Minister of Defence and Military Veterans Budget speech & responses by IFP and DA
11 May 2016
The Minister of Defence and Military Veterans, Nosiviwe Mapisa-Nqakula, gave her Budget Vote Speech on 11 May 2016
Deputy Minister Kebby Maphatsoe;
Fellow Cabinet Colleagues;
Co-Chairperson and members of the Joint Standing Committee on Defence and the Portfolio Committee on Defence;
The Military Command Council;
The Defence Secretariat Council;
The executive management of Military Veterans;
The Military Ombud;
Members of the Defence Force Service Commission;
Members of the Armscor Board;
The Chairperson of the Castle Control Board;
On the occasion of his inauguration as President and appointment as the first Commander-in-Chief of our South African National Defence Force, President Nelson Mandela reminded us of the past we were putting behind us and never to return to, when he said:
Quote “We enter a covenant that we shall build a society in which all South Africans, both black and white, will be able to walk tall, without any fear in their hearts, assured of their inalienable right to human dignity – a rainbow nation at peace with itself and the world.” CLOSE QUOTE
We come before this nation to outline a budget aimed at supporting our commitment to build the SANDF as a national asset and pride of the nation, capable of defending our democracy and its gains. We should all vigilantly guard against it being used to negate the gains we have all made in building a stable country that continues to deal with its various challenges under conditions of peace.
I have on several occasions appealed to all members in this House to resist the dangerous temptation of playing politics with an important asset such as the SANDF. No one should be allowed to even insinuate that this military can be used to pursue the political agendas of any party.
The entire leadership of the Defence Force, and its dedicated women and men, are committed to this effort of fostering stability and peace, not only here at home, but in the entire continent. The South African National Defence Force is non-partisan and remains loyal to the Constitution and the people of this country. I would like to thank members both in uniform and civilian who have remained true to these values.
In my budget vote speech last year I informed this House that the financial year 2015/16 would be devoted to planning the implementation of the Defence Review 2015.
I stated that I will focus on ministerial priorities whose implementation will be key to the realization of the targets of the first stage of Milestone 1 of the Defence Review 2015. These priorities include the Defence Funding Model, Human Resources Renewal, Capability Renewal and the continuance of the Ordered Operational Commitments.
The 2016/17 Annual Performance Plan contains 12 outcomes that can be achieved within the current budget allocation. These are as follows:
Sustained ordered defence commitments.
Capability sustainment and renewal.
Maintained defence facilities.
Restructuring of the SANDF.
DOD Human Resources Management.
Enhancement of Military Discipline.
Establishment of relationships between DOD education, training and development programmes and accredited tertiary institutions for military and civilian members.
Development of the Defence Funding Model.
Establishment of Defence Industry Engagements.
Strategic direction for the implementation of Defence Review 2015 (Milestone 1).
Strategic communication intervention.
Parliament is urged to note that substantial progress has been made towards the completion of a costed comprehensive Milestone 1 Plan to arrest the decline of SANDF capabilities.
It is worth reminding ourselves of what the President of the Republic and Commander-in-Chief of the South African National Defence Force, His Excellency Jacob Zuma said in his State of the Nation Address in June 2014:
QUOTE “South Africa will continue to support regional and continental processes to respond to and resolve crises, promote peace and security, strengthen regional integration, significantly increase intra-African trade and champion sustainable development in Africa. This role will continue and government is looking into the resourcing of the SANDF mandate in line with the recently concluded Defence Review.” CLOSE QUOTE
There is no doubt that it is in our national interest to have a Defence Force capable of supporting our national security imperatives, foreign policy objectives and the country’s economic interests. It must have the capacity to defend and safeguard the sovereignty of the Republic, keep and enforce peace outside its borders, and have an offensive capability to deter potential aggressors.
In order to do this, the Defence Force should be sufficiently resourced and skilled to execute operations across the full spectrum of conflict. An inadequately resourced Defence Force will have a negative impact on operational outputs, including the loss of life. As a country we have come to the point where we must make a critical decision on the future of the Defence Force. The longer we delay arresting the decline, the harder and more expensive it will become to reverse this trend.
The budget for the financial year FY 2016/17 is R47 billion which is approximately 1.05% of our Gross Domestic Product (GDP). Our MTEF allocations indicate that for FY 2017/18, our budget will decline to 1.03% of GDP and for FY 2018/19 a further decline to 0.98% of GDP. These figures indicate a persistent decline of the defence budget.
Honourable Members must take note that this will have serious implications on the defence function of the Republic of South Africa. The R5.5 billion reduction in the defence budget over the MTEF period will have the following negative consequences:
the ability of the DOD to rejuvenate the SANDF,
the compensation of employees will be affect,
the force will continue to age,
insufficient members to sustain operations,
an increase of the SANDF skills gaps,
an accelerated loss of expertise,
The reduction in real terms of the defence budget allocation over the last few years has forced us to reduce the numbers of MSDS from 8 955 in 2012 to 3 863 in 2015. We will be forced to further reduce the MSDS intakes into the future.
Over the last seven years, the reduction in the operating and capital portions of the defence allocation has adversely affected training and operations. This has far-reaching implications for the DOD and the country, given the ever increasing demands being placed on the SANDF.
We have consistently indicated to this House that the defence allocation should be incrementally increasing towards at least 2% of GDP, yet the above shows that defence is consistently 50% underfunded, with compounding effects on our ability to conduct operations.
A comparative analysis of our SADC partners further underscores how under-funded the SANDF is. Examples include: Zimbabwe 3% of GDP; Botswana 2.7%; Angola 5.7%; Namibia 3.1%; Swaziland 3.1%; and Lesotho 3%.
Mindful of the fiscal constraints facing government, I have directed both the department and Armscor to think creatively about a strategic investment plan to enable the Defence Force to execute its constitutional mandate. The Department has thus initiated the development of a funding model for the Defence Force.
An early conservative assessment of the defence property asset value indicates that significant value can be leveraged from these assets. We are specifically engaging with the National Treasury on the method whereby a percentage of these assets can be leveraged, not only for the benefit of the Department of Defence, but also in support of the national fiscus. We will be engaging with Parliament to support this very important initiative.
Additional sources for a future Funding Model may include:
A more efficient collection of reimbursement from the United Nations for peace support missions.
The leveraging of DOD intellectual property.
The rightsizing of the human resource component of the department.
The disposal of redundant equipment.
In-house maintenance and repair of some of our assets and facilities.
The Department has further begun to introduce measures to improve efficiencies in many areas of its work with a view to cutting costs and improving effectiveness.
Chairperson and Honourable Members,
I am happy to report that since the previous debate, significant work has been done to lay the foundation for the incremental implementation of the Defence Review 2015. This work includes the following:
The development of a new Military Strategy has commenced, including a new Force Design and Force Structure.
The Cyber Warfare Strategy is at an advanced stage of development as well as the Sensor Strategy that will enhance border safeguarding.
The Officer and Non-Commissioned Officer career paths have been reworked.
The accreditation of senior defence education, training and development programmes with tertiary education institutions has been done.
The Military Disciplinary Bill received pre-certification from the Office of the State Law Advisor.
Training of personnel in specialized musterings such as medicine, aviation and engineering is underway in partnership with countries such as Cuba and Russia.
The SANDF has recovered its Astra trainer-aircraft fleet that was due for disposal.
The identification of a site for the new Defence Intelligence Headquarters and the allocation of a budget thereto.
The development of the profile of the future soldier.
It is a great accolade for the Defence Force that, despite the constraints under which it operates, it still manages to execute assigned operations with commendable professionalism and success.
I am pleased to report back that we have increased the companies deployed on our borders from 13 to 15 as I had committed last year. This is still short of the 22 companies stipulated in the National Security Strategy. Despite this shortfall the SANDF achieved major successes during the past financial year. Reserves are currently contributing more than 50% of forces deployed on the borders.
The SANDF continues to be part of the United Nations Peace support and enforcement missions in the DRC. We are proud to report to you that one of our own, Lt Gen Derrick Mgwebi, was recently appointed by the UN Secretary-General as the Force Commander for MONUSCO – the single largest UN military mission in the world.
Unfortunately we had to recall 47 troops due to serious disciplinary infringements. They have been subsequently discharged.
We have been at the forefront of creating the African Capacity for Immediate Response to Crises (ACIRC) as an interim measure towards establishing the African Standby Force (ASF). South Africa is also tasked with being the Framework Nation for ACIRC until June 2016.
In November 2015, we hosted Exercise Amani Africa II on behalf of the AU to assess the readiness of the ASF. The technical assessment report is to be presented to the AU Summit in June 2016, and will inform the operationalisation of the ASF.
South Africa deployed forces in the Darfur region of Sudan in 2008 as part of the AU/UN hybrid mission. The Sudanese Government made it increasingly difficult for us to provide logistic support to our troops, and impossible for our forces to protect the women and children of that country.
As a result a decision was taken to withdraw the force with effect from 1 April 2016. This force will not be replaced. A team of logistical experts will manage the withdrawal of remaining SANDF assets over a six months period.
The South African Navy continues to patrol the Mozambique Channel in conjunction with the Air Force. Since the deployment of Naval assets in the Mozambique Channel no further incidences of piracy have been reported. Nevertheless, we are mindful of the developing challenges in the Gulf of Guinea and have thus entered into discussions with the Namibian and Angolan governments to pursue joint maritime patrols along the West Coast.
Chairperson and Honourable Members,
Operation Thusano is directed at the maintenance, repair and preservation of military equipment, with the assistance of a technical team from the Cuban Defence Force. Since the inception of the programme in 2014, a total of 1320 vehicles are now operational and 850 vehicles have gone into preservation. The planned maintenance and repair of vehicle for FY 15/16 would have cost the department about R700 million. We repaired the vehicles for R276 million with a saving of R424 million. It is estimated that the DOD will save approximately R 1.75 billion over four years.
As Honourable Members are aware, advances in science and technology demand a highly educated and skilled Defence Force. The University Reserve Training Programme system is designed to enable the Defence Force to recruit the brightest and best from our tertiary institutions.
To this end, 275 university students have completed their basic military training and are continuing with officer and functional training before being deployed to Reserve Units. There is great demand among university students to join this programme but a lack of funding has stunted its growth. This is regrettable as it denies the Defence Force the opportunity to recruit critical skills into the Reserves and the Regulars.
Last year on this occasion I expressed a strong wish to have a Defence Force that reflects the demographics of our country. In pursuit of this commitment, I directed the Chief of the SANDF and Service Chiefs to target the recruitment of those under-represented communities. One hundred and three (103) young white recruits are currently undergoing training as part of the 2016 MSDS intake. This constitutes approximately 6% of the current intake, compared to 4% in the last intake. Nonetheless, this remains an area of concern and more work needs to be done.
I also reported to this House that a target of 30% female membership of the SANDF had been met. There are now 5 women Major-Generals and 41 women Brigadier-Generals (which represents an increase of 17% in Brigadier Generals in the last year) and 8 women Defence Attachés and Assistant Defence Attachés. Progress continues to be made in the quest for gender equity in the Defence Force.
Statistics compiled in February this year show that 15% (64) of command positions are now filled by women soldiers, while 38% (20) of senior management positions are occupied by women. This also remains work in progress.
The establishment of the office was in response to the need for a speedy and fair resolution of the grievances of military members. During 2015/16 the Military Ombud received 483 cases and has finalised 365 thereof. The recommendations of the Ombud are submitted to the Chief of the SANDF for implementation, and they meet on a regular basis to address outstanding matters.
In order to empower the Military Ombud, I have approved and promulgated the Military Ombud Complaints Regulations by publication in the Government Gazette of 16 November 2015.
On 03 March 2016 we launched the National Defence Industry Council (NDIC). It is crucial that we look at the requirements of the SANDF and its acquisition plans to see where they can be met by local suppliers. This will also enable defence industry companies to plan ahead against the acquisition plans of the Defence Force. As government we also have an obligation to assist our defence industry to penetrate export markets in Africa and beyond.
Since the appointment of the Armscor Board and the CEO, Armscor has developed a new strategy which strongly focuses on the SANDF as its primary client. This strategy deals with the rapid acquisition of equipment in support of urgent operational requirements for the SANDF. Armscor is assisting the DOD with developing the Funding Model to support the implementation of the Defence Review 2015. ARMSCOR will be hosting the biennial African Aerospace and Defence (AAD) exhibition that will be held in Pretoria in September 2016. There has been significant interest in the AAD 2016, with an estimated 450 exhibitors expected to participate.
In September 2015 I instructed that the Armscor Dockyard in Simon’s Town be run under a business model as recommended by the Defence Review 2015. The Naval Dockyard is returned to the control of the Navy.
This year the Castle of Good Hope marks 350 years of its existence. The Deputy Minister will elaborate on this matter.
The Defence Force Service Commission exists to provide the Minister on an annual basis with recommendations on improvements of salaries, service benefits and conditions of service of members of the SANDF. We welcome and support the recommendations made by the Defence Force Service Commission on the improvement of conditions of service of defence members. Nonetheless, we are seriously constrained by the reduction in the defence allocation over the MTEF.
The Defence Force Service Commission is planning a conference at the end of this year to celebrate the 22 years of existence of the SANDF.
The SANDF will contribute on an ongoing basis to Operation Phakisa, growing the ocean economy, and one of the key priorities of government. The SA Navy will in particular deploy its assets to protect the Republic’s territorial waters and its maritime resources. Naval Station Durban is being upgraded to a fully-fledged naval base to support this project. It further provides an opportunity for the local production of naval assets such as patrol boats.
I am pleased to report that I signed a Memorandum of Understanding with the Government of the North-West Province in August 2015 whereby the SANDF will use its footprint in the Province to support rural development initiatives. This pilot project will see local economic growth being stimulated through military units directing procurement to SMME’s and local cooperatives, with the objective of achieving food security. We have made significant progress in this regard, and we wish to roll this out to the other eight provinces.
During the Budget Vote last year I indicated that I will be deploying a team to help address the strategic and operational problems and to implement a turn-around strategy to stabilize and capacitate the DMV. This was as a result of the need to reverse the declining, and at times non-existent levels of service delivery, accountability and good governance within the department.
As per our undertaking last year, a Turnaround Team with a steering committee and a full time Project Management Office was established and integrated into the Department. The team is also supported by a resource panel drawn from various military veterans based on their expertise. The team is currently structured in work streams as per mandate on the Terms of Reference, to cover health, housing, education and finance.
The Team presented a comprehensive report on their findings, recommendations and on some of the key interventions to both the Deputy Minister and myself.
One of the key interventions that we have now made in stabilizing the department is at leadership level, where there were many vacancies at Management level.
Since then we have managed to appoint two additional DDGs to oversee core business, the CFO position is now filled and the process is underway to fill the position of the Director General. The stabilisation of the Executive Management will give impetus to the Turnaround and assist in unlocking current systemic blockages in the delivery of services and benefits. Since the last budget vote, the statutory structures of military veterans have been established and are fully operational, namely: the Military Veterans’ Appeal Board and the Advisory Council.
A specific area of concern is the integrity of the information within the Military Veterans’ Database, which impacts negatively on the Department’s ability to deliver services and benefits to bona fide beneficiaries. Furthermore, we must reflect on the appropriateness of outsourcing the delivery of benefits to military veterans.
As a former woman combatant, I know truly well the unique challenges faced by our women veterans as a result of their experiences while serving in the military. It is for this reason that earlier this year we launched the Women Military Veterans Association of South Africa (WOMVASA). This initiative should not be viewed as creating parallel structures within the military veteran’s fraternity, but rather to enhance the work of women in these structures.
Chairperson and Honourable Members,
In conclusion, I would like to single out and express our most sincere gratitude to those South Africans who continue to generously contribute to the SANDF Education Trust Fund. As you may be aware, this Fund was set up in the aftermath of the Central African Republic where we lost 15 of our members, to allow us to support the children of soldiers who lose their lives in battle.
Similarly, I would like to thank the generous sponsors of the Goodwill Parcels which we provide to our deployed soldiers each Christmas period.
I would like to thank the members of the Joint Standing Committee on Defence and the Portfolio Committee on Defence for the excellent cooperation which we have enjoyed over the last year.
I would further like to thank the Military Command Council, Defence Secretariat Council and the members of the Ministry for their unstinting support.
I thank you.
Budget Vote Debate- Extended Public Committee National Assembly Mr Narend Singh, MP IFP
I deliver this debate on behalf of the Honourable Mncwango, and state at the outset that the Inkatha Freedom Party supports this budget vote.
The Defence review appears to have been for all intents and purposes ‘shelved’ and is busy collecting dust. A phased implementation of the Defence Review is now becoming more and more of urgency. Our existing equipment is becoming obsolete and large-scale replacement thereof being way beyond our existing budget and availability of funds for that purpose. This matter cannot be postponed any longer. A phased-in implementation of the defence review must begin in earnest Honourable Minister.
Rejuvenation of our Defence forces must also be prioritized. We have an ageing leadership with little being done to foster younger military progression through the ranks.
Morale of soldiers remains a concern; we attribute this to a growing lack of discipline within the ranks; the slow pace of progression of military careers; and the obsolete and/or poor state of military infrastructure and equipment.
Deployment of peace keeping forces in the region comes at great expense to our already strained economy. Why do we persist in deploying our troops into regional areas of great hostility when we are struggling to afford it and secondly when, our equipment is largely unsuitable to the terrain and conditions of the deployment theatre? Specialized weaponry is required and without it we are placing our troops at far too great a risk and disadvantage to be effective.
We support a form of National Service for our youth. This would not only inculcate a sense of patriotism but would also develop life skills like discipline which would augur well for these youth later on in life. Also given the large scale youth unemployment, a form of national service would provide our youth with purpose, and this is fundamental in the building of self-esteem.
Discipline within our defence force and overall morale of our troops remains low. This frustration boils over from time to time and we see our soldiers becoming involved in criminal activities.
This must be reined in. Military discipline is foundational and key in any successful defence force. It is a culture that must be bred and enforced with zero tolerance.
Lastly, I would like bring up the matter of our military veterans. There is one SANDF with one Commander-in-Chief, who is the President of the Republic of South Africa. Why is it then that we have political party in this country that still has its own private army? What is military veteran about our military veterans? This is in essence a resuscitation of Umkhonto weSizwe and is being used to give it the honours it did not have at the height of the conflict. Additionally, the high visibility that is accorded to military veterans in intra-political party conflicts is most worrisome. Marching for Zuma, etcetera when in fact, we as the South African tax payer are paying for their medical aid, veteran’s pensions and grants.
We accordingly call for a full revisit to what it means to be a military veteran. What are the criteria that determine same? And reiterate calls for what we thought was agreed upon when we became a democracy, which was the demobilization of all military forces, save for the one national defence force.
Umkhonto weSizwe Military Veterans’ Association (MKMVA) remains a private army of the ruling party and must be disbanded.
The IFP supports the budget vote debate.
I thank you.
Our Citizens Must Come First : Kobus Botha DA
Chairperson, the Department of Defence operates in a highly regulated environment, bound by requirements in the Constitution, the Defence Act, PFMA, NDP, Defence Review (DR), and the economic and budgetary constraints.
When analysing these, one can find a cacophony of priorities and interests, leaving one with more questions than answers.
This budget is a reflection of three conflicting sides: the political priorities of the ANC, the demands expressed in the NDP and the DR, and the economic realities. We must question what type of defence force the government wants, what we can afford, and what we require.
The SANDF has changed from a competent and able defence force, to one the Secretary of Defence made clear will not be able to meet the requirements of DR Milestone 1 … “arrest the decline” …
“… The persistent and continued downward trend in real terms of the funding allocation to defence has reached a point where the DoD runs the risk of losing some of its current capabilities in addition to previous losses thereby compromising national security to defend and protect the Republic. Such a decline in funding is also visible in the slow pace in terms of the renewal, maintenance and repair of our prime mission equipment.
In the battlefield soldiers continue to use old and obsolete equipment with poor serviceability that hampers UN reimbursements”
We must re-evaluate the NDP and DR priorities to determine which of these are still relevant. When the DR was accepted, the economic growth projection was very different from current economic realities.
Minister, some budgetary contradictions you need to reconsider:
- Total budget allocation increased by 4.6%, which is a decrease in real terms. (CPI -1.86%, “Military inflation” 11%?)
- Staff costs are close to 60% instead of 40%
- Consultants still increase from R8.3m to R49.9m
- Operating Leases increased from R298.5m to a staggering R1.274bn. This must be the source of the lease for the new Luxury jet for the President?
- Acquisition services increase of 64.93% requires you to explain what will be bought that is of such a necessity.
- Land-border patrol units increased from 13 to 15, while we require 21, but at the same time the allocation for Regional Security decreased by 12.91% in real terms. This raises a concern on the capability to effectively protect our borders and citizens.
- The decrease in the Support Capabilities will have implication for the serviceability of all our strategic equipment, which will impact negatively on the Peacekeeping missions’ reimbursements.
- While SAAF training targets decrease, its budget increased by a staggering 189.97%. It will be a disgrace if this is paid to Russia and Cuba for training our pilots, while we have underutilised facilities.
- While we have continuous complaints of the serviceability of equipment e.g. aircraft, technical support decreased by 37.6%. This must be the cause of the poor maintenance of among others Inkwazi, which is being used as a motivation for a new VVIP aircraft.
- The decrease in Transport and Maritime capability of 20.64% will have a major impact on the SAAF ability for maritime border safeguarding and support to our Ocean economy.
- While there is a reduction of forced employment hours flown of 1 500 hours, which impacts on training and qualifying criteria of our pilots, there is a major increase in fuel, oil and gas of R100m and an increase in VIP flying hours up to 1 000 hours.
- This gives the impression the ANC and its VIPs comes first and the interest of the SANDF and the citizens last. The Executive will gallivant while the safety of our troops and citizens are compromised.
- An effective maintenance program for Inkwazi, which is relative new in commercial terms, will provide reliability for travels.
- Min Gordhan must agree the cost of acquiring a R4bn luxury jet for more extravagant travels, to the despair of citizens, is highly inappropriate and should not be allowed.
- Our fleet of C130s is more than 60 years old, and needs to be replaced. We require affordable, reliable and customised airlift capability in support of our troops, mid-air refuelling, long-haul maritime and land-border patrols, humanitarian and disaster relief missions, and capacity to transport equipment.
SA Navy budget:
- While the Maritime Defence programme will focus on the long-term acquisition of patrol vessels, the allocation to the SDA has been reduced by R350m, which will jeopardise the acquisition of these vessels.
- The budget reflects an increase in combat capabilities, with sea hours to remain at 12 000, but there was a huge decrease in the allocation to fuel, oil, and gas from R81.4m to R19.1m. This will compromise the maritime patrol and defence capability.
It is evident that the Secretary of Defence and those in the Command structures are expected to fulfil their tasks with one arm tied behind their backs. We must choose between the politically driven defence, and what is constitutionally and legally expected and affordable. Not the ANC first and the citizens last.
You responded in the NCOP to a question on why our pilots are trained in Russia and Cuba: “… You are not going to be able to give them those flying hours because there are no aircrafts . I will tell you that some of the aircrafts were taken by some of the people who left the air force. When we talk about shortage it has to do with the fact that some of the assets were stolen.”
In 2013, in response to a question, you acknowledged that almost half of the Gripens bought were in storage: “The SAAF has 12 Gripen fighter aircraft placed in long-term storage.”
Minister, explain to us this contradictions, and fabrication of the facts which has damaged the credibility of SAAF and its pilots.
You were very adamant that a new R4bn luxury aircraft will be acquired for the President, come hell-or-high-water. Explain how you can compromise our airlift capability as represented by this budget, the safety of our troops, and the safety of our citizens, in favour of the comfort and luxury of the executive, or is simply the ANC and Pres Zuma come first and the country and its citizens come last? Tell us if you had concluded the long-haul aircraft lease, and has Min Gordhan condoned this unnecessary and avoidable expense?
Chairperson, these budget proposals do not allow the SANDF to comply with the NDP and DR targets, and the budget priorities is not realistic for SANDF of today and beyond. Our safety and sovereignty will be compromised, and it will prevent the SANDF from fulfilling its constitutional responsibilities. It will have an impact on investors’ confidence, economic growth and job creation for years to come.
The interest of our citizens must come first.
I thank you.
DMV is synonymous with discrimination, inequality and injustice, and characterised by incompetence, inefficiency and ineffectiveness: Shahid Esau DA Shadow Deputy Minister of Defence and Military Veterans
Does the Department of Military Veterans reflect its vision of a dignified, unified, empowered and self-sufficient military veterans’ community; and itsmission to facilitate delivery and coordinate all activities that recognise and entrench the restoration of dignity and appreciation of the contribution of Military Veterans to our freedom and nation-building?
Let’s reflect on the following problem: in the financial year of 2014/2015 out of 58 000 veterans, only:
· 693 received support from DMV in collaboration with SASSA
· 6 795 received healthcare support
· 2 450 received training and skills
· 645 received bursaries.
· 1 696 accessed job opportunities
· 134 have been approved for houses.
· 160 families received burial support
· 9 MVs houses were rescued from repossession.
· 24 MVs registered as new service providers on DMV SCM Database.
· 96 cooperatives were registered to benefit MVs and their dependents.
· 78 new service providers provided skills programmes for MVs.
· 41 houses were built FY2015/16 for MVs.
Who are they? This is the black box. A department which lacks transparency and accountability. Many a question in this regard was simply answered without any detail.
The National MV Database is only 37% verified, and denies 63% of MVs from receiving any benefit. This process will only be finalised by the 2019/20 financial year. This department refuses to use existing Certified Personnel Registers (CPRs) of Statutory Forces, and compels them to reapply through a protracted process that literally could take more than two years. Some MVs simply lost all hope of being registered, not to speak of the verification process that follows.
Now, DMV wants to amend the legislation and regulations to make dependents beneficiaries of burial support and healthcare, whilst the majority of MVs are excluded. How can that be just and fair, given the limited resources for MVs?
The MOUs and SLAs remain a challenge and strategic risk in the delivery of benefits and services to MVs. The Transport MOU has not been concluded for three years – a necessary benefit that would facilitate access to work, study or training opportunities. Of course, DMV blames other departments for not spending 50% of its budget FY2014/15. By the end of the third quarter FY2015/16, DMV only spent 35% of its budget, at the expense of MVs.
To add insult to injury, unqualified and incompetent staff hamper the delivery of benefits and services to MVs. The Management Performance Assessment Tool (MPAT) was damning in FY2012/13 when it described the DMV as the worst performer with less than 1 out of 4, and continues to be so. Yet, it sets itself the maximum target of 4 when the basics and essentials are not in place. And it does with a number of performance targets, such as 80% for database (37% achieved), 30 international partnership agreements (1 achieved), 3000 MVs access to Training and Skills Development (1410 MVs), and 3000 houses (41 built).
At this moment, a leadership vacuum exists: the Secretary of Defence is the acting DG of DMV, and the CFO was recently appointed.
The audit findings indicate a lack of internal controls, while the three person Internal Audit is totally inadequate and lacks the capacity to deal with the situation by its own admission. This situation is exacerbated by a lack of ICT, which poses a strategic risk to the organisation.
Under these circumstances, how is it possible for DMV to have an independent vote? We anxiously await the report by the Turnaround Task Team.
DMV claims to be an employer of choice to attract professional, competent and experienced employees. We only hope that the best candidates are selected for the outstanding positions, while the reality creates much scepticism. The skills audit of existing staff is urgent and necessary to address these shortcomings.
Of the nine DMV Provincial Offices only three are functional. These offices were supposed to bring access closer to MVs. With all the complaints that are received on a regular basis, I can only conclude that these offices lack the capacity to serve their purpose. With a budget cut for these offices of R10m, the DMV needs to pull up its socks.
The honourable Minister must give clear guidance regarding demands for integration of former SACC into SANDF, and the status of Internal Struggle Forces. Moreover, we need guidance on the recognition of SACC, as a previous request in 2015 to fund a SACC event in Worcester was denied, despite its representation on SANMVA.
DMV must clean up this toxic mix of poor performance, under-spending and lack of expertise as a matter of urgency.
Stop undermining freedom, fairness and opportunity for all MVs.
No related documents