strategic plan 2009 / 10 - 2013 / 14 vote12 · strategic plan 2009 / 10 - 2013 / 14 vote12. we...

STRATEGIC PLAN

2009 / 10 - 2013 / 14

VOTE12

We hereby present the departmental five year strategic plan for the department of social development, women children and people with disabilities for the MTEF cycle 2009/10-2013/14. Top in government agenda is the following five priority focus areas:• Creation of decent work and sustainable livelihoods;• Education;• Health;• Rural development, food security and land reform;• Fight against crime and corruption.

The Department has aligned its plan with Vision 2025, where government has put effort to set out strategic objectives that define the kind of society we wish to become.

High on our agenda as the Department will be to address social illness amongst communities and alleviate poverty through several social development programmes.

This Strategic Plan outlines the key Departmental strategic priorities as informed by the Medium Term Strategic Framework that has been adopted by the ruling party. The outcome based plan for the Department, has also been aligned to the presidential outcomes to ensure that as we implement our programmes we also focus on outcome oriented results based approach. Protection against forms of deprivation will be realised by implementing numerous programmes that aims at alleviating social pathologies that ravages our communities in the North West Province. As way of giving effect to the constitutional mandates, the Department will provide social development packages targeting the marginalised groups.

The following priorities will continue to have direct and indirect influence in our mode of service delivery as the Department:

• Implementation of Masupatsela Youth Pioneer Programme;• Roll - out National Information Social Integrated System; • Massification of Early Childhood Development Programme; • Mitigation of the impact of HIV and AIDS on our communities; • Strengthening of Victim Empowerment Programme; • Improving Sustainable livelihood Programme; • Improving Social Infrastructure Development Programme.

In executing these Departmental priorities, the Department will focus on the following mandates which are in line with the abovementioned priorities:

• Reduction in the abuse of substance• Promotion and establishment of Early Child hood Development• Strengthening of communities through community mobilization and development

services

FOREWORD BY THE MEC

I

• Providing comprehensive social security, including income support, and a safety net

• Escalation of social policy as a centre for social development research

for the destitute• Strengthening of the capacity of non-governmental organizations to deliver quality

• Promotion of population and development• Welfare services• Zero hunger

In addressing some of the key priorities, the Department will continue to strengthen Early Childhood Development (ECD) programme through increasing number of children in the age group 0 -4 enrolled in the ECD centres. Support will also be provided to the registered ECDs to ensure compliance to the Children’s Act. Furthermore, jobs will be created through the EPWP in support of the ECD. The Department will also improve monitoring systems of ECD programme in the province and also review its norms and standards.

II

In this MTEF cycle the Department will continue to provide support to existing institutions, such as Sonop, Reamogetswe, to ensure that services are provided to designated groups. The Department will continue to implement Social Relief of Distress to those affected by disasters in the Province.

In striving to build better life to citizens of this province we will continue to ensure the realisation of the vision and mission of the Department and adhere to the values thereof as principles for our daily operations.

I would like to thank national departments, and provincial departments, NGOs, FBO, and other development agencies in the social sector for their contribution in ensuring that the Department of Social Development, Women Children and People with Disabilities realise its vision.

______________________________Hon. MEC: MRS. M. MOKOMELE-MOTHIBI (MPL)Member of Executive Council: North West Department of Social Development, Women, Children and People with Disabilities

In this MTEF cycle the Department will continue to establish and support existing Child and Youth Care Centres (CYCC) to protect children and orphans in need of care through appropriate alternative care placements and family re-unification. The Department will intensify substance abuse and preventions campaigns in the province as a way of addressing social crime in the province. These awareness campaings will target the youth of this province. The Department will also support those individuals and families who have been affected by HIV and AIDS pandemic. Through the Home Community Based Care (HCBC) centres and Drop In Centres, support will be provided to ensure that the impact of HIV and AIDS is mitigated and affected groups have sustainable livelihoods. Transformations of institutions such as old age homes, safety house and others will be promoted to ensure that allocation of resources are shared equally amongst these institutions and norms and standards guidelines are implemented accordingly.

HEAD OF DEPARTMENT’S OVERVIEW

It gives me great pleasure to submit the Five (5) Year Strategic Plan for Department of Social Development, Women, Children and People with Disabilities for the Medium Term Strategic Framework period 2009/10-2013/14 to the Member of Executive Council (MEC) for Social Development, Women, Children and People with Disabilities for approval and tabling in the North West Legislature. This Strategic Plan has been developed in line with the Strategic plan and Annual Performance Plan Framework.

This Strategic Plan will realise key government policy priorities for social sector as clearly outlined in the Medium Term Strategic Framework for 2009/10 -2013/14. The incorporate relevant Presidential outcomes the departmental programmes (Annual Performance Plan).

The first part of the Strategic Plan ( Part A) focus on Departmental vision, mission values, strategic Outcome Oriented Goals, legislative

mandates that justifies the existence of our institution and situational analysis of the social sector

The second part of the Strategic Plan (Part B) focuses on the Departmental Strategic Objectives, resources that are key in the realisation of our mandate and key risk factors that affect the department.

The third part of the Strategic Plan (Part C) focuses on long and medium capital plans for the department, such as social infrastructure plan and conditional grants, public entities and Public Private Partnership.

May I take this opportunity to express my gratitude to the MEC for Social Development, Women, Children, People with Disabilities Hon Mosetsanagape Mokomele - Mothibi and the Chairperson

support and guidance.

I would also like to extend my appreciation to our partners, Non Governmental Organisations (NGOs), Faith Based Organisations(FBOs), South Africa Social Security Agency (SASSA), National Development Agency (NDA), and other relevant institutions for their contribution. Finally I would

hard work in developing this Five Year Plan (Strategic Plan) for the Department.

Acting Head Of Department Mr. M.L. Malaka

______________________________Department of Social Development, Women, Children, People with Disabilities

Strategic Plan will also that will be aligned to

III

particularly in the North West Province in comparison with other provinces.

for the portfolio committee for their

like to thank my management team all staff members in our Department for their dedication and

Official Sign off

It is hereby certified that this strategic Plan for Department of Social Development, Women, Children and People with Disabilities:• Was developed by the Management of the Department of Social Development, Women, Children

and People with Disabilities under the guidance of Hon MEC Mosetsanagape Mokomele- Mothibi. (MPL)

• This Strategic Plan takes into account all the relevant policies, legislation and other mandates for which the Department of Social Development, Women, Children and People with Disabilities is responsible.

• The Strategic Plan also reflects the strategic outcome oriented goals and objectives which Department of Social Development, Women, Children and People with Disabilities will endeavour to achieve over the period of the MTEF cycle 2009-10 / 2013-14.

IV

Member of Executive Council: North West Department of Social Development, Women, Children and People with Disabilities

CONTENTS

PART A: STRATEGIC OVERVIEW

1. Vision 1 2. Mission 13. Values 14. Legislative and other mandates 24.1 Constitutional Mandates 24.2 Legislative Mandates 2

4.3 Relevant Court Rulings 64.4 Planned Policy Initiatives 65. Situational Analysis 75.1 Performance Environment 16

5.2 Organisational Environment 17

6 Description of the strategic Planning Process 187 Strategic Outcome Oriented Goals of the Department 19

PART B: DEPARTMENTAL PROGRAMME STRATEGIC OBJECTIVES 8.1 Programme One: Administration 20

8.1.1 Programme Purpose 20

8.1.2. Overall Strategic objective for Chief Directorate 208.1.3 Programme Structure 208.1.4 Programme Strategic Objectives 218.1.5. Key Resource Considerations 308.1.6. Risk Management 34

8.2 Programme Social Welfare Services: 368.2.1 Programme Purpose 368.2.2. Overall Strategic objective for Chief Directorate 36

8.2.3 Programme Structure 368.2.4 Programme Strategic Objectives 378.2.5. Key Resource Considerations 458.2.6. Risk Management 48

8.3 Programme Three Community Development: 498.3.1 Programme Purpose 49

Overall Strategic objective for Chief Directorate 8.3.3 Programme Structure 498.3.4 Programme Strategic Objectives 508.3.5. Key Resource Considerations 548.3.6. Risk Management 58

8.4 Programme Four Special Programmes: 59

8.4.1 Programme Purpose 59

8.4.3 Programme Structure 598.4.3 Programme Strategic Objectives 598.4.4. Key Resource Considerations8.4.5. Risk Management

PART C : LINKS TO OTHER PLANS 9. Links to the long terms infrastructure and other capital plans

10. Conditional Grant.11. Public entities.12. Public private partnership.

717171

ANNEXURE A: OUTCOME BASE PLAN

6266

6768

72

8.3.2. 49

8.4.2. 59Overall Strategic objective for Chief Directorate

V

LIST OF ACRONYMS

AABET - Adult Basic Education and Training AIDS - Acquired Immune Deficiency SyndromeAPP - Annual Performance Plan

BBAS - Basic Accounting System

CCEDAW - Convention on the Elimination of All Forms of

Discrimination Against WomenCFO - Chief Financial OfficerCRC - Convention on the Rights of the ChildCS - Community Survey CSO - Civil Society OrganizationCYCC - Child and Youth Care Centers

DDMC - Departmental Management Committee DORA - Division of Revenue ActDOH - Department of HealthDPSA - Department of Public Service & AdministrationDSD - Department of Social Development

EECD - Early Childhood DevelopmentEPWP - Expanded Public Works ProgrammeEXCO - Executive Council

FFBO - Faith Based OrganizationFS - Free State Province

GGEAR - Growth, Employment and Redistribution StrategyGGP - Gross Geographic Product

HHCBC - Home Community Based CareHIV - Human Immunodeficiency VirusHOD - Head of DepartmentHR - Human ResourceHRM - Human Resources Management

VI

IIYM - In -Year -Monitoring

MM & E - Monitoring and EvaluationMDG - Millennium Development GoalsMEC - Member of the Executive CouncilMTSF - Medium Term Strategic FrameworkMYPP - Masupatsela Youth Pioneer Programme

NNDA - National Development AgencyNISIS - National Integrated Social Information SystemNGO - Non-Governmental OrganisationNPO - Non-Profit OrganisationNSP - National Strategic PlanNW - North West

OOSD - Occupation Specific Dispensation

PPAIA - Promotion of Access to Information ActPAJA -PEI - Prevention and Early InterventionPFMA - Public Finance Management ActPMDS - Performance Management Development SystemPPAC - Provincial Public Accounts CommitteePPP - Public Private PartnershipPSS - Psycho-Social SupportPSC - Public Service CommissionPOA - Programme of Action

RRACAP - Register for Adoptable children and Parents RSA - Republic of South Africa

SSASSA - South African Social Security AgencySAPS - South African Police ServicesSASQAF - South Africa Statistical Quality Assurance Framework SCM - Supply Chain ManagementSDIMS - Social Development Information SystemSRD - Social Relief of DistressSDIP - Service Delivery Improvement PlanSLA - Service Level AgreementSMART - Specific Measurable Attainable Realistic and TimeboundSOCPEN - Social PensionsSMS - Senior Management StructureSTATSSA - Statistics South AfricaVVCT - Voluntary Counseling and TestingVEP - Victim Empowerment Programme

VII

Promotion of Adminstrative Justice Act

1.

Vision

Self reliant society that upholds human dignity.

2.

Mission

Provision of integrated, comprehensive and high quality social development services to maximise capacity within the community, the poor and the vulnerable in order to realise a better life.

3.

Values

• Professionalism: We ensure that we treat our clients with absolute confidentiality and respect.

• Client/customer Centred:: We put our clients first to ensure maximum level of Participation and involvement (satisfaction).

• Efficiency: We ensure efficient use of available resources to yield positive outcomes.

• Accountability: We ensure that good systems are in place to promote accountability.

• Partnership: We forge partnership with other institutions and other stakeholders in order to improve service delivery to our clients and share experiences.

• Innovation: We reward reativity and new knowledge and support outstanding performance.

• Excellence: We recognise and reward good performance.

• Developmental Orientation: Our services respond to the needs of communities ofNorth West Province.

1

4. Legislative and other mandates

4.1 Constitutional mandates

The Department of Social Development, Woman Children, People with disabilitiescontribute to certain constitutional mandates under bill of rights (chapter 2 of the

This includes the following sections in the bill of rights:

Section 9 of the Constitution : Equality

constitution) of the Republic of South Africa (Act of 108 of 1996)

Section27 of the Constitution : Right of access to health care, food, water

Section 10 of the Constitution : Human Dignity

Section 28 of the Constitution : Children

Section 29 of the Constitution : Education

Section 37 of the Constitution : State of Emergency

4.2. Legislative Mandates

The Department of Social Development, Women, Children, People with Disabilities derives its mandate from several pieces of legislation and policies, including the White Paper of Social Welfare (1997) and the Population policy (1998). The constitutional mandate of the department is to provide sector-wide national leadership in social development.

4.2.1 White Paper for Social Welfare (1997)

The White Paper sets out the principles, guidelines, policies and programmes for developmental social welfare in South Africa. As the primary policy document, the White Paper serves as the foundation for social welfare in the post 1994 era.

2

4.2.2 White Paper on Population Policy for South Africa (1998)

The White Paper aims to promote sustainable human development and quality of life for all South Africans through the integration of population issues into development planning in all spheres of government and in all sectors of society. The policy mandates the Department of Social Development to monitor the implementation of the policy and its impact on population trends and dynamics in the context of sustainable human development. Government departments and their counterparts in civil society should be capacitated and supported to understand the critical linkages between population and development, and to integrate population issues in development planning, through research and the dissemination of data and information.

4.2.3 Aged Persons Act No. 81 (1967) Older Persons Act No 13( 2006)

This Act provides for the protection and welfare of certain aged and debilitated persons, for the care of their interests, for the establishment and registration of certain institutions, and for the accommodation and care of older persons in such institutions. The Act was amended a number of times before April 1994. Further amendments were made in November 1994 in order to repeal certain discriminatory provisions. Further amendments were also made in November 1998 to provide for the establishment of management committees for homes for the aged, to require reporting on the abuse of aged persons, and to regulate the prevention of the abuse of aged person. The Older Persons Bill that was tabled in 2003 was passed into law in 2006. The President has assented to the Older Persons Act, 2006, which repeals the Aged Persons Act 1967.

The 2006 Act was to be promulgated during the financial year 2007/08. The Act deals effectively with the plight of older persons by establishing a framework aimed at the empowerment and protection of older persons and the promotion and maintenance of their status, rights, well -being, safety and security. This Act provides for older persons to enjoy quality of services while they stay with their families in the community for as long as possible. Chapter 3 of the Act deals specifically with the development of community based care and support programmes that fall into two broad categories, namely, prevention and promotion of programmes which ensures the independent living of older persons in the community; and home-based care, which ensures that frail older persons receive maximum care within the community through comprehensive range of integrated services. It further recognizes the wisdom, knowledge for the protection and skills of older persons, and it promotes active participation of older persons in the community.

3

4.2.4 Fund Raising Act No 107( 1978)

The Fund-Raising Act of 1978, which provided for control of the collection of contributions from the public and for the establishment of various relief funds, was, except for the relief fund chapter thereof, repealed in 1997 by the Non-Profit Organizations Act, 1997.

4.2.5 Social Service Professions Act No 110

(1978) The Act, formerly known as the Social Work Act, provides for the establishment of the South

African Council for Social Work and defines its powers and functions. The Act was amended in 1995 to provide for the establishment of South African Interim Council for Social Work and for the rationalization of certain laws relating to social workers that remained in force in the various areas of the national territory of the Republic. The Act was also amended in 1996 in order to make the South African Interim Council for Social Work more representative of the people of the country. The 1998 amendment established the South African Council for Social Service Professions, and professional boards for social service professions.

4.2.6 Child Care Act No 74 (1983) /Children’s Act No 38 (2005)

The Child Care Act, 1983, which provides for the establishment of Children’s courts and the appointment of commissioners of child welfare, for the protection and welfare of certain children, for the adoption of children, for the establishment of certain institutions for the reception of children and for the treatment of children after such reception, was amended in 1996 to provide for legal representation for children and for the registration of shelters. The 1998 amendment provided for the rights of certain natural fathers, where the adoption of their children born out of wedlock was proposed, and for certain notice to be given. The 1999 amendment provided for the establishment of secure facilities and for the prohibition againstthe commercial sexual exploitation of children.

The Act provides for the establishment and implementation of programmes aimed at combating crime and for the rendering of assistance to and treatment of certain persons involved in crime. The Probation Services Amendment Bill was approved by Parliament in August 2002. The Probation Services Amendment Act, 2002 (Act No. 35 of 2002) came into operation on 7 November 2002.

The Child Care Act, 1983, has been under review for the past few years, leading to the drafting of a comprehensive Children’s Bi ll, which was introduced into Par liament in 2003. Subsequently the Bill was found to be one of mixed character, in that it combined aspects conferring rights (which fall under section 75 of the Constitution of the Republic of South Africa

functional area of national legislative competence)

the functional area of concurrent national and provincial legislative competence). re in Parliament to deal with mixed Bills, the Children’s Bill had

section 76 component. the President signed

r 2005. It is now known as the Children’s Act, 2005.

dealing with matters falling within the and services (which fall under section 76 of the Constitution dealing with natters falling within

In the absence of any procedu to be split into two i.e. the section 75 component and the The section 75 component was passed by the National Assembly and the President signed it into law in Octobe

4

4.2.7 Prevention and Treatment of Drug Dependency Act No 20 ( 1992)

This Act provides for the establishment of programmes for the prevention and treatment of drug dependency the establishment of treatment centres and hostels, the registration of institutions as treatment centres and hostels, and the committal of certain persons to detention, treatment and training in such treatment centres of registered treatment centres. The Act was amended in 1996 to ex tend the application of the Act to the whole of the national territory of the Republic, and in 1999 to establish the Central Drug Authority. The Act was reviewed in the past financial year and the department will introduce into Parliament for consideratio n the Prevention of and Treatment for Substance Abuse Bill.

4.2.8 Social Assistance Act No 59 (1992 ), and Welfare Laws Amendment Act No 106 (1997)

The Social Assistance Act, 1992, provides for the rendering of social assistance to persons, national councils and welfare organizations. The Act was amended in 1994 to further regulate the making of grants and financial awards to certain persons and bodies. In 1997, the Welfare Laws Amendment Act, 1997, amended the Social Assistance Act, 1992, in order to provide foruniformity, equality of access and effective regulation of social assistance throughout the Republic; to introduce the child -support grant; to do away with capitation grants; to abolish maintenance grants subject to the phasing out of existing maintenance grants over a period not exceeding three years; to provide for the delegation of certain powers; and to extend the application of the provisions of the Act to all areas in the Republic.

The following recent amendments have been made to the regulations under the Social Assistance Act 1992:

• The assessment process for disability and care dependency was simplified by removing the role of the pensions’ medical officer and making provision for the creation of assessment panels to enable individuals living in rural areas who have no access to doctors, to be assessed by a panel, so that they can qualify for a grant.

• The income level for the means test to qualify for the Care Dependency Grant has been increased. Applicants are required to declare the income of the parents only, rather than the income of the household, as was done previously.

• The asset means for all grant types are taken at nil values if the property is owned and occupied by the applicant and his or her spouse.

• The extension of the Child-Support Grant to children up to 14 years of age.

During the 2002/03 financial year, Cabinet approved the extension of the means - tested Child -Support Grant beyond the age of seven to children up to their 14 th birthday. A phased approach in implementing this new policy shift was agreed to, whereby children under the age of nine years qualified for their benefit in the 2003/04 financial year. Children under the age of 11 years qualified in the 2004/05 financial year, and children under the age of 14 years qualified in the 2005/06 financial year. These amendments require people to be properly informed about any decisions made with respect to their grant.

5

4.2.9 Non- Profit Organizations Act No 71 (1997 )

This Act repealed the Fund-Raising Act, 1997, excluding the chapter that deals with relief funds, and provided for an environment in which non -profit organizations can flourish. The Act also established an administrative and regulatory framework within which non - profit organizations can conduct their affairs. The Act was amended in 2000 to effect certain textual alterations.

4.2.10 National Development Agency Act No 108

(1998) The National Development Agency Act, 1998, provides for a national funding, capacity-building

and co-ordination structure known as the National Development Agency (NDA). The NDA is mandated to grant funds to civil society organizations (CSO’s) to enhance capacity and promote development dialogue, while also meeting the developmental needs of poor communities.

4.2.11 Advisory Board on Social Development Act No 3

(2 001) The Act provides for a national advisory structure in the social development sector with the aim

of building and consolidating partnerships between government and civil society, and for that purpose, to establish a body to be known as the Advisory Board on Social Development.

4.2.12 Domestic Violence Act No 116 (1998) Provincial social workers and lay counsellors require training in the implementation of the Domestic Violence Act. The national department is participating in the development of an integrated manual on the Domestic Violence Act, which will be used to jointly train social workers, the police and court personnel.

4.3 Relevant Court Rulings

The following court rulings have adverse impact on the delivery of services in the social sector:

• TEB Properties cc/MEC for Department of Health and Sociial Development, Case No.539/2010 North West High Court, Mmabatho, AJ Semenya – on appeal

• Child Welfare South Africa Stilfontein and 2 other /commissioners of Child Welfare and the Department of Social Development and others; Case No. 45636/2007;North Gauteng High Court Pretoria, Mavundla J –on appeal

4.4. Planned Policy Initiatives

The following policies are planned to be developed during this MTEF cycle:

• Persal Policy. • Debt Management Policy.

6

5. Situational Analysis

5.1. North West Province’s Background

North West Province is in the central north of South Africa and is completely landlocked, Botswana in the north, Limpopo and Gauteng in the east. Free State in the south and NorthernCape in the West. The province encloses 116 320 km , constituting 9.5% of the total land area of the country.

With the largest single platinum production area in the world around Rustenburg and Brits, diamond mining at Bloemhof, Christiana, marble mini ng in Taung, Rustenburg and Brits, fluorspar exploitation at Zeerust and gold and uranium mining in Klersdorp, Orkney and Stilfontein mining is dominant sector of the North West economy, contributing 33% to the province’s economy and 18% of the total form of employment . Other main sectoral contributions to the province Gross Geographic Product (GGP) are government services , trade and catering, manufacturing, finance and agriculture. A recent macro economic overview of the province reported that North West is one of the poorer provinces of South Africa and that it has a relatively small economic base compared to the other provinces.

Poverty level in the North West Province is estimated at 37% with 19 % of the household falling within the expenditure of R600 and less per month. It is estimated that 60.4 % of children and 51% of youth live in conditions of poverty.

5.1.2. Population Size and Distribution for North West Province

North West is divided into four District Municipalities namely, Bojanala, Ngaka Modiri Molema, Dr. Ruth Segomotsi Mompati and Dr. Kenneth Kaunda. These District Municipalities are made up of 21 Local Municipalities. According to Community Household Survey, (2007) North West province recorded a total population of 3 271 948 and 911 120 households making it the second smallest province in terms of population size. The re was an estimated increase on 2, 5% in the population of North West between 2001 and 2007. This increase poses challenges to government to ensure that its services reach all citizens of this province..

Table 1. Total population by provinces

2

Source: Stats SA

7

5.1.3. Population by Districts and municipalities

According to Community Household Survey (2007) eight municipalities namely, the Madibeng, Rustenburg, Kgetlengrivier, Mafikeng, Ditsobotla, City of Matlosana and Maquassi Hills recorded a percentage change from Census 2001 to CS 2007 larger than provincial increase of 2.5 %. This might be caused by high migration of people to Rustenburg, due to job and business opportunities, particularly in the mining and tourism sector.

Ditsobotla Municipality experienced the largest percentage increase (35.6%) followed by Maquassi Hills municipality, which recorded a 26,7 % increase. In Ditsobotla as one of theagricultural hub of this province, more farm workers are flocking into this area seeking job opportunities.

Twelve municipalities (Moses Kotane, Ratlou, Tswaing, Ramotshere Moiloa, Kagisano, Naledi, Mamusa, Greater Taung, Molopo, Lekwa Teemane, Ventersdorp and Potchestroom) recorded a decrease in their total population between Census 2001 and Cs 2007. Molopo municipality recorded the highest percentage decline, namely 44.3%, Tswaing, Mamusa and Lekwa Teemane municipalities followed with recorded declines of 29.0%, 24.5% and 23.6% respectively.

The municipalities with the highest percentage of the population are the Rustenburg municipality (13.7%), the City of Matlosana (11.8%) and Madibeng (11.3%). These three municipalities made up approximately a third of North West’s population.

This skewed population distribution requires the Department to ensure that resources are distributed fairly to these respective districts and local service points.

8

Table: 2 Population per district and Local Municipalities

This table below shows the population by districts and local municipalities between the 2001 census and the community survey of 2007.

5.2. Poverty and unemployment

Poverty can mean a number of different things. In popular disclosure poverty is a concept that captures a range of meanings. There are certain factors that also contribute to poverty, and parameters that can be used to measure poverty. Lack of income, basic services are some of the parameters that are used to measure poverty.

According to the table below, 53.3 % of household in the North West province main source of income is salary, meaning that these household have stable source of income.

19.1 % of households receive social grants, and these grants might be spend on food items. If more that 50% of income is spent on food, these households might be vulnerable to food insecurity. Lack of access to food might lead to poverty.

Even though, there are remittances that are received by 11.3 % of the households, someone might not rely on this source of income. These households will always strive to bring in extra money to the household.

Source: Stats SA

9

Table 3. Main source of household income by province

South Africa is characterized by extremes of wealth and inequality. Classified as a middle -income developing country, it has 'two nations' within it: a small number of very wealthy people, and a large number of very poor. There are various ways in which governments may intervene to provide relief to the very poor, thereby helping them to build pathways out of poverty. In a very unequal society, the social security system can play a stabilizing role, and is also a mechanism for distribution. Social welfare policies and programmes that provide for cash transfers, social relief, and enabling and developmental services ensure that people have adequate economic and social protection during times of unemployment, ill health, maternity, child rearing, widowhood, disability, old age and so on. Social welfare programmes of this nature contribute to human resource development by enabling impoverished households to care for their members, especially children and those who are vulnerable.

10

Table 4. Number of beneficiaries of Social Grants for North West Province.

Social Grant Type

Province

Old

Age Grant

War

Veteran Grants

Disability Grant

Grant In Aid

Foster

Child Grant

Care

Dependency Grant

Child

Support Grant

TOTAL

North West 225,262 33 86,118 2.497 40,809 8,675 740,149 1,103,543

Source: Scopen System (October 2010)

It is estimated that about one million beneficiaries receives social grants as part of their source of income. Child Support grant with 740,149 and old age grant with 225,262 beneficiaries. are the one’s with high number of beneficiaries.

Table 5. Percentage of population living below R250 per month poverty line (in 2007

constant Rand) by province, 1995 & 2005.

The table above indicates the percentage of population in the country that lives below R250 per month by province in 1995 and 2005. In North West province the levels of poverty has declined. In 1995, 40% of the population was living below the R250 per month as compared to the 28% of the population in 2005. This indicates that due to certain government intervention, either the social security interventions levels of poverty were reduced.

11

Table 6.Number of consumer units receiving free basic electricity and water from municipalities

The table above shows the proportion of consumer units that benefitted from the free basic electricity policy. According to 2008 estimates; 8,1 million consumer units were receiving electricity from municipalities and service providers in South Africa, and 2,8 million (34,8%) consumer units had access to free basic electricity. Free State Province had th e highest proportion of consumer units that

free basic electricity policy (61,9%), followed by Western Cape (47,8%) Natal had the lowest proportion (11,2%) after North West (19,8%).

5.3. Gender and Human Rights

The Convention on the Elimination of All Forms of Discrimination Against Women (CEDAW) and the Beijing Platform for Action are the touchstones for realizing the potential held out by the Millennium Development Goals (MDGs). The CEDAW and Beijing processes have generated a wealth of understanding and experience that illuminates the nature of gender-baseddiscrimination and clarifies the steps needed to achieve gender equality.

As the Millennium Declaration has emphasized, it is critically important that the gender equality obligations and commitments that have been made to the world's women are effectively implemented.

Gender equality is a constitutional imperative in South Africa. The Constitution providesfor the establishment of one sovereign state, a common South African citizenship and ademocratic system of government committed to achieving equality between women and

Source: Stats SA

benefited from the and Gauteng (41,6%). KwaZulu

12

men and people of all races by providing for the prohibition of racial, gender and all other forms of discrimination.

The achievement of gender equality and women’s empowerment is also supported by a framework of policies and mechanisms that include a national gender policy framework and a Ministry for Women, Children and People with Disabilities.

5.4. Children

South Africa is a signatory to the United Nations Convention on the Rights of the Child (CRC) and is thus required to measure progress towards fulfilling children’s rights and to report to the UN Committee every five years. The specific provisions for children’s rights in the Constitutionare aligned with the CRC, which must be taken into account in interpreting the constitutional rights of children in South Africa. According to the CRC, every child has the right to survival, development, protection and participation. All four of these generic rights are pertinent to each of the categories of rights, well -being and vulnerability, which are analysed in this report. Through the inputs of provinces South Africa has ratified the African Charter on the Rights and Welfare of the Child (AC), which also imposes requirements on the South African government.

Table 7. Number of children by province and age group

Children, defined by the Constitution as individuals under the age of 18 years, make up almost two-fifths of South Africa’s population. In 2007, there were an estimated 18.8 million children. The vast majority of children are African. Most children live in KwaZulu - Natal (22%), Gauteng (18%), Eastern Cape (15%) and Limpopo (13%)and North West (6.9%). With the exception

apartheid era. Boys and girls are almost equal in number. Young children, in the age group -0 - 4 years, comprise almost a third (28%) of the child population.

Statistics from 2000 for the older group of children aged 5-14 show a shift towards more deaths due to external causes (e.g. road traffic injuries and drowning), especially among boys.32 Roadtraffic accidents were the leading cause of death for boys in this age group (20%) and the

of Gauteng, these are largely rural provinces that incorporate ex homelands from the

13

second leading cause for girls (16%). HIV- related diseases were the leading cause for girls (18%) and the second leading cause for boys (10%) aged 5-14 years.According to the table below, there has been a relative increase in the number of children (0 -17 year) who are HIV positive in the North West province.

Table 8. Estimates number of HIV positive children (0 – 17 years) by province

5.5. People with Disabilities

In 2009; 7,9% of South Africans could be classified as disabled. Women (8,1%) are slightly more likely to be disabled than men (7,7%). The Free State (15,5%), Northern Cape (10,1%) and KwaZulu-Natal (10,1%) were the provinces which had the highest rates of disability in the country.

Table 9. Disability by Gender

According to the table above, the percentage of Males and Females who are classified asdisabled is the same i.e 6.3%

This means that about 6.3% of the population in the North West Province is classified as disabled.

14

5.6. HIV and AIDS

Table 10.HIV prevalence among antenatal women by district, North West, 2007 to 2009

Findings of the 2009 survey show that Bojanala district has recorded the highest HIV prevalence and is the only district that has shown an increase in HIV prevalence estimate from 31.8% in 2008 to 34.9% in 2009.

Source: 2009 Antinatal Sentinel HIV and AIDS syphilis Prevalence Survey.

15

6.1 Performance Environment

Since the new democratic dispensation, South Africa has undergone major economical and social transformation. This paradigm shift has impacted positively towards the lives of our people. It is through this transition, where much participation by our people was experienced, especially those who were denied access of these social rights. As a result of social emancipation, through social cohesion, the poor, vulnerables and designated groups demands these social services from Department.

As part of building inclusive society, major policy shifts were done. This was for the benefit of the poor and those who were marginalized. Through the revision of these policies and legislative mandates certain stakeholders were not actively involved during this process. There is a need to ensure that key stakeholders, such as law enforcement agents are capacitated especially around certain legislative mandates that relates to their daily operations.

Non Profit Organizations, (NPOs), Home Community Based Care (HCBCs) and other organizations plays an imperative role in ensuring that social services reaches communities especially marginalized ones. Government has invested more resources in trying to build capacity and improving their administration. However, there are some organizations that are still experiencing some challenges in ensuring that good governance principles are practiced. This poses challenges to the Department, if funding for these organizations has to be approved, when they are not in a position to meet minimum requirements for funding.

The complexity of social challenges and the scope of social welfare services demand a developmental approach that will keep social scientists abreast with new development.Professional body for social Services focused on key developmental areas such as the professionalization of the sector, education, development and training.

16

6.2. Organizational environment

The organogram of the department and its programmes has been aligned with the gazetted programme budget structure to enhance service delivery . With the new mandate that has been given to the Department, necessary amendments will be effected to ensure systematic transfer of Special programme component from Premier’s office. Coordination function of this component might be difficult due to their structural position in the Department. The Department has established four (4) district offices and twenty one (21) service points at local level which renders services for the department. To ensure effective reporting and monitoring, bottom up approach is used for reporting purposes, Local service points reports to Districts and districts office reports to provincial head office.

The development of the Departmental strategic plan was also informed by key challenges relating to institutional factors, resources impacting on the ability of the department to deliver its products and services. These challenges facing the department include shortage of social workers, poor information management system, poor relationships with key stakeholders, growth in population, HIV&AIDS, high levels of poverty and lack of accurate information for decision making and violence and discrimination against women, children and people with disabilities.

The Department has in the past, strived to strengthen relationships with relevant government institutions, NGO, FBO and others and will continue to ensure that all stakeholders are brought forth to assist in providing integrated social development services to better the livelihoods of South Africans both socially and economically.

Shortage of social workers in the province has been an impediment in ensuring provision of social services. This has affected majority of clients particularly in rural areas. In addressing this, the Department has developed recruitment and retention strategy for remedial purposes. Through the implementation of this strategy, the Department will continue to recruit social workers and deploy them to rural areas. The Department has also introduced bursaries for those who want to study social work as a profession to address this challenge.

Lack of information for planning and decision making has been a challenge in the Department. In addressing this challenge the Department has supported the implementation of NISIS and SDIMS in the province to respond to issues of information management at large. Through the implementation of NISIS programme in all service points in the province, information officers will be able to assist vulnerable and poor communities by channeling the resources where they are needed most, and also to refer their clients to other government institutions where they can be assisted.

NGOs with unaudited financial statements turn not to be considered for funding by the Department due to poor financial status and these limits the number of NGOs to apply for funding in the Department. Non compliance of business plans for community development projects delays the implementations of projects in the department. However technicalassistance will be provided to beneficiaries prior funding and the implementation of these projects. Where possible external support from other agencies will be requested to ensure viability on funded projects.

17

Transformation of institutions is supported by government, particularly old age homes. The Department will ensure that transformation plans are in place to address inequality in allocating resources among these institutions.

It has been proven in many occasions that officials in the justice sector are unable to handle cases of abuse amongst children and other victims of crime and abuse. In addressing this challenge the Department opts to assist these officials on certain acts that affect their day to day operations. Coordination of provincial reports in terms of certain international protocols might be a challenge, however, reporting mechanism will be put in place to counter this shortcoming.

6.3. Description of Strategic Planning Process Following the Appointment of the new Premier in North West Province, the provincial

government underwent restructuring. Chief Directorate Governance and Special Programmes from Premier’s Office was merged with Department of Social Development and the Health component as a branch was removed from the Department. This led to the birth of the new the Department of Social Development, Women, Children and People with Disabilities. These changes have prompted the Department to review its Strategic direction so as to consider and carry out the new mandate that has been given to it.

A strategic Planning session was held on the 17 th -18th January 2011. It was during this session that the department’s Vision, Mission, values, strategic goals and objectives were revised. This process involved a thorough and extensive consultation, engagement and participation of both lower, middle, senior management levels and other key external stakeholders.

The process was guided by the Outcome Based performance approach introduced by government. This approach requires all departments to align its activities to strategic outputs and 12 outcomes.

Consultative meetings were held with Directorates, Districts and Chief Directorates in which the Directorate Strategic Planning, Monitoring and Evaluation play a leading role in providing the reviewed strategic guidance and technical support. Reference was also made to a number of strategic documents such as MDG’s, MTSF, Medium term Expenditure framework, 5 goals and 10 Priorities of government.

18

7. Strategic Outcome Oriented Goals of the Department

The following Departmental Strategic Outcome Oriented Goals and Strategic Objectives were adopted during the Departmental Strategic Review Session:

Programme

Strategic Outcome Oriented Goals

Goal Statement

Administration Effective and efficient internal business processes

Ensuring compliance and sound corporate governance through implementation of effective systems and processes.

Social Welfare Services

Equitable,comprehensive and developmental social welfare services

Equitable, comprehensive & developmental social welfare services through the implementation of the following programmes:--Crime Prevention and Social Support Services- Victim Empowerment Services- Family Care and Support Services

- Child Care and Protection Services

-Partial Care and Early Childhood Development Services

-Care and Support Services to Older Persons

-Services to Persons with Disabilities

-Substance Abuse Prevention and Rehabilitation Services -HIV and AIDS Social Protection Services

-Social Relief of Distress and Disaster Management Services

Community Development

SustainableCommunitiesthrough capacity building,partnerships and research

Provision of technical support to communities in order for them to improvetheir livelihoods

SpecialProgrammes

Empowered designated groups.

Integrated provincial coordination and support through cooperative governance and knowledge management

19

PART B: PROGRAMMES STRATEGIC OBJECTIVES

8.1 Programme One: Administration

8.1.1. Programme Purpose

To provide strategic leadership and support to all programmes through implementation of effective and efficient systems that promotes good governance.

8.1.2 Overall Objectives of the Chief Directorate

• To provide effective Policy D evelopment, monitoring and evaluation and Strategic planning services.

• To provide effective Information Management.

• To provide effective financial, Supply Chain Systems and procedures.

• To deliver effective and efficient risk management and fraud prevent ion services.

• To provide Human Capital Management Services.

• To provide effective Media and Communication Services.

• To provide effective Facilities Management services.

• To provide effective Legal Support Services

8.1.3.Programme Structure Administration as programme one (1) comprises of the following sub- programmes:

Sub-Programme Outcome Strategic Objectives

Strategic Planning, Monitoring and Evaluation

To provide effective Policy Development, monitoring and evaluation and Strategic Planning services.

Welfare Information Management

To provide effective Information Management.

Supply Chain Management Financial Accounting Accounting Management

To provide effective financi al,Supply Chain Systems and procedures.

Risk Management To deliver effective and efficient risk management and fraud prevention services.

Human capital Management

An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship.

To provide Human Capital Management Services.

20

Communication Services To provide effective Media and Communication Services.

Support Services To provide effective Facilities Management services.

Legal Services To provide effective Legal Support Services

8.1.4 Programme Strategic Objectives

Sub-Programme1.1. Human Capital Management

Strategic Outcome Oriented

Goal 1

Effective and efficient internal business processes

Strategic Objective To provide Human Capital Management Services.

Objective Statement To render support to programmes through HR Provisioning and maintenance in line with the relevant public service legislation.

Baseline HR has completed HR plan, HCM policies,OSD and PMDS payments. Employee Relations has attended to 80% of cases and all targets were met in terms of the Health, Counseling and Testing. 60% of critical posts were filled and 100% of organizational structure changes were completed.

Presidential Outcome 12 An efficient, effective and development

oriented public service and an empowered,fair and inclusive citizenship.

MTEF Targets

In the next three years 273 social workers will be recruited in the Department, 1000 employees will be trained on mandatory programmes and 650 unemployed youth will participate in Learnership programme. Departmental wellness programme, workplace skills plan will be developed and reviewed on annual basis.

Sub-Programme

Outcome

Strategic Objectives


21

Sub –Programme 1.2 Strategic Planning, Monitoring and Evaluation

Strategic Outcome Oriented Goal 1


Strategic Objective

To provide effective Policy Development and Strategic Planning services.

Objective Statement

Provide Policy Development, Strategic Planning, Monitoring and Evaluation services.

Baseline

The sub-Programme Strategic Planning.Monitoring and Evaluation has produced the Strategic Plan and the Annual Performance Plan in line with National Planning Framework. The annual report for 2009/10 was developed. Monitoring and Evaluation framework was reviewed to ensure alignment with Government Wide M&E Framework, SASQAF and other relevant frameworks.

Presidential Outcomes 12 An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship.

MTEF Targets Strategic plans, Annual Performance Plans and Annual report will be developed on annual basis. These plans will be aligned to Medium Term Strategic Frameworks and other government policy priorities. Planning and policy framework will be put in place and reviewed on annual basis.

22

Sub-Programme 1.3 Welfare Information Management



Strategic Objective

To provide ef fective Information Management services

Objective Statement

Management of Information through effective Systems and processes (NISIS/SDIMS/ Data Management).

Baseline

The programme has developed the Data and Information Flow policy, PAIA policy, Framework for the implementation of PAJA. The programme further conducted PAJA training and Data Audit on selected programmes in the four districts. In addition the programme also consolidated and submitted quarterly reports on the Public Service Commission constitutional Principles.

Presidential Outcome 12 An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship.

MTEF Targets Data management policy will be reviewed. PAIA will also be implemented in the Department. PSC reports will also be coordinated from Departmental programmes.

23

Sub-Programme 1.4. Support Services



Strategic Objective

To provide effective Facilities Management services.

Objective Statement

Provide Management Support, facilities management Services and ensure compliance to all applicable legislative prescripts.

Baseline

The Sub-programme has developed policies (Information Technology/ Security/ Telecommunications/ Transport/Telecommunications) to ensure consistent and standardized application of directives and procedures. Planning for implementation of Information Systems has been done. An Infrastructure Programme Implementation Plan, and the Maintenance Plan has been developed and implemented.


MTEF Targets NISIS will be implemented in all services points, and SDMIS will be rolled out to other districts. Support will continuously be provided through IT services, records management, security services, fleet management services and infrastructure management services.

24

Sub-Programme 1.5 Financial Management



Strategic Objective

To provide effective financial, Supply Chain Systems and procedures.

Objective Statement

Provide financial direction throughout the Department. Support the Head of Department and other senior managers in the execution of their functions in terms of the Public Finance Management Act, 1999, Division of Revenue Act, the Treasury Regulations, and other applicable financial prescripts.

Baseline

Financial management has complied with all the relevant PFMA requirements in the conduct of their duties and procurement of goods and services. Resolutions of the PPAC and issues raised by the Auditors General are addressed on a continuous basis. The following areas do not meet the required standards as yet:

• Payments within 30 days and

• Asset management


MTEF Targets Financial systems will be put in place to ensure accurate information is provided through numerous reports such as IYM,bank reconciliations reports, departmental budget inputs reports and other mandatory reports in terms of PFMA.

25

Sub-Programme 1.6. Risk Management



Strategic Objective

To deliver effective and efficient risk management and fraud prevention services.

Objective Statement

Improve the performance of the Department by implementing the risk managementsystems to protect the state against adverse outcomes and optimize opportunities.

Baseline

The Sub-programme has developed risk management framework, risk management strategy, and the fraud prevention plan. Awareness sessions were conducted province wide and reports were produced. Risk assessments were conducted; risk profiles and registers were compiled.


MTEF Targets The Department will ensure that risk and fraud prevention measures are put in place, through the development and reviewing of departmental risk management strategy, risk policy and framework, fraud prevention strategy and forensic audit

26

Sub-Programme: 1.7. Supply Chain Management

Effective and efficient internal business

processes Strategic Objective

To provide effective financial, Supply Chain Systems and procedures.

Objective Statement

Provide financial direction throughout the Department. Support the Head of Department and other senior managers in the execution of their functions in terms of the Public Finance Management Act, 1999, Division of Revenue Act, the Treasury Regulations, and other applicable financial prescripts.

Baseline

Financial management has complied with all the relevant PFMA requirements in the conduct of their duties and procurement of goods and services. Resolutions of the PPAC and issues raised by the Auditors General are addressed on a continuous basis. The following areas do not meet the required standards as yet:

• Payments within 30 days and

• Asset management


MTEF Targets The Department will ensure that effective

supply chain systems and procedure are in place through the development of procurement plan, irregular expenditure reports , contract management guidelines and assets management The department will ensure that payments are done within 30 days. Training on asset management will be conducted.


27

Sub- Programme: 1.8. Communication Services



Strategic Objective

To provide effective Media and Communication Services.

Objective Statement

To render media relations services, developmental communication and enhance corporate image through proper management of internal and external stakeholders.

Baseline

The Department has ensured that effective media and communication support is provided through Departmental Newsletters, Media briefing sessions, Departmental Speeches and other aspects that are crucial in communication.


MTEF Targets Communication and media strategies will be developed in this financial year, and the reviews of these strategies will be done on continuous basis. Internal and external new letters and departmental speeches will be produced continually.

28

Sub-Programme 1.9. Legal Services

Effective and efficient internal business

processes Strategic Objective

To provide effective Legal Support Services

Objective Statement

Providing contract drafting, legal opinion services, and responses to litigation cases.

Baseline

The Sub-programme has produced reports (Litigation, contract drafting and vetting, legal opinions) in line with the 2010-11 Annual Performance Plan.

Presidential Outcome 12


MTEF Targets Effective legal support will be provided through legal opinions, contracts and litigation management reports.


29

PR

OG

RA

MM

E B

UD

GE

T E

ST

IM

AT

ES

:

AD

MIN

ST

RA

TIO

N

AU

DIT

ED

OU

TC

OM

E

Rm

illi

on

AD

JUS

TE

DA

PP

RO

PR

IATIO

NM

ED

IUM

-TE

RM

EX

PE

ND

ITU

RE

ES

TIM

ATE

SS

UB

-PR

OG

RA

MM

E

20

07

/08

20

08

/09

20

09

/10

20

10

/11

20

11

/12

20

12

/13

20

13

/14

Co

rpo

rate

serv

ice

s3

1,1

32

38

,5

23

12

,9

00

56

,4

03

96

,9

34

10

6,

41

21

19

,8

52

Dis

tric

tM

an

ag

em

en

t3

0,

40

93

0,8

51

30

,7

34

33

,8

42

45

,4

75

48

,7

27

49

,25

5

Tota

lp

aym

en

tsa

nd

est

ima

tes

61

,5

41

69

,3

74

43

,63

49

2,

78

41

49

,5

28

16

3,2

23

17

7,

63

6

Su

bto

tal

61

,5

41

69

,3

74

43

,63

49

2,

78

41

49

,5

28

16

3,2

23

17

7,

63

6

Dir

ect

ch

arg

es

ag

ain

stth

e

Na

tio

na

lR

ev

en

ue

Fu

nd

Ch

an

ge

to2

01

1B

ud

ge

te

stim

ate

Eco

no

mic

cla

ssif

ica

tio

n

Cu

rre

nt

pa

ym

en

ts6

0,8

26

67

,90

34

3,2

96

91

,13

21

48

,27

81

62

,17

91

76

,36

6

Co

mp

en

sati

on

of

em

plo

ye

es

30

,9

14

33

,6

75

26

,2

86

58

,8

76

10

3 ,

44

21

13

,32

01

21

,6

11

Go

od

sa

nd

serv

ice

s2

9,9

11

33

,9

74

17

,0

10

32

,2

56

44

,8

36

48

,8

59

54

,7

55

Off

ice

of

the

ME

C7

,6

99

2,

53

98

,80

48

,52

9

8.1

.5 R

eso

urc

e C

on

sid

era

tio

ns

30

of

wh

ich

:

Ad

min

istr

ati

ve

fee

s4

56

1,

01

54

13

72

Ad

ve

rtis

ing

80

89

21

1,1

33

Ass

ets

less

tha

nR

50

00

45

74

85

51

2

Au

dit

co

sts:

Exte

rna

l7

92

85

41

34

2,

40

03

,6

00

4,0

00

4,

70

0

Bu

rsa

rie

s(e

mp

loye

es)

--

--

--

-

Ca

teri

ng

:D

ep

art

me

nta

la

ctiv

itie

s9

84

1,4

89

1,0

17

1,2

18

1,2

98

1,3

78

1,4

53

Co

mm

un

ica

tio

n3

,1

56

5,

04

72

,3

27

2,

98

13

,3

78

3,

37

23

,5

57

Co

mp

ute

rse

rvic

es

23

11

02

74

78

82

Co

nsu

lta

nts

an

dp

rofe

ssio

na

l

serv

ice

s:B

usi

ne

ssa

nd

ad

vis

ory

serv

ice

2,

45

92

,4

75

-1

,50

05

,0

81

5,1

79

5,4

64

Co

nsu

lta

nts

an

dp

rofe

ssio

na

l

serv

ice

s:Le

ga

lco

sts

25

22

0-

--

--

Co

ntr

act

ors

25

33

64

12

07

84

--

-

Ag

en

cya

nd

sup

po

rt/

ou

tso

urc

ed

serv

ice

s

-4

07

16

22

En

tert

ain

me

nt

68

27

92

80

15

01

59

16

8

Inve

nto

ry:

Fu

el,

oil

an

dg

as

-3

--

--

Go

ve

rnm

en

t m

oto

r tr

an

spo

rt3

64

1,2

00

6,5

68

7,1

33

8,1

95

36

78

61

16

62

95

41

11

31

35

53

32

11

31

Inve

nto

ry:

Ma

teri

als

an

dsu

pp

lie

s-

--

-

Inve

nto

ry:

Oth

er

co

nsu

ma

ble

s2

30

42

88

5-

1,1

81

1,

25

31

,3

22

Inve

nto

ry:

Sta

tio

ne

rya

nd

pri

nti

ng

1,

31

41

,5

63

80

71

,4

53

2,0

49

2,1

43

1,7

34

Le

ase

pa

ym

en

ts1

0,

34

28

,7

96

6,

41

56

,2

00

9,

65

51

0,

90

01

3,

01

2

Ow

ne

da

nd

lea

seh

old

pro

pe

rty

exp

en

dit

ure

2,

67

21

,78

21

,9

09

1,

94

42

,0

72

2,

62

53

,1

55

Tra

nsp

ort

pro

vid

ed

:D

ep

art

me

nta

l

act

ivit

ies

-4

03

18

--

--

Tra

ve

la

nd

sub

sist

en

ce5

,6

25

7,

52

43

,6

61

2,

80

13

,7

16

3,7

86

4,

13

1

Tra

inin

ga

nd

de

ve

lop

me

nt

21

78

14

41

98

3,7

11

4,

34

64

,97

5

Op

era

tin

ge

xpe

nd

itu

re8

79

41

22

40

25

62

71

28

6

Ven

ue

sa

nd

faci

liti

es

23

83

97

12

47

34

78

28

30

87

6

Inte

rest

an

dre

nt

on

lan

d

Fin

an

cia

ltr

an

sact

ion

sin

ass

ets

an

d

lia

bilit

ies

Tra

nsf

ers

an

dsu

bsi

die

s

Pro

vin

ces

an

dM

un

icip

aliti

es

De

pa

rtm

en

tala

ge

nci

es

an

d

acc

ou

nts

--

-

37

89

25

63

56

50

69

47

60

47

32

Un

ive

rsit

ies

an

dte

chn

iko

ns

Pu

blic

co

rpo

rati

on

sa

nd

pri

va

te

en

terp

rise

s

De

pa

rtm

en

tal

Ag

en

cie

s a

nd

Acc

ou

nts

No

n–

pro

fit

inst

itu

tio

ns

Ho

use

ho

lds

Pa

ym

en

tsfo

rca

pit

ala

sse

ts

Bu

ild

ing

sa

nd

oth

er

fixe

dst

ruct

ure

s

Ma

chin

ery

an

de

qu

ipm

en

t

So

ftw

are

an

do

the

rin

tan

gib

le

ass

ets

Cu

ltiv

ate

da

sse

ts

La

nd

an

dsu

bso

ila

sse

tso

fw

hic

h:

cap

ita

lise

dco

mp

en

sati

on

TO

TA

L6

,54

16

9,3

74

43

,63

39

2,7

84

14

9,5

28

16

3,2

23

17

7,6

36

77

78

30

04

20

45

05

00

19

87

36

11

41

12

47

33

52

30

24

42

60

33

75

45

29

01

01

76

00

35

05

10

33

75

45

29

01

01

76

00

35

05

10

33

8.1.6.PROGRAMME ONE: RISK MANAGEMENT

Risk Description Mitigation Measures

Non disclosure of business interest

Officials not declaring their business interests, hence affecting decision making.

. Confirm the validity of the forms with HR and Legal services

. Follow-up and ensure the completion of the

Poor records management

The Department does not have records management systems, this affects compliance.

e appointed..The central registry in

Poor asset management The Department does not have an accurate and complete asset registers.

. Capacitating the asset management at head office, Districts and the service points

. Strengthen supervisory controls with sign offs by the Director: SCM, Director: Financial Accounting on a monthly basis and CFO on a quarterly basis.

. Monthly reporting at DMC on plan to address issues within assets.

. Compile a plan to address the qualification issues that were raised by the Auditor General.

. Review the job description for all the positions within the asset management directorate.

. Establish the asset management forum to

. Critical records

declaration forms. Distribute the form for

completion

management personnel must b

Head office will be revamped for it to function properly.

. Each District Office, Service Point, Institution needs to have a registry

equipped.office which is properly

34

address the asset register issues

. Regular reconciliations between financial statements and the assetregister

Implementation of the new financial system

The Province introduced BAS as a financial system and thishad adverse impact on operations.

. Continuous engagement with Provincial Treasury on capacity building to officials.

. Benchmarking with other Provinces which have been using the system for improvement purposes

. Development of operational procedure manual for Users.

Lack of approved HR strategy and job evaluation policy

The Department does not have an approved HR Strategy and job evaluation policy.

. Job evaluation plan to be developed and implemented

. Job evaluation committee to be established

Poor contractmanagement

The Department does not have contract management guidelines and procedures.

. Follow up on the outstanding contract registers from the Districts.

. Clarify and document the roles between SCM, Legal services and Support.. Notify the programmes to extend contracts two months before the expiry of the existing contract.

. Perform contract performance review on a quarterly basis.

. An Electronic database system needs to be developed for effective management of contracts.

35

8.2. PROGRAMME TWO: SOCIAL WELFARE SERVICES

8.2.1.Programme Purpose

To provide comprehensive social welfare services to vulnerable groups through social protection, social investment and social cohesion programmes in partnership with stakeholders.

8.2.2. Overall Objectives of the Chief Directorate

• To provide effective crime prevention and social support services • To provide effective integrated victim empowerment services• To provide care and support to families• To provide and strengthen child care and protection services• To provide and strengthen partial care and early childhood development services • To provide care and support services to older persons • To provide care and support services to persons with Disabilities • To provide effective substance abuse prevention and rehabilitation services• To mitigate the impact of HIV & AIDS on individuals, families and communities • To provide integrated social relief of distress and disaster management services

8.2.3. Programme Structure

Social Welfare Service as programme two (2) comprises of the following sub- programme:

Sub-Programme Outcome Strategic Objectives Crime Prevention and Support To provide effective crime

prevention and social support services. To provide effective integrated victim empowerment services

Victim Empowerment Services and Family Care Services

To provide care and support to families.

Child Care and Protection Services

All people in South Africa are and feel safe

To provide and strengthen child care and protection services

Partial Care and Early Childhood Development

Improved quality of basic education.

To provide and strengthen partial care and early childhood development services.

To provide care and support services to older persons. To provide care and support services to persons with Disabilities.

Special Needs

To provide effective substance abuse prevention and rehabilitation services.

HIV and AIDS To mitigate the impact of HIV and AIDS on individuals, families and communities.

Social Relief of Distress

A long and healthy life for all south Africans

To provide integrated social relief of distress and disaster management services.

36

8.2.4. Programme Strategic Objectives

Sub-Programme: 2.1 Crime Prevention and Support Services


Goal 2

Equitable, comprehensive and developmental social welfare services

Strategic Objective

To provide effective crime prevention andsocial support services

Objective Statement

Provision of comprehensive support services to children, youth and adults in conflict with the law.

Baseline

6927 Beneficiaries reached which includes 1501 children in conflict with the law assessed, 744 children in conflict with the law in registered secure care programmes, 700 children in conflict with the law referred for diversion, 245 children in conflict with the law in home based supervision. 118 awareness campaigns conducted, 854 officials and partners capacitated on regulatory frameworks and 11 programmes sustained in programmes

Presidential Outcome 3 All people in South Africa are and feel safe.

MTEF Targets In the next three year the Department will reach 63987 people through advocacy programme that intends to reduce incidents of crime by young offenders. Secure care centres will also accommodate about 3500 children who waiting trial.

37

Sub-Programme 2.2 Victim Empowerment Services


Equitable, comprehensive & developmental social welfare services

Strategic Objective

To provide effective integrated victim empowerment services

Objective Statement

Provide responsive services to victims of crime, violence and abuse.

Baseline

11 533 beneficiaries’ accessed VEP services, 4 state run VEP centers, 12 NGO’s funded and 950 stakeholders trained.


All people in South Africa are and feel safe.

MTEF Targets

16 000 victims of crime and violence will have access to VEP services during the next three years and 300 000 people will be reached through advocacy programme.

Sub-Programme 2.2.1 Family Support Services


Goal 2 Equitable, comprehensive & developmental social welfare services

Strategic Objective To provide care and support to familiesObjective Statement Preserve families and resilient communities

that foster social cohesion Baseline

9 NGO’s funded, 7 183 families accessed therapeutic services, 12 431 received support services and 10 046 reached through community based services.



MTEF Targets

During the next three years, 48 000 familieswill access family preservation services, 3000 people will be trained on family care programmes.

38

Sub-Programme 2.3. Child Care and Protection Services



Strategic Objective

To provide and strengthen child care and protection services

Objective Statement

Provision of comprehensive child care and protection services.

Baseline

38 CPOs funded, 2 state run CYCC and 5 Child Protection Organization run CYCC. 4123 children placed in foster care, 20 898 benefitting from PEI programmes, 18 placed in adoption, 240 placed in temporary safe care, 2633 living and working on the streets reached, 1774 placed in CYCC and 905 officials trained on child care legislative mandates

Presidential Outcome 3 All people in South Africa are and feel safe.

MTEF Targets 165 000 children will benefit from PEI programmes and 42 000 new foster care cases will be finalized in the next three years. 1350 children will be reunited with families and communities.

2 500 children will be placed in temporary save care

39

Sub-Programme 2.4. Partial Care and Early Childhood Development



Strategic Objective

To provide and strengthen partial care and early childhood development services

Objective Statement

To provide early childhood development services to children under 4, including children with disabilities.

Baseline

836 registered partial care sites, 860 unregistered sites, 83 920 children benefiting from subsidy and partial care sites, 368 funded sites, 200 ECD practitioners trained, 106 care givers trained and 1026 jobs created

Presidential Outcomes 1

Improved quality of basic education.MTEF Targets During the next three years 236 000 children

will be registered in existing partial care facilities, 4500 jobs will also be created through ECD programme.

Sub-Programme 2.5. Special Needs

2.5.1 Older Persons



Strategic Objective To provide care and support services to older

personsObjective Statement

Creation of an enabling environment that promotes development and protection of older persons

Baseline

60 598 Older Persons accessing services, capacity building provided to 3973 beneficiaries, 82 organizations providing services to Older Persons


A long and healthy life for all South Africans.MTEF Targets

During the next three 5739 older persons will receive therapeutic services, 18 new organisations rendering services to older persons will be funded.

40


2.5.2. Persons with Disability



Strategic Objective

To provide care and support services to persons with Disabilities

Objective Statement

Creation of an enabling environment that protects and promotes the rights of personswith disabilities.

Baseline

1 state run protective workshop, 18 organizations funded, 9 430 beneficiaries reached, 1 247 staff and partners capacitated.

Presidential Outcome


During the next three years 53615 people with disabilities will be accessing departmental services, 662 disabled will be participating in ABET programme and 5 residential facilities for persons with disabilities will be funded.


2.5.3. Substance Abuse Prevention and Rehabilitation Services



Strategic Objective To provide effective substance abuse

prevention and rehabilitation servicesObjective Statement

To reduce the extend of substance abuse through the implementation of prevention and rehabilitation programmes.

Baseline

562 683 people accessing substance abuse services, 408 staff and partners capacitated and 187 people referred to inpatient treatment centres



In the next three year, 2048 727 people will access substance abuse services, 21 service points will implement drug master plan and 2808 clients will be admitted to substance abuse treatment centres.

41

Sub-Programme 2.6. HIV and AIDS


Equitable, comprehensive & developmental social welfare services.

Strategic Objective

To mitigate the impact of HIV & AIDS on individuals, families and communities

Objective Statement

Provision of HIV & AIDS social protection services

Baseline

61 NPOs funded to provide social protection services including prevention. A total of 3 168 786 received HIV & AIDS Social Protection Services (incl prevention) which included:

• 103 834 beneficiaries accessing social protection services,

• 2 893 beneficiaries reached through OVC sensitization programme

• 152388 of beneficiaries reached through prevention programmes and over 3 million reached through mass media (radio talk shows in Motsweding FM, Radio Mafisa, Valtar FM, Mafikeng FM and Star FM), 27 Billboards and distribution of merchandise/prevention promotional material (over 130 000 booklets, workbooks, posters, etc distributed)

• 1 071 job opportunities created, • 1 600 Community Caregivers

capacitated,• 73% of HCBC & Drop In Centres

compliant with monthly reporting, • 53% of HCBC & Drop in Centres

implementing the new M & E System, • 65% of HCBC & Drop In Centre

compliant to Norms and Standards, Presidential Outcome 2

A long and healthy life for all South Africans.

MTEF Targets

During the next three years, 191 520beneficiaries will receive material support through HCBC food parcel, supplements and school uniforms 97 HCBCs will have community food gardens. Furthermore 6547 jobs will be created for caregivers within HCBCs and Drop in Centres.

42

Sub-Programme 2.7. Social Relief of Distress



Strategic Objective

To provide integrated social relief of distress and disaster management services

Objective Statement

Provision of social relief services to individuals, families and communities in distress.

Baseline

2959 households benefited from the SRD Programme in the form of food parcels and 4000 learners have benefited from school uniform project, 320 staff and partners were trained on SRD and as at the 3rd quarter of 2010/11 financial year, an amount over R171 720 has been spend on food parcels and a further 3.3m has been committed for school uniform. Part of the SRD interventions (2800 food parcels) was provided for by SASSA.

Presidential Outcome 2 A long and healthy life for all South Africans.MTEF Targets During the next three years, 30 000

household will benefit from the social relief programme. Social Relief of Distress strategy will be developed and disaster mitigation strategy will be reviewed.

43

PR

OG

RA

MM

E B

UD

GE

T E

ST

IM

AT

ES

:

SO

CIA

L W

ELFA

RE

SE

RV

IC

ES

AU

DIT

ED

OU

TC

OM

E

Rm

illi

on

AD

JUS

TE

DA

PP

RO

PR

IATIO

NM

ED

IUM

-TE

RM

EX

PE

ND

ITU

RE

ES

TIM

ATE

SS

UB

-PR

OG

RA

MM

E

20

07

/08

20

08

/09

20

09

/10

20

10

/11

20

11

/12

20

12

/13

20

13

/14

Su

bst

an

ce

Ab

use

,Pre

ve

nti

on

4,7

92

4,9

86

5,8

38

14

,50

61

5,9

04

17

,67

51

8,6

47

Cri

me

Pre

ve

nti

on

an

d

So

cia

l R

eli

ef

29

52

,86

76

,59

28

,70

48

,47

21

0,0

52

10

,60

5

Tota

lp

aym

en

tsa

nd

est

ima

tes

27

7,1

59

39

4,3

12

47

7,3

91

53

6,6

27

59

5,2

85

61

8,8

61

64

5,2

37

Su

bto

tal

Dir

ect

ch

arg

es

ag

ain

stth

e

Na

tio

na

lR

ev

en

ue

Fu

nd

Ch

an

ge

to2

01

1B

ud

ge

te

stim

ate

Eco

no

mic

cla

ssif

ica

tio

n

Cu

rre

nt

pa

ym

en

ts1

57

,23

52

22

,82

02

69

,70

33

19

,24

33

76

,47

94

08

,85

04

21

,68

6

Co

mp

en

sati

on

of

em

plo

ye

es

87

,55

41

15

,29

21

61

,42

31

93

,58

02

52

,8

70

27

1,8

80

27

2,0

98

Go

od

sa

nd

serv

ice

s6

9,6

80

10

7,3

24

10

8,2

80

12

5,6

64

12

3,6

09

13

6,9

70

14

9,5

88

Ad

min

istr

ati

on

22

4,8

39

19

5,3

52

22

2,3

22

99

,57

21

29

,42

61

73

,06

0

Ca

re a

nd

Se

rvic

e t

o

22

7,7

98

old

er

Pe

rso

ns

35

,44

5

46

,47

34

9,8

37

55

,59

26

4,6

35

68

,07

07

4,1

44

39

,64

6

10

,84

9

5,0

70

24

,31

6

67

,72

1

15

,78

9

6,6

51

38

,16

93

9,9

78

20

,36

1

18

,78

9

47

,92

5

23

,64

32

4,1

92

30

,22

1

67

,79

36

0,0

20

60

,66

9

22

,57

91

8,3

67

22

,99

9

31

,33

8

24

,26

4

64

,83

3

45

,97

15

8,6

91

60

,98

46

8,2

59

Se

rvic

e t

o p

ers

on

wit

h

Ch

ild

Yo

uth

Ca

re a

nd

P

reve

n

HIV

an

d A

IDS

Su

pp

ort

Dis

ab

ilit

ies

Vic

tim

Em

po

we

rme

nt

55

,25

07

7,8

58

10

9,0

76

95

,94

41

09

,96

41

08

,59

51

17

,89

4

Ca

re a

nd

Su

pp

ort

Se

rvic

es

1,9

24

4,3

72

5,9

35

6,5

43

10

,20

11

1,7

98

12

,38

6

to F

am

ilie

s

.8

.2.5

Re

so

urc

e C

on

sid

era

tio

ns

44

of

wh

ich

:

Ad

min

istr

ati

ve

fee

s2

19

1,2

41

81

22

24

Ad

ve

rtis

ing

1,5

00

1,6

00

1,8

00

Ass

ets

less

tha

nR

50

00

3,2

00

3,5

17

3,8

21

Au

dit

co

sts:

Exte

rna

l1

,51

41

,38

38

87

Bu

rsa

rie

s(e

mp

loye

es)

--

--

--

-

Ca

teri

ng

:D

ep

art

me

nta

la

ctiv

itie

s3

,49

65

,22

65

,92

86

,15

16

,22

26

,96

17

,19

0

Co

mm

un

ica

tio

n6

,41

56

,69

39

,65

01

3,8

00

9,8

00

14

,50

01

5,2

00

Co

mp

ute

rse

rvic

es

55

13

34

9

Co

nsu

lta

nts

an

dp

rofe

ssio

na

l

serv

ice

s:B

usi

ne

ssa

nd

ad

vis

ory

serv

ice

14

,12

83

3,7

17

30

25

23

9,9

58

49

,40

84

3,4

02

Co

nsu

lta

nts

an

dp

rofe

ssio

na

l

serv

ice

s:Le

ga

lco

sts

42

--

--

Co

ntr

act

ors

1,0

39

1,8

43

1,5

92

--

-

Ag

en

cya

nd

sup

po

rt/

ou

tso

urc

ed

serv

ice

s

2,3

65

1,9

57

En

tert

ain

me

nt

03

32

16

03

13

33

5

Inve

nto

ry:

Fu

el,

oil

an

dg

as

46

Go

ve

rnm

en

t m

oto

r tr

an

spo

rt2

96

,02

47

,58

17

,73

87

,88

9

1,3

10

83

51

,02

41

,41

1

1,3

23

1,7

27

2,3

99

1,6

16

46

44

30

,48

4

-2

91

-

82

2

46

2,2

83

96

23

42

36

33

83

2,1

76

Inve

nto

ry:

Fo

od

, a

nd

Fo

od

Su

pp

lie

rs1

,48

4

29

42

20

92

22

23

4

45

Inve

nto

ry:

Ra

w M

ate

ria

ls-

2,2

86

2,7

38

3,9

05

6,8

12

7,9

00

8,

20

0

Le

ase

pa

ym

en

ts4

,25

35

,96

85

,48

71

0,0

10

12

,95

31

3,

92

11

4,

08

2

Ow

ne

da

nd

lea

seh

old

pro

pe

rty

exp

en

dit

ure

4,2

34

7,4

94

12

,65

94

,60

05

,90

06

,10

0

Tra

nsp

ort

pro

vid

ed

:D

ep

art

me

nta

l

act

ivit

ies

1,2

67

63

5

Tra

ve

la

nd

sub

sist

en

ce1

9,5

35

24

,01

12

1,5

95

19

,80

01

7,5

11

22

,21

32

5,8

85

Tra

inin

ga

nd

de

ve

lop

me

nt

40

82

83

1,6

18

7,8

15

4,8

00

58

06

12

Op

era

tin

ge

xpe

nd

itu

re6

56

49

30

17

,13

74

,10

05

,40

08

,90

0

Ven

ue

sa

nd

faci

liti

es

40

81

,35

42

,48

93

,58

62

,60

03

,80

03

,92

0

Inte

rest

an

dre

nt

on

lan

d

Fin

an

cia

ltr

an

sact

ion

sin

ass

ets

an

d

lia

bilit

ies

Tra

nsf

ers

an

dsu

bsi

die

s

Pro

vin

ces

an

dM

un

icip

aliti

es

De

pa

rtm

en

tala

ge

nci

es

an

d

acc

ou

nts

97

43

85

13

81

46

15

4

Inve

nto

ry:

Sta

tio

ne

rya

nd

pri

nti

ng

7,4

76

5,2

38

61

48

1,2

09

2,2

22

3,2

34

20

4

99

,27

11

29

,53

21

50

,22

61

61

,05

51

72

,48

41

82

,68

41

91

,18

3

3

2

46

sa

nd

tech

nik

on

s

Pu

blic

co

rpo

rati

on

sa

nd

pri

va

te

Fo

reig

ng

ove

rnm

en

tsa

nd

on

al

org

an

isa

tio

ns

pro

fit

inst

itu

tio

ns

Ho

use

ho

lds

Pa

ym

en

tsfo

rca

pit

ala

sse

ts

Bu

ild

ing

sa

nd

oth

er

fixe

dst

ruct

ure

s

Ma

chin

ery

an

de

qu

ipm

en

t

So

ftw

are

an

do

the

rin

tan

gib

le

Cu

ltiv

ate

da

sse

ts

La

nd

an

dsu

bso

ila

sse

tso

fw

hic

h:

cap

ita

lise

dco

mp

en

sati

on

1,0

42

10

,69

98

,11

61

27

,64

71

43

,91

91

60

,44

51

61

,28

91

68

,36

41

73

,72

4

11

08

15

6,3

45

61

01

1,1

95

14

,32

01

7,4

59

20

,65

34

1,9

60

57

,42

25

6,3

29

46

,32

22

7,3

27

32

,36

8

17

,48

43

8,6

53

53

,72

35

0,3

90

40

,00

02

0,5

01

25

,16

7

3,1

70

3,3

07

3,6

99

5,9

39

6,3

22

6.8

26

7,2

01

27

7,1

59

39

4,3

12

47

7,3

91

53

6,6

27

59

5,2

85

61

8,8

61

64

5,2

37

Un

ive

rsit

ie

en

terp

rise

s

inte

rna

ti

No

n–

ass

ets

TO

TA

L

47

8.2.6. Risk Management : Programme Two: Social Welfare Services

Risk

Description

Mitigation measures

Ineffective strategies for successful implementation of Social Welfare Infrastructure plan.

Failure to meet the business objectives may lead to financial penalties. Without sufficient knowledge and control of the risks to operations posed by infrastructure, it is very possible that unrealistic objectives may be set, buildings that are not complaint to norms and standards, and notonly will there be financial consequences, but also there will be reputational impact.

Social Welfare to contribute and actively participate in the development and implementation of the infrastructure plans and ensure that planning from the programme point of view is realistic, is informed by the needs, it is in line with the infrastructure plan and the allocated budget.

Ineffective integrated planning and delivery of services involving internal as well as external stakeholders.

The successful deliver y of Social Welfare Services is depended on the involvement, participation and contribution of many internal and external stakeholders

(Example 1 - implementation of the Children’s Act depends on the important contribution of DSDWCPD, SASSA, Justice and Constitutional Development, SAPS, etc.)

(Example 2 – the ECD massification project depends on the cooperation of other external stakeholders such as Local Municipalities, DoH, etc)

If stakeholder mobilisation, cooperation and joint planning are neglected, it willhave negative effect of the overall performance of the Department.

Strengthen the Chief Directorate’s ability and resolve to mobilise critical stakeholders, establish and strengthen relevant consultative and service deliver forums, ensure joint planning with other stakeholders, including local municipalities.

Uptake of the allocated budget particularly on transfers to NGO’s remains a serious challenge for the Chief Directorate.

The problem of late/delayed transfers to service partners (for whatever reason) has serious implications on timeous service delivery, the reputation of the Department as non-caring, future budget allocations for the Programme due to perceived carry over’s, including during adjustments processes.

Implementation of a schedule for calling of, assessment and approval of business plans must be implemented.

Systems must be put in place to assist and ensure effective, efficient and timeous budget utilisation at sub -programme level.

Slow implementation of the transformation agenda in the delivery of Social Welfare Services

There is growing concern that certain social welfare services which are constitutional in nature, still do not reach other parts of the Province, especially the previously disadvantaged, and continue to serve the previously advantaged sectors of the society.

Effective implementation of the Transformation Agenda, with deliberate measures to ensure that funds are migrated to new and previously underserviced areas.

Integration must also be fast -tracked to ensure that the population has equitable access to services funded by the Department.

48

PROGRAMME THREE: COMMUNITY DEVELOPMENT

8.3.1 Programme Purpose

To establish sustainable livelihoods initiatives through investment on social development research programme and strengthen partnership with key stakeholders.

8.3.2 Overall Objectives of the Chief Directorate

1. To improve capacity of communities to enhance their livelihoods;

2. To coordinate implementation of interdepartmental poverty eradication programmes;

3. To create a conducive environment for partnership development;

4. To ensure implementation of youth development programmes;

5. To improve sector performance through social development research.

8.3.3. Programme Structure programmes:

Sub-Programme Outcome Strategic Objectives

Sustainable Livelihoods To improve capacity of communities to enhance their livelihoods.

Poverty Eradication Strategy Coordination

To coordinate implementation of interdepartmental poverty eradication programmes

Institutional Capacity Building and Support

To create a conducive environment for partnership development.

Youth Development To ensure implementation of youth development programmes.

Research and Demography

Vibrant, Equitable, Sustainable rural communitiescontributing towards food security

To improve sector performance through social development research.

Community Development as programme three (3), comprises of the following sub -

49


Sub-Programme 3.1. Research and Demography

Strategic Outcome Oriented Goal

Sustainable communities through capacity building, partnerships and research.

Strategic Objective

To provide credible information to enhance planning and decision making.

Objective Statement

Social Development research commissioned/ conducted.

Baseline

The programme compiled 9000 household profiles during 2010/2011 in the context of the War on Poverty Programme.

Three departmental Research projects are in progress on the following areas- • Causes of Family Suicide;• Survey of children living and working in

the streets;• Nature, prevalence and impact of

substance abuse.

Presidential Outcome 7 Vibrant, Equitable, Sustainable rural communities contributing towards food security.

MTEF Target During the next three years 188 000household profiles will be compiled and captured on NISIS.

50

Sub-Programme 3.2. Institutional Capacity Building and Support


Sustainable communities through capacity building, partnerships and research.

Strategic Objective

To create conducive environment for partnership development.

Objective Statement

Partnership development with NPOs, Social Cooperatives and relevant development partners.

Baseline

308 NPOs were registered during 2009/2010 and 2010/2011.

The programme facilitated for establishment of 25 Social Cooperatives within the four districts.

3 Partners in the form of the University of the North West, National Development Agency, and Small Enterprise Development Agency were engaged by the department to provide training, mentorship to community based projects and the staff.

Presidential Outcome 7 Vibrant, equitable, sustainable rural communities contributing towards food security.

MTEF Targets 65 000 people will be reached through

information dissemination sessions, 60 social cooperatives and 1200 NPOs will also be registered in the next three years.

51

Sub-Programme 3.3 Poverty Eradication Strategy Coordination


Sustainable communities through capac ity building, partnerships and research

Strategic Objective

To coordinate implementation of interdepartmental poverty eradication programmes.

Objective Statement 7

Households and projects linked to technical and material support for sustainable development.

Baseline

The programme has funded 900 households in deprived wards as part of the War on Poverty programme with a view to sustainable livelihoods43 income generating projects were supported in all districts.The Satellite Food Bank established in Dr RSM was supported and the Rustenburg pilot project was supported based on the results of a feasibility study conducted by Food Bank South Africa.


Vibrant, Equitable, Sustainable rural communities contributing towards food security.

MTEF Targets 1860 beneficiaries will be linked to food banks, NISIS referrals reports will be produced on quarterly basis for intervention purposes.

Sub-Programme 3.4 Sustainable Livelihoods


Goal Sustainable Communities through capacity building, partnerships and research.

Strategic Objective To improve capacity of communities to enhance their livelihoods.

Objective Statement Households and projects linked to technical and

material support for sustainable development.

Baseline

The programme has so far funded 900 households in deprived wards as part of the War on Poverty programme with a view to sustainable livelihoods43 income generating projects were supported in all districts.


Vibrant, Equitable, Sustainable rural communities contributing towards food security.

MTEF Targets

3600 households will benefit from medium to long term war on poverty interventions, 6600 social grants recipients will be linked to household interventions and 55 women cooperatives will be funded in the next three years.

52

Sub-Programme 3.5. Youth Development


Sustainable Communities through capacity building, partnerships and research.

Strategic Objective

To support youth development programmes.

Objective Statement

Youth linked to capacity building and socio - economic opportunities

Baseline

332 Youth participating in the Masupatsela Youth Pioneer Programme underwent training on six modules and will receive further training in 2011/2012.

Two new National Youth Service projects involving 100 participants were initiated in Dr RSM and NMM districts and will be strengthened during 2011/2012.

100 youth were enrolled in the Assistant Community Development Practitioners earnership Programme and will be provided with mentors during 2011/2012.

Presidential Outcome 7 Vibrant, Equitable, Sustainable rural communities contributing towards food security

MTEF Targets In the next three years, 300 youth will be placed in income generating projects, 38 youth development entrepreneurship projects will be established and 332 youth will be linked to Masupatsela Youth Pioneer Programme.

53

PR

OG

RA

MM

E B

UD

GE

T E

ST

IM

AT

ES

:

CO

MM

UN

IT

Y D

EV

ELO

PM

EN

T

AU

DIT

ED

OU

TC

OM

E

Rm

illi

on

AD

JUS

TE

DA

PP

RO

PR

IATIO

NM

ED

IUM

-TE

RM

EX

PE

ND

ITU

RE

ES

TIM

ATE

SS

UB

-PR

OG

RA

MM

E

20

07

/08

20

08

/09

20

09

/10

20

10

/11

20

11

/12

20

12

/13

20

13

/14

You

th D

eve

lop

me

nt

10

,06

11

2,9

84

18

,23

42

9,5

44

30

,36

33

2,4

78

34

,26

4

Inst

itu

tio

na

l C

ap

acit

y

Tota

l P

ay

me

nts

an

d e

stim

ate

s1

10

,84

71

30

,50

71

48

,57

41

63

,52

7

Dir

ect

ch

arg

es

ag

ain

stth

e

Na

tio

na

lR

ev

en

ue

Fu

nd

Ch

an

ge

to2

01

1B

ud

ge

te

stim

ate

Eco

no

mic

cla

ssif

ica

tio

n

Cu

rre

nt

pa

ym

en

ts3

1,0

15

46

,65

74

0,8

08

65

,79

08

9,1

61

10

3,7

28

11

4,5

54

Co

mp

en

sati

on

of

em

plo

ye

es

20

,85

22

9,9

84

22

,78

34

7,7

42

60

,7

28

70

,17

07

8,3

04

Go

od

sa

nd

serv

ice

s1

0,1

63

16

,67

31

8,0

25

18

,04

82

8,4

33

33

,55

83

6,2

50

Ad

min

istr

ati

on

44

,99

73

7,8

52

65

,38

73

2,9

62

38

,91

02

5,7

65

Su

sta

ina

ble

Liv

eli

ho

od

55

,55

0

10

,68

1

14

,33

53

3,2

76

31

,06

54

2,1

84

44

,54

64

6,9

96

16

,30

6

-

5,5

56

-2

,20

7

7,1

16

4,3

20

4,8

53

6,1

81

8,0

66

8,1

10

9,8

19

6,5

21

10

,35

9

Re

sea

rch

an

d D

em

og

rap

hy

Bu

ild

ing

86

,59

87

1,7

85

70

,01

10

8.3

.5 R

eso

urc

e C

on

sid

era

tio

ns

54

of

wh

ich

:

Ad

min

istr

ati

ve

fee

s1

48

17

12

0

Ad

ve

rtis

ing

20

82

21

23

3

Ass

ets

less

tha

nR

50

00

Au

dit

co

sts:

Exte

rna

l8

94

36

1

Bu

rsa

rie

s(e

mp

loye

es)

--

--

--

-

Ca

teri

ng

:D

ep

art

me

nta

la

ctiv

itie

s9

88

1,5

28

1,1

60

1,3

00

1,9

71

2,0

91

2,2

06

Co

mm

un

ica

tio

n2

,51

23

,30

52

,43

93

,00

03

,50

03

,80

04

,00

0

Co

mp

ute

rse

rvic

es

9

Co

nsu

lta

nts

an

dp

rofe

ssio

na

l

serv

ice

s:B

usi

ne

ssa

nd

ad

vis

ory

serv

ice

36

13

,15

32

,50

04

,88

15

,17

95

,46

4

Co

nsu

lta

nts

an

dp

rofe

ssio

na

l

serv

ice

s:Le

ga

lco

sts

--

--

Co

ntr

act

ors

29

25

52

18

5-

--

Ag

en

cya

nd

sup

po

rt/

ou

tso

urc

ed

serv

ice

s

10

43

7

En

tert

ain

me

nt

04

02

0

Inve

nto

ry:

Fu

el,

oil

an

dg

as

1

Go

ve

rnm

en

t m

oto

r tr

an

spo

rt0

42

35

01

32

14

32

00

89

86

43

9

2,0

19

-

-

0

67

30

00

02

21

Inve

nto

ry:

Fo

od

, a

nd

Fo

od

Su

pp

lie

rs5

0

00

00

0

--

8,6

99

9,2

21

9,7

28

0

31

55

Inve

nto

ry:

Ra

w M

ate

ria

ls-

1,3

72

1,4

70

1,2

05

1,1

81

1,2

53

1,

32

2

Le

ase

pa

ym

en

ts1

53

16

93

34

Ow

ne

da

nd

lea

seh

old

pro

pe

rty

exp

en

dit

ure

15

12

92

40

63

97

42

14

44

Tra

nsp

ort

pro

vid

ed

:D

ep

art

me

nta

l

act

ivit

ies

63

61

25

Tra

ve

la

nd

sub

sist

en

ce3

,29

74

,76

47

,29

15

,91

26

,49

87

,71

18

,91

6

Tra

inin

ga

nd

de

ve

lop

me

nt

38

19

59

05

23

1,1

00

1,1

67

1,2

31

Op

era

tin

ge

xpe

nd

itu

re1

09

61

Ven

ue

sa

nd

faci

liti

es

13

81

59

87

96

77

85

01

,14

31

,20

6

Inte

rest

an

dre

nt

on

lan

d

Fin

an

cia

ltr

an

sact

ion

sin

ass

ets

an

d

lia

bilit

ies

Tra

nsf

ers

an

dsu

bsi

die

s

Pro

vin

ces

an

dM

un

icip

aliti

es

De

pa

rtm

en

tala

ge

nci

es

an

d

acc

ou

nts

13

12

Inve

nto

ry:

Sta

tio

ne

rya

nd

pri

nti

ng

1,2

49

22

7

62

94

1,1

09

1,3

50

1,5

00

38

,65

82

4,3

59

43

,96

34

4,4

32

40

,68

14

4,1

41

48

,22

9

--

-

56

Un

ive

rsit

ies

an

dte

chn

iko

ns

Pu

blic

co

rpo

rati

on

sa

nd

pri

va

te

en

terp

rise

s

Fo

reig

ng

ove

rnm

en

tsa

nd

inte

rna

tio

na

lo

rga

nis

ati

on

s

No

n–

pro

fit

inst

itu

tio

ns

Ho

use

ho

lds

Pa

ym

en

tsfo

rca

pit

ala

sse

ts

Bu

ild

ing

sa

nd

oth

er

fixe

dst

ruct

ure

s

Ma

chin

ery

an

de

qu

ipm

en

t

So

ftw

are

an

do

the

rin

tan

gib

le

ass

ets

Cu

ltiv

ate

da

sse

ts

La

nd

an

dsu

bso

ila

sse

tso

fw

hic

h:

cap

ita

lise

dco

mp

en

sati

on

TO

TA

L

38

1,7

28

34

,47

02

2,5

48

41

,09

14

4,4

32

40

,68

14

4,1

41

48

,22

9

4,1

50

83

33

87

70

1,8

27

62

56

65

70

57

44

70

,01

07

1,7

85

86

,59

81

10

,84

71

30

,50

71

48

,57

41

63

,52

7

1,7

28

2,8

72

33

87

70

1,8

27

62

56

65

70

57

44

57

8.3.6 Risk Management: Programme Three Community Development

Risk

Description

Inability of emerging

Non-Profit Organizations and Social Cooperatives to gain access to project funding

Due to lack of exposure and low skills levels, emerging Non -Profit Organizations and Social Cooperatives do not comply with funding requirements outlined in the PFMA, Supply Chain Management prescripts and Community Development Programme Management Guidelines; thereby making it difficult for the Programme to spend budget allocated for transfer payments

• Advocacy Programme targeted at the most deprived communities.

• Capacity building programme for emerging non-profit organizations and social cooperatives.

• Development of costed busin ess models that can be customized by emerging non-profit organizations and social cooperatives.

• Provision of technical support.

Sustainability of funded projects

Projects provided with seed / start -up funding are often unable to generate enough income for self-sustenance. The projects either collapse or are forever dependent on government for sustenance.

• Provision of implementation support.• Facilitation of sustainable markets for

projects.• Promotion of investments / a culture

of saving.

Fraud and corruption Some project members misuse funds allocated for project development

• Implementation of a moral regeneration programme in respect of funded entities.

• Tranche funding.• Regular project monitoring visits.• Regular financial audits.• Application of sanctions where

applicable.

Mitigation Measures

58

8.4.PROGRAMME FOUR: SPECIAL PROGRAMME

8.4.1Programme Purpose

To protect human rights and promote equal access to opportunities and assets for designated groups.

8.4.2.Overall Objectives of the Chief Directorate

• To provide governance sys tems for women empowerment and gender equality;• To provide Governance Systems for Persons w ith Disabilities; • To provide Governance Systems f or Older Persons; • To provide Governance Systems for Rights of the Child.

8.4.3 Programme Structure Special Programme as programme Four (4) comprises of the following sub- programme:

Sub-Programme

Outcome

Strategic Objectives

Women Empowerment and Gender equality

To provide governance systems for women empowerment a nd gender equality.

Rights of Persons Disabilities To provide Governance Systems for Persons with Disabilities.

Rights of older persons To provide Governance Systems for Older Persons in the Province.

Rights of the child

All people in South Africa are and feel safe

To provide Governance System sfor Rights of the Child.


Sub-Programme: 4.1 Women Empowerment and Gender Equality

Strategic Outcome Oriented Goal Empowered designated groups.

Strategic Objective

To provide governanace system for Woman empowerment and gender equality.

Objective Statement

The rights of targeted groups will be promoted through policy development, adherence to international agreements, mainstreaming, advocacy, liaison, support, capacity building as well as monitoring and evaluation programs.

Baseline

Provincial Plans of Action and the Bahumagadi POA.


All people in South Africa are and feel safe.MTEF Targets

During 2011/12 a provincial gender strategy will be developed and a monitoring and evaluati on plan for women empowerment programme will also be developed.

59

Sub-Programme: 4.2: Persons with Disabilities



Strategic Objective

To provide Governance Systems for Persons with Disabilities.

Objective Statement


Baseline

Draft National Disability Policy Framework.Presidential Outcome 3


MTEF Targets

Provincial Disability Strategy will be developed in 2011/12. Provincial plan on disabled persons will be developed.

Sub-Programme 4.3. Rights of Older Persons Strategic Outcome Oriented

Goal


Strategic Objective To provide Governance Systems f or Older Persons.

Objective Statement The rights of targeted groups will be promoted through policy development, adherence to international agreements, mainstreaming, advocacy, liaison, support, capacity building as well as monitoring and evaluation programs.

Baseline

Forums for older persons has been strengthened.


All people in South Africa are and feel safe.MTEF Targets

Strengthening of older persons forums will be a priority and monitoring and evaluation reports will be compiled.

60

Sub-Programme 4.4: Rights of the Child



Strategic Objective

To provide Governance Systems for Rights of the Child.

Objective Statement


Baseline

UNCRPD, CEDAW 8 yrs report, Beijing 15 yrs report as well as the African Report on Children.

Presidential Outcome 3 All people in South Africa are and feel safe.MTEF Targets A provincial child rights strategy and

provincial program of action on the rights of the child will be developed during 2011/12.

61

8.4

.5 .

Re

so

urc

e C

on

sid

era

tio

ns

Bu

dg

et

Esti

ma

tes P

rog

ram

me

Fo

ur:

Sp

ecia

l P

rog

ram

me

s

AU

DIT

ED

OU

TC

OM

E

Rm

illi

on

AD

JUS

TE

DA

PP

RO

PR

IATIO

NM

ED

IUM

-TE

RM

EX

PE

ND

ITU

RE

ES

TIM

ATE

SS

UB

-PR

OG

RA

MM

E

20

07

/08

20

08

/09

20

09

/10

20

10

/11

20

11

/12

20

12

/13

20

13

/14

Dis

ab

ilit

y a

nd

Eld

erl

y R

igh

ts3

,43

73

,63

13

,80

7

Tota

l P

ay

me

nts

an

d e

stim

ate

s6

,87

47

,26

37

,61

4

Dir

ect

ch

arg

es

ag

ain

stth

e

Na

tio

na

lR

ev

en

ue

Fu

nd

Ch

an

ge

to2

01

1B

ud

ge

te

stim

ate

Eco

no

mic

cla

ssif

ica

tio

n

Cu

rre

nt

pa

ym

en

ts6

,78

47

,18

37

,52

9

Co

mp

en

sati

on

of

em

plo

ye

es

4,

13

34

,38

54

,54

9

Go

od

sa

nd

serv

ice

s2

,65

12

,79

82

,98

0

Ch

ild

3

,43

70

3,8

07

00

03

,63

2W

om

en

an

d R

igh

ts o

f th

e

62

of

wh

ich

:

Ad

min

istr

ati

ve

fee

s2

,65

12

,79

82

,98

0

Ad

ve

rtis

ing

11

81

26

13

4

Ass

ets

less

tha

nR

50

00

Au

dit

co

sts:

Exte

rna

l

Bu

rsa

rie

s(e

mp

loye

es)

--

--

--

-

Ca

teri

ng

:D

ep

art

me

nta

la

ctiv

itie

s4

33

45

04

79

Co

mm

un

ica

tio

n1

87

20

42

17

Co

mp

ute

rse

rvic

es

Co

nsu

lta

nts

an

dp

rofe

ssio

na

l

serv

ice

s:B

usi

ne

ssa

nd

ad

vis

ory

serv

ice

20

02

30

24

5

Co

nsu

lta

nts

an

dp

rofe

ssio

na

l

serv

ice

s:Le

ga

lco

sts

--

--

Co

ntr

act

ors

--

-

Ag

en

cya

nd

sup

po

rt/

ou

tso

urc

ed

serv

ice

s

En

tert

ain

me

nt

Inve

nto

ry:

Fu

el,

oil

an

dg

as

Go

ve

rnm

en

t m

oto

r tr

an

spo

rt

43

40

40

-

-

Inve

nto

ry:

Fo

od

, a

nd

Fo

od

Su

pp

lie

rs

--

--

-

63

Inve

nto

ry:

Oth

er

Co

sum

ab

les

27

43

01

32

1

Le

ase

pa

ym

en

ts

Ow

ne

da

nd

lea

seh

old

pro

pe

rty

exp

en

dit

ure

Tra

nsp

ort

pro

vid

ed

:D

ep

art

me

nta

l

act

ivit

ies

Tra

ve

la

nd

sub

sist

en

ce7

57

78

58

15

Tra

inin

ga

nd

de

ve

lop

me

nt

19

62

02

23

6

Op

era

tin

ge

xpe

nd

itu

re

Ven

ue

sa

nd

faci

liti

es

24

02

40

25

6

Inte

rest

an

dre

nt

on

lan

d

Fin

an

cia

ltr

an

sact

ion

sin

ass

ets

an

d

lia

bilit

ies

Tra

nsf

ers

an

dsu

bsi

die

s

Pro

vin

ces

an

dM

un

icip

aliti

es

De

pa

rtm

en

tala

ge

nci

es

an

d

acc

ou

nts

Inve

nto

ry:

Sta

tio

ne

rya

nd

pri

nti

ng

17

61

90

20

2

30

30

32

64

Un

ive

rsit

ies

an

dte

chn

iko

ns

Pu

blic

co

rpo

rati

on

sa

nd

pri

va

te

en

terp

rise

s

Fo

reig

ng

ove

rnm

en

tsa

nd

inte

rna

tio

na

lo

rga

nis

ati

on

s

No

n–

pro

fit

inst

itu

tio

ns

Ho

use

ho

lds

Pa

ym

en

tsfo

rca

pit

ala

sse

ts

Bu

ild

ing

sa

nd

oth

er

fixe

dst

ruct

ure

s

Ma

chin

ery

an

de

qu

ipm

en

t

So

ftw

are

an

do

the

rin

tan

gib

le

ass

ets

Cu

ltiv

ate

da

sse

ts

La

nd

an

dsu

bso

ila

sse

tso

fw

hic

h:

cap

ita

lise

dco

mp

en

sati

on

TO

TA

L

90

80

85

6,8

74

7,2

63

7,6

14

90

80

85

65

8.4.6. Risk Management: Programme Four: Special Programme

Risk

Description

Mitigation Measures

Lack of reporting of Departments and municipalities.

Some departments and municipalities are not reporting on international agreements and protocols.

To develop provincial

programme.

Lack of implementation of internationalagreements across government and municipalities.

Some departments and municipalities are reluctant to implement international agreements.

Provincial plan for implementationof international agreements and protocols.

Location of function outside the coordinating main institution (Premiers Office).

Challenges will be experienced in coordination due to the positioning of the special programme.

Buy - in by EXCO to ensure that departments build good working relationship with special programme.

Monitoring and Esystems for the

66

PART C: LINKS TO OTHER PLANS

67

De

pa

rtm

en

tal

In

fra

str

uctu

re P

lan

20

09

/1

0

-20

13

/1

4 O

UT

CO

ME

MA

IN

AP

PR

OP

R

IA

TIO

N

AD

JU

ST

ED

AP

PR

OP

R

IA

TIO

N

RE

VIS

ED

AP

PR

OP

RIA

TIO

N

ME

DIU

M T

ER

M

ES

TIM

AT

ES

PR

OJE

CT

NA

ME

P

RO

GR

AM

ME

M

UN

IC

I

PA

LIT

Y

OU

TP

UT

S

2007/08

2008/09

2009/10

20

10

/1

1

(R

,00

0)

2011/12

2012/13

2013/14

New

an

d

rep

lacem

en

t

as

se

ts (

Rth

ou

san

d)

1.R

uste

nbur

g S

ecur

e

Crim

e P

rivat

ion

and

Sup

port

Rus

tenb

urg

Min

or a

dditi

ons

(rec

reat

iona

l faci

litie

s &

co

verin

g of

cou

rtyar

ds)

R 3

00

R20

0

2.M

ogw

ase

Pro

tect

ive

Wor

ksho

pS

peci

al N

eeds

Mos

es

Kot

ane

New

faci

lity

--

-R

1 ,50

0

1.M

ogw

ase

Sub

stan

ce

Abu

se C

ente

rS

peci

al N

eeds

Mos

es

Kot

ane

New

Sub

stan

ce A

buse

--

-R

1,00

0

2.M

afik

eng

Chi

ldre

ns

Hom

eC

hild

ren

Ser

vice

s N

gaka

Mod

iri

Mol

ema

New

Chi

ldre

n’s

Hom

eR

60,

000

R9,

000

--

1.M

afik

eng

She

lter f

or

Vict

ims

of C

rime

Fam

ily a

nd V

EP

Nga

ka M

odiri

M

olem

a

New

One

Sto

p cen

ter

--

R1,

000

-

9.L

ink

s t

o l

on

g t

erm

in

fra

str

uctu

re a

nd

oth

er

ca

pit

al

pla

ns

This

pla

n ou

tline

s in

fras

truc

ture

pro

ject

s in

the

Dep

artm

enta

l Inf

rast

ruct

ure

Plan

whi

ch t

he

Dep

artm

ent

will

be

initi

atin

g or

impl

emen

ting

during

the

MTE

F cy

cle

2009

/10-

2013

/14.

The

ta

ble

belo

w in

dica

tes

the

proj

ect,

nam

e, lo

calit

y an

d es

timat

ed b

udge

t fo

r th

e pr

ojec

ts.

Car

e C

entre

cen

tre

68

2.Ta

ung

Sec

ure

Car

e C

ente

rC

rime

Priv

atio

n an

d S

uppo

rtG

reat

er T

aung

New

Sec

ure

Car

e

Inca

rcer

atio

nR

3,0

00R

12,2

03R

14,5

01R

18,5

01

Gan

yesa

Chi

ldre

n ’s

hom

eC

hild

ren

Ser

vice

sK

agis

ano

New

Chi

ldre

ns’ H

ome

-R

6,00

0R

6,0

00R

6,0

00

Taun

g O

ld A

ge

Hom

eS

peci

al N

eeds

Gre

ater

Tau

ngN

ew O

ld A

ge

Hom

e-

R6,

000

R 6

,000

R

6,0

00

Vru

burg

Vic

ctim

E

mpo

wer

men

tFa

mily

and

VE

PN

aled

iN

ew V

EP

cen

treR

17,

759

R 7

00-

-

Mat

losa

na S

ubst

ance

A

buse

Cen

ter

Spe

cial

Nee

dsM

atlo

sana

New

Sub

stan

ce

abus

e ce

ntre

-

--

R 5

00

Tota

l New

and

re

plac

emen

t ass

ets

R 8

1,0

59

R 3

3,9

03

R

27,5

01

R

33

,701

2. M

ain

ten

an

ce a

nd

re

pair

s (

R th

ou

san

d)

Old

age

hom

e;

Son

op p

hase

IIS

peci

al N

eeds

Mad

iben

g

Pha

se II

repa

irs a

ndre

nova

tion

com

plet

edR

5,6

11R

600

--

Old

age

hom

e;

Son

op p

hase

III

Spe

cial

Nee

dsM

adib

eng

Pha

se II

Irep

airs

&

reno

vatio

n co

mpl

eted

--

-R

1,00

0

Sec

ure

Car

eC

ente

r R

eam

oget

swe

Pha

se I

I

Crim

e P

rivan

tion

Sup

port

Mad

iben

g

Rep

airs

and

re

nova

tion

com

plet

ed

R4,

816

R54

1-

-an

d

and

69

Tota

l Mai

nten

ance

and

R10,4

27

R1,1

41

R

0

R1,0

00

3.U

pg

rad

e a

nd

Ad

dit

ion

s

(Rth

ou

san

d)

Taun

g S

ubst

ance

A

buse

S

peci

al N

eeds

Gre

ater

Ta

ung

New

Sub

stan

ce

Abu

se C

entre

R1,

000

R8,

000

R8,

000

R3,

000

Itsos

eng

Hand

i-C

raft

Cen

ter

Spe

cial

Nee

dsD

itsob

otla

A ne

wre

side

ntia

l ar

ea in

the

hand

icra

ft ce

ntre

R1,

500

R7,

000

R15

,000

R6,

500

Tota

l Upg

rade

and

Addi

tions

R2,5

00

R15,0

00

R

23,0

00

R

9,5

00

4. R

eh

ab

ilit

ati

on

, re

no

vati

on

s

an

d r

efu

rbis

hm

en

ts(

R t

ho

usan

d)

Tota

l Reh

abili

tatio

n, re

nova

tions

re

furb

ishm

ents

repa

irs

70

10. Conditional Grants

During the financial year 2010/11 the Department was allocated the EPWP conditional grant. The table below indicates the purpose and performance indicator used to monitor the grant.

Name of the grant EPWP HCBC Conditional Grant

Purpose of the grant The EPWP conditional grant was introduced as part of Phase 2 to further enhance the creation of EPWP Full Time Equivalent work opportunities by Public Bodies.

Performance measure indicator Number of job opportunities created for CCG’s within HCBC’s/ Drop in Centres & Prevention Partnership programmes (on stipend)

Continuation These funds were allocated in the form of a conditional grant during the financial year 2011/11, as the Social sector incentive grant framework was not finalized, the grant might come in a different form in the financial year 2011/2012.The amount allocated was based on reporting on programme performance and reporting to National Public Works .

Motivation The grant presented the department with an opportunity to create additional work Opportunities towards achieving EPWP targets , improving service delivery and building an HIV and AIDS competentcommunity.

11. Public Entities

There is no public entity reporting to the Department.

12. Public- private partnership

There are no public – private partnerships agreements which Department has entered into.

71

ANNEXURE A:

Departmental Outcome Base Plan

OUTCOME 1: IMPROVED QUALITY OF BASIC EDUCATION

OUTPUT: Improve early childhood development

1.1

INTRODUCTION The Department of Social Development has a mandate to provide services in terms of

the Children’s Act, 2005 and the Children’s Act 2007 as amended and its Regulations. The focus of ECD and its process is on Chapter 5 (Partial Care) and Chapter 6 (Early Childhood Development). The implementation of this Act fosters the transformation of services that are rendered to children and that requires joint strategies and plans.

The Department of Social Development as the custodian of the Act is responsible for the following functions:

• Proper implementation of the relevant chapters in the Act ;

• Formulation/development of policies and guidelines that are aligned to the Children’s Act as amended and its Regulations.

• Compliance by all the relevant stakeholders in terms of the legislation;

• Implementation of the Integrated Plan for ECD that promotes integration of services and establishment of partnerships at all levels;

• Monitoring and evaluation of Partial and ECD services.

1.2 PROBLEM STATEMENT

Early childhood development and partial care services is a crucial programme whereby the Department is entrusted and regulated by Children’s Act to ensure comprehensive and integrated development of children from an early age of 0-4years.

The Department as the custodian of this Act has the main responsibility to ensure compliance and its implementation. As per the provisions of the Act, theDepartment had to ensure that children are developed both socially, cognitively,emotionally, physically and socially.

Failure to comply with the provisions of this Act has serious implications socially and economically for the future of this children and the country.The latter may result into social ills which the country is experiencing today.

It should further be noted that only 7% of children under four years have access to ECD services and partial care sites.

72

1.3

CHALLENGES

The following challenges are experienced in North West Province:

• Inadequate land for ECD infrastructure programmes;

• Provision of ECD services is uncoordinated and fragmented;

• There is no comprehensive data base on ECD programmes;

• The process of registration is too cumbersome and tedious.

1.4

FAILURES AND REASONS

• Shortage of ECD facilities due to delay in allocating land for infrastructure development at local municipality level;

• Lack or minimal access to ECD services due to limited number of registered ECD centers;

• Limited capacity and resources including lack of uniform funding model. This is due to uncoordinated training of ECD practitioners;

• Partial compliance to provisions of the Children’s Act by aspirant ECD centers applicants leading to limited access.

1.5 WHAT WILL BE DONE DIFFERENTLY

• Increase access of the number of children 0- 4 years to partial care services/ECD;

• Improve quality of ECD services or partial care services;• Compliance to the provisions of the Children’s Act;• Increase registration of ECD services;• Train ECD Practitioners to improve quality of services;• Strengthen monitoring and evaluation of ECD services.

1.6

DELIVERY PARTNERS

The following are partners who provide services to ECD’s.• Department of Basic Education;• Department of Social Development;• Department of Health;• Department of Sport, Arts and culture;• Department of Cooperation, Governance and Traditional Affairs ;• Registered non -governmental organizations rendering ECD services.

1.7

CHANGES REQUIRED TO TAKE LEGISLATIVE AND REGULATORY ENVIRONMENT

• None

73

1.8

WAY FORWARD AND RECOMMENDATIONS

. That Social Service delivery Forums should be strengthened at local level and ensure implementation of the above;

. That municipalities to ensure implementation of Children’s Act.

74

20

10

/1

1

20

11

/1

2

20

12

/1

3

20

13

/1

4

Su

b-

Ou

tpu

t

Baseline

Target

Budget

(in

Rands)

Locality

Target

Locality

Baseline

Target

Locality

1.3

.2:

In

crea

se

the

the

num

ber o

f ch

ildre

nw

ho p

artic

ipat

e

2466

530

6 65

37m

All

21

serv

ice

poin

ts

3066

560

0 039

m

All

21se

rvic

e po

ints

426

6560

0 041

m

All 2

1 se

rvic

e po

ints

24665

285

0043

m

All

1 2

serv

ice

poin

ts

473

400

400,

000.

00

All

21se

rvic

e po

ints

873

400

400,

000

12

73

500

600,

000.

00

All 2

1se

rvic

e po

ints

473

1800

2m

All

21

serv

ice

poin

ts

1.3

.4:

Impr

ove

prov

isio

ning

of

mat

eria

l for

ECD

inst

itutio

ns.

410

200

12

m

All

21se

rvic

e po

int

610

20

1m

630

201m

All 2

1se

rvic

e po

ints

410

280

18m

All

21se

rvic

e po

ints

1.3

.5:

Num

ber o

f reg

iste

red

care

faci

litie

s

836

200

0

All

21

serv

ice

poin

ts

1236

2000

1486

250

0

All 2

1se

rvic

e po

ints

836

900

0

All

21

serv

ice

poin

ts

Budget(i

n Rands)

Target

Baseline

Locality

Budget

(in

Rands)

Budget(i

n Rands)

Baseline

0

All

21se

rvic

e po

ints

All

21se

rvic

e po

ints

All

21se

rvic

e po

ints

1.3

.3

Incr

ease

nu

mbe

r of

ECD

st

aff

in E

CD

prior

to

Gra

de R

leve

l.

75

OUTCOME 2: A LONG AND HEALTHY LIFE FOR ALL SOUTH AFRICANS

OUTPUT: REDUCE THE IMPACT OF HIV AND AIDS

SUB OUTPUT: EXPANDED ACCESS TO HOME BASED CARE

2.1 PROBLEM STATEMENT

In the North West Province , the HIV prevalence has increased from 1.1% in 1990 to 31.0 in 2008. According to the National Antenatal Sentinel HIV & Syphilis Prevalence Survey (2008), the Free State,North West, Limpopo and WC have shown an increase in HIV Prevalence compared to 2007. The HIV prevalence in NW appears to be increasing from 29.0% in 200630.6% in 2007 and 31.0% in 2008. Three out of the four Districts in NW have shown an increase in th e last three years, except for Bojanala where the HIV prevalence is beginning to show Stability. The 2008 study revealed the highest HIV prevalence in Dr Kenneth Kaunda (35.2%) , while the lowest was recorded in Dr Ruth Segomotsi Mompati (28.1%)Ngaka Modiri Molema recorded HIV prevalence of 28.2% and Bojanala 31.8%.

The consequence of decrease in life expectancy has resulted in an increase in the number of orphans and Child Headed Households. In 2002 , 69 333 orphans were expected in NW with 24 645 due to AIDS. The low projection for 2011 is 119 310 and high projection being 150 467.This has exerted undue pressure on the traditional immediate care and support system for the children. Orphan -hood remains the most vulnerable, extensive and measurable impact of AIDS on children People infected and affected by HIV and AIDS need psycho - social

provision of food security.

The Department is currently intervening in the mitigation of HIV and AIDS by providing counselling services, home based care services and drop-in centres.The Department provides food parcels, cooked meals and food supplements to by HIV & AIDS through HCBC’s and Drop-in Centres.

Presently there are inadequate numbers of HCBC centres and drop-in centres existingin the province to improve accessibility to such services.

Currently HCBC organizations reported to DSD a total of 411 867 orphans and vulnerable children supported in 2008/2009, and 449 732 in the first three quarters of the 2009. The NW HCBC’s contributed 40 954 in 2008/2009 (9.9 % of national achievements)

and 43 500

in

2009/2010 (9.7 % of national achievements)

to the overall national statistics reported

by HCBC’s. The number of people living with HIV & AIDS receiving nutritional support (734 900 nationally)surpassed the National Strategic Plan target of 500 000 for the 2008/2009 year.

In the North West province , the total number of people affected and infected by HIV & AIDS who received psychosocial support services through HCBC’s and Drop-in-Centres is 92 730 (18% of NSP target), which included psychosocial support (counseling, home visits, nutritional support, etc). There is still a need to moobilize more resources and increase opportunities for psychosocial, nutritional care and support for HIV and AIDS affected households.

target of 500 000 for the 2008/2009 year.

and

families affected

social support

76

2.2 CHALLENGES

Access to both HCBC and drop-in centres in North West by both communities infected and affected by HIV and AIDS poses very serious service delivery challenges.

2.3 FAILURES AND REASONS

• Lack of Integration of services with other sector departments at local level;

• Lack of coordination especially in established centres and;

• The major reason for these failures is usually lack of sufficient resources to fund newly and emerging HCBC and drop-in centres.

2.4 WHAT WILL BE DONE DIFFERENTLY

The department will do the following differently:

• Ensure establishment of HCBC centres in collaboration with other sector Departments at local level;

• Strengthen existing HCBC centres;

• Establish new drop-in centres and ensure its sustenance;

• Establish service delivery forums at provincial, district and local levels.

2.5 The table below indicates targets and resources required for the

Department to contribute towards the outcome: A long and healthy life for all South Africans.

77

20

10

/1

1

20

11

/1

2

20

12

/1

3 2

01

3/

14

Su

b-O

utp

ut

Baseline

Target

Budget

Locality

Baseline

Target

Budget

Locality

Baseline

Target

Budget

Locality

Baseline

Target

Budget

Locality

Ensu

re es

tabl

ishm

ent

of

new

HCBC

cen

tres

68

4

R37

,4m

Vent

e rsd

orp

(D

r KK

),

Mog

was

e (B

oja n

ala)

,

Ram

otsh

ere

Moi

lwa

(Nga

kaM

odir

IM

ole m

a) &

Gre

ater

724

R3

9,6

m

Tlok

we,

Mol

opo,

Mor

etel

e,Rat

lou

764

R4

2m

Vent

ersd

orp,

Kget

leng

,M

amus

a,M

ahik

eng

804

R4

4,5

m

Gre

ater

Ta

ung,

Maq

uass

iH

ills,

Mad

iben

g,Ts

wai

ng

78

Taun

g (

Dr R

SM)

Stre

ngth

enin

g H

CBC

cent

res

6868

All

21 s

ervi

ce

poin

ts72

76All

21 ser

vice

po

ints

7680

8084

All

21 se

rvi c

e po

ints

To

esta

blis

h ne

w d

rop

- in

cent

res

174

Maq

uas

si h

ills

(D

r KK ),

Kag

isan

o(D

r RSM

),M

adi b

eng

(Boj

anal

a)&

Dits

obot

la

(Nga

ka M

odiriM

olem

a)

214

Kle

rksd

orp,

Potc

hefs

troo

m,

Mol

o po

&

Mad

i kw

e

254

Lekw

aTe

eman

e,M

ore t

ele,

Tsw

aing

,Po

tche

fstr

oom

294

Mog

was

e,

Mam

usa,

Ram

otsh

e re,

Kle

rksd

orp

Stre

ngth

en d

rop

-in c

entr

es17

17Al

l 17

serv

ice

poin

ts21

25All

21 ser

vic e

poin

ts25

29All

21 se

rvic

epo

ints

2933

All

21 s

ervi

c epo

ints

79

strategic plan 2009 / 10 - 2013 / 14 vote12 · strategic plan 2009 / 10 - 2013 / 14 vote12. we...

Documents