Strategic Plan 2010/11 - 2012/13
we care, we bring hope, we are people-centred
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Table of Contents
Abbreviations and Acronyms (i)
PART ONE
Foreword by the Minister 7Statement by the Acting Chief Executive Officer 10
PART TWO
2. Strategic Overview 142.1 Mandate 142.2 Vision 142.3 Mission 142.4 Strategic Objective 142.5 Values 142.6 The Agency’s slogan 152.7 Key Legislation Governing the Agency 152.8 Service Delivery and Governance Arrangements 16
PART THREE
3. Environmental Analysis 183.1 Service Delivery Environment 183.2 Organizational Environment and Context 193.3 Medium Term Strategic Orientation 213.4 Priorities for the period 2010/11-2012/13 213.4.1 Priority1:CustomerCare-centredBenefits Administration and Management System 223.4.2 Priority 2: Improved Systems Intergrity 23
3.4.3 Priority 3: Increased Access to
Social Security Services 25
PART FOUR
4. The Agency’s Strategic Intent 27
PART FIVE
6. Financial Plan 37
RP 14/2010ISBN: 978-0-621-39121-3
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TABLES
Table 1 Number of grants (31 January 2006-31 January 2010) 19
Table 2 The Agency’s Strategic Intent 27
Table3 Priority1:CustomerCare-centredBenefitsAdministration and Management System 29
Table 4 Priority 2: Improved Systems Integrity 31
Table 5 Priority 3: Increased Access to Social Security Services 35
Table 6 SA Social Security Agency (SASSA): Programme Information 37
Table 7 SA Social Security Agency (SASSA): Financial Information 37
Table 8 Social grants expenditure by type of grant and province: 2006/07 to 2012/13 39
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AND
ACRONYMS
(i)
ABBREVIATIONS AND ACRONYMS
A-G Auditor-General
AoD Acknowledgement of Debt
BAS Basic Accounting System
BPM Business Process Mapping
CEO ChiefExecutiveOfficeroftheAgency
COID Compensation of Occupational Injuries and Diseases
CRM Customer Relationship Management
DSD Department of Social Development
ERP Enterprise Resource Plan
GEPF Government Employees Pension Fund
ICROP Integrated Community Registration Outreach Programme
ICT Information and Communication Technology
IGAP Improved Grants Application Process
IMC Inter-Ministerial Committee
KM Knowledge Management
MIS Management Information System
MTEF Medium-Term Expenditure Framework
NGO Non-governmental Organisation
PERSAL Personnel and Salary System
RAF Road Accident Fund
SASSA South African Social Security Agency
SIU Special Investigating Unit
SLA Service Level Agreement
SOCPEN Social Security Pension System
SRD Social Relief of Distress
The Agency South African Social Security Agency
UIF Unemployment Insurance Fund S
TRAT
EG
IC P
LAN
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Part One
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FOREWORD
BY
THE MINISTER
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Foreword by the Minister
During the last two decades South Africa has undergone
major economic, social and political transformation.
The right to social security is entrenched as one of
the socio-economic rights provisions contained in
sections 26 and 27 of the Constitution. However,
poverty and social exclusion are still with us and the
gap between the haves and have-nots is widening.
The present government inherited a welfare and
economic system characterized by racial and
geographical disparities as well as social security
programmes that were ineffective in addressing poverty.
When the democratic government came into power its
immediate task was to generate economic growth and
facilitate the provision of appropriate developmental
social services to all South Africans, especially the poor.
Over the last 15 years, government has been
implementing a number of poverty alleviation
programmes, with the social assistance programme
being the front runner. To date, with over 13 million
beneficiaries of social grants, this programme
is one of the main sources of income to mainly
poor people and thus has the most impact on
poverty eradication in the developing world.
Our economy, like those of the rest of the world, has
also suffered greatly under the ravaging effects of
the global economic crisis. At worst, the crisis is to
blame for the unprecedented massive loss of jobs
and the swelling unemployment figures, thereby
exacerbating the plight of the poor. The economic
crisis complicated government’s effort to achieve a
level of sustainable development that best promotes
holistic growth for our people. Lower economic
growth has led to less opportunities and resources for
government to continue to undertake initiatives aimed
at meeting its domestic social development targets.
The impact of the crisis could have left the poor in
our country even more destitute had it not been for
government’s coherent and comprehensive strategy
aimed at alleviating poverty. As our economy emerges
bruised from the effects of the current economic crisis,
the South African Social Security Agency (SASSA)
continues to bring much needed relief to those in
dire need. The Agency has proven to be an effective
mechanism for ameliorating the plight of the poor.
A phased in approach to age equalization as
well as the extension of the Child Support
Grant to children up to the age of 18 has so far
benefited many people who would otherwise have
continued to be denied government’s assistance.
The foundation of social development initiatives
rests on a firm understanding that our people do
not just want to be passive recipients of grants
and related services, but that they are partners
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and architects of their own development. Given the
multi-dimensional nature of poverty, our response
continues to be informed by a multi-pronged strategy
and a coordinated approach to programmes aimed at
alleviating poverty.
It is with this unwavering commitment in mind that the
Agency continuously reinvents itself as a catalyst in
mitigating the devastating effects of poverty among our
people.
This strategy is in line with government’s new approach
to strategic planning whereby outcomes, outputs,
indicators and targets are unambiguously stated and
clearly measurable.
In conclusion, I wish to thank the management and
employees of the Agency for their professionalism and
unstinting commitment to the goals and objectives of
the Agency.
MRS B.E.E. MOLEWA, MP
Minister of Social Development
Date:
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Statement
by the
Acting Chief Executive Officer
Part One
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Over the last four years, the focus has been on the
establishment and operationalisation of the Agency.
During the same period, considerable strides were
made to reduce the challenges experienced by
beneficiarieswhen applying for social grants.To this
end, the Agency has worked tirelessly to improve
services to beneficiaries with regards to, amongst
others, shortening the turn around time from application
to approval of grants, improving access for eligible
beneficiariesaswellas improvingbeneficiary liaison.
The mandate of the Agency is to ensure the provision
of comprehensive social security services against
vulnerability and poverty within the constitutional and
legislative framework. Subsequent to its establishment,
one of the Agency’s priorities was to integrate the
nine social assistance programmes into one national
function. This entailed standardization of policies,
processes and practices to ensure provision of equitable
social assistance services to all beneficiaries across
the country. Although good progress has been made in
that regard, the legacy of the past remains a challenge.
This is evidenced by the inequalities in the availability
and distribution of key enablers such as infrastructure,
which are critical in bringing services closer to the
people in a more convenient and cost effective manner.
Inspiteofthesignificantprogressmadewithregards
to improving the quality of services the Agency renders
to itsbeneficiaries,anumberofchallengesarebeing
experienced. These challenges have an adverse effect
in the achievement of certain strategic objectives. I am
inclinedtomentionthefinancialconstraintstheAgency
found itself facing over the last two years, induced by
the global economic down turn. This has negatively
impacted on the ability of the Agency to introduce
some of the most needed innovations that would have
dramatically changed the way the social assistance
service is provided. Some of these innovations would
havecontributedsignificantlytothereductionoffraud
and corruption in the grants administration process.
Apart from the challenges relating to resources,
the Agency still contends with an organizational
culture that does not promote service excellence
and this is mainly due to the legacy of amalgamating
nine different administrations into a single entity.
Notwithstanding all these challenges, the Agency was
able to implement recent policy changes and legislative
amendments which included the extension of the Old
Age Grant to men between the ages of 61 and 64 years
as well as the extension of the Child Support Grant to
children up to 15 years of age. Starting from this year,
men and women will all qualify for an Old Age Grant at
1. Statement by the Acting Chief Executive Officer
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the age of 60 years and the Child Support Grant has
been extended to children up to 18 years of age and
this will be phased-in over the medium term.
The rationale for the establishment of the Agency
was to improve efficiency and effectiveness in the
management, administration and payment of social
grant benefits. This objective has not yet been fully
realised. However, the Agency invested significant
resources in the development and acquisition of
systems, infrastructure and recruitment of personnel
as part of its establishment.
In the next three years, the Agency will embark on its
own reform agenda as part of the broader social security
reform agenda within the context of a comprehensive
Social Security System. The reform agenda is aimed
at modernising the Agency’s business processes to
position it as a future provider for broader social security
services. The following three key priorities underpin the
Agency’s reform agenda:
• Customercare-centeredbenefits
administration and management system;
• Improvedsystemsintegrity;and
• Improvedaccesstosocialsecurityservices.
The customer care-centered benefits administration
and management system calls for the continued
implementation of legislative amendments relating to the
extension of Child Support Grants to the age of eighteen
years. This priority also calls for the automation of core
business processes to minimize delays in the approval
ofsocialgrants,improvetheintegrityofthebeneficiary
data as well as improve uniformity in the provision of
social assistance services. It further calls for a payment
model that will ensure cost effectiveness, easy and
convenientaccesstosocialgrantsbybeneficiariesas
well as provide the Agency with information to facilitate
accountability. The success of this model will depend
on the Agency’s ability to create opportunities for
beneficiaries to access electronic payment systems
as an alternative to the current cash-based method of
payment.
The Agency’s priority to enhance the integrity of systems
seeks to transform the culture of service excellence
and enhance its capability to deliver quality services in
line with its mandate. The Agency will, in the next three
years develop and implement a number of systems,
strategies, processes and models to enhance its service
deliverycapability.TheAgency identified theneed to
review its processes for relevance and appropriate
alignment to its mandate. To this end, the Agency will
embark on a business process re-engineering exercise
to assess and reconcile its mandate, processes and
structure.
The third priority calls for increased access to social
securityservicesbyeligiblebeneficiaries.TheAgency
has a national footprint that enables it to reach over
thirteen million most vulnerable members of the society.
This positions it as the point of entry for accessing
social security services by the most vulnerable groups,
namely; the elderly, people with disabilities, orphaned
and vulnerable children. The Agency will over the next
three years develop and implement a system that will
serveasaconduitbetweensocialgrantsbeneficiaries
and other Government Institutions that provide other
social security services.
The priority also calls for building partnerships with all
relevant stakeholders to improve access, not only to
social assistance, but other social services as well.
The envisaged partnership with formations such as
councillors and traditional leaders will be instrumental
in ensuring access to social services by the eligible
persons whilst eliminating unlawful and irregular access
by those who do not qualify.
Going forward, the Agency commits to pulling out all the
stops to reduce the cost of providing social assistance,
ensuring easy and convenient access to social grants
by eligible beneficiaries, modernising its business
processes as well as minimising fraud and corruption.
Indeed working together we can do more to ensure that
the Agency lives up to its slogan of “paying the right
grant, to the right person, at the right time and place
NJALO!”.
In conclusion, I would like to acknowledge the
contribution of the Minister and Deputy Minister of
Social Development, the Director-General and his
seniorofficialstothedevelopmentofthisstrategicplan
and wish to express my sincere appreciation for their
support and guidance.
Mr Coceko Pakade
ActingChiefExecutiveOfficer
Date:
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Part Two
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Strategic Overview
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2. Strategic Overview
2.1 Mandate
The mandate of the Agency is to ensure the provision
of comprehensive social security services against
vulnerability and poverty within the constitutional and
legislative framework.
2.2 Vision
A comprehensive social security service that assists
peopleinbeingself-sufficientandsupportingthosein
need.
2.3 Mission
To manage quality social security services, to eligible
andpotentialbeneficiaries,effectivelyandefficiently.
2.4 Strategic Objective
The Agency’s main objective is to build a high-
performance institution, which manifests itself by
compliance to good governance principles, while
striving for operational excellence via continued service
deliveryimprovementstobeneficiaries.
2.5 Values
The Agency, as a public entity, subscribes to values
that promote democracy and a culture of respect for
human rights.
(a) Social Cohesion
The Agency is committed to building unity and good
relations amongst its internal and external stakeholders.
This will be achieved via the promotion of a shared
vision, shared values, the pursuance of common goals,
and management of diversity. A deliberate effort will
be made to focus on the needs of employees, so as to
encourage higher levels of productivity and creativity.
Employees must be supported in their endeavours to
develop personally and professionally. All employees
must be proud to act as ambassadors for the Agency’s
brand.
The Agency’s management must communicate the
strategic direction of the organisation to all stakeholders.
Behavioural norms and expectations will be developed
and communicated.
(b) Transparency
As a public institution, the Agency will keep stakeholders
informed of its decisions and operations. Transparency
alsoimpliesthatthepublichasarighttoaccessspecific
information relating to decisions made about them. The
Agency therefore provides for the right of stakeholders
and the public to know what is taking place with regard
to governance matters pertaining to them, and it also
allows diverse views and multiple perspectives to
influenceitspolicydecisions.
(c) Equity
Equity implies fairness to all parties as dictated by
reason and conscience. It relates to the justness of
actions that are free of favouritism, self-interest,
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bias or deception. Equity also has a redistributive
objective, which is a particular social mechanism, used
for bringing about changes in holdings over time. The
Agency is committed to the fair and impartial treatment
of all its stakeholders and business partners.
(d) Integrity
Integrity refers to basing one’s actions on an internally
consistent framework of principles. It implies honesty,
as well as fair dealings with regard to the operations,
financesandotherbusinessoftheAgency.Actingwith
integrity is vital to maintaining public trust.
(e) Confidentiality
Confidentiality implies ensuring that information is
accessible only to those authorised to have access to
it. It is based on the principle that certain information is
privileged and may not be discussed with, or divulged
to third parties.
The Agency has an obligation to protect all information
pertaining to its operations, beneficiaries, employees
andserviceproviders.Keepinginformationconfidential
is therefore one of the most fundamental ethical
obligations of all employees. Employees shall not use
information acquired during the course of performing
professional services for personal gain, or to the
advantage of a third party.
(f) Customer-Care centred Approach
A customer-centred approach to service delivery takes
the needs of customers into consideration by developing
user-friendly and quality products and services. The
Agency commits itself to designing social security
solutions based on customer needs, both internally and
externally.
2.6 The Agency’s slogan
Paying the right social grant, to the right person, at the
right time and place. NJALO!
2.7 Key Legislation Governing the Agency
The Agency derives its mandate from the following
Acts:
2.7.1 The Constitution of the Republic of South
Africa, 1996 (Act No. 108 of 1996)
Section 27.1 (c) states that “everyone has the right
to have access to: (a) health care services, including
reproductivehealthcare;(b)sufficientfoodandwater;
and (c) social security, including, if they are unable to
support themselves and their dependants, appropriate
social assistance”.
2.7.2 South African Social Security Agency Act,
2004 (Act No. 9 of 2004)
This Act provides for the establishment of the South
African Social Security Agency whose objects are
to ensure effective and efficient administration,
management and payment of social assistance, to
provide for the prospective administration and payment
of social security, including the provision of services
related thereto, and to provide for matters connected
therewith.
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2.7.3 Social Assistance Act, 2004 (Act No. 13 of
2004) as amended
This Act provides for the rendering of social assistance
to persons; for mechanisms for the rendering of such
assistance; for the establishment of an inspectorate of
social assistance; and to provide for matters connected
therewith.
2.7.4 Public Finance Management Act, 1999 (Act
No. 1 of 1999) as amended
TheaimofthisActistoregulatefinancialmanagement
in national and provincial government institutions, so
as to ensure that all revenue, expenditure, assets and
liabilities of those institutions are managed effectively
andefficientlyandtoprovidefortheresponsibilitiesof
personsentrustedwithfinancialmanagementinthose
institutions; and for matters connected therewith.
2.8 Service Delivery and Governance
Arrangements
The current administration, management and payment
of social assistance grants are delivered in terms of
a four-tier system, namely, Head Office operations;
Regional operations; District operations and Local
officeoperations.
Part Three
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Environmental Analysis
3.1 Service Delivery Environment
The Agency is mandated to ensure the provision of
comprehensive social security services to combat
vulnerability and poverty within the constitutional
and legislative framework to the large majority of
beneficiarieswholiveinpoverty-strickencommunities,
where there is a lack of social and physical
infrastructure.
In spite of the many challenges, the Agency has stayed
the course in delivering quality social assistance
servicestoitsbeneficiaries.
3.1.1 Improved Access to Social Security Services
In line with the overall Government Policy of improving
the quality of service delivery, the Agency has, over
the past four years initiated programmes to improve
service delivery. The initiatives include amongst
others, measures to reduce the turn around times,
expanding the reach of social grants services and the
standardisation of services.
Serviceswere takencloser topotential beneficiaries,
especially to those in the rural areas, through
the Integrated Community Registration Outreach
Programme (ICROP). The project is a joint initiative
involving other governments and community
organisations and is designed to enable access to
government services by the rural and peri-urban
communities. In addition, the Customer Care Charter
which places beneficiaries at the centre of our core
activities was implemented.
During the establishment of the Agency, the grants
administration functions were integrated at both the
regional and head office levels. While the strategic
leadership and management, including reporting and
accountability competencies, have been centralised,
the social assistance administration and payment
services are delivered or controlled through various
decentralised and centralised systems within the
regions.
Following the successful consolidation of the regional
function into one organisation, the focus of the
Agency has been on standardising the services to the
customer.
The Agency has already achieved a substantial
reduction in turnaround times in the application
management process. The average turnaround time
for processing of applications decreased from 21 to 9
days. The ultimate goal is to reduce the turnaround
time to one day. The piloting of the Improved Grant
Application Process (IGAP) in the FS, is being
completed within one day. The procedure involves
immediate capturing and verification of applications
on-site, with immediate delivery of the letter of
outcome before the applicant leaves the building.
Over 13 million South Africans receive social assistance
benefitsacrossthecountry.Thisnumberaccountsfor
over 27% of the entire population.
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3. Environmental Analysis
Table 1: Number of grants (31 January 2006 - 31 January 2010)
Description 2006/01/31 2007/01/31 2008/01/31 2009/01/31 2010/01/31Old Age 2,130,611 2,184,013 2,220,118 2,344,981 2,517,517Disability 1,309,316 1,418,497 1,415,438 1,343,535 1,288,467War Veteran 2,889 2,403 1,986 1,610 1,272Grant in Aid 26,228 30,422 36,172 44,353 52,118Care Dependency
88,776 97,794 101,607 106,126 110,381
Child Support 6,880,558 7,771,592 8,136,049 8,526,845 9,351,988Foster Care 300,379 381,925 436,996 474,376 510,713Total 10,738,757 11,886,646 12,348,366 12,841,826 13,832,456
Source: SOCPEN
New Social Assistance Policy reforms were introduced over the past year. These included the extension of the
Child Support Grant to age 15, Age Equalisation for men and women use of alternative identity documents, and
reviewoftheMeansTest.Thesereformsalsoimpactedsignificantlyasonthegrantsintake.
3.2 Organizational Environment and
Context
The focus for the Agency since its establishment in
April 2006 has been on integration and standardisation
ofbusinessprocesses.Significantprogresshasbeen
made in the development and acquisition of the tools
criticalforcontinuedservicedeliverytoitsbeneficiaries.
The Agency recognized the need to build a solid
foundation for the delivery of current and future social
security services in line with its mandate. This translated
into an investment in the development and acquisition
of systems and infrastructure to enable it to improve
access to social grants, improve the conditions under
which social grants are paid as well as reduce the time
lapse between application, approval and payment of
social grants.
The past few years since the Agency’s establishment
have seen a number of initiatives introduced to enhance
the quality, speed and reach of social assistance service
delivery. The implementation of some initiatives such
as the improved grants administration process (IGAP),
have contributed to shortening the turn around time
significantly.TheamendmentstotheSocialAssistance
Regulation during 2009 required the Agency to reassess
its capability to ensure that the existing personnel,
systems and processes are geared towards responding
to the new requirements. This compelled the Agency to
re-orientate its workforce at delivery level, enhance its
core business system and other tools of trade.
The Agency has made good progress in relation to
improving compliance to legislation, policies as well
as to its own internal practices. Over the last two
years,theAgencyrecordedunqualifiedauditopinions
afteranexternalreviewofitsfinancesbytheAuditor-
General. This does not, however, discount the fact that
some improvement is still necessary particularly in the
area of supply chain management. The governance
structures that were established over the last two years
contributed significantly towards building a culture of
doing things right. The Agency will be completing its
year of operation on the enterprise resource planning
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(ERP) system. This was brought about by the
requirement for the Agency, like all public entities, to
operate on an accrual basis of accounting.
As the Agency enters its fifth year of operation, it
is expected to live up to the expectation that led
to its establishment. This expectation is centred
on improving efficiency and effectiveness in the
management, administration and payment of social
assistance. A need therefore exists for the Agency to
review its business processes to determine whether it
is correctly wired to meet the expectation. The business
process reengineering to be undertaken will provide a
clear picture of where the Agency comes from, where
it is currently and which direction it should take going
forward. Concomitantly, the Agency will continue with its
endeavours to develop and implement strategies and
measures to reduce the cost of doing business. This
will be achieved through the development of the new
paymentmodelthatseekstoencouragebeneficiaries
torealizethebenefitsofreceivingtheirgrantsthrough
electronic payment and opt for that option as opposed
to the traditional method of cash payment.
The importance of the automation of core business
processes to fast track processing of grants, control of
access to systems, allowing for interfaces with other
systems as well as provide management information
for decision making and accountability cannot be
over emphasized. Having said that, the development
and implementation of an electronic data quality
management system will be invaluable in ensuring that
onlyeligiblebeneficiariesarepaidaswellasimprove
the integrity of data, critical for future planning purposes.
This system will be instrumental in providing the Agency
with tools to be able to review the temporary disability
grants for further eligibility as required by the law. It
will further enhance the efficiency and effectiveness
ofthelifecertificationprocesstoensurethatineligible
beneficiariesareremovedfromthesystem.
The Agency made good progress since 2006 in
its fight against social grants fraud and corruption.
Thus far, the Agency in partnership with the SIU has
been able to investigate and prosecute over 14,513
people for grant fraud. 12,540 of these people were
convicted and signed acknowledgements of debt to
repay the fraudulently received grants. In addition to
the individuals who were prosecuted, an additional
18174 people also signed acknowledgements of debt
and are repaying the fraudulently received grants. A
total amount of R180, 9 million is recoverable, and the
actual amount recovered thus far amounts to R61, 3
million. Over 32 687 fraudulent grants were removed
fromthesysteminthecurrentfinancialyearonly.
Though a reactive approach the fraud strategy that has
been implemented thus far has produced good results.
The Agency believes that a more proactive approach
could have yielded even better results. Going forward,
the Agency will implement a more proactive approach
to fraud management which focuses on early detection,
investigation and termination of fraudulent grants. The
key feature of this approach is the early detection and
actual verification of legitimacy and eligibility of the
grant application. However, the implementation of this
new fraud management approach calls for dramatic
changes in the Agency’s organizational culture. To
manage the risk of failure, the Agency intends to embark
on a change management drive to build a culture of
integrity and service excellence.
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This will also include the implementation of a number
of policies and programmes aimed at developing a
common understanding of the vision of the Agency,
enhance service delivery capability of personnel at all
levels as well as creating a platform for exchange of
information and views.
The Agency has been and still is committed to being
the provider of quality social assistance services to
eligibleandpotentialbeneficiariesinthemosteffective
andefficientmanner.
3.3 Medium Term Strategic Orientation
The Agency’s strategic plan is guided by the provisions
as contained in the SASSA Act, 2004 (Act No.9 of
2004) as well as government’s approach to planning.
Government has identified the following five priority
areas, namely:
• Creationofdecentworkandsustainable
livelihoods;
• Education;
• Health;
• Ruraldevelopment,foodsecurityandland
reform; and
• Fightagainstcrimeandcorruption.
3. 4 Priorities for the period 2010/11-
2012/13
In determining priorities for the MTEF period, the
Agency has identified government priority number
one, namely “Creation of decent work and sustainable
livelihoods” as key to informing its plans going forward.
Key to this plan is the need to reengineer the business
process within the Agency.
The establishment of the Agency arising from the
combination case of provincial entities was
intended at centralisation of the administration of social
grants, in order to address serious social delivery
challenges especially the delay in the approval and
payments of grants, possible fraud and corruption
in the system, inhumane pay-points facilities and
huge administration costs in delivering social grants.
Significant success was achieved particularly with
the consolidation process, However, the intended
objectives of transforming the administration of social
grants and reducing the costs for disbursement of
grants remains a challenge. Consider for example:
The Agency still has different operating models in •
place in various regions;
The social assistance payment methods and •
mechanisms offered by the Agency are costly
and have not kept abreast of the infrastructure
development in the country;
The Agency is experiencing serious budget •
pressures,withanunfundeddeficitofR401million
at theendof the2008/09financialyear,which is
likelytoescalate inthecurrentfinancialyearand
over the 2010 MTEF period; and
Themandatetopaythebeneficiaryanywhereand•
anytime has not been realised.
It is on this basis therefore that the Agency is embarking
on a turnaround strategy that is aimed at re-looking at
all the processes in the Agency’s operating divisions. It
is envisaged that over the medium term, the turnaround
strategy will improve business processes across
the Agency, reducing costs and process times by
eliminating unproductive activities, re-organising teams
and simplifying management layers, thereby
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improving service delivery quality. The following
priorities seek to achieve this turnaround.
Priority 13. 4. 1 Customer Care-centred Benefits
Administration and Management System
This priority is significant as it demonstrates that the
Agency cares about its customers. It is also concerned
withthehumaneconditionsunderwhichbeneficiaries
receive their grants.
Someof thekeyprojects identifiedunder thispriority
area are:
• Continuedimplementationofpolicieson
social assistance;
• TheAgencyPaymentSystem;
• AutomatedCoreBusinessSystem;and
• DisabilityManagement.
3.4.1.1 Continued implementation of policies on
social assistance
The implementation of new policy reforms with respect
to extension of child support grant, age equalisation
for older persons grant and internal grant reviews
are all geared towards expanding the Agency’s reach
to the most vulnerable in our society. Going forward
the Agency will engage the DSD to review the current
status relating to regulations on insurance policies and
other related deductions. In addition, the Agency will be
in the current year developing guidelines on how this
should be managed.
3.4.1.2 The Agency’s Payment System
Social grant payouts are recognized as the single
most effective poverty alleviation programme of
Government. One of the key challenges faced by the
Agency is the current cash payment model for social
grants. The system inherited from the provinces has
comeatahugepremiumtothefiscus,wherethetheory
of economies of scale has sadly never been realised.
The payment system fails to provide for the integration
of beneficiaries into themainstream economy of the
country.
The Agency seeks a payment solution that will enhance
its services to its beneficiaries, address the current
cash payment challenges and enhance the quality of
thebeneficiaryexperienceinreceivingthesocialgrant
whilst at the same time reducing the untenable cost of
service delivery associated with the dispensing of the
social grants. As such, the Agency will over the MTEF,
review current payment system and develop a new
payment strategy. The payment systems envisaged
will reduce the exorbitant handling costs, centralise
paymentdataandatthesametimemovebeneficiariesto
an effective electronic payment system while facilitating
their integration into the economy of the country.
3.4.1.3 Automated Core Business System
Givenbothservicedeliveryandfinancialmanagement
risks associated to the approval, review and validation
of a social security grant, an agile beneficiary
application, verification, maintenance, and reviews
systemsupportedbyanationalelectronicnotification
system and process, is a necessity.
The alignment between the social security enrolment,
registration, verification and approval part of the
benefits administration system will be significantly
seamlesstoensuregeneralconfidencewithaccuracy
andcredibilityofthesocialsecuritybeneficiarysystem.
3.4.1.4 Disability Management Model
The Social Grants Disability Management Model
(SGDMM) is intended to ensure standardization
23
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and uniformity of all disability related proceses
throughout the Agency.
The Disability Management Model is comprised of the
following elements:
• Gatekeepingandnationalbookingprocedure;
• Medicalassessmentprocess;
• Medicalformmanagement;
• Traininganddevelopment;
• Contractsmanagement;
• Claimsmanagement;
• Qualityassurance;and
• Riskandfraudmanagement.
The 2010/11 financial year will herald the
implementation of the prioritized elements of the
model in the Eastern Cape, Mpumalanga and
North West.
Priority 23.4.2 Improved Systems Integrity
This priority focuses mainly on enhancing the Agency’s
capacity via the development and implementation of
frameworks, strategies and policies that are aimed at
realising the goal of transforming the Agency’s culture
and enhancing people’s capabilities. This priority is
mainly aimed at enabling the Agency to effectively
and efficiently deliver on its core mandate, which is
articulatedinthefirstandthirdpriorities.
This priority encapsulates the following key projects:
• ChangeManagement(organisationalculture
reforms);
• Institutionalconfiguration
• TheAgencySystemsIntegrity;and
• HumanCapitalManagementReforms.
3.4.2.1 Change Management
The Agency is a fairly new organisation and the
emphasis in the first four years had been on
establishment, consolidation and operationalisation.
As a result the Agency will be embarking on a
process of change management. The key focus
areas of the change management programme will be
proper performance management, good governance,
effectiveandefficientleadershipandmanagementand
reengineering of business processes. The intention is
to ensure that the Agency becomes a high-performing
institution, complying with good governance principles,
while striving for operational excellence via continued
service delivery improvements to beneficiaries.
3.4.2.2 Organisational Culture Reform
The Agency has come to a realization that its success
depends to a large degree on its organizational culture.
This realization resulted in a commitment to build an
organizational culture that will strive for organizational
excellence. The Agency intends to invest in its personnel
as it believes that its workforce is its greatest asset. A
number of initiatives geared towards building a culture
conducive to high standards of service delivery will be
embarked upon. These include an ethics programme,
which intends to guide the programmes aimed at
shaping the behaviour and attitudes of personnel.
To this end, the Agency will ensure
that its vision, mission and values are
communicated at all levels of the organization.
Delivery of quality services requires a culture of
commitment, professionalism and discipline.
The Agency further commits to taking corrective
action in line with the Labour Relations Act and related
internal policies.
24
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3.4.2.3 Institutional Configuration
Thepresentorganisationalstructureandstaffinglevels
are problematic. Despite the norms and standards for
staffing,thereismorestaffthanrequiredinsomeareas.
The numbers and locations of staff need to be based on
a simulation of processes and transaction volumes, as
well as shifting responsibilities to the customer service
agents instead of adding layers of management.
The interdependencies between organisational units
andregionsarenotclearlydefinedandacknowledged,
indicative of a fragmented institutional structure,
resulting in duplicated efforts amongst units.
The institution needs to be restructured based on the
type of processes managed and executed, span of
functional control and tier of management, supported
by a clear definition of the unit-specific deliverables
andtheinternalcustomersforthespecificdeliverable
of that unit.
3.4.2.4 Human Capital Management Reforms
3.4.2.4.1 Leadership
Leadership is seen as a key component of any
successful organization. With respect to the Agency,
the role of the leader is to express a vision, get buy-in,
and implement it. That calls for open caring relations
with employees, and face-to-face communication.
The Agency will, in the next MTEF period, embark
on a robust leadership and development programme
to enhance its leadership capability. A leadership
impact assessment will also be conducted to inform
appropriate interventions.
3.4.2.4.2 Performance Management
The Agency has realised that in order to become a
winning organisation, much more attention must be
paid to managing the performance of employees in the
organisation. To this end, the Agency will be seeking to
ensure that the performance policy is clearly understood
in all levels within the Agency and complied with. This
will include ensuring the performance agreements are
entered into, performance is monitored regularly in line
with the policy and feedback is given. The intention
with the reorientation of personnel is to build a culture
of best practice.
3.4.2.4.3 Skills Development
The Agency has come to a realization that there is not a
properfitbetweenjobdemandsandtheavailableskills.
To address the non- alignment between job demands
and available skills, the Agency will be embarking on
a Human Capital Management Reform agenda which
seeks to ensure appropriate deployment of relevant
skills to the right job. An exciting reform project will
involvedevelopingaprofilefortheAgencycadre.This
entails testing prospective and existing employees
forcompetency,skillsandqualities tofit the job.The
other element of the reform agenda will be a focused
recruitment drive with the intention to recruit from the
socialgrantsbeneficiarylist.Thisfocusedrecruitment
will be in line with the Agency’s other priority of
linking social assistance beneficiaries to sustainable
livelihoods.
3.4.2.4.5 Systems Integrity (Fraud Prevention and
Detection)
Implementing an electronic benefits management
system will address the serious problem of fraud
and error in our grants payment system. The use of
biometrics will play a greater role within social security
benefitsadministrationsystemfrom
25
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thetimeofenrolmenttobeneficiarymaintenanceand
reviews. Biometrics and automation will not only deter
frauderror,butalsoauthenticatebeneficiaries.
3.4.2.4.6 Governance
The Agency believes that good governance is its
foundation to deliver quality services, and accountability.
Good governance in the Agency’s context refers to
amongst others, full compliance to policy frameworks,
communicating values and goals throughout the
organization, creating fora for exchange of information
and views and accountability to all stakeholders. The
Agency has developed a Code of Conduct and Ethics
which will be effectively communicated at all levels. The
Integrity Policy, which seeks to enforce compliance with
all existing policies and enhance a culture of integrity,
willbefinalisedandimplementedinthefinancialyear
2010/ 2011.
Priority 33.4.3 Increased Access to Social Security Services
In line with government’s key priority of rural
development, the Agency has to ensure that its services
are also easily accessible by its rural population. The key
project under this priority is the Integrated Community
Registration Outreach Programme (ICROP).
3.4.3.1 Integrated Community Registration
Outreach Programme (ICROP)
This programme aims to improve access and equity in
servicestobeneficiariesinruralandsemi-ruralareas.
The outcome of this programme is that new applicants,
who would otherwise not even have been considered,
are being brought into the system. An added advantage
of the programme is that beneficiaries in the rural
areas have also access to services provided by other
government departments given the integrated nature
of this programme. The Agency intends to improve
the programme by strengthening and building new
partnerships with relevant stakeholders. These include
non-government institutions (NGOs), faith based
organizations (FBOs), traditional leaders etc. to ensure
thatnoeligiblebeneficiaryfallsbetweenthecracks.
In its endeavour to contribute towards Government’s
priority to create decent work and sustainable
livelihoods, the Agency will, in collaboration with the
Department of Social Development, develop a system
to link social assistance beneficiaries to other social
services. The Agency will thus review its data gathering
processestoenableittobetheconduitforbeneficiaries
to access other social security services.
Part Four
26
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/13 The Agency’s Strategic Intent
27
The
Age
ncy’
s st
rate
gic
inte
nt is
info
rmed
by
gove
rnm
ent’s
stra
tegi
c pr
iorit
y na
mel
y, “
Bui
ldin
g co
hesi
ve, c
arin
g an
d su
stai
nabl
e co
mm
uniti
es”.
Tabl
e tw
o se
ts o
ut
the
Age
ncy’
s pr
iorit
ies,
stra
tegi
c im
pera
tives
and
out
puts
for
the
next
MTE
F. T
he A
genc
y is
in th
e pr
oces
s of
initi
atin
g a
Bus
ines
s P
roce
ss R
eeng
inee
ring
(BP
R)
inte
rven
tion
that
is a
imed
at r
e-lo
okin
g at
all
the
proc
esse
s in
the
Age
ncy’
s op
erat
ing
divi
sion
s, c
ritic
ally
ana
lysi
ng th
em a
nd re
desi
gnin
g th
em in
a m
anne
r tha
t will
resultinsignificantanddramaticim
provem
entsinquality,performanceandcost,andrefocustheAgency’svaluesonbeneficiaryneeds,re-em
phasisingwithinthe
Age
ncy,
Bat
ho P
ele
prin
cipl
es a
nd p
rovi
ding
for e
nhan
ced
serv
ice
deliv
ery.
4.
The
Age
ncy’
s St
rate
gic
Inte
nt
Tabl
e 2:
The
Age
ncy’
s St
rate
gic
Inte
nt
Gov
ernm
ent
Stra
tegi
c Pr
iorit
ySA
SSA
Prio
ritie
sSA
SSA
Stra
tegi
c Im
pera
tives
Out
put
Bui
ldin
g co
hesi
ve,
carin
g an
d su
stai
nabl
e co
mm
uniti
es.
Cus
tom
er C
are-
cent
red
BenefitsAdm
inistrationand
Man
agem
ent S
yste
m
Inte
grat
ed S
ocia
l Ass
ista
nce
Bus
ines
s S
yste
mP
olic
y an
d le
gisl
atio
n on
Soc
ial A
ssis
tanc
e im
plem
ente
d •
BeneficiaryManagem
ent
•Effectiveandefficientmanagem
entofP
ayment
•C
ontra
cts
New
Pay
men
t Sys
tem
dev
elop
ed•
Effectiveandefficientmanagem
entofD
isabilityGrant
•A
utom
ated
Cor
e bu
sine
ss S
yste
m im
plem
ente
d•
Impr
oved
Sys
tem
s In
terg
rity
Tran
sfor
med
SA
SS
A’s
Cul
ture
and
en
hanc
ed p
eopl
e ca
pabi
litie
sIn
tegr
ity M
odel
impl
emen
ted
•Le
gal s
ervi
ces
mod
el im
plem
ente
d•
Effectiveandefficientmanagem
entanddevelopmentof
•hu
man
cap
ital
Kno
wle
dge
Man
agem
ent S
trate
gy im
plem
ente
d•
Inte
grat
ed F
inan
cial
Man
agem
ent S
yste
m im
plem
ente
d•
Inte
grat
ed R
isk
Man
agem
ent F
ram
ewor
k im
plem
ente
d•
Bui
ldin
gs In
frast
ruct
ure
Stra
tegy
impl
emen
ted
•R
ecor
ds M
anag
emen
t (P
aper
-bas
ed) S
yste
m
•im
plem
ente
dIn
tegr
ated
Com
mun
icat
ion
and
Mar
ketin
g S
trate
gy
•im
plem
ente
dC
hang
e M
anag
emen
t Stra
tegy
impl
emen
ted
•In
tegr
ated
Mon
itorin
g an
d E
valu
atio
n Fr
amew
ork
•im
plem
ente
dFr
amew
ork
on S
trate
gic
Pla
nnin
g, O
pera
tiona
l Pla
nnin
g •
and
Rep
ortin
g im
plem
ente
dIn
tegr
ated
Res
earc
h an
d D
evel
opm
ent S
trate
gy
•im
plem
ente
d
28
Gov
ernm
ent
Stra
tegi
c Pr
iorit
ySA
SSA
Prio
ritie
sSA
SSA
Stra
tegi
c Im
pera
tives
Out
put
Mic
ro S
imul
atio
ns a
nd M
acro
eco
nom
ic M
odel
•
impl
emen
ted
Stra
tegi
c P
artn
ersh
ips
Stra
tegy
impl
emen
ted
•IC
T B
usin
ess
App
licat
ion
Sys
tem
s av
aila
bilit
y m
aint
aine
d •
and
Acc
essi
ble
ER
P im
plem
ente
d•
Incr
ease
d A
cces
s to
Soc
ial
Sec
urity
Ser
vice
sIn
crea
sed
Acc
ess
to S
ocia
l Sec
urity
S
ervi
ces
in th
e ru
ral a
nd s
emi-r
ural
ar
eas
Cus
tom
er R
elat
ions
Man
agem
ent S
trate
gy im
plem
ente
d•
ICR
OP
Stra
tegy
impl
emen
ted
•S
take
hold
er M
anag
emen
t stra
tegy
impl
emen
ted
•StrategyforlinkingSocialAssistancebeneficiaries
•de
velo
ped
and
impl
emen
ted
(Inte
grat
ed d
evel
opm
enta
l ser
vice
s fo
r the
vul
nera
ble)
29
STR
ATE
GIC
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N 2
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2012
/13
2010
/11-
2012
/13
MTE
F PL
AN
Tabl
e 3:
Prio
rity
1: C
usto
mer
Car
e-ce
ntre
d B
enefi
ts A
dmin
istr
atio
n an
d M
anag
emen
t Sys
tem
Out
put
Perf
orm
ance
Indi
cato
rTa
rget
2010
/11
Targ
et20
11/1
2Ta
rget
2012
/13
Pol
icy
and
legi
slat
ion
on S
ocia
l Ass
ista
nce
impl
emen
ted
Projectedtotalnum
berofbeneficiaries
rece
ivin
g gr
ants
incl
udin
g no
rmal
gro
wth
and
th
e im
pact
of p
olic
y ch
ange
s
14,5
72, 6
02 p
roje
cted
to
tal n
umbe
r of
beneficiariesreceiving
gran
ts
15, 2
16, 0
09 p
roje
cted
tot
al
numberofbeneficiaries
rece
ivin
g gr
ants
15,8
77,9
96 p
roje
cted
tot
al
numberofbeneficiaries
rece
ivin
g gr
ants
2 55
8 72
1 pr
ojec
ted
beneficiariesreceiving
Old
er p
erso
ns g
rant
2,57
5 97
8 pr
ojec
ted
beneficiariesreceivingOlder
pers
ons
gran
ts
2,65
7 88
0 pr
ojec
ted
beneficiariesreceivingOlder
pers
ons
gran
ts
1404
634
pro
ject
ed
beneficiariesreceiving
Dis
abili
ty g
rant
s
1388
575
proj
ecte
d
beneficiariesreceiving
Dis
abili
ty g
rant
s
1403
870
proj
ecte
d
beneficiariesreceiving
Dis
abili
ty g
rant
s10
6,51
5 pr
ojec
ted
beneficiariesreceiving
Car
e D
epen
denc
y gr
ant
106,
532
proj
ecte
d
beneficiariesreceivingCare
Dep
ende
ncy
gran
t
114,
401
proj
ecte
d
beneficiariesreceivingCare
Dep
ende
ncy
gran
t9,
889,
575
proj
ecte
d
beneficiariesreceiving
Chi
ld S
uppo
rt gr
ant
10,4
27,4
09 p
roje
cted
beneficiariesreceivingChild
Sup
port
gran
t
10,8
66,5
42 p
roje
cted
beneficiariesreceivingChild
Sup
port
gran
t61
2,11
0 pr
ojec
ted
beneficiariesreceiving
Fost
er C
are
gran
t
716,
630
proj
ecte
d
beneficiariesreceivingFoster
Car
e gr
ant
834,
556
proj
ecte
d
beneficiariesreceivingFoster
Car
e gr
ant
Projectednum
berofbeneficiariesreceiving
gran
ts im
pact
ed o
n by
pol
icy
chan
ges
Age
Equ
alis
atio
n:
86 1
74 m
en a
ged
60 y
ears
CS
G e
xten
sion
: 558
,096
of
elig
ible
chi
ldre
n ag
e 15
ye
ars
510,
069
of e
ligib
le c
hild
ren
age
16 y
ears
434,
031
of e
ligib
le c
hild
ren
age
17 y
ears
Gui
delin
es o
n in
sura
nce
polic
y de
duct
ions
de
velo
ped
and
impl
emen
ted
Gui
delin
es o
n in
sura
nce
polic
y de
duct
ions
de
velo
ped
Gui
delin
es o
n in
sura
nce
polic
y de
duct
ions
im
plem
ente
d
Gui
delin
es o
n in
sura
nce
polic
y de
duct
ions
im
plem
ente
dA
utom
ated
Cor
e bu
sine
ss S
yste
m
impl
emen
ted
in s
ome
regi
ons
IGA
P•
SU
I•
MIS
•B
iom
etric
•
Sol
utio
n
Num
ber o
f reg
ions
impl
emen
ting
auto
mat
ed
busi
ness
pro
cess
esA
utom
ated
bus
ines
s pr
oces
ses
impl
emen
ted
in
fiveregions
IGA
P: R
oll-o
ut in
the
FSS
IU:
full
roll-
out
Aut
omat
ed b
usin
ess
proc
esse
s im
plem
ente
d in
nin
e re
gion
s su
bjec
t to
avai
labi
lity
of fu
ndin
g
Aut
omat
ed b
usin
ess
proc
esse
s im
plem
ente
d in
nin
e re
gion
s. S
ubje
ct to
av
aila
bilit
y of
fund
ing
30
Out
put
Perf
orm
ance
Indi
cato
rTa
rget
2010
/11
Targ
et20
11/1
2Ta
rget
2012
/13
Num
ber o
f gra
nt a
pplic
atio
ns p
roce
ssed
w
ithin
12
days
as
a re
sult
of im
prov
ed
appl
icat
ion
proc
esse
s
2 23
6 58
1 gr
ant
appl
icat
ions
pro
cess
ed
with
in 3
0 da
ys
2 4
37 8
73 g
rant
app
licat
ions
pr
oces
sed
with
in 3
0 da
ys2
657
281
gran
t app
licat
ions
pr
oces
sed
with
in 3
0 da
ys
Effectiveandefficient
man
agem
ent o
f beneficiaries
% im
plem
enta
tion
of G
rant
s R
evie
w P
olic
y M
anua
l Rev
iew
Pro
cess
es
Impl
emen
ted
to re
view
10%ofbeneficiaries
Man
ual R
evie
w P
roce
sses
Im
plem
ente
d to
revi
ew 2
0%
ofbeneficiaries
100%
of A
utom
ated
Rev
iew
P
roce
sses
Impl
emen
ted
%ofallbeneficiariesnotifiedof
adm
inis
trativ
e ac
tions
20%ofallbeneficiaries
notifiedofadm
inistrative
actio
ns
30%ofallbeneficiaries
notifiedofadm
inistrative
actio
ns
40%ofallbeneficiaries
notifiedofadm
inistrative
actio
ns
% c
ompl
ianc
e to
sta
ndar
disa
tion
of b
usin
ess
proc
esse
s an
d pr
oced
ures
60%
com
plia
nce
with
st
anda
rdis
ed b
usin
ess
proc
esse
s an
d pr
oced
ures
80%
com
plia
nce
with
st
anda
rdis
ed b
usin
ess
proc
esse
s an
d pr
oced
ures
100%
com
plia
nce
with
st
anda
rdis
ed b
usin
ess
proc
esse
s an
d pr
oced
ures
%Im
plem
entationoftheelectronicfile
man
agem
ent s
yste
m
60%
Impl
emen
tatio
n of
the
electronicfilemanagem
ent
syst
em
80%
Impl
emen
tatio
n of
the
electronicfilemanagem
ent
syst
em
100%
Impl
emen
tatio
n of
the
electronicfilemanagem
ent
syst
emN
o of
regi
ons
impl
emen
ting
Inte
rnal
Rev
iew
M
echa
nism
3 re
gion
s im
plem
entin
g In
tern
al R
evie
w
Mec
hani
sm.
6 re
gion
s im
plem
entin
g In
tern
al R
evie
w M
echa
nism
.9
regi
ons
impl
emen
ting
Inte
rnal
Rev
iew
Mec
hani
sm.
Effectiveandefficient
man
agem
ent o
f Gra
nt
Pay
men
t Sys
tem
Sta
ndar
dise
d S
LAs
with
con
tract
ed s
ervi
ce
prov
ider
s de
velo
ped
and
impl
emen
ted
Sta
ndar
dise
d S
LAs
with
con
tract
ed s
ervi
ce
prov
ider
s
Mon
itorin
g of
SLA
s w
ith
cont
ract
ed s
ervi
ce p
rovi
ders
Mon
itorin
g of
SLA
s w
ith
cont
ract
ed s
ervi
ce p
rovi
ders
New
Pay
men
t Stra
tegy
dev
elop
ed a
nd
impl
emen
ted
New
Pay
men
t Stra
tegy
de
velo
ped
New
Pay
men
t Sys
tem
ap
prov
ed a
nd p
ilote
dP
hase
one
of n
ew p
aym
ent
syst
em im
plem
ente
d%ofbeneficiariesreceivingpaym
ents
thro
ugh
the
elec
troni
c sy
stem
25%ofbeneficiaries
rece
ivin
g pa
ymen
ts
thro
ugh
the
bank
ing
syst
em
30%ofbeneficiaries
rece
ivin
g pa
ymen
ts th
roug
h th
e ba
nkin
g sy
stem
40%ofbeneficiaries
rece
ivin
g pa
ymen
ts th
roug
h th
e ba
nkin
g sy
stem
Num
ber o
f Reg
ions
impl
emen
ting
the
Mon
itorin
g To
ol9
regi
ons
impl
emen
ting
the
Mon
itorin
g To
ol9
regi
ons
impl
emen
ting
the
Mon
itorin
g To
ol9
regi
ons
impl
emen
ting
the
Mon
itorin
g To
olEffectiveandefficient
man
agem
ent o
f D
isab
ility
Gra
nt
Num
ber o
f reg
ions
impl
emen
ting
prio
ritis
ed
elem
ents
of D
isab
ility
Man
agem
ent M
odel
Rol
l –ou
t of t
he
impl
emen
tatio
n of
pr
iorit
ised
ele
men
ts o
f D
isab
ility
Man
agem
ent
Mod
el 3
pro
vinc
es, E
C,
NW
and
Mpu
mal
anga
.
All
regi
ons
impl
emen
ting
pr
iorit
ised
ele
men
ts o
f D
isab
ility
Man
agem
ent M
odel
Nin
e re
gion
s im
plem
entin
g D
isab
ility
Man
agem
ent M
odel
31
Out
put
Perf
orm
ance
Indi
cato
rTa
rget
2010
/11
Targ
et20
11/1
2Ta
rget
2012
/13
Num
ber o
f gra
nt a
pplic
atio
ns p
roce
ssed
w
ithin
12
days
as
a re
sult
of im
prov
ed
appl
icat
ion
proc
esse
s
2 23
6 58
1 gr
ant
appl
icat
ions
pro
cess
ed
with
in 3
0 da
ys
2 4
37 8
73 g
rant
app
licat
ions
pr
oces
sed
with
in 3
0 da
ys2
657
281
gran
t app
licat
ions
pr
oces
sed
with
in 3
0 da
ys
Effectiveandefficient
man
agem
ent o
f beneficiaries
% im
plem
enta
tion
of G
rant
s R
evie
w P
olic
y M
anua
l Rev
iew
Pro
cess
es
Impl
emen
ted
to re
view
10%ofbeneficiaries
Man
ual R
evie
w P
roce
sses
Im
plem
ente
d to
revi
ew 2
0%
ofbeneficiaries
100%
of A
utom
ated
Rev
iew
P
roce
sses
Impl
emen
ted
%ofallbeneficiariesnotifiedof
adm
inis
trativ
e ac
tions
20%ofallbeneficiaries
notifiedofadm
inistrative
actio
ns
30%ofallbeneficiaries
notifiedofadm
inistrative
actio
ns
40%ofallbeneficiaries
notifiedofadm
inistrative
actio
ns
% c
ompl
ianc
e to
sta
ndar
disa
tion
of b
usin
ess
proc
esse
s an
d pr
oced
ures
60%
com
plia
nce
with
st
anda
rdis
ed b
usin
ess
proc
esse
s an
d pr
oced
ures
80%
com
plia
nce
with
st
anda
rdis
ed b
usin
ess
proc
esse
s an
d pr
oced
ures
100%
com
plia
nce
with
st
anda
rdis
ed b
usin
ess
proc
esse
s an
d pr
oced
ures
%Im
plem
entationoftheelectronicfile
man
agem
ent s
yste
m
60%
Impl
emen
tatio
n of
the
electronicfilemanagem
ent
syst
em
80%
Impl
emen
tatio
n of
the
electronicfilemanagem
ent
syst
em
100%
Impl
emen
tatio
n of
the
electronicfilemanagem
ent
syst
emN
o of
regi
ons
impl
emen
ting
Inte
rnal
Rev
iew
M
echa
nism
3 re
gion
s im
plem
entin
g In
tern
al R
evie
w
Mec
hani
sm.
6 re
gion
s im
plem
entin
g In
tern
al R
evie
w M
echa
nism
.9
regi
ons
impl
emen
ting
Inte
rnal
Rev
iew
Mec
hani
sm.
Effectiveandefficient
man
agem
ent o
f Gra
nt
Pay
men
t Sys
tem
Sta
ndar
dise
d S
LAs
with
con
tract
ed s
ervi
ce
prov
ider
s de
velo
ped
and
impl
emen
ted
Sta
ndar
dise
d S
LAs
with
con
tract
ed s
ervi
ce
prov
ider
s
Mon
itorin
g of
SLA
s w
ith
cont
ract
ed s
ervi
ce p
rovi
ders
Mon
itorin
g of
SLA
s w
ith
cont
ract
ed s
ervi
ce p
rovi
ders
New
Pay
men
t Stra
tegy
dev
elop
ed a
nd
impl
emen
ted
New
Pay
men
t Stra
tegy
de
velo
ped
New
Pay
men
t Sys
tem
ap
prov
ed a
nd p
ilote
dP
hase
one
of n
ew p
aym
ent
syst
em im
plem
ente
d%ofbeneficiariesreceivingpaym
ents
thro
ugh
the
elec
troni
c sy
stem
25%ofbeneficiaries
rece
ivin
g pa
ymen
ts
thro
ugh
the
bank
ing
syst
em
30%ofbeneficiaries
rece
ivin
g pa
ymen
ts th
roug
h th
e ba
nkin
g sy
stem
40%ofbeneficiaries
rece
ivin
g pa
ymen
ts th
roug
h th
e ba
nkin
g sy
stem
Num
ber o
f Reg
ions
impl
emen
ting
the
Mon
itorin
g To
ol9
regi
ons
impl
emen
ting
the
Mon
itorin
g To
ol9
regi
ons
impl
emen
ting
the
Mon
itorin
g To
ol9
regi
ons
impl
emen
ting
the
Mon
itorin
g To
olEffectiveandefficient
man
agem
ent o
f D
isab
ility
Gra
nt
Num
ber o
f reg
ions
impl
emen
ting
prio
ritis
ed
elem
ents
of D
isab
ility
Man
agem
ent M
odel
Rol
l –ou
t of t
he
impl
emen
tatio
n of
pr
iorit
ised
ele
men
ts o
f D
isab
ility
Man
agem
ent
Mod
el 3
pro
vinc
es, E
C,
NW
and
Mpu
mal
anga
.
All
regi
ons
impl
emen
ting
pr
iorit
ised
ele
men
ts o
f D
isab
ility
Man
agem
ent M
odel
Nin
e re
gion
s im
plem
entin
g D
isab
ility
Man
agem
ent M
odel
Tabl
e 4:
Prio
rity
2: Im
prov
ed S
yste
ms
Inte
grity
Out
put
Perf
orm
ance
Indi
cato
rTa
rget
2010
/11
Targ
et20
11/1
2Ta
rget
2012
/13
Inte
grity
Mod
el
impl
emen
ted
Inte
grity
pol
icy
appr
oved
and
impl
emen
ted
Inte
grity
pol
icy
appr
oved
an
d im
plem
ente
d in
all
regi
ons
Rev
iew
and
impl
emen
t in
tegr
ity p
olic
yR
evie
w a
nd im
plem
ent
inte
grity
pol
icy
Inte
grity
mod
el
impl
emen
ted
in tw
o re
gion
s
Inte
grity
mod
el im
plem
ente
d infiveregions
Inte
grity
mod
el im
plem
ente
d in
all
regi
ons
Eth
ics
prog
ram
me
deve
lope
d an
d fu
lly
impl
emen
ted
Eth
ics
prog
ram
me
deve
lope
d an
d fu
lly
impl
emen
ted
Eth
ics
prog
ram
me
revi
sed
and
fully
impl
emen
ted
Eth
ics
prog
ram
me
revi
sed
and
fully
impl
emen
ted
Num
beroffraudcasesidentifiedand
inve
stig
ated
1,50
0 ne
w p
riorit
ized
frau
d ca
ses
inve
stig
ated
1,
000
new
prio
ritiz
ed fr
aud
case
s in
vest
igat
ed1,
000
new
prio
ritiz
ed fr
aud
case
s in
vest
igat
edA
ll pu
blic
ser
vant
frau
d ca
ses
unde
r inv
estig
atio
n finalized
New
lyidentifiedpublic
serv
ant f
raud
cas
es
investigatedandfinalized
New
lyidentifiedpublic
serv
ant f
raud
cas
es
investigatedandfinalized
% o
f Ann
ual I
nter
nal A
udit
Pla
n im
plem
ente
d10
0% im
plem
enta
tion
of
the
Ann
ual I
nter
nal A
udit
Pla
n
100%
impl
emen
tatio
n of
the
Ann
ual I
nter
nal A
udit
Pla
n10
0% im
plem
enta
tion
of th
e A
nnua
l Int
erna
l Aud
it P
lan
Inte
grat
ed R
isk
Man
agem
ent
Fram
ewor
k im
plem
ente
d.
Ris
k M
anag
emen
t Stra
tegy
dev
elop
ed a
nd
impl
emen
ted
Ris
k ac
tion
plan
s de
velo
ped
and
impl
emen
ted
Ris
k ac
tion
plan
s de
velo
ped
and
impl
emen
ted
Ris
k ac
tion
plan
s de
velo
ped
and
impl
emen
ted
Rev
iew
risk
man
agem
ent
stra
tegy
.R
evie
w ri
sk m
anag
emen
t st
rate
gy.
Ris
k M
onito
ring
Tool
dev
elop
ed a
nd
impl
emen
ted
in H
ead
Officeand2regions
Ris
k M
onito
ring
Tool
im
plem
ente
d in
6 re
gion
sR
isk
Mon
itorin
g To
ol
impl
emen
ted
in a
ll re
gion
s
Sec
urity
Man
agem
ent P
olic
y re
view
ed a
nd
impl
emen
ted
Sec
urity
Man
agem
ent
Pol
icy
revi
ewed
Sec
urity
Man
agem
ent P
olic
y im
plem
ente
dS
ecur
ity M
anag
emen
t Pol
icy
impl
emen
ted
% D
isas
ter R
ecov
ery
Pla
n Im
plem
ente
dD
isas
ter R
ecov
ery
Pla
n ap
prov
ed20
% o
f the
Dis
aste
r Rec
over
y P
lan
impl
emen
ted
20%
of t
he D
isas
ter R
ecov
ery
Pla
n im
plem
ente
d60
% o
f the
Dis
aste
r R
ecov
ery
Pla
n im
plem
ente
d
32
Out
put
Perf
orm
ance
Indi
cato
rTa
rget
2010
/11
Targ
et20
11/1
2Ta
rget
2012
/13
Effectiveandefficient
man
agem
ent a
nd
deve
lopm
ent o
f hu
man
cap
ital
Inte
grat
ed H
CM
Stra
tegy
dev
elop
ed a
nd
impl
emen
ted
Prio
ritiz
ed e
lem
ents
of
HC
M S
trate
gy d
evel
oped
an
d im
plem
ente
d in
clud
ing
Tale
nt M
anag
emen
t st
rate
gy a
nd P
erfo
rman
ce
Man
agem
ent S
yste
m
Prio
ritiz
ed e
lem
ents
of H
CM
S
trate
gy i
mpl
emen
ted
Prio
ritiz
ed e
lem
ents
of H
CM
S
trate
gy im
plem
ente
d
Kno
wle
dge
Man
agem
ent
Stra
tegy
impl
emen
ted
% im
plem
enta
tion
of K
now
ledg
e M
anag
emen
t Stra
tegy
25
% im
plem
enta
tion
of th
e K
now
ledg
e M
anag
emen
t S
trate
gy
30%
impl
emen
tatio
n of
the
Kno
wle
dge
Man
agem
ent
Stra
tegy
50%
impl
emen
tatio
n of
the
Kno
wle
dge
Man
agem
ent
Stra
tegy
Aver
age
cost
of a
dmin
iste
ring
soci
al
assistance(R
/beneficiary)
30.5
3 co
st o
f adm
inis
terin
g so
cial
ass
ista
nce
redu
ctio
n30
.27
cost
of a
dmin
iste
ring
soci
al a
ssis
tanc
e re
duct
ion
29.6
9 co
st o
f adm
inis
terin
g so
cial
ass
ista
nce
redu
ctio
n%
com
plia
nce
to G
RA
P st
anda
rds
Confirmationof
com
plia
nce
to G
RA
P st
anda
rds
by A
G
Confirmationofcom
plianceto
GR
AP
stan
dard
s by
AG
Confirmationofcom
plianceto
GR
AP
stan
dard
s by
AG
% C
ompl
ianc
e w
ith S
CM
regu
latio
ns10
0% C
ompl
ianc
e w
ith
SC
M re
gula
tions
100%
Com
plia
nce
with
SC
M
regu
latio
ns10
0% C
ompl
ianc
e w
ith S
CM
re
gula
tions
100%
func
tiona
l su
ppor
t & te
chni
cal s
uppo
rt of
the
ER
P sy
stem
man
aged
80%
of t
he fu
nctio
nal
supp
ort o
f the
ER
P sy
stem
m
anag
ed
90%
of t
he fu
nctio
nal
supp
ort
of th
e E
RP
syst
em m
anag
ed
100%
of t
he fu
nctio
nal
supp
ort o
f the
ER
P sy
stem
m
anag
ed80
% o
f the
tech
nica
l su
ppor
t of t
he E
RP
syst
em
man
aged
90%
of t
he te
chni
cal s
uppo
rt of
the
ER
P sy
stem
man
aged
100%
of t
he te
chni
cal s
uppo
rt of
the
ER
P sy
stem
man
aged
Num
ber o
f reg
ions
impl
emen
ting
ER
P i-m
odul
es ro
lled
out
Headofficeandnine
regionaloffices
Alldistrictoffices
Nil
ICT
Bus
ines
s A
pplic
atio
n S
yste
ms
avai
labi
lity
mai
ntai
ned
and
Acc
essi
ble
% o
f IC
T B
usin
ess
App
licat
ion
Sys
tem
s av
aila
ble
and
acce
ssib
le (i
.e.,
SO
CP
EN
, M
IS,)
95%
of I
CT
Bus
ines
s A
pplic
atio
n S
yste
ms
acce
ssib
le
95%
of I
CT
Bus
ines
s A
pplic
atio
n S
yste
ms
acce
ssib
le
95%
of I
CT
Bus
ines
s A
pplic
atio
n S
yste
ms
acce
ssib
le
Bui
ldin
gs
Infra
stru
ctur
e
Man
agem
ent
Stra
tegy
impl
emen
ted
% o
f Bui
ldin
gs In
frast
ruct
ure
Man
agem
ent
Stra
tegy
impl
emen
ted
Bui
ldin
g In
frast
ruct
ure
Stra
tegy
app
rove
d10
% im
plem
enta
tion
of
the
Bui
ldin
g In
frast
ruct
ure
Man
agem
ent S
trate
gy
10%
impl
emen
tatio
n of
th
e B
uild
ing
Infra
stru
ctur
e M
anag
emen
t Stra
tegy
33
Out
put
Perf
orm
ance
Indi
cato
rTa
rget
2010
/11
Targ
et20
11/1
2Ta
rget
2012
/13
10%
impl
emen
tatio
n of
th
e B
uild
ing
Infra
stru
ctur
e M
anag
emen
t Stra
tegy
Num
berofofficeswhereLAN/W
AN
infra
stru
ctur
e is
dep
loye
d10officesdeployedIC
TIn
frast
ruct
ure
10officesdeployedIC
TIn
frast
ruct
ure
10officesdeployedIC
TIn
frast
ruct
ure
Rec
ords
M
anag
emen
t (P
aper
-ba
sed)
Sys
tem
im
plem
ente
d
Num
ber o
f reg
ions
whe
re R
ecor
ds
Man
agem
ent (
Pap
er-b
ased
) Sys
tem
im
plem
ente
d
Nin
e re
gion
s pl
us h
ead
officeimplem
enting
Rec
ords
Man
agem
ent
(Pap
er-b
ased
) Sys
tem
Nin
e re
gion
s pl
us h
ead
officeimplem
entingRecords
Man
agem
ent (
Pap
er-b
ased
) S
yste
m
Nin
e re
gion
s pl
us h
ead
officeimplem
entingRecords
Man
agem
ent (
Pap
er-b
ased
) S
yste
m
% im
plem
enta
tion
of R
ecor
ds M
anag
emen
t (P
aper
-bas
ed) S
yste
m
10 %
impl
emen
tatio
n of
R
ecor
ds M
anag
emen
t (P
aper
-bas
ed) S
yste
m
10 %
impl
emen
tatio
n of
R
ecor
ds M
anag
emen
t (P
aper
-bas
ed) S
yste
m
10 %
impl
emen
tatio
n of
R
ecor
ds M
anag
emen
t (P
aper
-bas
ed) S
yste
mLe
gal S
ervi
ces
Mod
el
impl
emen
ted
Litig
atio
n M
anag
emen
t Stra
tegy
im
plem
ente
d an
d re
view
edLi
tigat
ion
Man
agem
ent
Stra
tegy
impl
emen
ted
Li
tigat
ion
Man
agem
ent
Stra
tegy
im
plem
ente
d
Litig
atio
n M
anag
emen
t S
trate
gy i
mpl
emen
ted
and
re
view
edFr
amew
ork
for L
egis
latio
n C
ompl
ianc
e im
plem
ente
d an
d re
view
edFr
amew
ork
for L
egis
latio
n C
ompl
ianc
e im
plem
ente
dFr
amew
ork
for L
egis
latio
n C
ompl
ianc
e im
plem
ente
dFr
amew
ork
for L
egis
latio
n C
ompl
ianc
e im
plem
ente
d an
d re
view
edFr
amew
ork
for C
ontra
ct M
anag
emen
t im
plem
ente
d an
d re
view
edFr
amew
ork
for C
ontra
ct
Man
agem
ent i
mpl
emen
ted
Fram
ewor
k fo
r Con
tract
M
anag
emen
t im
plem
ente
d an
d re
view
ed
Fram
ewor
k fo
r Con
tract
M
anag
emen
t im
plem
ente
d an
d re
view
edIn
tegr
ated
C
omm
unic
atio
n an
d M
arke
ting
Stra
tegy
im
plem
ente
d
Inte
grat
ed C
omm
unic
atio
n an
d M
arke
ting
Stra
tegy
dev
elop
ed, a
ppro
ved
and
impl
emen
ted
Inte
grat
ed C
omm
unic
atio
n an
d M
arke
ting
Stra
tegy
de
velo
ped,
app
rove
d an
d im
plem
ente
d
Inte
grat
ed C
omm
unic
atio
n an
d M
arke
ting
Stra
tegy
im
plem
ente
d
Inte
grat
ed C
omm
unic
atio
n an
d M
arke
ting
Stra
tegy
im
plem
ente
d
Cha
nge
Man
agem
ent
Stra
tegy
impl
emen
ted
% c
ompl
ianc
e to
gov
erna
nce
polic
ies
and
proc
edur
es10
0% c
ompl
ianc
e to
go
vern
ance
pol
icie
s an
d pr
oced
ures
100%
com
plia
nce
to
gove
rnan
ce p
olic
ies
and
proc
edur
es
100%
com
plia
nce
to
gove
rnan
ce p
olic
ies
and
proc
edur
es%declineinreportedcasesofconflictand
grie
vanc
es10
% d
eclin
e in
repo
rted
casesofconflictand
grie
vanc
es
20 %
dec
line
in re
porte
d casesofconflictand
grie
vanc
es
30 %
dec
line
in re
porte
d casesofconflictand
grie
vanc
esC
limat
e cu
lture
sur
vey
cond
ucte
d an
d re
com
men
datio
ns im
plem
ente
dC
limat
e cu
lture
sur
vey
cond
ucte
dC
limat
e cu
lture
sur
vey
reco
mm
enda
tions
im
plem
ente
d
Clim
ate
cultu
re s
urve
y re
com
men
datio
ns
impl
emen
ted
Clim
ate
cultu
re s
urve
y re
com
men
datio
ns
impl
emen
ted
34
Out
put
Perf
orm
ance
Indi
cato
rTa
rget
2010
/11
Targ
et20
11/1
2Ta
rget
2012
/13
Inte
grat
ed M
onito
ring
and
Eva
luat
ion
Fram
ewor
k im
plem
ente
d
% im
plem
enta
tion
of In
tegr
ated
Mon
itorin
g an
d E
valu
atio
n Fr
amew
ork
10
0% im
plem
enta
tion
of
Inte
grat
ed M
onito
ring
and
Eva
luat
ion
Fram
ewor
k: (4
In
stitu
tiona
l Per
form
ance
M
onito
ring
repo
rts, 4
se
rvic
e de
liver
y m
onito
ring
and
3 ev
alua
tion
stud
ies)
100%
impl
emen
tatio
n of
In
tegr
ated
Mon
itorin
g an
d E
valu
atio
n Fr
amew
ork
:( 4
Inst
itutio
nal P
erfo
rman
ce
Mon
itorin
g re
ports
, 4 s
ervi
ce
deliv
ery
mon
itorin
g an
d 3
eval
uatio
n st
udie
s )
100%
impl
emen
tatio
n of
In
tegr
ated
Mon
itorin
g an
d E
valu
atio
n Fr
amew
ork
:( 4
Inst
itutio
nal P
erfo
rman
ce
Mon
itorin
g re
ports
, 4 s
ervi
ce
deliv
ery
mon
itorin
g an
d 3
eval
uatio
n st
udie
s)Fr
amew
ork
on
Stra
tegi
c P
lann
ing,
O
pera
tiona
l Pla
nnin
g an
d R
epor
ting
impl
emen
ted
% im
plem
enta
tion
of th
e Fr
amew
ork
on
stra
tegi
c, o
pera
tiona
l pla
nnin
g an
d re
porti
ng10
0% o
f the
Fra
mew
ork
on s
trate
gic,
ope
ratio
nal
plan
ning
and
repo
rting
im
plem
ente
d
100%
of t
he F
ram
ewor
k on
stra
tegi
c, o
pera
tiona
l pl
anni
ng a
nd re
porti
ng
impl
emen
ted
100%
of t
he F
ram
ewor
k on
stra
tegi
c, o
pera
tiona
l pl
anni
ng a
nd re
porti
ng
impl
emen
ted
Inte
grat
ed R
esea
rch
and
Dev
elop
men
t S
trate
gy im
plem
ente
d
Inte
grat
ed R
esea
rch
and
Dev
elop
men
t S
trate
gy d
evel
oped
, app
rove
d a
nd
impl
emen
ted
3 P
riorit
ised
ele
men
ts o
f th
e In
tegr
ated
Res
earc
h an
d D
evel
opm
ent S
trate
gy
impl
emen
ted
Prio
ritis
ed e
lem
ents
of t
he
Inte
grat
ed R
esea
rch
and
Dev
elop
men
t Stra
tegy
im
plem
ente
d
Prio
ritis
ed e
lem
ents
of t
he
Inte
grat
ed R
esea
rch
and
Dev
elop
men
t Stra
tegy
im
plem
ente
dM
icro
Sim
ulat
ion
and
Mac
ro E
cono
mic
M
odel
impl
emen
ted
% Im
plem
enta
tion
of th
e M
icro
Sim
ulat
ion
and
Mac
ro E
cono
mic
Mod
els
100%
of t
he M
icro
S
imul
atio
n M
odel
for t
he
Age
ncy
impl
emen
ted
100%
of t
he M
icro
Sim
ulat
ion
Mod
el fo
r the
Age
ncy
impl
emen
ted
100%
of t
he M
icro
Sim
ulat
ion
Mod
el fo
r the
Age
ncy
impl
emen
ted
Stra
tegi
c P
artn
ersh
ips
Stra
tegy
im
plem
ente
d
Par
tner
ship
s S
trate
gy a
ppro
ved
and
im
plem
ente
dP
artn
ersh
ips
Stra
tegy
ap
prov
edP
artn
ersh
ips
Stra
tegy
im
plem
ente
dP
artn
ersh
ips
Stra
tegy
im
plem
ente
dN
umbe
r of p
artn
ersh
ip a
gree
men
ts
conc
lude
dE
stab
lishm
ent a
nd
man
agem
ent o
f pa
rtner
ship
s w
ith p
ublic
an
d pr
ivat
e in
stitu
tions
on
soc
ial s
ecur
ity
adm
inis
tratio
n an
d de
liver
y
Man
agem
ent o
f par
tner
ship
s w
ith p
ublic
and
priv
ate
inst
itutio
ns o
n so
cial
sec
urity
ad
min
istra
tion
and
deliv
ery
Rev
iew
of c
urre
nt
partn
ersh
ips
with
pub
lic a
nd
priv
ate
inst
itutio
ns o
n so
cial
se
curit
y ad
min
istra
tion
and
deliv
ery
35
Tabl
e 5:
Prio
rity
3: In
crea
sed
Acc
ess
to S
ocia
l Sec
urity
Ser
vice
s
Out
put
Perf
orm
ance
Indi
cato
rTa
rget
2010
/11
Targ
et20
11/1
2Ta
rget
2012
/13
Cus
tom
er R
elat
ions
M
anag
emen
t S
trate
gy im
plem
ente
d
Cus
tom
er R
elat
ions
Man
agem
ent S
trate
gy
impr
oved
and
impl
emen
ted
Cus
tom
er R
elat
ions
M
anag
emen
t Stra
tegy
ap
prov
ed
Cus
tom
er R
elat
ions
M
anag
emen
t Stra
tegy
im
plem
ente
d
Cus
tom
er R
elat
ions
M
anag
emen
t Stra
tegy
im
plem
ente
d
Cus
tom
er R
elat
ions
M
anag
emen
t Stra
tegy
im
plem
ente
dIC
RO
P S
trate
gy
Impl
emne
ted
ICR
OP
Stra
tegy
app
rove
dIC
RO
P S
trate
gy a
ppro
ved
%ofidentifiedruralm
unicipalitieshaving
acce
ss to
Soc
ial A
ssis
tanc
e th
roug
h IC
RO
P
25%ofidentified
mun
icip
aliti
es h
avin
g ac
cess
to S
ocia
l A
ssis
tanc
e th
roug
h IC
RO
P
40%ofidentified
mun
icip
aliti
es h
avin
g ac
cess
to
Soc
ial A
ssis
tanc
e th
roug
h IC
RO
P
35%ofidentified
mun
icip
aliti
es h
avin
g ac
cess
to
Soc
ial A
ssis
tanc
e th
roug
h IC
RO
PIn
tegr
ated
de
velo
pmen
tal
serv
ices
for t
he
vuln
erab
le
LinkingsocialAssistancebeneficiariesto
econ
omic
opp
ortu
nitie
sC
ase
Man
agem
ent
Gui
delin
es im
plem
ente
d in
al
l reg
ions
Cas
e M
anag
emen
t G
uide
lines
impl
emen
ted
in a
ll re
gion
s
Cas
e M
anag
emen
t G
uide
lines
impl
emen
ted
in a
ll re
gion
sS
take
hold
er M
anag
emen
t stra
tegy
de
velo
ped
and
impl
emen
ted
Sta
keho
lder
Man
agem
ent
stra
tegy
dev
elop
med
by
Jul
y 20
10 a
nd
impl
emen
ted
Sta
keho
lder
Man
agem
ent
stra
tegy
impl
emen
ted
Sta
keho
lder
Man
agem
ent
stra
tegy
impl
emen
ted
36
Part Five
Financial Plan
STR
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37
Table 6 SA Social Security Agency (SASSA): Programme information
Audited outcome Revised estimate Medium-term estimate
R thousand 2006/07 2007/08 2008/09 2009/10 2010/11 20011/12 2012/13Executive Management 30,966 51,972 46,901 154,185 98,758 104,289 109,503Corporate Services 304,576 497,798 583,489 546,576 512,591 590,012 619,512Finance 2,341,670 2,375,174 2,647,195 3,292,258 3,319,969 3,289,204 3,286,684Information Technology 216,028 478,190 443,102 357,228 332,129 347,952 365,351Grants Administration and Customer Services
867,358
996,648
1,151,169
1,107,743 1,177,723 1,241,455 1,302,528
Other programmes 58,575 151,091 159,118 120,901 124,070 130,272 136,784Total expense 3,819,173 4,550,873 5,030,974 5,578,891 5,565,240 5,703,184 5,820,362
Table 7 SA Social Security Agency (SASSA): Financial information
R thousand Audited outcome Revised estimate Medium-term estimate
Statement of financial performance
2006/07 2007/08 2008/09 2009/10 2010/11 20011/12 2012/13
RevenueNon-tax revenue 1,269 6,661 10,096 8,207 8,369 8,755 9,157Sale of goods and services other than capital assets Of which:
1,055
1,743
2,290
2,567
2,460
2,563
2,666
Admin fees 1,055 1,743 2,290 864 656 658 660Other sales - - - 1,703 1,804 1,905 2,006Other non-tax revenue 214 4,918 7,806 5,640 5,909 6,192 6,491Transfers receivedOf which:
4,192,371 4,142,747 4,630,292 5,168,896 5,631,387 6,097,813 6,152,676
Social assistance administration
4,136,599
4,072,747
4,610,292
5,148,896
5,611,387
6,077,813
6,132,676
Management information system
55,772
70,000
20,000
20,000
20,000
20,000
20,000
Total revenue 4,193,640 4,149,408 4,640,388 5,177,103 5,639,756 6,106,568 6,161,833ExpensesCurrent expense 3,655,565 4,440,716 4,938,385 5,501,438 5,483,021 5,615,977 5,72,795Compensation of employees
710,684
1,079,723
1,339,440
1,492,397
1,581,941
1,676,857
1,777,469
Goods and services Of which:
2,944,881 3,360,993 3,598,428 4,009,041 3,901,127 3,939,156 3,951,316
Payment contractors 2,015,056 2,189,941 2,397,371 2,739,790 2,734,594 2,731,668 2,724,616Consultants, contractors and special services
175,413
183,114
118,100
125,186
117,697
124,759
132,245
Travel and subsistence 80,820 109,032 71,353 47,155 49,041 51,003 53,043Other 673,592 878,906 1,011,604 1,096,910 999,694 1,031,826 1,041,412Transfers and subsidies 1,426 1,272 17,324 16,022 16,795 17,727 18,613Acquisition of Assets 162,182 108,885 75,265 61,431 65,424 69,480 72,954Total expenses 3,819,173 4,550,873 5,030,974 5,578,891 5,565,240 5,703,184 5,820,362Surplus / (Deficit) 374,467 (401,465) (390,586) (401,788) 74,516 403,384 341,471
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STR
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Total expenditure for 2006/07 amounted to R3, 819
billion, leaving a surplus of R374, 467 million. Approval
was granted by the National Treasury to retain the funds
androll-overtothe2007/08financialyear.Despitethe
upward adjustment to the 2007/08 financial year’s
budget by R374, 984 million, the Agency overspent in
thesamefinancialyearbyR26,998million.
Expenditure for 2008/09 amounted to R5, 031 billion
resulting in overspending of R400, 675 million. Over
the medium term the baseline allocation grows 12 per
cent to R5,168,896 billion in 2009/10, 9 per cent to
R6,097,813 billion in 2010/11, and then to R 6,097,813
billion in 2011/12 at 8 per cent. Finally, the budget grows
by 1 per cent to R6, 152,676 in 2012/13. Included in
the allocated budget are earmarked funds for the
implementation of MIS, which will amount to R20,000
million in the 2010/11 financial year, and toR20,000
million for each of the MTEF outer years.
The bulk of the Agency’s expenditure is on the payments
to cash payment contractors which on average
accounts for approximately 53 per cent of the entire
budget leaving approximately 27 per cent to cover
compensation of employees whilst the remaining 20
per cent caters for other essential operational expenses
includingcontractualobligationssuchasleaseofoffice
accommodation and equipment etc. New contracts
are currently being negotiated which should bring a
reduction in price. In 2010 a tender will be put out for
a new social grant payment system that should bring
significantsavingsintermsofcashpayments.
In order to ensure efficiency in the utilisation of
the allocated budget the Agency introduced cost
containment measures that will contribute towards
avoidinginefficientspending.Theaimistohavethese
austerity measures in force until the much needed
stability is achieved. These measures are focused on
specific areas where expenditure can be controlled
without impacting negatively on service delivery and
include among others a moratorium on the filling
of vacant posts, placing strict controls to minimise
telephone expenses, ensuring that internal skill/
capacity is utilised before sourcing external services
and appointing consultants, putting measures to ensure
that expenses on travel is curbed including cutting
down on unnecessary travelling etc.
39
Table 8: Social grants expenditure by type of grant and province: 2006/07 to 2012/13
2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 Percentage growth (average
annual)R millionOld age 21,222 22,801 25,934 30,153 33,553 36,445 39,115 10.7
War veterans 25 22 20 17 15 13 12 -11.9Disability 14,261 15,280 16,474 16,572 18,151 19,414 20,822 6.5
Grant in aid 57 87 90 95 97 106 114 9.3Foster care 2,851 3,414 3,943 4,345 5,082 6,222 7,546 17.6
Care dependency
1,006 1,132 1,292 1,331 1,614 1,791 1,974 11.9
Child support 17,559 19,625 22,348 27,735 30,695 34,429 37,035 13.2Relief of Distress 41 106 623 184 160 175 190 29.1
Total 57,032 62,467 70,715 80,432 89,368 98,594 106,808 11.0Region
Eastern Cape 10,599 11,636 12,557 14,607 15,985 17,941 19,705 10.9Free State 3,706 4,122 4,573 5,248 5,636 6,099 6,569 10.0
Gauteng 6,747 7,318 8,289 9,358 10,504 11,369 12,217 10.4KwaZulu-Natal 13,890 15,105 17,590 19,616 21,851 23,999 25,976 11.0
Limpopo 7,636 8,439 9,656 10,957 12,080 13,260 14,310 11.0Mpumalanga 3,928 4,322 4,943 5,597 6,246 6,835 7,372 11.1
Northern Cape 1,285 1,622 1,962 2,206 2,508 2,746 2,975 15.0North West 4,912 5,187 5,711 6,541 7,140 7,849 8,432 9.4
Western Cape 4,329 4,716 5,434 6,301 7,418 8,497 9,252 13.5Total 57,032 62,467 70,715 80,432 89,368 98,594 106,808 11.0
Social assistance transfers are expected to amount
toR80432billion for the2009/10 financial year and
expenditurehasbeensignificantlyhigher than itwas
forthepreviousfinancialyear.Thisisprimarilydueto
the regulatory amendments to the Social Assistance
Act and Regulations, which resulted in the phased-
in implementation of the old age qualifying age for
men, which had been lowered to 60, as well as to the
changes to themeans test threshold, and finally the
extension of the CSG to children up to the age of 15
and 16. A roll-over of R52, 412 million was allocated to
SocialReliefofDistress(SRD)forthecurrentfinancial
year, resulting from the special SRD drive of R500
million during 2008/09.
Social assistance expenditure is expected to increase
to R89, 368 billion, including SRD of R160 million. The
significant increase relates to the continued old age
equalisation and roll-out of the Child Support Grant
to age 16 and 17 as well as the impact means test
thresholds. Expenditure in the outer year amounts to
R106 808 billion.
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49
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SASSA Head Office:SASSA House501 Prodinsa BuildingCnr Beatrix and Pretorius StreetPretoria
Private Bag X55662ArcadiaPretoria0083
Tel: 012 400 2000 (Switchboard)Website: www.sassa.gov.za
Design and Printing: Hallcom (Pty) Ltd 012 320 2599, [email protected]
RP 14/2010ISBN: 978-0-621-39121-3