DEPARTMENT OF MILITARY VETERANS (DMV BRIEFING ON PERFORMANCE JULY 2014

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military veteransDepartment:Military Veterans

REPUBLIC OF SOUTH AFRICA

DEPARTMENT OF MILITARY VETERANS (DMV

BRIEFING ON PERFORMANCE

JULY 2014

PRESENTATION TO NATIONAL COUNCIL OF PROVINCES

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SCOPE Aim

Introduction

Part A: Strategic Overview

DMV Vision and Mission

Legislative Requirements

Revisions to legislative mandates

DMV Macro Organizational Structure (2010)

Executive Authority (EA) Priorities

DMV Alignment to Government Outcomes and Priorities

DMV contribution to National Development Plan (NDP,) Medium Term Strategic

Framework (MTSF) Priorities and Outcomes and EA Priorities

DMV contribution to Forum of South African Directors General (FOSAD)

DMV contribution to Management Performance Assessment Tool (MPAT)

DMV APP FOR 2014/15FY

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SCOPE cont`d…

Part B: Programme and Sub-programmes

Financial Allocation of the DMV Programme (Overall)

MTEF Allocations Per Programmes: 2014/15-2016/17

Vote 22: Allocation per main programme 2014/15FY

Vote 22: Allocation per economic classification

Part C: DMV Core Performance Information

DMV Annual Selected Performance Indicators (Estimates of National Expenditure

(ENE) and Targets for the 2014/15FY)

DMV Programme Performance Information

Conclusions


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AIM

• To present an overview of the DMV Performance and its

link with strategic budgeting


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Strategic Positioning• The Department of Military Veterans was established through a Proclamation by the

President of the Republic of South Africa in a Government Notice number 32844 dated 28 December 2009.

• The mandate of the Department of Military Veterans gives substance to the provisioning of justiciable and justifiable socio economic rights and benefits as stipulated in section 3 read with section 5 of the Military Veterans Act 18 of 2011 to deserving military veterans.

• The aim of the Department is to formulate policies and standards aimed at providing a comprehensive delivery system, through partnerships with other organs of state and civil society, to military veterans and their dependants in recognition of their role in the democratisation of South Africa.

• The delivery on the Military Veterans mandate is situated within the social and Economic Clusters.

• To enable the Dept to secure its footing it is imperative that it migrates away from Defence , Public Order and Safety to the functional group responsible for Health and Social Protection

• The Department of Military Veterans is currently located within the Military Veterans and Defence Vote and initiatives to realise a separate vote are soon to bear fruit.

• A developmental approach adopted to realise the above, has seen a transfer payment arrangement adopted for 2012 fiscal year.

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INTRODUCTION

This presentation is aligned to:

•National Treasury Framework for Strategic Plan and APP.

•DMV Strategic Plan 2012-2016.

•Government Outcomes and priorities (MTSF 2014-2019).

•The National Development Plan.

•Forum of the South African Directors General (FOSAD)

Implementation Plan (2014-2019).

•Management Performance Assessment Tool (MPAT)


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LAYOUT OF THE APP 2014/15FY

Part A: Strategic Overview

Part B: Programme and Sub-Programme Plans

Part C: Links to other Plans


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PART A: STRATEGIC OVERVIEW


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VISION & MISSION

VisionVision

"A dignified, unified, empowered and self-sufficient military "A dignified, unified, empowered and self-sufficient military veterans’ community”.veterans’ community”.

Mission Mission • To facilitate delivery and co-ordinate all activities that To facilitate delivery and co-ordinate all activities that

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


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LEGISLATIVE REQUIREMENTS FOR THE DEVELOPMENT OF THE APP

• Military Veterans Act 18 of 2011• Constitution and the Bill of Rights.• Public Finance Management Act (PFMA), Act 1 of 1999 as

amended,• Treasury Regulations 5.1.2• National Treasury Framework for Managing Programme

Performance Information (2007)• National Treasury Framework for Strategic Plans and

Annual Performance Plans (2010)• Chapter 1, Part III B of the Public Service Regulations, 2001


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REVISIONS TO LEGISLATIVE MANDATES

• Amendments will be made to the Military Veterans Act in relation to benefits provisioning. Amendments will be based on Military Veterans Benefits Regulations 2014.

• The DMV during the MTEF will focus on the finalisation and approval of the following major service delivery policies:

– Public Transport Support for Military Veterans.– Military Veterans Social Relief of Distress.– Military Veterans pension.– Military Veterans Heritage.– Stakeholder Management.


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DEPARTMENT OF MILITARY VETERANS(APPROVED MACRO STRUCTURE)

Directorate Office of the DG

Directorate Office of the DG

Director General of the Department of Military Veterans

Director General of the Department of Military Veterans

Branch Military Veterans Socio-economic

Support Services

Branch Military Veterans Socio-economic

Support Services

Branch Military Veterans Empowerment and

Stakeholder Management

Branch Military Veterans Empowerment and

Stakeholder Management

Branch Corporate Services

Branch Corporate Services

DirectorateInternal Audit

DirectorateInternal Audit

Chief Directorate MV Health Care &

Well-being Support

Chief Directorate MV Health Care &

Well-being Support

Chief Directorate Research and

Policy Development

Chief Directorate Research and

Policy Development

DirectorateHRM

DirectorateHRM

Chief Directorate MV Beneficiary

Support Services

Chief Directorate MV Beneficiary

Support Services

Chief Directorate MV Socio-economic

Support Management

Chief Directorate MV Socio-economic

Support Management

Chief Directorate MV Skills Development &

Empowerment Programmes

Chief Directorate MV Skills Development &

Empowerment Programmes

Deputy Minister of the Defence and Military Veterans

Deputy Minister of the Defence and Military Veterans

Minister of the Defence and Military VeteransMinister of the Defence and Military Veterans

SANMVA established in terms of section 7(1) of the Military Veterans Act 18 of 2011

SANMVA established in terms of section 7(1) of the Military Veterans Act 18 of 2011

Military Veterans Appeal Board

Military Veterans Appeal Board

Advisory Council on Military Veterans

Advisory Council on Military Veterans

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EXECUTIVE AUTHORITY’S PRIORITIES (1)• Priority 1: A fully functional Department of Military Veterans with an independent budget vote

and systems. • Priority 2: Provision of social relief of distress to the most vulnerable Military Veterans:

• Priority 3: To provide comprehensive support services to military veterans and where applicable to their dependants, but not limited to:

– Education, training and skills development– Acquiring of Health Care and Wellness Centre– Access to health support – Subsidization or provisioning of public transport– Housing– Burial Support


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• Priority 4: 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 :

• Facilitation of preferential procurement mechanism for military veterans through the DMV and other social partners

• Operationalization of Special Purpose Vehicle (SPV) to provide incubator programmes designated for Military Veterans

• Facilitation of employment placement• Facilitation of or advise on business opportunities

• Priority 5: Promotion of Military Veterans heritage as well as memorialisation and honouring:

– Establishment of the “tomb of the unknown soldier”

– Restoration of graves of the liberation war military veterans – Establishment of Heroes/ Heroines Acre etc.

EXECUTIVE AUTHORITY’S PRIORITIES (2)


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• Priority 6: Strengthening governance and oversight protocols to give effect to the provisions of the Act

The Act created four organs of the state that report to the Executive Authority:

Umbrella Association (SANMVA)

Advisory Council

Appeals Board

Audit Committee• Priority 7: Maintenance of a credible and secure national Military Veterans database • Priority 8:Implementation of a high impact communication and marketing strategy

and plan

EXECUTIVE AUTHORITY’S PRIORITIES (3)


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

National Development Plan Government Outcome DMV Contribution linked to Executive Authority’s Priorities

Chapter 13: Building a capable and developmental state-Strengthen delegation, accountability and oversight

Outcome 12: An efficient, effective and development-oriented public service

Ensuring a fully functional Department of Military Veterans with an independent vote, systems and processes

Chapter 6: An integrated and inclusive rural economy: human capital, social security, food security and basic services. -Special nutritional services may be required for households with a shortage of able-bodied persons, child-headed households or those with chronically ill or elderly members.

Outcome 7: Vibrant, equitable, sustainable rural communities contributing towards food security for all

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.

Chapter 10: Promoting health Chapter 9: Improving education, training and innovation Chapter 3: Economy and employment

Outcome 1- Quality basic education Outcome 2 – Long and healthy life for all South Africans Outcome 4 – Decent employment through inclusive growthOutcome 5 – Skilled and capable workforce to support inclusive growth

To provide, subject to availability of resources, comprehensive support services to military veterans and, where applicable, to their dependants, but not limited to:•Acquiring a Healthcare and Wellness Centre•Access to health support •Honouring and memorialising military veterans•Education, training and skills development•Facilitation of employment placement•Facilitation of or advice on business opportunities

Chapter 8: Transforming human settlement and the national space economy Chapter 6: Integrated and inclusive rural economies: Human Capital, social security, food security and basic servicesChapter 15: Transforming society and uniting the country: Promoting social cohesion across society and righting the wrong of the past

Outcome 7 - Vibrant, equitable, sustainable rural communities contributing towards food security for allOutcome 8 - Transforming human settlement and the national space economy

-Subsidisation or provision of public transport - Housing - Burial support - Pension


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Chapter 15: Transforming society and uniting the country: Promoting social cohesion across society and righting the wrongs of the past

Outcome 14: Nation building and social cohesion

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 but not be 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 a heroes’/heroines’ acre– Set up an armed struggle memorial and/or museum.- Memorialize the founding military veterans (first volunteers) of the armed liberation struggle– The Department will develop programmes 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.

Chapter 15: Transforming society and uniting the country: Promoting social cohesion across society and righting the wrongs of the past

Outcome 4 – Decent employment through inclusive growthOutcome 5 – Skilled and capable workforce to support inclusive growth Outcome 14: Promoting social cohesion across society Active citizenry and leadership

Promote empowerment programmes for and of Military Veterans- The fiscal year will be characterised by initiatives that will be pursued aggressively 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; and- operationalisation of a Special Purpose Vehicle (SPV) to provide incubator programmes designated for military veterans



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Chapter 15: Transforming society and uniting the country: Promoting social cohesion across society and righting the wrong of the past

Outcome 14: Nation building and social cohesion

Empowerment of Military Veterans to Enhance Their Contribution to reconciliation and Nation Building– Programmes to enhance military veterans’ participation in the nation's economic mainstream will be implemented. To this end, programmes will be negotiated for inclusion of military veterans in Government's socio-economic development programmes, which include but are not limited to rural and infrastructure development programmes. – In addition, opportunities that provide for the utilisation of military veterans to deepen social cohesion and nation building will be explored. Amongst others, these will entail utilisation of military veterans in rural development programmes and delivering of educational programmes.

Chapter 9: Improving education, training and innovation

Outcome 1- Quality basic education Outcome 5 – Skilled and capable workforce to support inclusive growth

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 to inform the country's skills base.

Chapter 14: Promoting accountability and fighting corruption All chapters indicated above

Outcome 12 - An efficient, effective and development-oriented public service

Implementation of a high impact communication and marketing strategy and plan: – To profile the image of military veterans and communicate the developments regarding the delivery in terms of the Military Veterans Act 18 of 2011.

Chapter 14: Promoting accountability and fighting corruption All chapters indicated above

Outcomes 1,2,4,5,7,9,12,14

Maintain the credibility and security of the national military veteran databaseA credible and secure national military veteran 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 providing socio-economic support services to military veterans. A credible database also facilitates streamlining of processes for progressive implementation of Section 5 of the Act.

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DMV CONTRIBUTION TO THE FOSAD IMPLEMENTATION PLAN

• During the medium term, the Department has committed to focus on the achievement of targets set by FOSAD. The following priorities set out by FOSAD will be implemented and monitored by the Department:

– Ensure that the performance agreement of the Accounting Officer is signed by the Executive Authority and submitted to the Office of the Public Service Commission (OPSC).

– Develop, approve, effectively implement and monitor the Service Delivery Improvement plan for the Department and submit to DPSA on time.

– Ensure that feedback on all cases from the National Anti-corruption Hotline is provided and all cases are concluded within the stipulated period determined by OPSC;

– Maintain the current status of obtaining unqualified audit outcome with no matters;– Ensure that all financial disclosures of senior managers are concluded and copies

are filed with OPSC. – Ensure that cases from the Presidential Hotline are resolved.– Submit the exception reports on 30-day payment to suppliers to National Treasury

according to the Instruction Note issued in November 2011.


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DMV MANAGEMENT PRACTICES IMPROVEMENT PLAN THROUGH THE MANAGEMENT PERFORMANCE ASSESSMENT TOOL (MPAT)

• Management practices are important in the achievement of an organisation’s outcomes and outputs. The DMV will continuously utilise MPAT as a tool that provides visibility on the weak areas that the department need to focus on in terms of management practices and governance. During the 2014 financial year, the DMV will focus on ensuring that the following policies and systems are put in place so as to improve internal controls:

– Operationalisation of the DMV Integrated Strategic Management System that will improve the effectiveness of strategic planning process, risk management, strategic budgeting as well as Performance Monitoring and Evaluation. The department is currently in discussions with SITA on the development of the system.

– Ensure that Evaluation on critical programmes (service delivery and administrative) of the department are conducted both internally and as part of the National Evaluation Plan and Framework. The DMV has to date developed a Framework on Evaluations that will guide how the department will conduct evaluations of programmes.

– Ensure that all Human Resource Management policies and strategies are developed and approved.

– Ensure that the FOSAD implementation plan is effectively implemented and monitored within the DMV.

– This part will be completed after the MPAT 1.3 is submitted in September to ensure that only areas that requires improvements are noted here.


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PART B: PROGRAMME AND SUB-PROGRAMME PLANS


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FINANCIAL ALLOCATIONS OF THE DMV PROGRAMMES: MTEF (OVERALL BUDGET)


Programme Medium-Term Expenditure Estimate

2014/15

R`000

2015/16

R`000

2016/17

R`000

Programme 1: Administration 178.2 169.2 166.5

Programme 2: Socio Economic

Support

168.1 267.5 295.4

Programme 3: Empowerment

and Stakeholder Management

157.9 170.2 179.2

Total 504.2 606.8 641.1

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OVERALL BUDGET: ECONOMIC CLASSIFICATION



2014/15

R`000

2015/16

R`000

2016/17

R`000

Compensation of Employees

92.2 97.5 102.7

Goods and Services 404.1 506.4 536.2

Payment for capital assets

7 .9 3.0 2.2

Total 504.2 606.8 641.1

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MTEF ALLOCATIONS PER PROGRAMMES:

2014/15FY

PROGRAMME 1: ADMINISTRATION

PROGRAMME 2: SOCIO-ECONOMIC SUPPORT

PROGRAMME 3: EMPOWERMENT AND STAKEHOLDER

MANAGEMENT


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DMV BUDGET ESTIMATES FOR THE 2014 MTEF (PROGRAMME 1: ADMINISTRATION)


Sub-Programme

Audited outcome

Adjusted

appropriate-

ation

Averagegrowth

rate(%)

Expen-diture/

total:Average

(%) Medium-term expenditure

estimate

Average

growthrate(%)

Expen-diture/

total:Average

(%)

2010/11R`000

2011/12R`000

2012/13R`000

2013/14R`000

2010/11 - 2013/14 R`000

2014/15R`000

2015/16

R`000 2016/17

R`000

2013/14 - 2016/17R`000

Strategic Planning, Policy Development and Monitoring and Evaluation

– – – 20.0 – 6.3% 21.0 22.2 23.4 5.4% 13.0%

Management 20.0 45.4 97.0 7.3 28.5% 53.8% 7.7 8.1 8.6 5.4% 4.7%

Corporate Services – – – 34.1 – 10.8% 51.8 64.1 72.8 28.8% 33.4%

Financial Administration – – – 14.5 – 4.6% 16.8 17.7 18.7 8.7% 10.2%Internal Audit – – – 5.0 – 1.6% 8.5 9.4 10.3 27.1% 5.0%Office Accommodation – – – 71.9 – 22.8% 72.3 47.7 32.8 -23.0% 33.7%

Total 20.0 45.4 97.0 152.8 96.9% 100.0% 178.2 169.2 166.5 2.9% 100.0%

Change to 2013 Budget estimate

152.8 178.2 169.2 166.5

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PROGRAMME 1: ECONOMIC CLASSIFICATION



2014/15

R`000

2015/16

R`000

2016/17

R`000

Compensation of Employees 52 445 56 536 59 585

Goods and Services 117 817 109 634 104 726

Payment for Capital Assets 7 916 3 000 2 159

Total 178 178 169 170 166 470

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DMV BUDGET ESTIMATES FOR THE 2014 MTEF (PROGRAMME 2: SOCIO-ECONOMIC SUPPORT)


Sub-Programme

Audited outcome

Adjusted appropri-

ation

Averagegrowth

rate(%)

Expen-diture/

total:Average


estimate

Averagegrowth

rate(%)

Expen-diture/

total:Average

(%)

2010/11R`000

2011/12R`000

2012/13R`000

2013/14R`000

2010/11 - 2013/14 R`000

2014/15R`000

2015/16R`000

2016/17R`000

2013/14 - 2016/17R`000

Database and Benefits Management

– – – 22.5 – 18.4% 13.7 12.8 11.7 -19.6% 7.1%

Healthcare and Wellbeing Support

– – – 27.0 – 22.1% 37.1 38.8 40.9 14.9% 16.9%

Socio Economic Support Management

– – – 72.7 – 59.5% 117.2 215.8 242.8 49.5% 76.0%

Total – – – 122.2 – 100.0% 168.1 267.5 295.4 34.2% 100.0%


122.2 168.1 267.5 295.4

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2014/15

R`000

2015/16

R`000

2016/17

R`000


14 577 15 364 16 194


Payment for Capital Assets

0.00 0.00 0.00

Total 168 073 267 492 295 404

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DMV BUDGET ESTIMATES FOR THE 2014 MTEF (PROGRAMME 3: EMPOWERMENT AND STAKEHOLDER MANAGEMENT)


Sub-Programme

Audited outcome

Adjusted appropri-

ation

Averagegrowth

rate(%)

Expen-diture/

total:Average


estimate

Averagegrowth

rate(%)

Expen-diture/

total:Average

(%)

2010/11R`000

2011/12R`000

2012/13R`000

2013/14R`000

2010/11 - 2013/14 R`000

2014/15R`000

2015/16R`000

2016/17R`000

2013/14 - 2016/17R`000

Provincial Offices and Stakeholder Relations

– – – 11.1 – 14.5% 43.3 47.6 50.1 65.4% 26.1%

Empowerment and Skills Development

– – – 33.8 – 44.2% 100.2 104.8 110.3 48.4% 59.8%

Heritage, Memorials, Burials and Honours

– – – 31.6 – 41.4% 14.3 17.8 18.8 -15.9% 14.1%

Total – – – 76.5 – 100.0% 157.9 170.2 179.2 32.8% 100.0%


76.5 157.9 170.2 179.2

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2014/15

R`000

2015/16

R`000

2016/17

R`000


25 143 25 585 26 960


Payment for Capital Assets

- - -

Total 157 909 170 179 179 197

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PART C: DMV CORE PERFORMANCE INFORMATION: 2014/15FY


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DMV ANNUAL SELECTED PERFORMANCE (ENE) INDICATORS


Programme Performance Indicator

Baseline

2013/14

Current

2014/15

Medium-term Projections Responsibility2015/16 2016/17 2017/18

PPI 201: Total number of deserving military veterans with access to healthcare services per year

5 000 7 000 10 000 12 000 14 000 Socio-Economic Support (Health-care and wellness)

PPI 203: Number of deserving military veterans with decent housing per year

2 1 000 5 000 5 000 2 000 Socio-Economic Support (Social Economic Support Management)

PPI 302: Number of deserving military veterans with access to training and skills development per year

2 000 2 500 3 000 3 500 4 000 Empowerment and Stakeholder Management (Empowerment and Skills Development)

PPI 304: Number of military veteran memorial sites erected per year

1 2 4 2 2 Empowerment and Stakeholder Management (Heritage, Memorials, Burials and Honours)

PPI 306: Total number of private sector companies and organs of state in partnership with the DMV

12 10 10 10 10 Empowerment and Stakeholder Management (Empowerment and Skills Development)

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DMV PERFORMANCE INFORMATION


DMV PROGRAMME PERFORMANCE INFORMATION (ADMINISTRATION) (1)


Performance Indicator

Audited Outcome Baseline

13/14

Current

14/15

Medium-term Projections10/11 11/12 12/13

15/16 16/17 17/18

PPI 101: Percentage of senior managers’ financial disclosures concluded

New target

New target

100% 100% 100% 100% 100% 100%

PPI 102: Auditor General opinion

New target

New target

Unqualified Unqualified Unqualified Unqualified Unqualified Unqualified

PPI 103: DMV planning instruments approved and tabled in Parliament in line with planning prescripts

New target

New target

Approved and tabled in Parliament by February 2012

Approved and tabled by February 2013





PPI 104: Statutory reporting and M&E instruments approved and tabled

New target

New target

Performance reports developed, approved and presented to the PCDMV

Performance reports developed,

approved and tabled on time

Performance reports developed, approved and tabled on time







PPI 105: Approved DMV Communication and Marketing Strategy

New target

New target

Strategy developed

Approved strategy Strategy Implementa-tion and monitoring

Strategy Implementation and monitoring

Strategy Implementation and monitoring

Strategy Implementation and review

DMV PROGRAMME PERFORMANCE INFORMATION (ADMINISTRATION) (Cont`d…2)


Performance Indicator Audited Outcome Baseline

13/14

Current

14/15


15/16 16/17 17/18PPI 106: Percentage of cases from the National Anti-corruption hotline concluded within the stipulated timeframe determined by OPSC

New target

New target

100% of reported cases resolved

100% 100% 100% 100% 100%

PPI 107: Attendance and participation of DMV in relevant cluster meetings

New target

New target

80% attendance

80% attendance

100% attendance 100% attendance 100% attendance

100% attendance

PPI 108: Promulgated DMV Information and Communication Technology Strategy

New target

New target

New target Conceptualization

Strategy developed Strategy developed and approved

Strategy implementation and monitoring

Strategy implementation and monitoring

PPI 109: Approved DMV Human Resource Skills Plan

New target

New target

Conceptualisation

Instrument developed

Develop HR Skills plan

Construct a developmental plan

Implement and Monitor the developmental plan

Implement and Monitor the developmental plan

PPI 110: Percentage of signed performance agreements by DMV personnel

New target

New target

100% 100% 100% 100% 100% 100%

DMV PROGRAMME PERFORMANCE INFORMATION (ADMINISTRATION) (Cont`d …3)



13/14

Current

14/15


15/16 16/17 17/18PPI 111: Percentage staffing of funded posts

New target

New target

50% 80% 90% 90% 90% 90%

PPI 112: DMV Enterprise risk maturity level

New target

New target

New target Medium Medium Medium High High

PPI 113: Average days of outstanding payments (legitimate claims and invoices from suppliers)

New target

New target

New target 30 days 30 days 30 days 30 days 30 days

PPI 114: Percentage improvements in public opinion on military veterans (Value for money)

New target

New target

New target 5% 10% improvement 20% improvement 30% improvement

40% improvement

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DMV NON-FINANCIAL PERFORMANCE INFORMATION



13/14

Current

14/15


15/16 16/17 17/18

PPI 201: Total number of deserving military veterans with access to healthcare services per year

New target New target 4 023 loaded in the SAMHS database

4 851 7 000 10 000 12 000 14 000

PPI 202: Number of deserving military veterans with access to transport

New target New target 0 MOU between the DMV and the Dept. of Transport signed

2 000 3 000 4 000 5 000

PPI 203: Number of deserving military veterans with decent housing

New target New target 0 2 1 000 2 000 3 000 4 000

PPI 204: Level of credibility and security of the database and benefits information located in the database

New target 5% 25% 50% 75% 85% 100% 100%

PPI 205: Number of bursaries provided for military veterans and their dependants

New target New target 100 200

500 600 700 800

DMV PROGRAMME PERFORMANCE INFORMATION (SES)

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DMV PROGRAMME PERFORMANCE INFORMATION (ESM)

DMV APP 2014/15FY


13/14

Current

14/15

Medium-term Projections10/11 11/12 12/13/

15/16 16/17 17/18

PPI 301: Established and fully functional SPV (Special Purpose Vehicle)

New target

New target Conceptualisation SPV registered and activated

SPV Functional and delivery targets set

Implementation and delivery monitoring

Impact assessment

Review

PPI 302: Number of deserving military veterans to access relevant training and skills development per year

New target

New target 200 2 000 2 500 3 000 3 500 4 000

PPI 303: Reduction in the level of unemployment among NSF military veterans

New target

New target New target 3% (2 000) 2 000 3 000 5 000 5 000

PPI 304: Number of military veteran memorial sites erected per year

New target

New target 1 1 2 4 2 2

PPI 305: Number of strategic initiatives established at national, continental and international levels

New target

New target 0 0 15 20 25 30

PPI 306: Number of private sector companies and organs of State in partnership with the Department of Military Veterans

New target

New target 3 12 10 10 10 10

Together moving South Africa forward

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CONCLUSIONS• National Treasury first ever benefits allocation was in 2013/14, however

DMV did not access these funds prior to approval of Regulations. These Regulations were only approved and gazetted on 19th February 2014. The Department did what it could between February and March to implement 2013/14 APP. 2014/15 is actually the first year in which DMV will be implementing APP without financial constraints.

• The availability of resources and requisite policies will enable the DMV to contribute meaningfully to moving South Africa forward and to enhancing radical socio-economic transformation.


Together moving South Africa forward

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Thank You


Documents

DEPARTMENT OF MILITARY VETERANS (DMV BRIEFING ON PERFORMANCE JULY 2014