DMV STRATEGIC PLAN 2012-2016 AND ANNUAL PERFORMANCE...

1military veteransDepartment:Military VeteransREPUBLIC OF SOUTH AFRICA

DMV STRATEGIC PLAN 2012-2016 AND ANNUAL PERFORMANCE PLAN (APP) FOR THE FISCAL YEAR 2012

Presentation to Portfolio Committee on Defence and Military Veterans


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SCOPE• Aim• Vision and Mission • Functional Structure• DMV Strategy Map• EA priorities• Strategic Budgeting Information


AIM

• To provide the outlook of the following Strategic planning Instruments:– Draft DMV Strategic Plan for 2012- 2016– Draft DMV APP for fiscal year 2012

• To provide Strategic Budgeting information.


VISION & MISSION

VisionVision"A dignified, unified, empowered and self sufficient "A dignified, unified, empowered and self sufficient

military veteransmilitary veterans’’ communitycommunity””Mission Mission •• To facilitate delivery and coTo facilitate delivery and co--ordinate all activities ordinate all activities

that recognise and entrench the restoration of that recognise and entrench the restoration of dignity and appreciation of the contribution of dignity and appreciation of the contribution of Military Veterans to our freedom and Nation Military Veterans to our freedom and Nation Building.Building.


DEPARTMENT OF MILITARY VETERANS (APPROVED MACRO STRUCTURE MAY 2010)

6military veteransDepartment:Military VeteransREPUBLIC OF SOUTH AFRICA Version 1

F4: Promote adequate footprint

Output Deliverables

Activities

Inputs

Investing in the Future

R1: Ensure professional &

Supported DMV Human Resources

R4: Ensure Integrated and Reliable DMV

Information and Intelligence

F2: Promote Global Presence

F3: Ensure Consensus on

Military Veterans

Department of Military VeteransDepartment of Military Veterans

R3: Ensure Adequate DMV Infrastructure,

estate management and logistics services

F1: Ensure Appropriate Research and Policy

P1: Administer the DMV

P2: Enable the DMV

P3: Deliver the Services

A dignified , unified, empowered And self sufficient Military Veterans community

R5: Ensure sound Financial Management

of the DMV

D2: Socio Economic Support

Services D4: Ensure the provisionof Sound Policy

and Administration

D1: Strategic direction

D3: Empowerment and Stakeholder

Relations Management

Services

Outcome&Impact


Impact evaluation Has the intervention had impact at outcome and impact level, and why

DESIGNDESIGN

Design evaluationDoes the theory of

change seem strong?

Economic EvaluationWhat are the cost-benefits?

Diagnostic what is the underlying situation

and root causes of the problem

Implementation evaluation

- what is happening and

why

Different types of evaluations related to Different types of evaluations related to questions around the outcome modelquestions around the outcome model

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EXECUTIVE AUTHORITY’S STRATEGIC PRIORITIES FOR THE MEDIUM TERM

• 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 financial year will endeavour to provide the deserving members with hope..

• To provide, subject to availability of resources, comprehensive support services to military veterans and where applicable, to their dependants, but not limited to:-

• -Universal access to health support • -Honouring and memorialising Military Veterans• - Education, training and skills development• -Facilitation of employment placement• -Facilitation of or advise on business opportunities• -Subsidization or provisioning of public transport, Pensions, Housing and Burial support• Promotion of Military Veterans” heritage as well as memorialisation and honouring• Interventions to recognise and appreciate the contributions of unsung heroes and heroines of our

democracy will include, not limited to the following:-.– Establishment of the “tomb of the unknown soldier”– Restoration of graves of the liberation war Military Veterans “ in and outside the Republic”– Establishment of Heroes’/Heroines’ Acre– Set up an armed struggle memorial and or museum– Memorialize the first volunteers of the liberation war– The department will develop programs that will profile the heritage vested within military veterans,

especially from the Non-Statutory Forces, an area that has been neglected in the past. In addition, opportunities to interface with the military veterans' community in the international community will be explored. This will enable exchange and sharing of information regarding military veterans, with other social partners and stakeholders of military veterans domestically.


EXECUTIVE AUTHORITY’S STRATEGIC PRIORITIES FOR THE MEDIUM TERM• Promote empowerment programmes for and of Military Veterans• The fiscal year will be characterized by initiatives that will be aggressively pursued to embrace widening of access to

economic participation to Military Veterans. The initiatives will entail : - Utilisation of preferential procurement mechanism with the DMV 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 Act established the governance structures and institutions to provide advice to the Executive Authority

on the delivery of services to the Military Veterans. • Fast tracking of the delivery of benefits as espoused in section 5 of the Military Veterans Act, 2011:

– To enable the delivery of the mandate over the MTSF, MTEC strategic budgeting will be utilised to realise resources that are essential for the delivery of the benefit as espoused in section 5 of the Act.

– To build mechanisms that will ensure the delivery of benefits as espoused in section 5 of the Mil Vet Act, 18 of 2011.

• Empowerment of Military Veterans to Enhance Their Contribution to reconciliation and Nation Building– Programs to enhance military veterans’ participation in the nation's economic mainstream will be implemented.

To this end, programs will be negotiated for inclusion of Military veterans in government's socio-economic development programs which include, but not limited to rural and infrastructure development program.

– In addition, opportunities that provide for the utilization of Military Veterans to deepen social cohesion and nation building will be explored. These will entail, amongst others, utilization of military veterans in Rural Development program as well as delivering of educational programs.

• 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 will be conducted, so as

to inform the country's skills base.• Implementation of a high impact communication and marketing strategy and plan:

– To profile the image of the Military Veterans as well as communicate the developments regarding the delivery in terms of the Military Veterans Act 18 of 2011.

• Maintain the credibility and security of national military veterans database– A credible and secure national military veterans’ database as espoused in section 9, is central to delivery on

section 5 of the Military Veterans Act 18 of 2011. Such a tool will enable the Department to be proactive in the provision of socio-economic support services to military veterans. A credible database also facilitates streamlining of processes for progressive Implementation of Section 5 of the Act. The process to register bona fide military veterans yet to be integrated into the database will also be finalized in 2012/13.


Strategic budgeting

• The information provided gives substance to the detail provided under other Dept within the Defence and Military Veterans Vote 22


DMV Budget Programme StructureProgramme Name PURPOSE SubProgrammesAdministration Programme

Purpose: To provide management, strategic administrative services to the ministry and overall management of the department.

•Ministerial and Departmental direction•Management•Financial AdministrationInternal AuditOffice Administration

Socio-Economic Services Create an environment in which military veterans and their dependents can lead a better life

Research and PolicyHealth and Well beingBeneficiary Support

Empowerment and Stakeholder Management Services

Manage and facilitate the implementation of military veterans empowerment and stakeholder management programmes.

Provincial Offices MgtSkills DevelopmentHeritage, Memorial, Burial and Honorary11


Selected performance indicators for ENE ChapterIndicator Programme Past Current Projections

Total number of deserving Military Veterans with access to dedicated counseling and medical treatment per year

Socio-Economic Support

2008/09 2009/10 2010/11 2011/12 2012/13

1000

2013/14

2000

2014/15

3000

Number of deserving Military Veterans with access to transport per year


None 5 000 10 000 15000

Number of deserving Military Veterans receiving pension per year


None 8000 13000 15000

Total number of deserving Military Veterans with access to health care support services per year


None 200 10000 13000 16000

Total number of deserving Military Veterans with decent housing per year


5000 8000 7000

Number of deserving Military Veterans receiving burial support per year


280 8 50 50 50

Realisation of memorials of Military Veterans: - No of heritage sites serviced, -MV Memorials, - Honouring events

Empowerment and Stakeholder Relations

None 2 5 9

Number of deserving Military Veterans to access Training and Skills Development


None 75 300 500

Total number of private sector companies in partnership with the DMV


None 3 10 10 10

Programmes approved by Cabinet and gazetted

Administration 3 3 3

CONFIDENTIAL12


DMV PROGRAMME ALLOCATIONDEPARTMENTAL

OBJECTIVESCOA 2011/12 2012/13 2013/14 2014/15

Administration Compensation of Employees R 5,833,902.60 R 7,132,182.74 R 7,665,479.88 R8,679,005.01

Goods and Services R 9,143,894.40 R 9,770,246.32 R 9,180,095.95 R9,146,783.25

Land and Buildings R 1,052,553.00 R 1,187,805.02 R 1,180,804.20 R 1,252,693.50

Capital Assets > R 5000 R 508,100.00 R 573,390.35 R 570,010.84 R 604,714.04

R 16,538,450.00 R 18,663,624.43 R 18,596,390.87 R 19,683,197.80

Socio-Economic Support Services Compensation of Employees

R 3,282,610.20 R 4,013,124.22 R 4,296,353.63 R4,883,488.62

Goods and Services R 14,819,878.80 R 16,415,516.66 R 16,011,882.69 R16,661,146.57

Land and Buildings R 366,106.00 R 420,150.19 R 410,715.19 R 435,720.21


R 18,723,595.00 R 21,136,558.38 R 21,005,022.68 R 22,283,843.05

Empowerment and Stakeholder Management Programmes Compensation of Employees

R 4,340,488.80 R 5,306,423.75 R 5,680,928.79 R 6,457,278.32

Goods and Services R 4,360,782.20 R 4,512,951.94 R 4,080,572.39 R 3,898,519.14

Land and Buildings R 640,684.00 R 723,011.26 R 718,749.90 R 762,508.58


R 10,107,955.00 R 11,406,817.19 R 11,339,586.45 R 12,029,959.15

R45,370,000 R51,207,000 R50,941,000 R53,997,000


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

CONFIDENTIAL 14


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Strategic Budgeting Risk: Inability to invoke the Provisions of section 26 of the Mil Vet Act 18 of 2011, to give effect to the Final Costing for the Implementation

of Sec 5 Benefits: Cab memo no. 10 of 2010

S/N a b c d e f

1Subsection of 5(1) Benefit Year 1 Year 2 Year 3 Total

No. Qualifying

Remarks and Observations

2 (h) & (a) Pension 126 149 173 448

Yr.1 - 3 600Yr2 - 4 200Yr3 - 4 800

3 (i) & (b)Healthcare and Counselling 70 75 79 224 3 000

4 (g) Transport 73 79 86 238 5 000

5 (j) Housing 100 100 100 300 20 000

6 (c )Honouring an Memorialisation 17 17 17 45 200

7 (c) Burial support 2 2.2 2.4 6.6 200

7 (d)Training and skills Development 100 100 100 300 5 000

Total cost 486 520.2 555.4 1 561.6


DMV BUDGET ANALYSIS (ECONOMIC CLASSIFICATION)

Actual Allocated Budget

Shortfall Comments

Compensation of Employees

R16.5 Million R47.2 Million The total amount required to fund the approved DMV full structure amounts to R63,7 Million while the allocated budget amounts to R16.6 million

Goods and Services R33 Million R8.9 Million The DMV’s full cost for goods and services amounts to R41.9 million while the actual allocated budget is R33 million.

Machinery and Equipment

R1.7 Million R13 Million The DMV’s full cost for Machinery and Equipment amounts to R14.4 million while the actual allocated budget is R1.7 million

CONFIDENTIAL 16


BUDGET ANALYSIS (EXECUTIVE AUTHORITY PRIORITIES)Budget Programmes

EA Priorities for the Medium Term

Funding Status Comments

Socio Economic Support Services

Provision of immediate social relief of distress to the most vulnerable of the Military Veterans

Partially Funded Insufficient funding for compensation of employees is causing a delay in staffing the vacant posts which leads to slow implementation of the MV Programmes.


To provide, subject to availability of resources, comprehensive suppor t services to military veterans

Partially Funded In line with one of the identified DMV Risks, the DMV actual budget is not sufficient to ensure that the Department to be fully operational as well providing all identified support services.


Promotion of Military Veterans” heritage as well as memorialisation and honouring

Partially funded


Maintain the credibility and security of national military veterans database

Fully funded The database is in the process of being refined to ensure that credible information is contained


Promote empowerment programmes for Military Veterans

Not funded

Administration Strengthening governance and oversight protocols to give effect to the provisions of the Act

Partially Funded One of the institutions established to provide advice to the Executive Authority on the delivery of services to the Military Veterans (SANMWA) has not been allocated any budget. A total budget for SANMWA to be operational and deliver on its mandate is R8 million. The advisory Board as well as the Appeal board which are required in terms of the Mil Vet Act are not funded.

Administration and Socio Economic Support Services

Fast tracking of the delivery of benefits as espoused in section 5 of the Military Veterans Act, 2011

Not funded


Empowerment of Military Veterans to Enhance their Contribution to reconciliation and Nation Building

Partially funded


Developing, confirming and deepening the skills base of Military Veterans

Not funded Lack of funding for compensation of employees leads to lack of personnel to ensure that the priority is fully implemented

Administration Implementation of a high impact communication and marketing strategy and plan

Partially Funded The estimated total cost for the implementation of this priority during the FY2012/13 amounts to R1 Million. However, with the current available budget, only R600 thousand has been budgeted for.


Thank You

Questions?

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DMV STRATEGIC PLAN 2012-2016 AND ANNUAL PERFORMANCE...

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