south african social security agency half year progress report presentation to the portfolio...
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SOUTH AFRICAN SOCIAL SECURITY SOUTH AFRICAN SOCIAL SECURITY AGENCYAGENCY
HALF YEAR PROGRESS REPORT HALF YEAR PROGRESS REPORT PRESENTATION TO THE PORTFOLIO COMMITTEEPRESENTATION TO THE PORTFOLIO COMMITTEE
8 November 2006
PURPOSE OF PRESENTATIONPURPOSE OF PRESENTATION
The presentation focus on the following:• Progress on social security agency priorities
over the MTEF period:– Establishment and operationalisation of the agency– Measures to improve service delivery
• Budget and spending trends• Conclusion
SASSA PRIORITIESSASSA PRIORITIES• Improving service delivery quality
– Improve turn around time for grants processing
– Development of a service delivery model– Implementation of priority norms and
standards– Development of effective forecasting model– Implement customer charter
SASSA PRIORITIESSASSA PRIORITIES
• Organizational capacity– Recruitment of staffs for the Agency– Implement HR systems and policies.– Establish change management
infrastructure– implement human capital management
development and training plans.
SASSA PRIORITIESSASSA PRIORITIES
• Improvement of payment services– Improve conditions at access points– Develop and implement an optimal
infrastructure plan• Enhancing grant process integrity
– Improve data quality– Standardize business processes
Customer Management ProgrammeCustomer Management Programme
Customer Centric Services• Refined customer charter, aligned to service delivery
objectives and priorities• Developed Interim Grant Application Process to
standardize grant application process• Piloted in several regions strategies to improve
turnaround time to 1—3 days. • Drafted processes for unclaimed benefits and cross
boundary transfers
Customer Management Programme (cont.)Customer Management Programme (cont.)
• Developed and implementing strategy for establishment of electronic registries
• Established National Needy Learner Database – to identify poor learners within schools, promote access to child grants
• Completed customer relationship management strategy.
Customer Management Programme(Cont.)Customer Management Programme(Cont.)
Infrastructure• Completed designs and layouts for service offices and
pay points.• Improved helpdesk services at pay points• Procured mobile offices (vehicles) to increase access in
rural and nodal areas. To be piloted in 2 regions. Full roll out for 2007/08
• Monitoring report of service providers, aimed at improving compliance and improving conditions
Strategy and Business Development Strategy and Business Development ProgrammeProgramme
Business Integration• 8 of 9 regional offices, plus some district and local
offices, moved to offices separate from DSD• Grant administration function has been capacitated with
transfer of more than 6 000 staff from provincial offices• Support function policies, procedures and delegations
are being rolled out to regions• Grant administration policies, procedures and
delegations implemented with clear reporting and accountability
Strategy and Business Development Strategy and Business Development ProgrammeProgramme
Business Partnerships• Costing of policies, grant and beneficiary projections,
through macroeconomic and micro-simulation modeling techniques
• Verification of grant projections completed• Met with various institutions to assess where they can
support and assist the Agency in promoting service delivery
Strategy and Business Development Strategy and Business Development programmeprogramme
Trends in Beneficiaries
Average annual
Growth ingrowth rate
over
Grant Types September-05 September-06Beneficiarie
s period
Old Age 2,106,482 2,165,935 59,453 2.8
War Veterans 3,076 2,566 -510 -16.6
Permanent Disability 1,062,857 1,125,447 62,590 5.9
Temporary Disability 197,892 247,080 49,188 24.9
Foster Care (children) 284,036 363,684 79,648 28.0
Care Dependency (children) 86,737 93,879 7,142 8.2
Child Support (children, total) 6,219,994 7,496,904 1,276,910 20.5
CSG (children, 0-6 years) 3,582,971 3,943,707 360,736 10.1
CSG (children, 7-8 years) 1,126,456 1,177,238 50,782 4.5
CSG (children, 9-10 years) 952,395 1,138,114 185,719 19.5
CSG (children, 11-13 years) 558,172 1,237,845 679,673 121.8
TOTAL 9,961,074 11,495,495 1,534,421 15.4
Strategy and Business Development Strategy and Business Development ProgrammeProgramme
Trends in Beneficiaries
Average annualGrowth in growth rate over
Region September-05 September-06 Beneficiaries period
Eastern Cape 1,899,353 2,177,880 278,527 14.7Free State 652,775 707,414 54,639 8.4Gauteng 1,232,063 1,354,479 122,416 9.9KwaZulu-Natal 2,234,418 2,732,297 497,879 22.3Limpopo 1,479,933 1,697,492 217,559 14.7Mpumalanga 755,614 871,850 116,236 15.4North West 790,597 952,799 162,202 20.5Northern Cape 202,491 225,635 23,144 11.4Western Cape 713,830 775,649 61,819 8.7
TOTAL 9,961,074 11,495,495 1,534,421 15.4
Corporate Services ProgrammeCorporate Services Programme
Human Capital Management• Recruitment policy and delegations finalized• 60 % of identified critical posts have been filled• Approved organizational structure is currently under
review to ensure alignment with service delivery model• Most contract workers transferred from DSD now
absorbed into Agency as permanent staff members• Collective bargaining forum is being established• Essential Services Committee has designated SASSA as
an essential service
Corporate Services programmeCorporate Services programme
Human Capital Management, cont’d
• Labour relations forum established • Training and Development interventions have commenced• Functional training 295• Employees studying Social Security 645• Skills audit underway• HCM policies, training interventions focusing on core functions
are in development stage• Performance contracts for 80 % of SMS, 54 % of levels 1--12
Corporate Services ProgrammeCorporate Services Programme
Legal Services• Developed draft litigation strategy• Consultation with relevant stakeholders
currently underway• Ad hoc assistance and structural assistance
provided to regional offices
Information and Communication Technology Information and Communication Technology ProgrammeProgramme
• Critical business systems (BAS, PERSAL, LOGIS, SOCPEN) have been operationalised
• ICT support services provided through a SITA business agreement, while finalizing tenders for open market
• SOCPEN system managed, loopholes being closed as per previous audit
• SASSA website operational• SASSA intranet developed• Home Base electronic document management system
acquired• ICT governance structures and standard policies
developed
Communications, Marketing and Change Communications, Marketing and Change Management ProgrammeManagement Programme
• Three-year Communication Strategy and Plan developed• Internal Communication plan developed including a
regional alignment process• Finalized and introduced interim Brand. • Corporate identity standardization process concluded• National switchboard established• Call centre establishment project to be transferred from
DSD• Complaints handling guidelines in place
Finance and Supply Chain Management Finance and Supply Chain Management ProgrammeProgramme
• Budgets from provincial DSD transferred to Agency
• Detailed budgeting template created and rolled out
• Bid Committee formed and is fully functional• Supply Chain Management policies and
processes authorized and implemented
Audit and Risk Management ProgrammeAudit and Risk Management Programme
• Chief internal auditor and professional staff appointed• Audit policy developed• Risk management policy developed• Monitoring and Evaluation process established• Partnerships built with other data sources, other institutions• Special Investigating Unit (SIU) appointed for 3 years to
assist with investigations• 15 982 government employees receiving grants suspended• Fraud hotline with 24 hour number, received over 43 000
cases referred for investigation
Budget and spending trendsBudget and spending trends
_____________________Budget Allocations 2006/07 As at 30 September 2006
__________________________________________________
Budgeted (R ’000) Actual (R ‘000)
SASSA TOTAL 3,815,406 1,660,721
HEAD OFFICE 358, 355 74,042
REGIONS 3,457,051 1,586,679
Budget and spending trendsBudget and spending trends
Budget Allocations 2006 / 07 As at 30 September 2006
Budgeted (R '000) Actual (R '000)Head Office 358,355 74,042
Corporate Service 79,548 10,401Strategy and Business Development 33,123 5,267Customer Care 13,767 1,341Information and Communications Technology 169,044 32,043Treasury / Finance 30,645 4,967Communications and Marketing 17,060 2,366Office of the CEO 15,168 17,637
Budget and spending trendsBudget and spending trends
Budget Allocations 2006 / 07 As at 30 September 2006
Budgeted (R '000) Actual (R '000)
Regions 3,457,051 1,586,679
Eastern Cape 655,001 260,412
Free State 225,618 106,324
Gauteng 367,213 136,878
KwaZulu-Natal 807,009 582,597
Limpopo 498,948 166,531
Mpumalanga 257,374 93,078
North West 312,725 113,836
Northern Cape 94,185 41,203
Western Cape 238,978 85,820
ConclusionConclusion
• The SASSA establishment process is proceeding well in line with the expectations of as presented in the strategic plan
• SASSA has taken over full responsibility and accountability of the administration and payment of social grants across all nine provinces.
• The following issues pose challenges and risks for the agency:– Ceding of contracts and associated budgets from the
provincial and the National Departments of Social development to the Agency.
– Current state of litigation, magnitude of liability in respect of cost orders grants against SASSA.