DEPARTMENT OF MILITARY VETERANS PERFORMANCE REPORT FOR THE PERIOD: June 2013 to December 2013

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military veteransDepartment:Military Veterans

REPUBLIC OF SOUTH AFRICA

DEPARTMENT OF MILITARY VETERANS

PERFORMANCE REPORT FOR THE PERIOD: June 2013 to December 2013

February 2014

DEPARTMENT OF MILITARY VETERANS PCDPORTFOLIO COMMITTEE ON DEFENCE AND

MILITARY VETERANS

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SCOPE• Aim of the presentation• Legislative Requirements• Content of the Quarterly Performance Report • Mandate of the DMV• Vision, Mission and Departmental Values• DMV Organizational Structure• DMV contribution to the NDP, MTSF outcomes and EA priorities• Brief overview of Achievements• Performance against the selected performance indicators• HR/Personnel information• Financial Information• Obstacles/ challenges • Progress on DMV Risks and mitigation strategies• Conclusion

DMV 2nd & 3rd QPR: 2013

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Aim of the presentation

• To provide an outlook of the Department

of Military Veterans performance report

for the period ending 30 June - December

2013.


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LEGISLATIVE REQUIREMENTS• Treasury Regulations, 5.3.1 of 2007 read in conjunction with Section

27(4) and 36(5) stipulates that “the Accounting Officer of an institution must establish procedures for quarterly reporting to the Executive Authority to facilitate effective performance monitoring, evaluation and corrective actions”

• 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 the Preparation of Quarterly

Performance Reports (2011)• Department of Military Veterans Framework for programme and

project Monitoring and Evaluation, and guidelines for submission of performance reports

• National Evaluation Policy and Framework


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CONTENT OF THE CUMULATIVE QUARTERLY (2nd and 3rd) PERFORMANCE REPORTS


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OUTLOOK OF THE QUARTERLY PERFORMANCE REPORTS

The quarterly report is packaged into four 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 the National Development Plan, MTSF outcomes, performance against the Executive Authority’s priorities, performance against DMVs performance targets for the 2nd and 3rd quarter of 2013 (brief overview), overview of financial performance as well as an overview of the obstacles and challenges that impacted on performance of the department.•Part C: Progress on risk mitigation – Provides progress on how the DMV mitigated/alleviation the existing risks during the past six months of the 2013/14 fiscal year in order to reduce impact on performance.•Part D: Early Warning – provides a brief overview of the department’s major activities that will occur during the past six months of the 2013/14 fiscal year as well as the overall conclusion.

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MANDATE OF THE DMV

• The Department of Military Veterans derives its legislative mandate from the Military Veterans Act 18 of 2011, which requires it to provide national policy and standards on socioeconomic support to military veterans and to their dependants, including benefits and entitlements to help realise a dignified, unified, empowered self - sufficient military veterans community.

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DEPARTMENT’S VISION

•A Dignified, unified, empowered and self-sufficient Military Veterans’ community.

DEPARTMENT MISSION

•To facilitate delivery and coordinate all activities that recognise and

entrench/establish 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.

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VISION & MISSION


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DEPARTMENT VALUESService Charter that Underpins the Delivery of Services to Military VeteransWe, 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.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 Transparency •Consultation rooted in Effective and Efficient Partnerships and Collaboration •Encouragement of Innovation and Reward of Excellence •Redress•Value for Money


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ORGANIZATIONAL STRUCTURE

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

PRIORITIES (1)

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Government Outcome

Links to MTSF Priorities

National Development Plan

EA Priorities Progress as at 30 June to 31 December 2013

Outcome 12: An efficient, effective and development oriented Public Service and an empowered, fair and inclusive

Strategic priority 10: Building a developmental state, including improvement of public service and strengthening of democratic Institution

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

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

• Development and approval of the 2nd and 3rd Quarterly Performance Reports for the Department of Military Veterans (DMV)• The Draft Regulations have been amended in line with the inputs provided by the state law advisors and National Treasury (NT). A letter was submitted to National Treasury to request that the Minister of Finance provide concurrence with the Draft Benefits Regulations as they have financial implications. • Development and submission of the of the DMV Draft Strategic Plan for the 2014 MTSF and Annual Performance Plan for the 2014 fiscal year to National Treasury

Outcomes 7,8 and 12

Strategic priority 7: Build cohesive, caring and sustainable communities

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

-Subsidization or provisioning of public transport - Housing - Burial Support - Pension

Housing - In Q2 the North West Kraaipan houses were officially handed over to 2 World War military veterans in the quarter under review. - In Q3 an agreement to adjust the housing means test to accommodate military veterans was reached in a meeting with Deputy Ministers Defence and Military Veterans and Human Settlements.

Pension- Alexander Forbes was commissioned in the quarter under review to provide actuarial technical support for finalisation of the Military Veterans Pension Framework. It is anticipated that the framework will be presented to Ministry for consideration and approval in the 3rd quarter to ensure activation of the MV Pension in the 4th quarter. -The DMV will receive a report on the military veterans’ pension from Alexander Forbes in the beginning of Q4. This will make it possible for the DMV to finalise the military veterans’ pension framework.A list of 400 military veterans eligible for pension has been finalised with the support of Special Pension and DSD.

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PRIORITIES (2)Government Outcome




Outcomes 1, 2, 4, 5 and 12


Chapter 10: Promoting Health Chapter 9: Improving education, training and innovation Chapter 3: Economy and Employment

To provide, subject to availability of resources, comprehensive support services to military veterans and where applicable, to their dependants, but not limited to:•Acquiring of Health Care and Wellness Centre•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

- In Q2 A workshop for Military Veterans living with disabilities which was held in Birchwood on 12 -14 July 2013 and was attended by over 30 military veterans from across the various formations, statutory and non-statutory was also provided with branding and marketing support.-- In Q3 the Provincial health assessment road show took place between October and December 2013. A total of 4570 military veterans were screened for personal conditions.-R4m has been transferred to NSFAS for payment of fees for 100 students in tertiary institutions due to the signed MoU between DMV and NSFAS.- In Q3 the Department convened the 1st Annual Education interface meeting on 20 December 2013 to facilitate annual dialogue between the DMV and dependants of MVs receiving education support.- In Q2 DMV conducted finalization of the feasibility study for the property for the establishment of the 1st Military Veterans Health and Wellness Centre.- In Q3 DPW is currently finalizing the purchase of the much 1st Military Veterans’ Health & Wellness Centre.- In Q2 538 military veterans accessed healthcare services. To date, a total of 4851 military veterans have been loaded in the DMV/SAMHS healthcare database.- In Q3 4583 healthcare cards were issued to eligible military veterans during the health assessment process.

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PRIORITIES (2)Government Outcome




Outcomes 4 , 5 and 12


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

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

The legal status of the Special Purpose Vehicle is under discussion.

Outcome 12

Strategic priority 10: Building a developmental state, including improvement of public service and strengthening of democratic Institution

Chapter 13: Building a capable and developmental state- Strengthen delegation, accountability and oversight Chapter 14: Promoting accountability and fighting corruption

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 - SANMWA - Advisory Board - Appeals Board - Audit Committee

Consultations undertaken with all military veterans formations in a build to the establishment of the conference.

Established the Umbrella association representing Military Veterans nationally

Establishment of the Umbrella association communicated to the Military Veterans associations and the public

In Q3 interviews were held for the members of the Audit Committee, and the second face of interviews will be held in Q4

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DMV CONTRIBUTION TO THE NATIONAL DEVELOPMENT PLAN, MEDIUM-TERM STRATEGIC FRAMEWORK (MTSF) OUTCOMES AND EXECUTIVE AUTHORITY’S (EA) PRIORITIES (3)

Government Outcome




Outcome 12 Strategic priority 7: Build cohesive, caring and sustainable communities


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 founding members( first volunteers) of the armed 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.

The appropriate strategic location for the Tomb of the unknown soldier to be identified in collaboration with the DPW.

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Government Outcome




Outcome 12 -Strategic priority 2: Build economic and social infrastructure. -Strategic priority 10: Building a developmental state, including improvement of public service and strengthening of democratic Institution


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.

- During the period under review, two Public Participation Programmes were held to commemorate Nelson Mandela Day in Eastern Cape and Gauteng (East London and Johannesburg)

- MV companies database is being developed

- 12 military veterans were trained in welding programme for DRDLR Project

Outcome 12 Strategic priority 10: Building a developmental state, including improvement of public service and strengthening of democratic Institution

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.

- In Q2 two events were supported by the DMV during the Nelson Mandela Day with conjunction with the DOD (East London and Gauteng – Lenasia). During the events, the following was conducted:-Military Veterans registration forms were distributed-confirmation by military veterans if they appear on the database was done on site- In Q3 DMV invited media houses to the DMV bursary scheme and the event was also posted on the DMV Website

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Government Outcome




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


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

Maintain the credibility and security of national military veterans databaseA 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.

- Number of military veterans in the database is 56 666 in the third quarter. - A total of 14 539 personal files of military veterans in the database with 56 666 names have since been updated in the database. Update of personal files is on-going at DMV office and provinces

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BRIEF OVERVIEW OF ACHIEVEMENTS BY THE DEPARTMENT OF MILITARY VETERANS (1)

• Development and approval of the Framework for Department of Military Veterans on programme and project performance monitoring and evaluation and guidelines for submission of performance reports.

• The 2nd draft DMV APP for the 2014 fiscal year was submitted to National Treasury for comments and assessment as required by Treasury Regulations 5 and the National Treasury Framework for Strategic Plans and Annual Performance Plans.

• In Q3 interviews were held for the members of the Audit Committee, and the second face of interviews will be held in Q4.

• Commenced with the self-assessment of the Management Performance Assessment Tool (MPAT). • Development of the draft application form for benefits articulated in section 5 (1) a-h of the Military

Veterans Act 18, 2011. • Amendment of the draft Military Veterans Benefits Regulations inline with the inputs provided by the

state law advisors and National Treasury (NT). A letter to the Minister of Finance was signed by the Minister of Defence and Military Veterans requesting his concurrence with the Draft Benefits Regulations as they have financial implications.

• A workshop for Military Veterans living with disabilities which was held in Birchwood Hotel on 12 to 14 July 2013 and was attended by over 30 military veterans from across the various formations, statutory and non-statutory support was provided by the department

• Establishment of the Umbrella association for military veterans in line with section 7 of the Military Veterans Act 18 of 2011 at conference held at Birchwood Conference Centre from 29 Sept to 2 October 2013

• 538 military veterans accessed healthcare services during the second quarter. To date, a total of 4 851 military veterans have been loaded in the DMV/ SAMHS healthcare database.

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BRIEF OVERVIEW OF ACHIEVEMENTS BY THE DEPARTMENT OF MILITARY VETERANS (2)

• The DMV continued with the process of verifying and updating the personal files of military veteran’s database. As of 31 December 2013 the names on the database had increased from 56 662 to 56 666 with an update of 14 539 personal files.

• The North West Kraaipan houses were officially handed over to 2 World War military veterans.

• 99% of senior managers concluded financial disclosures and copies are filed with OPSC.• The department participated in the Nelson Mandela Day event in East London and Gauteng in

conjunction with the DoD. During the two events, registration forms were distributed, confirmation by military veterans if they appear on the database was done on site and a brief about military veterans benefits and how they can be accessed was also given with a question and answer opportunity. Approximately 120 people attended the event.

• 955 military veterans were employed and the number would thus equate to an attainment of over 6% of job creation. The 3% target reflected in APP is equivalent to 420 opportunities when factored against a database of +/- 13 700 MV by April 2013. These would thus mean the department over-performed against the 2013 APP target by a 3% reduction in the level of unemployment among NSF military veterans.

• The Department of Public Works is currently finalizing the purchase of the 1st Military Veterans’ Health & Wellness Centre.

• R4m has been transferred to NSFAS for payment of fees for 100 students in tertiary institutions. This was due to an MoU signed between DMV and NSFAS.

• 12 military veterans participated in welding programme for DRDLR Project during the second quarter. Training for additional MV in welding programme is being ramped up. An MOU for learnerships of military veterans is being finalised and it will provide additional skills development and training opportunities.


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PERFORMANCE AGAINST SELECTED (TRENDABLE)

INDICATORS


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DMV PERFORMANCE AGAINST SELECTED PERFORMANCE INDICATORS AND TARGETS (1)

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Performance Indicator

Baseline (2012/13)

Target for 2013 as per

Annual Performance Plan (APP)

2nd Quarter Target as per APP

2nd Quarter Actual output

- validated

3rd Quarter Target as per APP

3rd Quarter Actual output - validated

Major Variance

Overall progress of

indicator (red/ amber/ green)*

Total number

of Military Veterans with

access to dedicated

counselling and medical treatment of

PTSD

267 1 000 500 Nil 750 Nil 750

Total No. of deserving mil

vets with access to

health-care support per

year

2 500 10 000 5 800

-538 military veterans accessed healthcare services - To date, a total of 4851 military veterans have been loaded in the DMV/SAMHS healthcare database.

9,000 2 336 military veterans’ accessed healthcare services. A total of 7 187 military veterans has been loaded on the SAMHS database

1,813

Total No. of deserving mil

vets with decent

housing per year

0

1 500 300 2

400 Nil400

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DMV PERFORMANCE AGAINST SELECTED PERFORMANCE INDICATORS AND TARGETS (2)

Performance Indicator

Baseline 2013/14

Target for 2013 as per Annual

Performance Plan

(APP)

2nd Quarter Target as per APP

2nd Quarter Actual

output - validated

3rd Quarter Target as per

APP

3rd Quarter Actual output -

validated

Major Variance

Overall progress of indicator (red/ amber/ green)*

Number of deserving mil vets to access

relevant training and

skills development

per year

200 2 000 50012 (MV in welding programme)

500 221 -312

Number of military veterans

memorial sites erected per

year

2 1 1 Nil -Nil 1

Number of events

honouring military

veterans per year

3 3 1 Nil

1Nil 2

Total number of private

sector companies in partnership

with the Department of

Military Veterans

0 10 5

12 on SCM database 3 new MOUs in development

3 4+8

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DMV ESTABLISHMENT PER SALARY LEVEL (PERMANENT PERSONNEL)

Salary LevelNo. of posts on

approvedNo. of funded

posts

No. of posts additional to the establishment

Number of post filled

Number of funded posts vacant

1 – – – - -

2 – – – - -

3 1 1 – - 1

4 1 1 – - 1

5 8 5 – 5 3

6 28 12 - 6 6

7 23 17 - 10 5

8 5 5 - 5 -

9 22 18 6 14 4

10 2 2 – 2 -

11 46 41 – 26 15

12 2 4 – 4 -

13 18 16 – 4 12

14 9 9 – 8 1

15 3 3 – 2 1

16 1 1 – 1 -

Total 169 135 687 (cumulative as at 31 Dec 2013)

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TRANSFORMATION/EQUITY STATISTICS PER BRANCH PROGRAMME (PERMANENT)

TRANSFORMATION/EQUITY STATISTICS (CONTRACT/TEMPORARY)

SerNo

African Coloured Asian White TotalMale Female Male Female Male Female Male Female

1 Race distribution of members

18 25 - - - - - - 43

2 Number of disabled members

- - - - - - - - -

3 Total 18 25 43

Race and Gender Administration Socio Economic Support Services

Empowerment and Stakeholder Management

Actual Total

African Female 30 9 1 40

Colored Female - - - -

White Female 1 1 2

Indian/Asian Female 1 1

Total Female 32 10 1 43

African Male 32 5 3 40

Colored Male 1 - 1 2

White Male 2 - - 2

Indian/Asian Male

Total Male 35 5 4 44

Total Employees 67 15 5 87

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PERFORMANCE ON FINANCIAL INFORMATION (AS AT 31 December 2013)

TOTAL DEPARTMENTAL BUDGET AND EXPENDITURE REPORT AS AT 31 DEC 2013GFS ITEMS BUDGET ACTUAL EXPENDITURE AVAILABLE BUDGET % SPENT

R'000 R'000 R'000 %Administration Programme 139 469 28 389 111 080 20%Socio Economic Support Programme 135 504 17 858 117 646 13%Empowerment and Stakeholder Management Programme 76 458 23 317 53 141 30%Total 351 431 69 564 281 867 20%

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OBSTACLES/CHALLENGES THAT IMPACTED ON PERFORMANCE OF THE DEPARTMENTThe department while striving to achieve the set targets for the second quarter experienced the following challenges:

•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 the whole department. This challenge should be resolved with filling critical posts which require funding. •Non-approval of Military Veterans Regulations – The Regulations have not yet been approved, to date which delays the development of policies that will support the provision of Military Veterans benefits as espoused in section 5 of the Military Veterans Act. A speedy approval of the regulations will ensure that all the necessary policies are put in place for implementation. This is a critical condition for the funds allocated to the DMV for the 2013/14 financial year to be released, as the regulations must be approved prior. Non approval of the regulations will imply that the allocated budget for the 2013/14 financial year will not be transferred to the DMV which will highly impact performance. •Continued non-compliance to timelines by Programmes/Sub-Programmes in terms of submitting statutory and accountability documents which leads to delays in the approval process of documents by the Accounting Officer. There is also a backlog on Ministerial enquiries because service delivery branches; ESM and SESS are not responding to these queries and enquiries timeously. In addition Branches do not send reports on time for the following meetings, CoD, MINEXCO and EXCO. The officials are therefore unable to conduct quality check and prepare files on time. • DMV session with Executive Authority still outstanding on Statutory Submissions in order to sought inputs and intervention with identified key external factors that could significantly affect the achievement of DMV Strategic goals and that has a massive impact on approval of DMV planning instruments• DMV agenda items are always taken off the agenda of CoD.• The non-functioning of DMV toll-free line poses a challenge both to Military Veterans and DMV staff.


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PROGRESS ON DMV RISKS MITIGATION (1)• Rendering of Military Veterans socio-economic support services• Several meetings were held with the partner departments to finalize MoUs for the

provision of military veterans’ benefits. • Ensuring Military Veterans empowerment and stakeholder management• The absence of provincial offices is a challenge as it put pressure on the national

office to become the focal point of convergence for military veterans. • This matter is being addressed through speedy correspondence from the Director-

General to Provincial Premiers and the Department of Public Works, requesting that the provision of provincial office be hastily facilitated. This will allow for decentralization of points of contact, creating the possibility for more effective responses to requests for access to benefits submitted by military veterans.

• The national office is not yet adequately resourced in terms of its full staff complement. Some challenges have arisen out of a lengthy security vetting and verifications of qualifications. Another challenge is that some staff seconded from the Department of Defence and deployed from party structures might not have been adequately utilized in areas of their expertise or even to fill vacancies where they work.

• This DMV has begun to be addressed and as a result the short listing and interviewing of potential staff is currently underway. Deployed personnel are also being absorbed into vacancies where their skills could be used to good effect


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PROGRESS ON DMV RISKS MITIGATION (2)

Inadequate infrastructure for operationalization of the plans

•Inadequate office accommodation has been the biggest challenge that threatens the delivery

of military veterans’ benefits and services. Lack of office accommodation consequently lead to

lack of other inputs such as materiel, IT equipment and office furniture since there is no space

to accommodate such inputs. Filling posts also becomes a main risk factor since there is lack of

office space to accommodate personnel.

•The contract for the DMV to occupy the office space in Hatfield, Pretoria was signed in April

2013 (1st quarter of 2013/14). However, the building is not in a state to be occupied

immediately which will require it to be refurbished before occupation could take place. The date

of occupation will depend on the finalisation of the refurbishment process which will be

provided by the appointed engineers and architects.

Absence of monitoring and evaluation (M&E) capability

•The department is anticipated to create a stand-alone M&E function. To date, the department

lacks the M&E capability. There are only two (2) posts for M&E in the approved structure of the

Department (Deputy Director and Assistant Director Monitoring and Evaluation).


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PROGRESS ON DMV RISKS MITIGATION (2)• Provision of internal audit and risk management services

The department continued to engage with the Shared Audit Committee to ensure that the internal audit function is carried out effectively. Furthermore, the department is in the process of appointing its own Audit Committee.

• Completeness and integrity of information on the databaseDuring the period under review the department continued with the process of verifying and updating the personal files of military veteran’s database. As of 31 December 2013 the names on the database had increased from 56 662 to 56 666 with an update of 14 539 personal files.

• Dependency on service delivery agenciesThe department experiences challenges in providing military veterans’ benefits due to dependency on service delivery agencies. The DMV has since concluded that it would be more appropriate to migrate the mandate for implementation of the military veterans compensation programme to the DMV as this would enable the department to align norms and standards accordingly for compensation of military veterans.


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CONCLUSION• Whilst acknowledging that the department is making significant progress in improving

performance in other performance areas, the trend analysis depicts that the department is generally not on track towards achieving its annual targets on certain areas of performance. These are the areas of significant underperformance reported in the quarter under review. This has negative implications on the achievement of the strategic objectives as outlined in the planning documents. This is evidenced by severe inadequate performance on core service areas of the department.

• A speedy approval of the regulations will ensure that all the necessary policies are put in place for implementation and that all the above is achieved.

• The department should improve its performance in the fourth quarter of the 2013 fiscal year in order to remain on track. This will be achieved largely through effective management of workload and the efficient utilization of staff and budget expenditure.

• In achieving its quarterly targets, the department’s approach should be centered on a top-down strategic support impetus that lends legitimacy and urgency to a focus on outcomes. But this meaningful approach depends on how civil servants within DMV think and work to meet the needs of the military veterans, with support from Executive Authority.

• Without the support of a critical mass of the individuals who are actually supposed to deliver on the department’s services, the contemplated performance outcomes would not be brought to fruition. They would become an ineffectual administrative exercise, where “boxes are ticked,” forms are filled and reports are compiled without any effect on how services are managed or delivered.

• Reporting on performance is important to ensure effective management and accountability. • It also helps to promote continuous improvements where reports on activities and performance

provide important information to allow for the best possible decision making in the next planning cycle.


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THANK YOU


DEPARTMENT OF MILITARY VETERANS PERFORMANCE REPORT FOR THE PERIOD: June 2013 to December 2013

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Transcript of DEPARTMENT OF MILITARY VETERANS PERFORMANCE REPORT FOR THE PERIOD: June 2013 to December 2013