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

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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•

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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

PLA

N 2

010/

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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

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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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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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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, hallcom@telkomsa.net

RP 14/2010ISBN: 978-0-621-39121-3