1. Presenter: Acting Director General: Mr. Max Ozinsky
PRESENTATION TO PCD&MV DEPARTMENT OF MILITARY VETERANS ANNUAL REPORT FOR 2016/17fy
Presenter: Acting Director General: Mr. Max Ozinsky
Date: 10 October 2017

2. PRESENTATION OUTLINE Aim of the presentation General Information
Appropriation Statement
Explanation of Material Variances
AGSA Audit Findings
Contribution to Executive Authority Priorities
Performance Information
Human Resource Management

3. AIM OF THE PRESENTATION
To provide an overview on the performance of Department of Military Veterans for the period ending 31 March 2017.

4. GENERAL INFORMATION Vision Mission Values
"A dignified, unified, empowered and self-sufficient military veterans’ community”
Mission
“To facilitate delivery and co-ordinate all activities that recognize and entrench the restoration of dignity and appreciation of the contribution of Military Veterans to our freedom and Nation Building”.
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.
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.

5. APPROPRIATION STATEMENT…2
Programme Name
2016/17
2015/16
Final Appropriation
Actual
Expenditure
(Over)/
Under Expenditure
As % Of Final Appropriation
Expendi ture
(Over)/Under Expenditure
R’000 %
R`000
Programme 1: Admin
1 276
99.2%
26 513
83,2%
Programme 2: SES
70 069
77.7%
51,1%
Programme 3: ESM
21 641
82.6%
80 797
77 609
51,0%
Total
92 986
84.4% 
59,8%

6. APPROPRIATION STATEMENT
Economic Classification
2016/17
2015/16
Final Appropriation
Actual
Expenditure
(Over)/
Under Expenditure
As % Of Final Appropriation
(Over)/ Under Expenditure
R’000 %
Compensation of Employees
108463
588
99.5%
97 485
(3 153)
103,2%
Goods and Services
28 143
88.6%
70 019
70,3%
Transfers and Subsidies
63 780
72.3%
57 570
26,3%
Payment of Capital Assets
12 013
11 538
475
96.0%
10 606
10 131
95,5%
Total
92 986
84.4%
59,8%

7. EXPLANATION OF MATERIAL VARIANCES
Per programme
Final Appropriation
Actual Expenditure
Variance R’000
Variance as a % of Final Appropriation
Administration
1 276
0.8%
SES
70 069
22.3%
ESM
21 641
17.4%
Admin
A marginal underspend in Administration vs final appropriation mainly related to the reclassification of communication invoices. Overall Administration spend was ahead of budget due SITA accrual being paid in the year under review
Socio-Economic Support underspend of R70.1m was mainly driven by the system error at NSFAS, which led to the inability by NSFAS to disburse the funds.
Empowerment and Stakeholder Management underspend was driven by slow delivery on benefits such as Skills and Business Development and a slow activities in Provincial Offices due to offices not yet procured. Offices in three (3) Provinces have now been procured

8. AGSA AUDIT FINDINGS
During the 2016/17FY the department received an unqualified audit opinion as expressed by the AGSA
This is clearly an improvement from the number of qualifying items from 2014/15FY of two (2) items to one (1) item in 2015/16FY.

9. AUDIT FINDINGS ANALYSIS
Overall performance of the Department as compared to the previous financial years:
2016/17
2015/16
2014/15
Types of audit outcomes
Unqualified with findings
Qualified with findings
Adverse with findings
Disclaimed with findings

10. AUDIT FINDINGS ANALYSIS…2
ANALYSU
AGSA highlighted the following key aspects for considerations:
Emphasis of matter
Significant uncertainty relating to the future outcome of exceptional litigation
Predetermined objectives
Both branches (SES & ESM) received qualified opinion because of the accuracy and reliability of information
Non-compliance
AFS – not prepared in accordance with the prescribed financial reporting framework (Modified Cash Standard)
Expenditure Management - Effective internal controls not in place for approval and processing of payments
Strategic planning and performance management - Effective, efficient and transparent systems of risk management and internal control with respect to performance information and management not maintained
Procurement and contract management - Sufficient appropriate audit evidence could not be obtained and Goods and services were procured without inviting competitive bids
Leadership - AO did not exercise oversight responsibility regarding the review of financial and performance reporting, compliance and related internal controls
Financial and performance management - Management did not implement effective controls to ensure that information contained in the financial statements and performance report were reliable before submission for audit.

11. CONTRIBUTION TO THE EXECUTIVE AUTHORITY’S PRIORITIES (1)
DMV Contribution linked to Executive Authority’s (EAs) Priorities
Progress at 31 March 2017
Priority 1: Ensuring a fully functional Department of Military Veterans with an independent vote, systems and processes
• Risk-based audits conducted from the approved risk management plan.
• Quarterly risk assessment conducted as part of the internal auditing and risk management process.
• Fully operational business activity statements (BAS) and payroll systems.
• All statutory planning, monitoring and evaluation documents developed and submitted to external
stakeholders.
Priority 2: Strengthening governance and oversight protocols to give effect to the provisions of the Act
• Operational Appeals Board and Advisory Council.
• SANMVA in place and fully operational.
• Fully operational Audit and Risk Committee.
Priority 3: Provision of immediate social relief of distress to the most vulnerable Military Veterans
2 243 military veterans and/or dependants provided with SRD in a form of a monthly allowance of R1 200 p/m
Priority 4: To provide comprehensive support services to military veterans and, where applicable, to their dependants:
• Education, training and skills development
7 146 military veterans and their dependants provided with bursaries for high and basic education, 50 of whom graduated.
In addition, received access to training and skills development.
Acquiring a healthcare and wellness centre.
Access to health support.
1 074 military veterans authorised to access healthcare, bringing a total number of beneficiaries to
Dedicated counselling benefits provided to 1 593 military veterans and their dependants.
• Facilitation of employment placement
• Advice on business opportunities
No new job placements registered.
179 military veterans provided with general advice on business support and development.
Subsidisation or provision of housing
168 newly built houses handed over to military veterans (five in Free State; 38 in Northern Cape; 19 in North West; 15 in Limpopo; six in Eastern cape; 48 in Gauteng, one in KwaZulu-Natal and 36 in Mpumalanga).
104 distressed owners of mortgaged houses rescued.
Subsidisation or provision of burial support and compensation
Burial support funding provided to 460 military veterans` families.
To date, 105 military veterans provided with a once-off compensation benefit.

12. DMV CONTRIBUTION TO EXECUTIVE AUTHORITY’S PRIORITIES (2)
DMV Contribution linked to Executive Authority’s Priorities
Progress at 31 March 2017
Priority 5: Promote empowerment programmes for and of military veterans
179 military veterans provided with general advice on business support and development.
22 letters of support issued for military veteran-run businesses seeking support from other state organs, submitting tender bids and striving for joint ventures with private business entities.
132 military veteran company owners for 2016/17.
Empowerment of military veterans to enhance their contribution to reconciliation and nation building
National Heritage Council (NHC) and DMV stakeholder engagement meeting focused on collaboration on military veteran’s projects that seek to honour and memorialise the role of military veterans in the attainment of freedom.
Priority 6: Promotion, memorialisation and honouring of military veterans' heritage
Heritage and Memorialisation Centre, incorporating a conference centre, opened at the Castle of Good Hope by the Minister of Defence and Military Veterans.
14 APLA or POQO struggle veterans hanged in 1964 by the apartheid government exhumed and reburied.
Centenary of sinking of SS Mendi troopship commemorated.
Members of the South African Native Labour Corp buried in Arques–la–Battalle in France honoured.
Those who fell in the Battle of Delville Wood honoured.
Priority 7: Maintain the credibility and security of the national military veteran database
Registration halted and DDSI consulted to assists with a comprehensive diagnosis of the database, revamp of the SOP, establishment of verification processes, and verification of the database against databases such as those of the Department of Home Affairs and DoD.
Priority 8: Implementation of a high-impact communication and marketing strategy and plan
Achievements made in the following areas during the year: Events management, stakeholder engagement, media campaigns and statements, website maintenance, promotion of DMV programmes through social media and media relations. Graphic design and internal communication took place.

13. PERFORMANCE AGAINST SET TARGETS AS PER THE ANNUAL PERFORMANCE PLAN (APP) 2016/17FY

14. DMV`S OVERALL PERFORMANCE OVERVIEW
The Department committed itself to achieve 23 targeted performance indicators during the 2016/17FY.
Of the 23 targeted performance indicators, 15 targets were achieved which constituted to 65% of the overall achievement for the 2016/17FY.
Departmental Performance = No. of targets achieved x 100
Total no of targets set
= 15 x 100 23
= 65%
The department achieved 65% on the overall performance for the 2016/17FY.
Planned targets
Targets achieved
Targets not achieved
23 targets 15 8

15. ADMINISTRATION: PERFORMANCE OVERVIEW
The Department committed itself to achieve 12 targeted performance indicators during the 2016/17FY.
Of the 12 targeted performance indicators, 8 targets were achieved which constituted to 67% of the overall achievement for the 2016/17FY.
Departmental Performance = No. of targets achieved x 100
Total no of targets set
= 8 x 100 12
= 67%
The department achieved 67% on the overall performance for the 2016/17FY.
Planned targets
Targets achieved
Targets not achieved 12 08 04

16. SES: PERFORMANCE OVERVIEW
The Department committed itself to achieve 5 targeted performance indicators during the 2016/17FY.
Of the 5 targeted performance indicators, 4 targets were achieved which constitutes 80% of the overall achievement for the 2016/17FY.
Departmental Performance = No. of targets achieved x 100
Total no of targets set
= 4 x 100 5
= 80%
SES Branch achieved 80% on the overall performance for the 2016/17FY.
Planned targets
Targets achieved
Targets not achieved 05 04 01

17. ESM: PERFORMANCE OVERVIEW
The Department committed itself to achieve 6 targeted performance indicators during the 2016/17FY.
Of the 6 targeted performance indicators, 3 target were achieved which constitutes 50% of the overall achievement for the 2016/17FY.
Departmental Performance = No. of targets achieved x 100
Total no of targets set
= 3 x 100 6
= 50%
ESM Branch achieved 50% on the overall performance for the 2016/17FY.
Planned targets
Targets achieved
Targets not achieved 06 03

18. HUMAN RESOURCE MANAGEMENT

19. Employment and Vacancies
Table Employment and vacancies by programme as on 31 March 2017
Programme
Number of posts on approved establishment
Number of posts filled
Vacancy Rate
Number of employees additional to the establishment
1. Administration
103 84
18.4% 45
2. SES 20 17
15.0% 22
3. ESM 46 32
30.4% 7
Total
169
133
21.3% 74

20. Filling of SMS Posts SMS Level Total number of funded SMS posts
SMS Level
Total number of funded SMS posts
Total number of SMS posts filled
% of SMS posts filled
Total number of SMS posts vacant
% of SMS posts vacant
Director-General/ head of department 1 -
100%
Salary level 16
Salary level 15 3 2
66%
33%
Salary level 14 9 6
Salary level 13 18 13
72% 5
28%
Total 31 21
68% 10
32%

21. Thank you