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AN OVERVIEW OF OUTCOMES, PRIORITIES AND KEY ISSUES FOR OVERSIGHT AND MONITORING FOR DODMV AND ITS ENTITIES 15 October 2014 Peter Daniels. Scope. DEPARTMENT OF DEFENCE Government outcomes Ministerial priorities Strategic Focus Areas DOD Budget in context and DOD Spending patterns

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  1. AN OVERVIEW OF OUTCOMES, PRIORITIES AND KEY ISSUES FOR OVERSIGHT AND MONITORING FOR DODMV AND ITS ENTITIES 15 October 2014 Peter Daniels

  2. Scope DEPARTMENT OF DEFENCE Government outcomes Ministerial priorities Strategic Focus Areas DOD Budget in context and DOD Spending patterns Future Spending Key issues for Oversight and Monitoring DEPARTMENT OF MILITARY VETERANS National Development Plan and Government Outcomes Ministerial priorities and DMV Policies DMV Budget Key issues for Oversight and Monitoring CASTLE CONTROL BOARD Key issues for Oversight and Monitoring ARMSCOR Key issues for Oversight and Monitoring

  3. DOD: GOVERNMENT OUTCOMES The 2009 - 2014 Medium Term Strategic Framework identifies 12 desired outcomes of the Government where the DODMV is a co-signatory to Outcome 11: Creating a better South Africa and contributing to a better and safer Africa in a better world. Other outcomes to which the DODMV indirectly contributes include: • Outcome 2: A long and healthy life for all South Africans. • Outcome 3: All people in South Africa are and feel safe. • Outcome 5: A skilled and capable workforce to support an inclusive growth path. • Outcome 12: An efficient, effective and development-oriented public service and an empowered, fair and inclusive citizenship.

  4. DOD: COMPARISON 2012/13 AND 2013/14

  5. MINISTERIAL PRIORITIES

  6. STRATEGIC FOCUS AREAS

  7. ADDITIONAL STRATEGIC FOCUS AREAS

  8. DOD BUDGET IN CONTEXT

  9. DEFENCE BUDGET ALLOCATIONS 2010/11 – 2014/15

  10. FUTURE SPENDING: 2014 Defence Review • Alerts us to the “critical state of decline” and view that Defence Force is underfunded, • Incumbent this be addressed as it impacts on the State of Readiness. • Focus over next five years on “Arrest the decline in critical capabilities through immediate directed interventions.” • Minister (Budget Vote): priority the “Creation of a full time capacity to develop a methodology for implementation of the Defence Review once finalised by Parliament.” • This will be used to guide strategic areas over the next five years, as part of the first milestone

  11. Proposed Planning Milestones Five planning milestones to restore the defence capability [9-14] Planning Milestone 1: Arrest the decline in critical capabilities through immediate, directed interventions. Planning Milestone 2: Rebalance and re-organise the Defence Force as the foundation for future growth. Milestone 1 & 2 can be executed concurrently should resources be available Planning Milestone 3: Create the sustainable Defence Force that can meet current ordered defence commitments. Planning Milestone 4: Enhance the Defence Force’s capacity to respond to nascent challenges in the strategic environment. Planning Milestone 5: Defend the Republic against insurgency and/or armed conflict to the level of limited war. It is important to note that Milestone 5 above reflects the Constitutional mandate to its fullest possible extent

  12. FUTURE SPENDING: 2014 Defence Review… Strategic areas over next five years as part of the first milestone: a. Ensuring Strategic Leadership and Succession Planning for the Defence Programme over the next 20 years. b. Developing the Funding Mechanism and ensure adequate resourcing of the Defence function. c. Directing the renewal of defence personnel to ensure that the personnel profile is able to meet future defence obligations. d. Directing the renewal of the defence organisation to achieve greater efficiencies and effectiveness. e. Reviewing the defence capability strategy and direct defence acquisition in line with the four milestones of the Defence Review. f. Directing the development of the Defence Industry Strategy and the Technology Agenda and Innovation Plans

  13. KEY ISSUES FOR OVERSIGHT AND MONITORING • Finalisation and implementation of the 2014 Defence Review • Border safeguarding: ensuring sufficient number of sub-units • Job creation and specific contribution of Defence Industry, MSDS and NYS to this priority • Enhancement of Landward Defence Capabilities especially as it relates to PME (Project Hoefyster 238 Infantry Combat vehicles) • Addressing adverse audit qualifications and enhancement of the Internal Audit Function • Monitor unauthorised, fruitless and wasteful and irregular expenditure • Progress with Defence Works Formation • Compensation of employees • Additional funding for SAAF’s operational capability • The limited sea hours for the SA Navy

  14. KEY ISSUES FOR OVERSIGHT AND MONITORING… • Progress with replacement of Offshore Patrol Vessels for the SA Navy (Project Biro) • Funds to improve the operations of the SAMHS (MTT on SAMHS) • Transformation in the SANDF and in particular the SAAF and the SA Navy • Evaluation of the utilisation of the Special Defence Accounts funds • Low spending on and a decreased allocation to Force Employment Programme and how this affects foreign deployment • Costs of training and deployment of SANDF for proposed African Capacity for Immediate Response to Crises (ACIRC) initiative. • Management Performance Assessment Plan (MPAT) by the Department of Planning, Monitoring and Evaluation. • Supply Change management • National Cost Containment measures • Fraud and Corruption

  15. DEPARTMENT OF MILITARY VETERANS National Development Plan (NDP): DMV will contribute in 2014 to: • Chapter 3: Economy and employment - empowerment programme • Chapter 6: An integrated and inclusive rural economy – socio-economic support services will contribute • Chapter 8: Transforming human settlements - decent housing • Chapter 9: Improving education, training and innovation: improvement of education &d training levels of military veterans • Chapter 10: Health care for all - issue health cards • Chapter 11: Social Protection: maximise efforts to ensure that the maximum eligible military veterans covered under this. • Chapter 13: Building a capable state –various activities assist the government to achieve the capable state • Chapter 14: Promoting accountability and fighting corruption - Fighting corruption and fraud features • Chapter 15: Transformative society and uniting the country – righting the wrongs of the past through provision of socio-economic and empowerment support.

  16. Medium Term Strategic Framework: MTSF period 2009 – 2014 Outcome 1: Quality basic education Outcome 2: A long and healthy life for all South Africans Outcome 4: Decent employment through inclusive growth Outcome 5: A skilled and capable workforce to support an inclusive growth path Outcome 7: Vibrant, equitable, sustainable rural communities contributing towards food security for all Outcome 8: Sustainable human settlements and improved quality of household life Outcome 9: Responsive, accountable, effective and efficient local government Outcome 12: An efficient, effective and development-oriented public service MTSF period 2014 – 2019 added two new outcomes Outcome 13: A comprehensive, responsive and sustainable social protection system Outcome 14: A diverse, socially cohesive society with a common national identity

  17. MINISTERIAL PRIORITIES

  18. DMV Policies Over the MTEF period it will focus on the finalisation of the following service delivery policies: • Public Transport Support for Military Veterans. • Military Veterans Social Relief of Distress. • Military Veterans pension. • Military Veterans heritage. • Stakeholder Management.

  19. DMV Budget

  20. Changes in DMV Budget

  21. KEY ISSUES FOR OVERSIGHT AND MONITORING • Outcomes of the Strategic Plan session to enhance the turnaround plan and service delivery and how to spend the money allocated. • Memoranda of Understanding (MOU’s) and Service Level Agreements (SLA’S) between the DMV and other service delivery agencies. • Staffing of vacant funded posts with “committed, qualified and competent personnel.” • The filling of especially critical posts. • Monitoring the military veterans’ database. • Slow progress in the installation of IT systems. • The contradicting personnel information. • Success of applying the various mean tests to roll out of benefits to deserving military veterans. • Accommodation for recruited staff and provincial structures.

  22. KEY ISSUES FOR OVERSIGHT AND MONITORING • Methodology to decide on the beneficiaries of in particular employment opportunities. • How the allocation of bursaries to dependants are determined. • Whether the bursaries allocated by NASFAS were funded by the DMV or whether this were part of the annual allocation by NASFAS. • Spending on items such as Consultants, Sustenance and Traveling, Entertainment and catering, and Stationary and printing. • Progress to establish a reliable and functional communication and marketing strategy to communicate and market the DMV. • Establishment of Wellness Centres, how many and where these were established. • Access of Burial support for military veterans should not be over-complicated to ensure dignified burials for deserving military veterans. • Progress with establishing an independent vote, systems and processes for the Department

  23. CASTLE CONTROL BOARD: KEY ISSUES FOR OVERSIGHT • The impact of restorations at the Castle of Good Hope (CGH) on its daily Operations. • Plans to utilise the R13.9 million surplus over the MTEF period. • Monitoring of plans to increase the revenue from tourism through aggressive marketing and increasing the number of visitors. • Timeframes attached to the filling of vacancies at the CGH. • Monitoring of expenditure related to Sustenance and Travel, Entertainment, Printing and publication. • Economic viability where the increase in staff costs should be monitored as it showed increases which will impact on the R13.9 million surplus accrued over the last decade. • Vagrancy and crime at the Castle and its response to deal with it. • The status of Het Bakhuys Restaurant and the utilisation of revenue generated by it.

  24. CASTLE CONTROL BOARD: KEY ISSUES FOR OVERSIGHT Findings of the Auditor-General: • Predetermined objectives where targets were not specific and well-defined • Compliance with legislation in relation to: • Internal Audit • Procurement and Contract Management • Expenditure Management • Strategic Plan • Internal Control: • Leadership • Financial and Performance Management • Governance.

  25. ARMSCOR : KEY ISSUES FOR OVERSIGHT • Finalisation of the appointment of a permanent CEO. • Armscor’s role in the implementation of the 2014 Defence Review, • Monitoring of Armscor’s Regional Strategy. • Monitoring of the Talent Development Programme, • The filling of vacancies : Employment Equity - Black females. • Monitoring and reporting by Armscor on 16 Defence Industrial participation agreements • Monitor costs for international training, the number of people using this opportunity and success rate on courses and retention afterwards.

  26. ARMSCOR : KEY ISSUES FOR OVERSIGHT Simons Town Dockyard: • Issues around the funding model, • Findings of the 2012/13 in-depth study to turn it around and progress in this regard, • Measures to address the Human Resource challenges, • Impact of delays/incapacity on SA Navy’s operational ability such as in Operation COPPER, and • Challenges with repairing frigates and submarines. Report of the Auditor-General: • Expenditure Management – lack of effective steps to prevent irregular expenditure. • Annual Financial Statement – not fully prepared in accordance with prescribed framework. • Leadership – Oversight responsibility regarding compliance and internal controls inadequate.

  27. Thank youPeter Danielspdaniels@parliament.gov.za021 403 8450

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