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PRESENTATION TO PCD&MV 23 OCTOBER 2012

PRESENTATION TO PCD&MV 23 OCTOBER 2012. SCOPE. Decision required Aim Legislative requirements Vision and Mission Functional Structure DMV Strategy Map Performance on Strategic Budgeting Information DMV contribution to Government Outcomes

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PRESENTATION TO PCD&MV 23 OCTOBER 2012

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  1. PRESENTATION TO PCD&MV23 OCTOBER 2012

  2. SCOPE • Decision required • Aim • Legislative requirements • Vision and Mission • Functional Structure • DMV Strategy Map • Performance on Strategic Budgeting Information • DMV contribution to Government Outcomes • Performance against Executive Authority’s priorities • Programme Performance • Risk Management information • HR information

  3. AIM • To provide the outlook of the DMV Annual Report for the 2011/12 financial year. • To provide a summary of DMV performance against plan.

  4. Legislative Requirements • Section 40 of the PFMA read in conjunction with chapter 18 of the Treasury Regulations and Chapter 1, Part III J of the Public Service Regulations, 2001 set out the legal requirements for departments’ annual reports and what information the annual report must include.

  5. VISION & MISSION Vision "A dignified, unified, empowered and self sufficient military veterans’ community” Mission • To facilitate delivery and co-ordinate all activities that recognise and entrench the restoration of dignity and appreciation of the contribution of Military Veterans to our freedom and Nation Building.

  6. DEPARTMENT OF MILITARY VETERANS (APPROVED MACRO STRUCTURE MAY 2010)

  7. Department of Military Veterans Outcome &Impact A dignified , unified, empowered And self sufficient Military Veterans community Output Deliverables • D1: Strategic direction D3: Empowerment and Stakeholder Relations Management Services • D2: Socio Economic Support Services D4: Ensure the provision of Sound Policy and Administration Activities P2: Enable the DMV P3: Deliver the Services P1: Administer the DMV Inputs R3: Ensure Adequate DMV Infrastructure, estate management and logistics services R1: Ensure professional & Supported DMV Human Resources R5: Ensure sound Financial Management of the DMV R4: Ensure Integrated and Reliable DMV Information and Intelligence Investing in the Future F1: Ensure Appropriate Research and Policy F2: Promote Global Presence F3: Ensure Consensus on Military Veterans F4: Promote adequate footprint Version 1

  8. OVERALL FINANCIAL PERFORMANCE • It should be noted that the Department of Military Veterans was operating in the sub-Programme Military Veterans Management within the main Administration Programme under Vote 22 of the Department of Defence and Military Veterans in 2011/12 financial year. • The Department of Military Veterans was allocated an original budget of R45, 4 million during 2011/12 financial year which was adjusted down by R8,9 million to R36,5 million. • The amount of R28, 9 million (79 percent) was spent against the allocated budget during 2011/12 financial year. • The under-spending of R7,6 million was mainly due to the posts which were not filled during 2011/12 financial year and the related unspent operational budget for unfilled posts. • The virements were accounted for in the 2011/12 Annual Financial Statements of the Department of Defence and were approved by its Accounting Officer.

  9. Performance on the Organisational Environment • The organisational and functional structures of the DMV, comprises of 169 posts.. • The cost of the total number of posts approved amounts of R63.6 million. • During the 2011/12 financial year, the DMV was able to fill 21 posts in line with the approved structure. • To ensure delivery of services of the Military Veterans, 12 members were seconded from the department of Defence during the 2011/12 financial year. Human resources limitations • The slow progress in filling vacant posts derailed the execution of the DMV’s mandate and the development of important policies and systems. To respond to these challenges, the DMV will fill 80 per cent of funded vacant posts during the 2012/13 financial year.

  10. DMV contribution to Government Outcomes

  11. Performance against the EA Priorities (1) • Provision of immediate social relief of distress to the most vulnerable of the Military Veterans In acknowledging the reality that there are destitute Military Veterans, there is a need to identify those that reside within this category and devise interventions to deliver immediate relief. The Department in this regard embarked in a process of cleaning-up the database to ensure that all deserving Military Veterans are registered so that they can be able to receive the benefits. The approved Military Veterans Act 18 of 2011, provided a criterion for identifying the Military Veterans and which category they fall under. • To provide, subject to availability of resources, comprehensive support services to military veterans and where applicable, to their dependants During the 2011/12 financial year, the Department commenced with a process of ensuring that Military Veterans have access to health care support. The preparatory work that was done during the 2011/12 financial year led to a roll-out of medical cards during April 2011. During the period under review, approximately two thousand five hundred (2, 500) Military Veterans have already been loaded on South African Military Health Services (SAMHS) system.

  12. Performance against the EA Priorities (2) • Promotion of Military Veterans” heritage as well as memorialisation and honouring • During 2011/12 financial year, an event was held in Uganda to unveil the heritage site in honour of members of the MK and to restore their graves in Kawaweta and Kampala. Preparatory work has also been undertaken towards the unveiling of the Matola heritage site in Mozambique and the discussions between the intergovernmental task team for both counties are in progress. • An agreement has been entered into with Angola for South Africa to restore the graves and establish the monument in honour of the fallen members of MK in Angola. Negotiations on the commencement of this task are underway. This matter fits within the broader engagement with the countries in the SADC region and therefore will be elevated/ included in some of the issues on the SADC agenda. • An agreement was also reached with the City of Johannesburg for the Department to establish the heroes acre in West Park (Johannesburg). The Department intends taking this to fruition in this current financial year (FY 2012/13) the Department also intends installing the establishment of a flame of a tomb of an unknown soldier as well as a monument in the City of Tshwane. During the period under Review, the Department started engaging its counterparts in the Municipality and negotiations are underway, involving the Department of Public Works and will soon engage the Presidency in this endeavour.

  13. Performance on the EA Priorities(3) • Education, Training and Skills development • The Department has initiated engagements with the Department of Defence to look at the revival of the Centre for Advanced Training. This centre is crucial in providing critical technical skills to Military Veterans. • At another level, the department embarked on an effort to identify the resources to support the skilling and/or reskilling of Military Veterans. The Department facilitated request for funding for IPHUPHO, the Service Provider accredited for skills training during the last quarter of the FY2011/2012, unfortunately National Skills Fund did not approve the proposal. • Facilitation of employment placement • As earlier alluded to, Government has the capacity to employ large numbers of Military Veterans at various levels depending on their skill, capacity and potential to learn. The primary target for employment of Military Veterans during the period under review has therefore been the identification of job opportunities for MVs in government Departments. This trend is expected to continue even in the new financial year (2012/13). In this regard, the engagement of the Department with other state the Departments has seen 87 veterans being employed by the Department of Social Development. • In another development, the Department engaged the Departments’ of Water Affairs as well as that of Environmental Affairs. By end of the financial year (2011/12), negotiations had advanced to a level where both parties agreed that they would absorb 750 Military Veterans in various projects ranging from technical fields in programs to upgrade and maintain the country’s bulk water infrastructure as well as in the Working for Water program. This program will be pursued in the 2012/13 financial year, as soon as the Service Level Agreements have been finalized. The Departments’ of Water Affairs and that of Environmental Affairs have also agreed on the provision of training to Military Veterans in order to develop and take part in the value adding industries within the Invasive Alien Species Eradication program.

  14. Performance on the EA Priorities(4) • Promote empowerment programmes for and of Military Veterans • During the 2011/12 financial year, the Department initiated the process to have Military Veterans start setting up cooperatives and companies as part of delivery systems. This will be pursued during the 2012/13 financial year. • The initiatives will entail: • Utilisation of preferential procurement mechanism with the Department and other social partners • Operationalisation of Special Purpose Vehicle (SPV) to provide incubator programmes designated for Military Veterans • Strengthening governance and oversight protocols to give effect to the provisions of the Act • The South African National Military Veterans Association which is established in terms of section 7. (l) (a) of the Military Veterans Act, 18 of 2011 is operational. The following main achievements by SANMVA are applicable: • Appointment of the SANMVA NEC • The Department has engaged with SANMVA and clarified and/or delineated the roles and responsibilities in a crucial workshop that solidified the relationship between both Parties. • SANMVA has held its first National General Council, assisted by the Department. • There is currently no budget allocated to SANMVA. The association requires at least R8 million for it to be fully operational so as to ensure achievement of its mandate.

  15. Performance on the EA Priorities(5) • Empowerment of Military Veterans to Enhance their Contribution to reconciliation and Nation Building • During the 2011/12 financial year, the Department initiated the process to have Military Veterans start setting up cooperatives and companies as part of delivery systems. This will be pursued during the 2012/13 financial year. • The initiatives will entail : • Utilisation of preferential procurement mechanism with Department and other social partners • Operationalisation of Special Purpose Vehicle (SPV) to provide incubator programmes designated for Military Veterans • Developing, confirming and deepening the skills base of Military Veterans • During the MTEF, an exploratory study to provide a skills profile of the Military Veterans was not conducted as planned due to lack of capacity and resources. This outcome of this exercise will inform the country's skills base of Military Veterans. • Implementation of a high impact communication and marketing strategy and plan • The Department, whilst mobilising adequate capabilities to provide a sustainable high impact communication and marketing strategy, utilised opportunities that were presented to profile Military Veterans and these include but not limited to the following: • Fiftieth celebration of uMkhonto we Sizwe • Freedom day celebration, that saw Military Veterans community participating in a parade with the armed forces • Maintain the credibility and security of National Military Veterans database • To ensure the credibility and security of national Military Veterans database, the Department’s main focus during 2011/12 was to ensure that the database is updated to ensure that all deserving Military Veterans are registered with correct information that will enable tracking and progressive Implementation of Section 5 of the Act.

  16. OTHER ORGANS WITH AN AFFILIATION TO THE DMVThe South African National Military Veterans Association (SANMVA) • During the period under review, South African National Military Veterans Association (SANMVA) managed to launch all provincial structures, in partnership with the Department. Most regions have also been launched. SANMVA held its National Executive Council during the third quarter of FY2011/2012. • SANMVA facilitated employment of Veterans, and continues to negotiate with its partners. In this regard, PRASA has absorbed a huge number of unemployed Military Veterans from Gauteng and KwaZulu Natal provinces is worth mentioning. • SANMVA continues to negotiate with Government Departments with a view to create employment opportunities for Military Veterans. Some of these opportunities will be pursued in close collaboration with the Department. • SANMVA continues to improve relations with provinces, which will pave the way for delivery on key objectives around reconciliation and nation building. SANMVA is now recognized in most provinces, with some provinces having even offered office space and administrative operational capability. • During the period under review, SANMVA has engaged in activities to collaborate with Military Veterans in the SADC region. A historical meeting has been held with Military Veterans in the SADC region. SANMVA intends facilitating the launching of one African Military Veterans Association which will be influential in the World Veterans Federation and can make a meaningful contribution to a peaceful region and continent.

  17. CAPITAL INVESTMENT • The Department does not own any immovable assets. The Department’s movable capital assets consist mainly of: • Office furniture; • Leased vehicles • IT infrastructure and equipment; and • Kitchen and office equipment. • The movable capital assets listed above are included in the Asset Register of the Department of Defence (DOD) since the Department is still utilising the DOD procurement systems and processes. • The Department will establish the supply chain management capability during the 2012/13 financial year that will ensure that the Department manages its own assets. No losses of assets were reported during the period under review.

  18. Maintenance • There were no maintenance costs incurred during the period under review. Most assets are also fairly new, and all IT assets come with a vendor warranty ranging between one and three years.

  19. Asset management • The Department adheres to the Department of Defence asset management implementation plan. The department will during the 2012/13 financial year develop the Asset Policy and Strategy as well as appointment of the asset management personnel who will ensure that on a monthly basis, all newly acquired assets are reconciled against the accounting records. • The project for the separation of the assets between the Departments of Defence and Military Veterans is to be done in the second quarter of 2012/13 financial year in line with the requirements of the Public Finance Management Act. Handing over certificates between two accounting officers are planned to be signed off by the beginning of the third quarter of 2012/13 financial year. • The DMV currently forms part of the DOD Asset Management Committee (AMC) which ensures that requests for assets comply with relevant policies, norms and standards before they are procured. In future, the DMV will establish its own Asset Management Committee.

  20. DMV PROGRAMME PERFORMANCE

  21. Performance against DMV APP per programme (Administration) (1)

  22. Performance against DMV APP per programme (Administration) (2)

  23. Performance against DMV APP per programme (Administration) (3)

  24. PROGRAMME PERFORMANCE (SOCIO-ECONOMIC SUPPORT SERVICES)

  25. Performance against DMV APP per programme (Socio-Economic Support Services) (1)

  26. Performance against DMV APP per programme (Socio-Economic Support Services) (2)

  27. Performance against DMV APP per programme (Socio-Economic Support Services) (3)

  28. PROGRAMME PERFORMANCE (EMPOWERMENT AND STAKEHOLDER RELATIONS)

  29. Performance against DMV APP per programme (ESR) (1)

  30. Human Resource Information • The fiscal year was characterized by the mobilisation of resources within the branch gaining momentum. • Three Deputy Directors General and Chief Directors were appointed during the financial year together with other support staff members. • The recruitment drive will gain momentum during the next fiscal year so as to realise the 90% staff complement as stipulated by DPSA guidelines.

  31. Design evaluation Does the theory of change seem strong? Different types of evaluations related to questions around the outcome model Impact evaluation Has the intervention had impact at outcome and impact level, and why Implementation evaluation - what is happening and why Economic Evaluation What are the cost-benefits? Diagnostic what is the underlying situation and root causes of the problem DESIGN 31

  32. Financial Reporting • As required by the PFMA, Departments must provide Annual Financial Statements. • The budget of the Department of Defence is located within the Programme 1: Administration of the Department of Defence and Military Veterans vote (vote 22). • In terms of Section 7 (2) of the Appropriation Act, no. 11 of 2011, the accounting officers of the departments listed in column 2 of Schedule 1 whose allocations are included within the same budget vote listed in column 1, must enter into an agreement to the satisfaction of the National Treasury with regard to the accountability for expenditure, approval of expenditure and the allocation of responsibilities in terms of the Public Finance Management Act. • Section 3 of the Bill states that “an agreement from the previous financial year that complies with subsection (2) shall remain in force, and the accounting officers of the departments must continue to abide by that agreement, and need not enter into a new agreement”. Should an agreement referred to in subsection (2) not be entered into, the accounting officer of the department listed first in column 2 of Schedule 1 in relation to that particular budget vote, must be the accounting officer in respect of all expenditure in relation to that budget vote.

  33. DMV STRATEGIC RISKS • Inadequate financial resources, human resources and infrastructures (which includes accommodation and IT Systems) • Lack of Monitoring and Evaluation capability (To monitor effectiveness of MV Programmes) • Compromising completeness and integrity of information on the Database • Lack of data regarding available skills • Dependency of skills audit and database

  34. Thank YouQuestions?

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