Presentation to the JSCD Dashboard on BRRR Department
Presentation to the JSCD – Dashboard on BRRR Department of Military Veterans Name: Max Ozinsky Designation: Acting Director General Date: 10 March 2017 1
PRESENTATION LAYOUT The aim of the presentation Progress Report on Dashboard Issues Follow-up Matters from the DMV Turnaround Task Team 2
The Aim of the Report To brief the Joint Standing Committee on Defence (JSCD) on the issues identified in the Dashboard 3
Progress Report on Dashboard Issues Serial no. 7 Issues raised in the Dashboard as at 23. 11. 2016 The Department should enhance its efforts to address the underspending and under-performance through the TSI and the Acting DG to improve the lives of military veterans. Progress report to date • The implementation of programmes currently underway is informed by the diagnostic analysis done by TSI, the AGSA findings as well as phased implementation made. 4
Diagnostic Database Funding Benefits PHASE 1: Arresting Decline Database Funding Benefits Effectiveness Efficiency Effectiveness Database Funding Benefits PHASE 3: Sustain 3 Efficiency Organisation Re-Balance Effectiveness PHASE 2: Efficiency Effectiveness Organisation Efficiency Effectiveness Efficiency Mar 19 Implementation Roadmap 2 year plan Database Funding Benefits PHASE 0: Mar 18 Mar 17 Nov 16 PHASE 3 Organisation
Progress Report on Dashboard Issues Serial no. Issues raised in the Dashboard as at 23. 11. 2016 Progress report to date 8 The Department should report back at the • Offices have been procured in three provinces: North next meeting on the progress made with West, Mpumalanga and Eastern Cape and finalization of provincial offices as these are crucial to occupancy will be done in the 1 st Quarter of the reach out to military veterans all over the 2017/18 FY. country. It should similarly ensure that these • The programme for procurement of the remaining 6 offices are properly staffed to facilitate Provincial offices is also underway, and is being given access to the Department and the various priority attention. benefits as seamlessly as possible. 9 The Committee encouraged the DMV to ensure that the recruitment processes are strengthened and that the “best person” for the job should be employed. • The department does follow proper processes of appointment. • The best candidates are recruited through the prescribed process as outlined in the Public Service Act. 6
Progress Report on Dashboard Issues Serial no. 10 11 Issues raised in the Dashboard as at 23. 11. 2016 Progress report to date The Committee encouraged the Department to • The department has given attention that all vacant ensure that interns and contract workers are being posts are filled. Contract workers are encouraged to apply. treated fairly in particular when they are performing very well in especially service delivery programmes • Given the fact that the current staff establishment is not adequate to fulfil the mandate, the that are struggling to perform. department is utilizing interns and contract workers to create the required capacity. • In implementing these processes, the department utilizes the Public Service prescripts. The Department was encouraged to improve the • This is dependent on the approval of the new performance of the Strategic Planning, Policy organisational structure. • The vacancies in the Unit are now filled with Development and Monitoring and Evaluation sub further strengthening as per the proposed programme through proper and speedy staffing a structure. well as Management playing a bigger role to take responsibility of their respective policies. 7
Progress Report on Dashboard Issues Serial no. 12 Issues raised in the Dashboard as at 23. 11. 2016 Only 72 percent of Performance Agreements were signed. The Department was urged to ensure that 100 percent is reached. Progress report to date • The department is currently at 99, 5% compliance on Performance Agreements (PA) signed. • There is 1 (one) Performance Agreement of a Chief Director which is outstanding and steps are being taken to resolve this matter. 8
Follow-up matters from the DMV Turnaround Task Team Item Database Issues raised in the Dashboard Progress report to date Confirm Military Veterans verification process The department engaged the technical services of the DDSI to assist with: - Conducting a comprehensive diagnosis of the database - Revamping the SOP and establishing verification processes - Verifying the database against other Databases, e. g. Dept. of Home Affairs and Dept. of Defence - Advise on a new definition of the Military Veterans to better realize the government imperatives to prioritize the provision of benefits and services to the former NSF members. Verify current members on Database Currently the database consists of 73, 733 military veterans as follows: - 17, 773 are former NSF members; - 4, 788 are former TBVC force members; and - 51, 172 are former statutory force members Activate action plans for verification This is an on-going process with the intervention/ assistance of DDSI Categorize new applicants This is an on-going process with the intervention/ assistance of DDSI 9
Follow-up matters from the DMV Turnaround Task Team Item Funding Issues raised in the Dashboard Progress report to date • Detailed plans per branch are in place to support the execution and delivery of military veterans benefits. Detailed planning and execution of • Progress on delivery vs spend is monitored and state funding received discussed where corrective actions are developed and monitored on a continuous basis. • Spend tracking is presented weekly to management. Investigate alternative funding generation options DMV is jointly working with DOD on different funding models. 10
Follow-up matters from the DMV Turnaround Task Team Item Benefits Issues raised in the Dashboard Progress report to date Allocate specific responsibility within DMV for refinement/clarification and implementation of each benefit allocation criteria Develop and implement a Service Delivery Charter linked to BATHO PELE principles Service Delivery Branches are currently developing, refining and finalizing Policies and Standard Operating Procedures for benefits allocation where there are gaps. Include Local Government to support delivery of benefits The department is in continuous engagement with different spheres of government towards service delivery, e. g. SASSA Job Placement Develop and implement integrated benefits delivery channels Determine the total benefits allocation requirement and prioritise according to beneficiaries and available funds A framework to be developed • The department has an approved Service Delivery Improvement Plan (SDIP). • The SDIP will be customised in line with Batho Pele principles to formalise the Service Delivery Charter. • The realistic budget for the benefits has been determined and the most needy beneficiaries are prioritised • The results of the comparison indicated a gap between the costing vis allocation. 11
Follow-up matters from the DMV Turnaround Task Team Item Benefits Leadership Issues raised in the Dashboard Progress report to date Develop and implement a Beneficiary Communication Plan to ensure clarity of service and expectation Communication strategy and plan have been developed and are awaiting approval and to be rolled out during the 2017/18 FY. Develop plan for Integrated Benefits Distributions Lead, Equip and Direct Management Team – Create Management Team • Note has been taken of the interrelationship of benefits. • Accordingly prioritization of benefits is being finalized as well as the development of systems and process for integrated delivery and control of benefits Continuous attempts to create an integrated and service oriented management team are in place Permanent Appointment – DG and all other positions • Filling of vacant funded critical posts is being attended to. • Some vacant posts were advertised on Sunday -05. 03. 2017 Develop & Implement Change Management Programme A Change Management Consultative process commenced in December 2016 12
Follow-up matters from the DMV Turnaround Task Team Item Governance & Risk Issues raised in the Dashboard Confirm and develop delegation to address regulations and clarify responsibilities focused on service delivery – Management and Branches Improve Risk Management Register Progress report to date Financial, Budget and Supply Chain Management Delegations are in place • The DMV has develop a risk policy and strategy. • A risk register is in place. • A Risk Management Committee (RMC) was established Clarification of roles, responsibility and A workshop has been arranged for the 15 -16 March integration of SANMVA, Advisory 2016. Council & Appeals Board. 13
Follow-up matters from the DMV Turnaround Task Team Item Structure Issues raised in the Dashboard Progress report to date Functional analysis of service delivery requirements and alignment of functional outputs Business Process Reengineering. Develop performance assessment Consultative process is underway with DPSA and National Treasury on the proposed structure. Conduct Skill Audit The Skills Audit will be completed by the 1 st quarter 2017/18 FY. Develop and agree on Training & Development Plans for all employees The department utilizes the PDMS to identify skills gaps as well as training needs. Performance Assessment are being conducted and will be completed by not later than the end of the 2016/17 FY. Personnel 14
Follow-up matters from the DMV Turnaround Task Team Item Communications Finance Performance Issues raised in the Dashboard Progress report to date Revise & Implement a Change Communication Plan to support change management within DMV Change Management Communication Plan is being developed by the end of the 2 nd quarter 2017/18. Comply to AG Report Matters raised by AGSA are currently being address through the Action Plans developed. Develop and implement accountability of all funds and benefits allocated and expenditure according to set procedures Correlation between allocation of benefits and funding The department is developing and finalising Policies and Standard Operating Procedures (SOPs) which will guide the provisioning of benefits and accounting for the funds allocated. • • The department has costed the APP 2017/18 in line with the allocated funds and related benefits. There is a necessity to negotiate the budget adjustment to eliminate the budget risk. 15
Follow-up matters from the DMV Turnaround Task Team Item Information system & Infra-structure Issues raised in the Dashboard Progress report to date Develop and Implement Database management plan • The Standard Operating Procedure (SOP) for the National Military Veterans Database has been developed needs to be approved. • The SOP for the Security of the National Military Veterans Database has been developed and is being finalised. • An integrated ICT System to support the National Military Veterans Database and provisioning of benefits is being developed and is to be completed during the 2017/18 FY. Develop a functional specification to modernize and enhance the Database Analysis of Call-Centre effectiveness The functional specification will be addressed through the development and implementation of an integrated ICT System. • In conjunction with SITA, an analysis of the effectiveness of the Call-Centre has been done. • Immediate interim and long term solutions are being developed. 16
Thank you! 17
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