE AUTHORITY’S (EA) PRIORITIES (2)

  14. DMV CONTRIBUTION TO THE NATIONAL DEVELOPMENT PLAN, MEDIUM-TERM STRATEGIC FRAMEWORK (MTSF) OUTCOMES AND EXECUTIVE AUTHORITY’S (EA) PRIORITIES (3)

  15. DMV CONTRIBUTION TO THE NATIONAL DEVELOPMENT PLAN, MEDIUM-TERM STRATEGIC FRAMEWORK (MTSF) OUTCOMES AND EXECUTIVE AUTHORITY’S (EA) PRIORITIES (4)

  16. DMV CONTRIBUTION TO THE NATIONAL DEVELOPMENT PLAN, MEDIUM-TERM STRATEGIC FRAMEWORK (MTSF) OUTCOMES AND EXECUTIVE AUTHORITY’S (EA) PRIORITIES (4)

  17. DMV 2nd & 3rd QPR: 2013 BRIEF OVERVIEW OF ACHIEVEMENTS BY THE DEPARTMENT OF MILITARY VETERANS (1) • Development and approval of the Framework for Department of Military Veterans on programme and project performance monitoring and evaluation and guidelines for submission of performance reports. • The 2nd draft DMV APP for the 2014 fiscal year was submitted to National Treasury for comments and assessment as required by Treasury Regulations 5 and the National Treasury Framework for Strategic Plans and Annual Performance Plans. • In Q3 interviews were held for the members of the Audit Committee, and the second face of interviews will be held in Q4. • Commenced with the self-assessment of the Management Performance Assessment Tool (MPAT). • Development of the draft application form for benefits articulated in section 5 (1) a-h of the Military Veterans Act 18, 2011. • Amendment of the draft Military Veterans Benefits Regulations inline with the inputs provided by the state law advisors and National Treasury (NT). A letter to the Minister of Finance was signed by the Minister of Defence and Military Veterans requesting his concurrence with the Draft Benefits Regulations as they have financial implications. • A workshop for Military Veterans living with disabilities which was held in Birchwood Hotel on 12 to 14 July 2013 and was attended by over 30 military veterans from across the various formations, statutory and non-statutory support was provided by the department • Establishment of the Umbrella association for military veterans in line with section 7 of the Military Veterans Act 18 of 2011 at conference held at Birchwood Conference Centre from 29 Sept to 2 October 2013 • 538 military veterans accessed healthcare services during the second quarter. To date, a total of 4 851 military veterans have been loaded in the DMV/ SAMHS healthcare database.

  18. DMV 2nd & 3rd QPR: 2013 BRIEF OVERVIEW OF ACHIEVEMENTS BY THE DEPARTMENT OF MILITARY VETERANS (2) • The DMV continued with the process of verifying and updating the personal files of military veteran’s database. As of 31 December 2013 the names on the database had increased from 56 662 to 56 666 with an update of 14 539 personal files. • The North West Kraaipan houses were officially handed over to 2 World War military veterans. • 99% of senior managers concluded financial disclosures and copies are filed with OPSC. • The department participated in the Nelson Mandela Day event in East London and Gauteng in conjunction with the DoD. During the two events, registration forms were distributed, confirmation by military veterans if they appear on the database was done on site and a brief about military veterans benefits and how they can be accessed was also given with a question and answer opportunity. Approximately 120 people attended the event. • 955 military veterans were employed and the number would thus equate to an attainment of over 6% of job creation. The 3% target reflected in APP is equivalent to 420 opportunities when factored against a database of +/- 13 700 MV by April 2013. These would thus mean the department over-performed against the 2013 APP target by a 3% reduction in the level of unemployment among NSF military veterans. • The Department of Public Works is currently finalizing the purchase of the 1st Military Veterans’ Health & Wellness Centre. • R4m has been transferred to NSFAS for payment of fees for 100 students in tertiary institutions. This was due to an MoU signed between DMV and NSFAS. • 12 military veterans participated in welding programme for DRDLR Project during the second quarter. Training for additional MV in welding programme is being ramped up. An MOU for learnerships of military veterans is being finalised and it will provide additional skills development and training opportunities.

  19. DMV 2nd & 3rd QPR: 2013 PERFORMANCE AGAINST SELECTED (TRENDABLE) INDICATORS

  20. DMV PERFORMANCE AGAINST SELECTED PERFORMANCE INDICATORS AND TARGETS (1)

  21. DMV PERFORMANCE AGAINST SELECTED PERFORMANCE INDICATORS AND TARGETS (2)

  22. DMV ESTABLISHMENT PER SALARY LEVEL (PERMANENT PERSONNEL)

  23. TRANSFORMATION/EQUITY STATISTICS PER BRANCH PROGRAMME (PERMANENT) TRANSFORMATION/EQUITY STATISTICS (CONTRACT/TEMPORARY)

  24. PERFORMANCE ON FINANCIAL INFORMATION (AS AT 31 December 2013)

  25. DMV 2nd & 3rd QPR: 2013 OBSTACLES/CHALLENGES THAT IMPACTED ON PERFORMANCE OF THE DEPARTMENT The department while striving to achieve the set targets for the second quarter experienced the following challenges: • Inadequate technical competencies essential for programme implementation. While the DMV Executive committee is relatively in place, the issue of inadequate support staff puts undue pressure on the whole department. This challenge should be resolved with filling critical posts which require funding. • Non-approval of Military Veterans Regulations – The Regulations have not yet been approved, to date which delays the development of policies that will support the provision of Military Veterans benefits as espoused in section 5 of the Military Veterans Act. A speedy approval of the regulations will ensure that all the necessary policies are put in place for implementation. This is a critical condition for the funds allocated to the DMV for the 2013/14 financial year to be released, as the regulations must be approved prior. Non approval of the regulations will imply that the allocated budget for the 2013/14 financial year will not be transferred to the DMV which will highly impact performance. • Continued non-compliance to timelines by Programmes/Sub-Programmes in terms of submitting statutory and accountability documents which leads to delays in the approval process of documents by the Accounting Officer. There is also a backlog on Ministerial enquiries because service delivery branches; ESM and SESS are not responding to these queries and enquiries timeously. In addition Branches do not send reports on time for the following meetings, CoD, MINEXCO and EXCO. The officials are therefore unable to conduct quality check and prepare files on time. • DMV session with Executive Authority still outstanding on Statutory Submissions in order to sought inputs and intervention with identified key external factors that could significantly affect the achievement of DMV Strategic goals and that has a massive impact on approval of DMV planning instruments • DMV agenda items are always taken off the agenda of CoD. • Thenon-functioning of DMV toll-free line poses a challenge both to Military Veterans and DMV staff.

  26. DMV 2nd & 3rd QPR: 2013 PROGRESS ON DMV RISKS MITIGATION (1) • Rendering of Military Veterans socio-economic support services • Several meetings were held with the partner departments to finalize MoUs for the provision of military veterans’ benefits. • Ensuring Military Veterans empowerment and stakeholder management • The absence of provincial offices is a challenge as it put pressure on the national office to become the focal point of convergence for military veterans. • This matter is being addressed through speedy correspondence from the Director-General to Provincial Premiers and the Department of Public Works, requesting that the provision of provincial office be hastily facilitated. This will allow for decentralization of points of contact, creating the possibility for more effective responses to requests for access to benefits submitted by military veterans. • The national office is not yet adequately resourced in terms of its full staff complement. Some challenges have arisen out of a lengthy security vetting and verifications of qualifications. Another challenge is that some staff seconded from the Department of Defence and deployed from party structures might not have been adequately utilized in areas of their expertise or even to fill vacancies where they work. • This DMV has begun to be addressed and as a result the short listing and interviewing of potential staff is currently underway. Deployed personnel are also being absorbed into vacancies where their skills could be used to good effect

  27. DMV 2nd & 3rd QPR: 2013 PROGRESS ON DMV RISKS MITIGATION (2) Inadequate infrastructure for operationalizationof the plans • Inadequate office accommodation has been the biggest challenge that threatens the delivery of military veterans’ benefits and services. Lack of office accommodation consequently lead to lack of other inputs such as materiel, IT equipment and office furniture since there is no space to accommodate such inputs. Filling posts also becomes a main risk factor since there is lack of office space to accommodate personnel. • The contract for the DMV to occupy the office space in Hatfield, Pretoria was signed in April 2013 (1st quarter of 2013/14). However, the building is not in a state to be occupied immediately which will require it to be refurbished before occupation could take place. The date of occupation will depend on the finalisation of the refurbishment process which will be provided by the appointed engineers and architects. Absence of monitoring and evaluation (M&E) capability • The department is anticipated to create a stand-alone M&E function. To date, the department lacks the M&E capability. There are only two (2) posts for M&E in the approved structure of the Department (Deputy Director and Assistant Director Monitoring and Evaluation).

  28. DMV 2nd & 3rd QPR: 2013 PROGRESS ON DMV RISKS MITIGATION (2) • Provision of internal audit and risk management services The department continued to engage with the Shared Audit Committee to ensure that the internal audit function is carried out effectively. Furthermore, the department is in the process of appointing its own Audit Committee. • Completeness and integrity of information on the database During the period under review the department continued with the process of verifying and updating the personal files of military veteran’s database. As of 31 December 2013 the names on the database had increased from 56 662 to 56 666 with an update of 14 539 personal files. • Dependency on service delivery agencies The department experiences challenges in providing military veterans’ benefits due to dependency on service delivery agencies. The DMV has since concluded that it would be more appropriate to migrate the mandate for implementation of the military veterans compensation programme to the DMV as this would enable the department to align norms and standards accordingly for compensation of military veterans.

  29. DMV 2nd & 3rd QPR: 2013 CONCLUSION • Whilst acknowledging that the department is making significant progress in improving performance in other performance areas, the trend analysis depicts that the department is generally not on track towards achieving its annual targets on certain areas of performance. These are the areas of significant underperformance reported in the quarter under review. This has negative implications on the achievement of the strategic objectives as outlined in the planning documents. This is evidenced by severe inadequate performance on core service areas of the department. • A speedy approval of the regulations will ensure that all the necessary policies are put in place for implementation and that all the above is achieved. • The department should improve its performance in the fourth quarter of the 2013 fiscal year in order to remain on track. This will be achieved largely through effective management of workload and the efficient utilization of staff and budget expenditure. • In achieving its quarterly targets, the department’s approach should be centered on a top-down strategic support impetus that lends legitimacy and urgency to a focus on outcomes. But this meaningful approach depends on how civil servants within DMV think and work to meet the needs of the military veterans, with support from Executive Authority. • Without the support of a critical mass of the individuals who are actually supposed to deliver on the department’s services, the contemplated performance outcomes would not be brought to fruition. They would become an ineffectual administrative exercise, where “boxes are ticked,” forms are filled and reports are compiled without any effect on how services are managed or delivered. • Reporting on performance is important to ensure effective management and accountability. • It also helps to promote continuous improvements where reports on activities and performance provide important information to allow for the best possible decision making in the next planning cycle.

  30. DMV 2nd & 3rd QPR: 2013 THANK YOU

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