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PRESENTATION OF THE DEPARTMENT OF MILITARY VETERANS QUARTERLY REPORT: Q1 OF 2012

PRESENTATION OF THE DEPARTMENT OF MILITARY VETERANS QUARTERLY REPORT: Q1 OF 2012. Scope. Aim of the Presentation Legislative Requirements DMV QR Format and Content Reporting Timelines Conclusions. Aim.

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PRESENTATION OF THE DEPARTMENT OF MILITARY VETERANS QUARTERLY REPORT: Q1 OF 2012

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  1. PRESENTATION OF THE DEPARTMENT OF MILITARY VETERANS QUARTERLY REPORT: Q1 OF 2012

  2. Scope • Aim of the Presentation • Legislative Requirements • DMV QR Format and Content • Reporting Timelines • Conclusions

  3. Aim • To present the DMV quarterly report (Q1 of 2012) to the Executive Authority for approval.

  4. Legislative Requirements • 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)

  5. CONTENT OF THE DMV QUARTERLY REPORT

  6. PARTS OF THE QUARTERLY REPORT The quarterly report is packaged into three 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 MTSF outcomes, performance against the Executive Authority’s priorities, performance against DMVs performance targets for the first quarter of 2012 (brief overview), overview of financial performance as well as an overview of on the obstacles and challenges that impacted on performance of the department. • Part C: Early Warning – provides a brief overview of the department’s major activities that will occur during the second quarter of the financial year as well as the overall conclusion.

  7. VISION, MISSION AND VALUES DEPARTMENT’S VISION • Dignified, unified, empowered and self-sufficient Military Veterans’ community. DEPARTMENT MISSION • To facilitate delivery and coordinate all activities that recognise and entrench 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. 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.

  8. DEPARTMENT VALUES (continues) 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 • 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

  9. DMV Organisational Structure

  10. DMV CONTRIBUTION TO THE MEDIUM-TERM STRATEGIC FRAMEWORK (MTSF) OUTCOMES AND EXECUTIVE AUTHORITY’S PRIORITIES (1) Outcome 1: Quality of basic education • The Department commenced a pilot on education services to military veterans and dependants in 2012/13 @ R10 000 per each of 17 primary school children, R12 000 per each of the 29 high school learners and R40 000 for each of the 54 tertiary school students awarded bursaries. A total of R2 678 000 will be forwarded to relevant schools as soon as the DMV receives funds from Treasury. Drafting of the education policy is in progress. Outcome 2: Long and healthy life for all • The following achievements were recorded in the DMVs contribution to Outcome 2: • The Military Veterans Healthcare Practitioner Association (MilVets HPA) and SAMHS have long before the establishment of the DMV provided dedicated counseling to military veterans. • The DMV had discussions with the Milvets Healthcare Professional Association (MVHPA) and SAMHS to determine and consolidate statistics on military veterans currently accessing counselling. • The Department is also exploring the possibility to partner with MilVets HPA to accelerate access to counselling. 267 military veterans received counselling from MVHPA and SAMHS has yet to provide the list of requested information. • 2663 military mostly with chronic illnesses have been loaded on the DMV/SAMHS system for access to healthcare as and when they need to. Drafting of the healthcare policy is in progress and the Draft MoU with SAMHS is under discussion. • The Department is working with relevant sister Departments to identify property to convert into a healthcare and wellness centre for military veterans who need such a facility for survival and protection of their human dignity. A concept paper on the MilVets Healthcare and Wellness Centre has been developed for discussion, refinement and approval by the 3rd quarter of the current fiscal year.

  11. DMV CONTRIBUTION TO THE MEDIUM-TERM STRATEGIC FRAMEWORK (MTSF) OUTCOMES AND EXECUTIVE AUTHORITY’S PRIORITIES (2) Outcome 4: Decent employment through inclusive economic growth • The department has engaged several government stakeholders that can provide skills jobs and economic empowerment for veterans. The departments that have been consulted and are currently finalising MOUs with the Department include, Water and Environmental Affairs, Home Affairs and Rural Development. Outcome 5: A skilled and capable workforce to support an inclusive growth path • A concrete skills development proposal has been submitted to the National Skills Development Fund to commence with training of 1000 military veterans over a two year period. • The Department of Higher Education and Training is yet to provide a final decision on the application. Efforts are under way to refocus the Centre for Advanced Training which is well equipped to be utilised as a skills development centre for Military Veterans.

  12. DMV CONTRIBUTION TO THE MEDIUM-TERM STRATEGIC FRAMEWORK (MTSF) OUTCOMES AND EXECUTIVE AUTHORITY’S PRIORITIES (3) Outcome 7: Vibrant, equitable, sustainable rural communities contributing towards food security for all. • The Department facilitated a workshop convened on 7th June 2012 by the Government Pension Administration Agency. Participants at this workshop were Special and NSF Pensions respectively, as well as DSD’s World War Grants. The agenda was to discuss pension for military veterans and options to consolidate the military veterans’ pension. It was agreed that a Task Team be established to work on the military veterans’ pension and Terms of Reference were agreed in the workshop for this Task Team. • By the end of June 2012, compensation for injury in service was awarded to military veterans as follows: Table 1: Military Veterans compensation as at June 2012

  13. DMV CONTRIBUTION TO THE MEDIUM-TERM STRATEGIC FRAMEWORK (MTSF) OUTCOMES AND EXECUTIVE AUTHORITY’S PRIORITIES (4) Outcome 8: Sustainable human settlements and improved quality of household life • Specifications for houses of military veterans were determined and agreed with representatives of military veterans and the Department of Human Settlements. • Preliminary lists of military veterans in urgent need of housing have been received from Military Veterans from the Eastern Cape and Western Cape respectively. • Provision of houses for military veterans await funding from Treasury. Outcome 12: An efficient, effective and development oriented Public Service and an empowered, fair and inclusive citizenship • Identification of the platforms which the DMV can utilize to market and communicate the Military Veterans agenda to ensure that information on the benefits of military veterans and their dependents can be communicated in the most effective and efficient manner for it to reach the public at large. • Development of the DMV Marketing and Communication strategy for consultation within the department. It is anticipated that the DMV’s Marketing and Communication strategy will be approved during the second quarter of 2012 for implementation during the third quarter. • Participation of the DMV to the shared Audit Committee • DMV participation in activities of the following Directors General Clusters (Justice, Crime Prevention and Security, Social and Economic)

  14. DMV CONTRIBUTION TO THE MEDIUM-TERM STRATEGIC FRAMEWORK (MTSF) OUTCOMES AND EXECUTIVE AUTHORITY’S PRIORITIES (4) Contribution to outcome 12 continues… • The department focused on the initiative to have its own systems for financial management, supply chain management as well as human resource management. With the support of National Treasury and SITA, the preparatory processes for the department to implement the Basic Accounting System (BAS), LOGIS and PERSAL were conducted which included the opening of the DMV PMG account. The department is expected to launch these systems during the second quarter of 2012. A separate budget vote for the DMV has also been central to the deliberations with National Treasury. • The Department, in line with international best practice has prioritized preservation of military veterans heritage, honouring their immense contribution to the democratization of our society as well as memorialisation of their rich experiences in order to inform and educate present and future generation with a view to enhance patriotism and love for their country. • Preparations for the medals award ceremony where the President would confer medals to the unsung heroes that had never been recognized previously. • The erection of the "Tomb of the Unknown Soldier" as well as the "Liberation War Memorial" are two critical priorities to contribute to the Memorialisation imperative. During the first quarter, the department has engaged key stakeholders, including the Presidency, Public Works and Tshwane Metropolitan Municipality. An ideal site has been identified although the presidency has advised of the need to obtain a cabinet approval. The department aims to present the cab-memo for approval in the second quarter.

  15. BRIEF OVERVIEW OF SIGNIFICANT ACHIEVEMENTS BY THE DEPARTMENT OF MILITARY VETERANS PLAN (1) During the first quarter of the 2012 financial year, the DMV achieved the following significant highlights: • Submission of DMV Management Performance Assessment Tool to the Presidency (DPME). • Discussion of the Service Level Agreement between the Department of Military Veterans and the National Department of Public Works with regards to all aspects of pertaining to the infrastructure that the DMV may require (i.e. land, offices, etc). It was indicated that the DMV will move to the new building on 01 September 2012. • Public Participation Programme: To give effect to the Patron in Chief’s charge on the role of the current administration to know where citizens stay and to empathise with them, an unmediated engagement between the Executive and the Military Veterans took place during the SANMVA NGC held on the 26 April 2012. Further engagement was held during the evening with hundred Military Veterans who were the guests of the Minister to the Freedom Day celebrations. • Nine (09) permanent appointments were made during the first quarter of 2012, which included the appointment of the DMV Chief Financial Officer, Chief Director Provincial Offices Management and Stakeholder Relations, Chief Director Military Veterans Health Care and Well-being Support, Deputy Director Planning, Deputy Director Human Resource Planning and Systems, Assistant Director provincial co-ordinator, Assistant Director Administration (Socio-Economic Support Services), Admin Assistant in the office of Deputy Director-General Stakeholder and Empowerment Management and a Senior Registry clerk. The appointments made improved capacity in the Department to ensure effective delivery of the DMV mandate. • Presentation of the DMV priorities to the JCPS Budget Review Team on 07 June 2012.

  16. PERFORMANCE AGAINST THE SELECTED/TRENDABLE PERFORMANCE INDICATORS

  17. PERFORMANCE AGAINST THE SELECTED/TRENDABLE PERFORMANCE INDICATORS

  18. ACTUAL EMPLOYMENT EQUITY: BY COMPONENTS Total A B C D E Race and OFFICE OF _MIL VET: MIL VET: INTERNAL CORPORATE_SERVICES Gender THE DG SESS ESMSS AUDIT African Female 2 6 4 2 1 15 Coloured Female 1 1 0 0 0 1 White Female 0 0 0 0 0 0 Total Female 3 7 4 2 1 16 African Male 2 6 2 1 0 11 Asian Male 0 0 0 0 0 0 Total Male 2 6 2 1 0 11 Total Employees 5 13 6 3 1 27 OVERVIEW OF PERFORMANCE ON HUMAN RESOURCE TARGETS AND COMPLIANCE TO EMPLOYMENT LEGISLATION

  19. PERFORMANCE ON FINANCIAL INFORMATION

  20. OBSTACLES/CHALLENGES THAT IMPACTED ON PERFORMANCE OF THE DEPARTMENT The department while striving to achieve the set targets for the first quarter experienced the following challenges: • Lack of office space in the department impacted on the execution of the departmental mandate. There is no enough office space to accommodate all DMV personnel which makes it difficult for the department to implement its procurement plan due to space shortage leading to lack of office equipment to execute the necessary work. Currently, the DMV officials share offices which also have security implications. In order to resolve the challenge, the DMV ensured that the SLA between the DMV and the National Department of Public Works is finalised in order to finalise the procurement processes. The DPW indicated that the DMV will move into the new offices on 01 September 2012. • The insufficient budget (financial resources) of the Department impacted on the delivery of DMV’s outputs due to inability to purchase necessary resources as well as filling critical posts within the department. The department is currently utilising the operational budget to deliver certain benefits and services as informed by the Military Veterans Act, no 18 of 2011. The DMV during the first quarter presented the full budget requirement for the DMV, to the JCPS Budget Review Team in anticipation to receive additional funding in order for the department to fast track the provision of the military veterans’ benefits. Furthermore, bi-lateral engagements between the DMV and National Treasury were conducted in order to discuss the DMV Human Resource budget requirements. The funding requirement for the critical posts that needs to be filled was submitted to National Treasury for consideration. • 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 all in the Branch. This challenge should be resolved with filling of critical posts which require funding. • Reliance on militarized DoD systems - Processing implementation systems through the DoD slows down delivery processes. It is anticipated that the establishment of DMV specific systems will make it possible to move with the speed required to deliver socio - economic support services to military veterans eligible for such support. The DMV is currently engaging with SITA regarding the required systems for the DMV.

  21. EARLY WARNING • The following are the critical events that will occur during the following Quarter: • Submission of the DMV Annual Performance Plan to National Treasury and the Presidency (DPME). • Submission of the DMV 1st Quarterly Report to National Treasury, Presidency and the Auditor-General. • Submission of the DMV policy proposals (budget bids) to National Treasury (Done during August). • The signing of a Service Level Agreement with SITA regarding the DMV systems. • Development of the draft DMV ICT Strategy. • The relocation of the DMV to the new offices. • The establishment of an independent Audit Committee for the Department of Military Veterans to deal specifically with the military veterans issues.

  22. Reporting Timelines

  23. Reporting Timelines

  24. Conclusions “Don't lower your expectations to meet your performance. Raise your level of performance to meet your expectations. Expect the best of yourself, and then do what is necessary to make it a reality.” Ralph Marston

  25. THANK YOU

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