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ANNUAL PERFORMANCE PLAN

2019-2020

Annual Performance Plan 2019/2020

RP87/2019ISBN: 978-0-621-47178-6

Annual Performance Plan 2019-2020 v

Acronyms and Abbreviations viOverview by the Minister 1Overview by the Chief Executive Officer 2Official Sign-Off 3

Part A: Strategic Overview 4

SASSA VISION, MISSION AND VALUES 5

1. UPDATED SITUATIONAL ANALYSIS 6

1.1 Performance Delivery Environment 6

1.2 Organisational Environment 7

1.3 Risk Management 7

1.4 Revisions to Legislative and other Mandates 8

2. OVERVIEW OF 2019/20 BUDGET AND MTEF ESTIMATES 9

2.1 Expenditure Estimates 9

2.2 Economic Classification 9

2.3 Relating Expenditure Trends to Strategic Outcome-Oriented Goal 10

Part B: Programmes and Sub-Programmes 11

3. PROGRAMME 1: ADMINISTRATION 12

3.1 Strategic Objective/(s) for Programme 1: Administration 12

3.2 Performance Indicators and Annual Targets for Programme 1: Administration 13

3.2.1 Performance Indicators and Annual Targets for Sub-programme 1.1: Fraud, Risk and Internal Audit 13

3.2.2 Quarterly Targets for 2019/20: Sub- programme 1.1: Fraud, Risk and Internal Audit 14

3.2.3 Performance Indicators and Annual Targets for Sub-programme 1.2: Corporate Services 15

3.2.4 Quarterly Targets for 2019/20: Sub-programme 1.2: Corporate Services 16

3.2.5 Performance Indicators and Annual Targets for Sub-programme 1.3: Information and Communication Technology 17

3.2.6 Quarterly Targets for 2019/20: Sub-programme 1.3: Information and Communication Technology 20

3.2.7 Performance Indicators and Annual Targets for Sub-programme 1.4: Financial Management 21

3.2.8 Quarterly Targets for 2019/20: Sub-programme 1.4: Financial Management 22

3.2.9 Performance Indicators and Annual Targets for Sub-programme 1.5: Communications and Marketing 23

3.2.10 Quarterly Targets for 2019/20: Sub-programme 1.6: Communications and Marketing 23

4. RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF: PROGRAMME 1: ADMINISTRATION 24

5. PROGRAMME 2: BENEFITS ADMINISTRATION AND SUPPORT 27

5.1 Strategic Objectives for Programme 2: Benefits Administration and Support 27

5.2 Performance Indicators and Annual Targets for Programme 2: Benefits Administration and Support 28

5.2.1 Performance Indicators and Annual Targets for Sub-programme 2.1: Benefits Administration 28

5.2.2 Quarterly Targets for 2019/20: Sub-programme 2.1: Benefits Administration 31

5.2.3 Performance Indicators and Annual Targets for Sub-programme 2.2: Payment Administration 34

5.2.4 Quarterly Targets for 2019/20: Sub-programme 2.2:Payment Administration 35

6. RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF: PROGRAMME 2: BENEFITS ADMINISTRATION AND SUPPORT 35

Part C: Links to other Plans 36

7. LINKS TO OTHER PLANS 37

7.1 Links to the Long-Term Infrastructure and Other Plans 37

7.2 Pay Points Basic Requirements 38

Part D: Annexures 39

8. ANNEXURES 40

8.1 Annexure A: Summary of Post Establishment at 31 December 2018 40

8.2 Annexure B: Technical Indicator Descriptions 41

Table of Contents

Annual Performance Plan 2019-2020vi

Acronyms and Abbreviations

AGSA Auditor-General South AfricaAoD Acknowledgement of DebtCEO Chief Executive OfficerCDG Care Dependency GrantCFI Corporate Financial Institutions CSG Child Support GrantDBE Department of Basic EducationDG Disability GrantDoHA Department of Home AffairsDSD Department of Social DevelopmentEXCO Executive CommitteeENE Estimates of National ExpenditureGDP Gross Domestic ProductGIA Grant-in-AidHANIS Home Affairs National Identification

System HCM Human Capital ManagementICT Information and Communication

TechnologyICROP Integrated Community Registration

Outreach ProgrammeM&E Monitoring and EvaluationMANCO Management CommitteeMIS Management Information SystemMISS Minimum Information Security

StandardMTEF Medium Term Expenditure

Framework

NPR National Population Register NSFAS National Student Financial Aid

SchemeLOIP Local Office Improvement PlanOAG Old Age GrantOHSA Occupational Health and Safety

ActPFMA Public Finance Management ActPIN Personal Identification NumberPMDS Performance Management and

Development SystemPMG Paymaster GeneralRMC Risk Management CommitteeSAPO South African Post OfficeSARB South African Reserve BankSARS South African Revenue ServiceSASSA South African Social Security

AgencySIU Special Investigating UnitSMME Small, Medium and Micro-sized

EnterprisesSOCPEN Computerised Social Pension

System SRD Social Relief of DistressUNICEF United Nations Children’s FundWVG War Veterans Grant

Annual Performance Plan 2019-2020 1

South Africa is celebrating 25 years since the dawn of democracy in 1994. It is therefore critical that we reflect on the impact made by the social assistance programme. The social assistance programme was designed by government to fight poverty by providing social assistance to eligible individuals and households. The South African government through an Act of Parliament (South African Social Security Agency Act, No. 9 of 2004) established the South African Social Security Agency (SASSA) for effective and efficient management, administration and payment of social assistance.

SASSA carries out a constitutional mandate to support those who cannot support themselves and their dependents. Over the years the number of social grants paid by government increased from approximately 2 million in 1994 to more than 17.5 million to date. The majority of these grants, in excess of 12 million are children grants. The South African Government now spends more than R160 billion annually to carry out the social assistance programme.

I am very pleased to present the SASSA Annual Performance Plan (APP) for the 2019/20 financial year, knowing that the disbursements of social grants will be facilitated by both SASSA and the

South African Post Office (SAPO) through a legal intergovernmental arrangement concluded within the parameters of the Intergovernmental Relations Act. The two government entities have now signed both the Master Service Agreement (MSA) and Service Level Agreement (SLA). Through these agreements, we now know who does what in the processing of social grant payments including the handling of cash beneficiaries.

The 2019/20 financial year will usher a new government administration that will intensify the fight against poverty in line with the constitution of the Republic and the National Development Plan (NDP). SASSA’s plans for the upcoming financial year include increasing the number of grants in payment to an estimated 18.1 million by the end of March 2020.

Finally, I would like to thank the CEO of SASSA, SASSA Executives and the entire staff for supporting the work of government in the fight against poverty.

Ms Lindiwe Zulu, MPMinister of Social Development

Overview by the

Minister

Annual Performance Plan 2019-20202

Dr Thapelo Motshudi

I am honoured to present the 2019/20 APP to the new administration with SASSA having complied fully with the constitutional court order to phase out the services of CPS by 30 September 2018.

It is encouraging to report that, as of October 2018, the payment of social grants has been wholly implemented by SASSA through SAPO and the commercial banks as stipulated in Regulation 21 of the Social Assistance Act (Act No. 13 of 2004) as amended. SASSA and SAPO entered into an MSA and SLA for the payment of social grants in September and November 2018 respectively, which confirms a sustainable payment model, outlines services to be rendered and delineates roles and responsibilities for each Accounting Officer. It also confirms the financial obligations and the handling of cash beneficiaries. The MSA is in line with the Intergovernmental Relations Act.

In the 2019/20 financial year, SASSA projects to increase the total number of grants in payment, including grants-in-aid from an estimated 17.7 million in 2018/19 to 18.1 million by the end of March 2020. The estimated budget for social assistance grants for the 2019/20 financial year is R175 billion. The budget shows an eight percent growth compared to the 2018/19 budget of R163 billion.

In the promotion of local economic development, SASSA has plans to expend 30% of the total budget for the Social Relief of Distress towards cooperatives and SMMEs, particularly for the procurement of school uniforms. The total amount to benefit communities is an estimated R123 million. SASSA will continue to focus on reaching eligible young children as soon

as possible after birth, as research has shown that the sooner these vulnerable children receive income support, the better the long-term cognitive and social benefits.

ICT infrastructure remains high on the agenda for this period to ensure that necessary upgrades take place to accommodate future technology requirements. This will include the implementation of non-repudiation to the SOCPEN application (Computerised Social Pension System) and the Identity and Access Management Solution.

Now that SASSA has taken over the implementation of funeral deductions (regulation 26A) for beneficiaries, the plan is to ensure that all new deductions comply with the regulation, namely, SASSA must have a mandate for every policy before a deduction can be instated.

It is regrettable that SASSA received a qualified audit opinion for the second time in a row; SASSA has however, commenced with the development of an audit action plan in line with the recommendations of the Auditor-General of South Africa for immediate implementation.

I therefore, present this annual performance plan for consideration and possible funding of identified programmes.

Ms T.B.J Memela Chief Executive Officer

Overview by the Chief

ExecutiveOfficer


It is hereby certified that this Annual Performance Plan:• Was developed by the management of the South African Social Security Agency (SASSA), under the

guidance of Minister Lindiwe Zulu, MP;• Was prepared in line with the current Strategic Plan of SASSA;• Reflects the performance targets which SASSA will endeavour to achieve given the resources made

available in the budget for 2019/20.

Mr Tsakeriwa Chauke Signature: __________________Chief Financial Officer

Ms Raphaahle Ramokgopa Signature: __________________Executive Manager: Strategy and Business Development

Ms Totsie Busisiwe Jacqueline Memela Signature: __________________Chief Executive Officer

Approved by:Ms Lindiwe Zulu, MP Signature: __________________Minister of Social Development

Official Sign-off

4

PART AStrategic Overview


SASSA Vision, Mission and Values


VISION A leader in the delivery of social security services.

MISSION To administer social security services to eligible children, older persons and people with disabilities.

VALUES SASSA, as a Schedule 3A public entity, subscribes to those values that promote democracy, redress, social cohesion and a culture of respect for human rights underpinned by the following values:

Transparency SASSA will share with stakeholders’ information about how it conducts its business.

Equity SASSA is committed to the fair and impartial treatment of all its stakeholders including the customer.

Integrity SASSA is committed to being honest, fair and accountable in dealing with its operations, finances and other businesses.

Confidentiality SASSA will ensure that all stakeholder information will be protected and be made accessible only to those authorised to access it.

Customer Centric SASSA will take the needs of its customers into consideration by developing user-friendly and quality products and services.

Strategic Outcome Oriented Goal of SASSA

Strategic Outcome Oriented Goal

Expand access to social assistance and creating a platform for future payment of social security benefits.

Goal Statement To render social assistance to eligible beneficiaries.

SASSA Strategic Objectives

Programme 1: Administration

• To uphold governance; • Effective Information and Communication Technology operations;• To provide human capital management, facilities and auxiliary services; and• Effective Financial Management.

Programme 2: Benefits Administration and Support

• To improve the effectiveness and efficiency of the administration of the social assistance programme.


1.1 Performance Delivery Environment

Social assistance continues to insulate the economically inactive populations against inequality and poverty and promotes social and financial inclusion. South Africa’s population was estimated at 56.5 million (General Household Survey, 2017). Individuals benefiting from social grants increased from 12.8% in 2003 to 30.8% in 2017. SASSA plans to increase the total number of grants in payment, including grants-in-aid from an estimated 17.7 million in 2018/19 to 18.1 million in 2019/20.

The economic growth in South Africa has been projected to decrease to less than 0.6%. The growth in the gross domestic product (GDP) in the last financial year was 1.3%. With no new jobs created and the loss of existing ones, the pressure on social assistance continues to increase with demand for social assistance growing at a rate of 0.7% in the first quarter of 2017/18. The economic indicators began to show improvement in the beginning of 2018.

The General Household Survey (2017), shows that despite the general decline in poverty between 2006 and 2011, poverty rose in 2015. When the upper bound poverty measure was applied more than 50% of South Africans were poor in 2015, with poverty headcount increasing from 53.2% in 2011 to 55.5% in 2015. However, there was an improvement in the number of people living below the food poverty line decreasing from 16.7 million in 2011 to 13.8 million in 2015. It is predominantly this category of households that are accessing social assistance. Given the precarious circumstances under which many citizens live, being dependent on family members or the odd piece job, any additional burden, such as a death in the family, natural disasters or even the birth of an additional family member, becomes insurmountable without some form of support. Hence the demand for social grants or social relief of distress by individuals that are not eligible for social grants.

The social assistance programme provided by government through SASSA makes provision for income support for older persons, people with disabilities and children. However, there is no

income support for citizens between 18 and 59 years of age who are unemployed or under-employed. The realities of poverty (55.5%) and unemployment (27.7%) as reported by Statistics South Africa in the second quarter of 2017/18 have become more far-reaching, often affecting living standards in families, forcing children in the unemployed households to require social assistance and thereby increasing the need for government social assistance intervention.

In line with the Social Assistance Act, 2004 (Act No. 13 of 2004), R410 million has been allocated to the Social Relief of Distress (SRD) Programme for immediate responses to crisis situations. Priority will be given to South African citizens, permanent residents and refugees with insufficient means. Primarily the focus will be on social assistance applicants awaiting payment of an approved grant; individuals who have been assessed as medically unfit to undertake remunerative work for a period of less than six months; families/individuals where the breadwinner has died or has been admitted to a state institution; and families/individuals affected by disasters.

The South African Social Security Agency is implementing a new payment system for social assistance that is aimed at reducing costs to the fiscus and improving the quality of services rendered to citizens. Beneficiaries of social assistance have had to deal with harsh circumstances, navigating the national payment system with unauthorised deductions. Several measures were put in place to protect beneficiaries’ monies and refund deductions where applicable. Furthermore, in response to the Constitutional Court order on the protection of personal information of beneficiaries, SASSA has prioritised the development of a data governance framework to provide structure for proper data management practices. Awareness programmes were also prioritised for the Protection of Personal Information Act (POPI Act) requirements.

Fraud management remains an integral part of our business and SASSA will continue to implement measures, aimed at minimising opportunities for fraudulent activities with regard to the payment of

1. UPDATED SITUATIONAL ANALYSIS


grants. One of the interventions to curb this challenge is the implementation of biometrics authentication for SOCPEN users and the enrollment of new beneficiaries. This will verify the authenticity of a user on a system with a high degree of certainty and will also ensure non-repudiation for all transactions.

1.2 Organisational Environment

SASSA’s objectives as published in the 2014/15 to 2018/19 Strategic Plan remain unchanged. SASSA will, in the financial year 2019/20 focus on the implementation of priorities stipulated in the Strategic Plan. It should be noted that the lifespan of the Strategic Plan came to an end on 31 March 2019, however, a one year extension has been granted by the Department of Planning, Monitoring and Evaluation to align with the planning cycle of the sixth adminstration.

SASSA’s budget structure for the 2019/20 financial year comprises two programmes, namely:

Programme 1: AdministrationThe Administration Programme provides leadership, as well as management and support services, which include the following sub-programmes: Executive Management; Corporate Services; Financial Management; Information & Communication Technology and Strategy & Business Development.

Key interventions to be implemented in the 2019/20 financial year include:• Implementation of biometric authentication for

system users;• Review of the interim organisational structure

to align it with current developments particularly payment model;

• Development of a SASSA 10-year building infrastructure plan;

• Upgrading of network connectivity infrastructure;

• Interfacing with other institutions, such as SAPO and Bankserv;

• Strengthening internal controls to improve audit outcomes;

• Reviewing of fraud and prevention strategy to improve SASSA’s approach towards the fight against fraudulent activities.

Programme 2: Benefits Administration and Support The Benefits Administration and Support Programme provides an efficient and effective grant administration service to implement social protection floors. The programme manages the full function of grant administration from application to approval, as well as beneficiary maintenance, benefit payment, customer care, strategic direction and guidance pertaining to grant operations. It monitors and evaluates improvements, innovations and service delivery networks. It also offers strategic guidance and support to ensure that an effective and efficient social security customer care service is provided to beneficiaries in a dignified manner. It furthermore provides payment vendor and service-point management; it formulates grant projections to ensure adequate availability of funds to be transferred to beneficiaries.

Key interventions to be implemented in the 2019/20 financial year include:• Implementation of social assistance

programmes, including the Social Relief of Distress;

• Biometric enrolment of new beneficiaries in line with the approved project plan;

• Implementing of the Integrated Community Registration Outreach Programme (ICROP) including its impact assessment;

• Review of social grants excluding old age (OAG) in line with policy.

1.3 Risk Management

SASSA, as a Public Entity is obliged to comply with section 51 (1)(a)(1) of the Public Finance Management Act (PFMA) which directs the accounting authority to ensure that the entity has and maintains an effective, efficient and transparent system of financial, risk management and internal control.

Over the next year, SASSA will augment its risk management capacity to ensure effective identification, assessment and management of its risks. The improved risk management capacity will include the full roll-out of the risk management solution to ensure continuous tracking of risks and employment of appropriate risk management


strategies as well as monitoring and remedial actions. The risk identification and assessment of both strategic and operational risks will be intensified and will primarily focus on functional areas that will be affected by the transition. The plan is to capacitate management in risk management to enable them to effectively manage the risks within their areas of responsibility.

1.4. Revisions to Legislative and other Mandates

The following legislative changes and court rulings occurred during the strategic plan period:

1.4.1 Court rulings • Major court ruling during the Strategic

Plan period (2014/15–2018/19) relates to the litigation by Allpay as a result of the award of the payment tender to CPS. The Constitutional Court ruled that the appointment of CPS was invalid but could not be set aside.

• In March 2017, the Constitutional Court ruled in favour of SASSA to extend the CPS contract for the payment of social grants by 12 months (April 2017–March 2018).

• In March 2018, the Constitutional Court granted a further extension of the CPS contract for the payment of cash beneficiaries for only six months (April 2018–September 2018).

1.4.2 Proposed legislative changes during the Strategic Plan period

• In May 2016, amendments to the Regulations related to the Social Assistance Act 2004, prohibited deductions from SASSA accounts (loans, airtime and pre-paid electricity) in order to protect social grant beneficiaries. However, the amendments were legally challenged. The amendments were not retrospective and therefore did not apply to the CPS/SASSA card accounts which were confirmed by the court to be bank accounts. SASSA has, upon contracting SAPO to effect payment of social grants, issued a gazette classifying the SAPO account as a payment method in terms of Regulation 21(1)(b), which implies that no deductions can be allowed on the account.

• The proposed extension of the child support grant to include an additional amount for orphans and children living in child headed households is still under discussion and has not yet been implemented.

• Changes to the payment of foster child grants to avoid automatic lapsing of the foster child grant at the end of the year in which the foster child turns 18 to enable the child to complete their education. This proposal is still under discussion.


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2.3 Relating Expenditure Trends to Strategic Outcome-Oriented Goal

In working towards an effective contribution to the realisation of outcome 13 (a comprehensive, responsive and sustainable social protection system), the South African Social Security Agency continues to work and ensure the fulfilment of its mandate of administering and paying social grants. This contributes to the imperative of poverty alleviation. In this regard SASSA’s expenditure is framed within the set strategic objectives that support the attainment of its mandate.

SASSA has been allocated an administrative budget of R7 622 billion for the 2019/20 financial year. The budget for goods and services including the payment of contractors utilised to disburse grant benefits to beneficiaries’ accounts for 55 percent of total spending. The majority of SASSA’s personnel perform grant administration functions, from application to approval as well as the maintenance functions. As at the end of March 2018, SASSA’s staff complement was 8 800, which accounts for both permanent (8 403) and contract (397) employees. The estimated expenditure on the disbursement of grants comprises about 30 percent of total spending over the medium term.

PART BProgrammes and Sub-Programmes



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at

the en

d of D

ecem

ber

2018

.

• SA

SSA’s

ad

minis

trativ

e bu

dget

for 20

19/20

fin

ancia

l yea

r

R7 62

2 billi

on.

• Int

egra

ted

comm

unica

tion

and m

arke

ting

strate

gy

deve

loped

.


3.1

Stra

tegi

c O

bjec

tive/

(s) f

or P

rogr

amm

e 1:

Adm

inis

tratio

n

Stra

tegi

c Ob

jectiv

esTo

upho

ld go

od go

vern

ance

. Ef

fectiv

e ICT

oper

ation

s. To

prov

ide hu

man c

apita

l man

agem

ent, f

acilit

ies

and a

uxilia

ry se

rvice

s.Ef

fectiv

e fina

ncial

ma

nage

ment.

Ef

fectiv

e an

d pro

mpt

comm

unica

tion.

Objec

tive

Stat

emen

tsEf

fectiv

e int

erna

l au

dit.

Frau

d and

co

rrupti

on

mana

geme

nt.

Effec

tive r

isk

mana

geme

nt.To

achie

ve fu

lly au

tomate

d and

int

egra

ted so

cial a

ssist

ance

se

rvice

s.

To en

sure

effec

tive

huma

n res

ource

se

rvice

s.

To en

sure

a sa

fe an

d se

cure

servi

ce de

liver

y en

viron

ment.

To pr

ovide

effec

tive

and e

fficien

t fina

ncial

ma

nage

ment

servi

ces.

To co

ntinu

ously

up

date

bene

ficiar

ies,

SASS

A sta

ff, an

d the

publi

c on

deve

lopme

nts

arou

nd th

e pay

ment

of so

cial g

rants

. Ba

selin

e•

SASS

A ha

s esta

blish

ed go

vern

ance

stru

cture

s, wh

ich in

clude

a Ri

sk M

anag

emen

t Com

mitte

e, Au

dit C

ommi

ttee a

nd F

inanc

ial M

iscon

duct

Boar

d.

• Fr

aud p

reve

ntion

and m

anag

emen

t stra

tegy

deve

loped

and a

ppro

ved.

• Co

de of

Con

duct

and E

thics

deve

loped

.

• Th

e Com

puter

ised S

ocial

Pe

nsion

Sys

tem (S

OCPE

N)

is en

hanc

ed to

supp

ort s

ocial

gr

ant a

pplic

ation

s up t

o the

pa

ymen

t pro

cess

.

• Au

tomati

on of

regis

tries

(Co-

sour

cing)

conc

luded

in 9

Reco

rd m

anag

emen

t cen

tres.

• IC

T inf

rastr

uctur

e cap

acity

cu

rrentl

y at:

4

Hea

d Offic

e – 20

MB 4

8 R

egion

al Of

fices

– 10

MB 4

EC

Regio

nal O

ffice –

8MB

4

8 R

ecor

ds C

entre

s – 4M

B 4

EC

Reco

rd C

entre

– 2M

B 4

14 D

istric

t Offic

es –

4MB

4

15 D

istric

t Offic

es –

2MB

4

259

Loca

l Offic

es –

2MB

• SA

SSA

had

a tota

l of 8

19

6 fille

d po

sts as

at

31 D

ecem

ber

2018

, whic

h ex

clude

co

ntrac

t po

sition

s.

• SA

SSA

footpr

int as

at

Dece

mber

2018

: 4

9 pr

ovinc

ial

office

s 4

46 d

istric

t offic

es

4

389

loca

l offic

es

4

1 16

3 ser

vice

point

s 4

1 74

0 pay

-poin

ts

• SA

PO ha

s bee

n ga

zette

d as S

ASSA

’s pa

ymen

t meth

od si

nce

April

2018

.

• SA

SSA

rece

ived

a qua

lified

audit

ou

tcome

for t

he

2017

/18 fin

ancia

l ye

ar.

• So

cial g

rant

debto

rs re

gister

stoo

d at

R794

milli

on as

at

the en

d of D

ecem

ber

2018

.

• SA

SSA’s

ad

minis

trativ

e bu

dget

for 20

19/20

fin

ancia

l yea

r

R7 62

2 billi

on.

• Int

egra

ted

comm

unica

tion

and m

arke

ting

strate

gy

deve

loped

.

3.2

Per

form

ance

Indi

cato

rs a

nd A

nnua

l Tar

gets

for P

rogr

amm

e 1:

Adm

inis

tratio

n

3.2.

1 Pe

rfor

man

ce In

dica

tors

and

Ann

ual T

arge

ts fo

r Sub

-pro

gram

me

1.1:

Fra

ud, R

isk

and

Inte

rnal

Aud

it

Stra

tegi

c Obj

ectiv

e: To

pro

mot

e goo

d go

vern

ance

in th

e man

agem

ent o

f SAS

SAOb

jectiv

e St

atem

ents

Perfo

rman

ce

Indi

cato

rsSt

rate

gic P

lan

Targ

etAu

dite

d/Ac

tual

Perfo

rman

ceEs

timat

ed

Perfo

rman

ce

Medi

um-T

erm

Targ

et

2015

/1620

16/17

2017

/1820

18/19

2019

/2020

20/21

2021

/22Ma

nage

ment

of fra

ud an

d co

rrupti

on.

1. Pe

rcenta

ge of

re

porte

d fra

ud

and c

orru

ption

ca

ses

inves

tigate

d and

co

mplet

ed.

70%

of re

porte

d fra

ud an

d cor

rupti

on

case

s inv

estig

ated

and c

omple

ted.

70%

of re

porte

d fra

ud an

d co

rrupti

on

case

s inv

estig

ated.

65%

of re

porte

d fra

ud an

d co

rrupti

on ca

ses

inves

tigate

d.

88%

of re

porte

d fra

ud an

d cor

rupti

on

case

s inv

estig

ated.

70%

of re

porte

d fra

ud an

d co

rrupti

on ca

ses

inves

tigate

d.

70%

of re

porte

d fra

ud an

d co

rrupti

on ca

ses

inves

tigate

d and

co

mplet

ed.

70%

of re

porte

d fra

ud an

d co

rrupti

on ca

ses

inves

tigate

d and

co

mplet

ed.

70%

of re

porte

d fra

ud an

d co

rrupti

on ca

ses

inves

tigate

d and

co

mplet

ed.

Mana

geme

nt of

fraud

and

corru

ption

.

2. Fr

aud

Mana

geme

nt St

rateg

y re

viewe

d.

Frau

d Man

agem

ent

Stra

tegy r

eview

ed.

**

**

Frau

d Man

agem

ent

Stra

tegy r

eview

ed.

Frau

d Ma

nage

ment

Stra

tegy

imple

mente

d.

Frau

d Man

agem

ent

Stra

tegy

imple

mente

d.

Effec

tive r

isk

mana

geme

nt.3.

Stra

tegic

Risk

Reg

ister

ma

intain

ed.

Stra

tegic

Risk

Re

gister

main

taine

d.*

*St

rateg

ic Ri

sk

Mitig

ation

Acti

on

Plan

prog

ress

re

ports

wer

e pr

oduc

ed an

d su

bmitte

d to

Natio

nal T

reas

ury

on a

quar

terly

basis

toge

ther

with

perfo

rman

ce

infor

matio

n.

An up

dated

St

rateg

ic Ri

sk R

egist

er

maint

ained

.

Stra

tegic

Risk

Reg

ister

ma

intain

ed.

Stra

tegic

Risk

Reg

ister

ma

intain

ed.

Stra

tegic

Risk

Reg

ister

ma

intain

ed.

Effec

tive i

ntern

al au

dit.

4. Nu

mber

of

inter

nal

audit

revie

ws

cond

ucted

on

high r

isk ar

eas.

60 in

terna

l aud

it re

views

cond

ucted

on

high

risk a

reas

.

34 in

terna

l au

dit re

views

co

nduc

ted on

hig

h-ris

k are

as.

23 in

terna

l au

dit re

views

co

nduc

ted on

hig

h risk

area

s.

28 in

terna

l aud

it re

views

wer

e co

nduc

ted on

high

ris

k are

as.

30 in

terna

l au

dit re

views

co

nduc

ted on

hig

h risk

area

s.

20 in

terna

l aud

it re

views

cond

ucted

on

high

risk a

reas

.

20 in

terna

l au

dit re

views

co

nduc

ted on

hig

h risk

area

s.

20 in

terna

l aud

it re

views

cond

ucted

on

high

risk a

reas

.

*Per

forma

nce i

ndica

tor di

d not

exist

in th

e fina

ncial

year


3.2.

2 Q

uart

erly

Tar

gets

for 2

019/

20:S

ub-p

rogr

amm

e 1.

1: F

raud

, Ris

k an

d In

tern

al A

udit

Stra

tegi

c Obj

ectiv

e: To

pro

mot

e goo

d go

vern

ance

in th

e man

agem

ent o

f SAS

SAPe

rform

ance

Indi

cato

rRe

porti

ng P

erio

dAn

nual

Targ

et 20

19/20

Quar

terly

Targ

ets

Quar

ter 1

Qua

rter 2

Qua

rter 3

Quar

ter 4

Perce

ntage

of re

porte

d fra

ud an

d cor

rupti

on

case

s inv

estig

ated a

nd

comp

leted

.

Quar

terly

70%

of re

porte

d fra

ud

and c

orru

ption

case

s inv

estig

ated a

nd

comp

leted

.

70%

of re

porte

d fra

ud

and c

orru

ption

case

s inv

estig

ated a

nd

comp

leted

.

70%

of re

porte

d fra

ud

and c

orru

ption

case

s inv

estig

ated a

nd

comp

leted

.

70%

of re

porte

d fra

ud

and c

orru

ption

case

s inv

estig

ated a

nd

comp

leted

.

70%

of re

porte

d fra

ud an

d co

rrupti

on ca

ses i

nves

tigate

d an

d com

pleted

.

Frau

d Man

agem

ent

Stra

tegy r

eview

ed.

Bi-a

nnua

llyFr

aud M

anag

emen

t St

rateg

y rev

iewed

.No

neDr

aft F

raud

Man

agem

ent

Stra

tegy r

eview

ed.

None

Revie

wed F

raud

Ma

nage

ment

Stra

tegy

finali

sed.

Stra

tegic

Risk

Reg

ister

ma

intain

ed.

Quar

terly

Stra

tegic

Risk

Reg

ister

ma

intain

ed.

Stra

tegic

Risk

Mitig

ation

Ac

tion P

lan pr

ogre

ss re

port

prod

uced

.

Stra

tegic

Risk

Mitig

ation

Ac

tion P

lan pr

ogre

ss re

port

prod

uced

.

Stra

tegic

Risk

Mitig

ation

Ac

tion P

lan pr

ogre

ss re

port

prod

uced

.

Stra

tegic

Risk

Mitig

ation

Ac

tion P

lan pr

ogre

ss re

port

prod

uced

.St

rateg

ic Ri

sk A

sses

smen

t co

nduc

ted.

Stra

tegic

Risk

Mitig

ation

Ac

tion P

lan de

velop

ed.

Numb

er of

inter

nal a

udit

revie

ws co

nduc

ted on

high

ris

k are

as.

Quar

terly

20 in

terna

l aud

it rev

iews

cond

ucted

on hi

gh ris

k ar

eas.

4 inte

rnal

audit

revie

ws

cond

ucted

on hi

gh ris

k ar

eas.

6 inte

rnal

audit

revie

ws

cond

ucted

on hi

gh ris

k ar

eas.

6 inte

rnal

audit

revie

ws

cond

ucted

on hi

gh ris

k ar

eas.

4 inte

rnal

audit

revie

ws

cond

ucted

on hi

gh ris

k ar

eas.


3.2.

3 Pe

rfor

man

ce In

dica

tors

and

Ann

ual T

arge

ts fo

r Sub

-pro

gram

me

1.2:

Cor

pora

te S

ervi

ces

Stra

tegi

c Obj

ectiv

e: To

pro

vide h

uman

capi

tal m

anag

emen

t, fa

ciliti

es an

d au

xiliar

y ser

vices

Objec

tive

Stat

emen

tsPe

rform

ance

In

dica

tors

Stra

tegi

c Plan

Targ

etAu

dite

d/Ac

tual

Perfo

rman

ceEs

timat

ed

Perfo

rman

ce 20

18/19

Medi

um-T

erm

Targ

et20

15/16

2016

/1720

17/18

2019

/2020

20/21

2021

/22Ef

ficien

t Hum

an

Reso

urce

s (HR

) se

rvice

s deli

vere

d.

5. SA

SSA

Busin

ess

Proc

ess R

e-en

ginee

ring

(BPR

) co

nduc

ted.

Busin

ess P

roce

ss

Re-e

ngine

ering

(B

PR) c

ondu

cted a

nd

imple

mente

d.

**

**

BPR

Term

s of

Refer

ence

finali

sed

and s

ervic

e pro

vider

ap

point

ed.

Busin

ess p

roce

ss

mapp

ing.

Cons

idera

tion

of BP

R ou

tcome

s and

im

pleme

ntatio

n.

6. Or

ganis

ation

al St

ructu

re

revie

wed a

nd

imple

mente

d.

Orga

nisati

onal

Stru

cture

revie

wed a

nd

imple

mente

d.

**

The H

R Pl

an an

d ca

pacit

y mod

el we

re re

viewe

d and

ap

prov

ed by

the

Actin

g CEO

.

The r

eview

aime

d at

deter

minin

g the

sta

ffing c

apac

ity

to ad

dres

s ser

vice

deliv

ery w

ith re

gard

to

biome

trics a

nd

enro

llmen

ts.

Inter

im O

rgan

isatio

nal

Stru

cture

revie

wed.

Inter

im O

rgan

isatio

nal

Stru

cture

revie

wed.

Revie

wed i

nterim

Or

ganis

ation

al St

ructu

re fin

alise

d.

Appr

oved

Or

ganis

ation

al St

ructu

re

imple

mente

d.

7. Pe

rcenta

ge of

lab

our r

elatio

ns

case

s fina

lised

(M

iscon

duct

and g

rieva

nce

case

s).

60%

labo

ur re

lation

s ca

ses fi

nalis

ed.

**

*40

% la

bour

relat

ions

case

s fina

lised

.60

% la

bour

relat

ions

case

s fina

lised

.60

% la

bour

re

lation

s cas

es

finali

sed.

60%

labo

ur

relat

ions c

ases

fin

alise

d.

Infra

struc

ture

deve

lopme

nt.8.

SASS

A Te

n-Ye

ar B

uildin

g Inf

rastr

uctur

e Pl

an de

velop

ed.

SASS

A Te

n-Ye

ar

Build

ing In

frastr

uctur

e Pl

an de

velop

ed.

**

*SA

SSA

Ten-

Year

Bu

ilding

Infra

struc

ture

Plan

deve

loped

.

SASS

A Te

n-Ye

ar

Build

ing In

frastr

uctur

e Pl

an ap

prov

ed.

*SA

SSA

Infra

struc

ture

Plan

revie

wed

in lin

e with

SA

SSA/

SAPO

pa

rtner

ship.

*Per

forma

nce i

ndica

tor di

d not

exist

in th

e fina

ncial

year


3.2.

4 Q

uart

erly

Tar

gets

for 2

019/

20: S

ub-p

rogr

amm

e 1.

2: C

orpo

rate

Ser

vice

Stra

tegi

c Obj

ectiv

e: To

pro

vide h

uman

capi

tal m

anag

emen

t, fa

ciliti

es an

d au

xiliar

y ser

vices

Perfo

rman

ce In

dica

tors

Repo

rting

Per

iod

Annu

al Ta

rget

2019

/20Qu

arte

rly Ta

rget

sQu

arte

r 1 Q

uarte

r 2 Q

uarte

r 3Qu

arte

r 4SA

SSA

Busin

ess P

roce

ss R

e-en

ginee

ring (

BPR)

co

nduc

ted.

Bi-a

nnua

llyBP

R Te

rms o

f Refe

renc

e fin

alise

d and

servi

ce pr

ovide

r ap

point

ed.

None

BPR

Term

s of

Refer

ence

finali

sed.

None

Servi

ce pr

ovide

r app

ointed

(BPR

).

Orga

nisati

onal

struc

ture r

eview

ed

and i

mplem

ented

.Qu

arter

lyInt

erim

orga

nisati

onal

struc

ture

revie

wed.

None

Time a

nd m

otion

stud

y co

nduc

ted at

11 lo

cal

office

s.

Job e

valua

tion p

roce

ss

comp

leted

.Int

erim

orga

nisati

onal

struc

ture

revie

wed.

Perce

ntage

of la

bour

relat

ions

case

s fina

lised

(Misc

ondu

ct an

d gr

ievan

ce ca

ses).

Quar

terly

60%

labo

ur re

lation

s cas

es

finali

sed.

60%

labo

ur re

lation

s ca

ses fi

nalis

ed.

60%

labo

ur re

lation

s ca

ses fi

nalis

ed.

60%

labo

ur re

lation

s ca

ses fi

nalis

ed.

60%

labo

ur re

lation

s cas

es

finali

sed.

SASS

A Te

n-Ye

ar B

uildin

g Inf

rastr

uctur

e Plan

appr

oved

. An

nuall

ySA

SSA

Ten-

Year

Buil

ding

Infra

struc

ture P

lan ap

prov

ed.

SASS

A Te

n-Ye

ar

Build

ing In

frastr

uctur

e Pl

an ap

prov

ed.

None

None

None


3.2.

5 Pe

rfor

man

ce In

dica

tors

and

Ann

ual T

arge

ts fo

r Sub

-pro

gram

me

1.3:

Info

rmat

ion

and

Com

mun

icat

ion

Tech

nolo

gy

Stra

tegi

c Obj

ectiv

e: A

utom

atio

n of

syst

ems a

nd ef

fect

ive IC

T op

erat

ions

Objec

tive

Stat

emen

tsPe

rform

ance

Indi

cato

rsSt

rate

gic P

lan Ta

rget

Audi

ted/

Actu

al Pe

rform

ance

Estim

ated

Pe

rform

ance

20

18/19

Medi

um-T

erm

Targ

et20

15/16

2016

/1720

17/18

2019

/2020

20/21

2021

/22

Mana

geme

nt of

fraud

, theft

and

corru

ption

.

9. B

iometr

ic So

lution

for

user

s and

bene

ficiar

ies

acqu

ired a

nd im

ple-

mente

d.

Biom

etric

Solut

ion

for us

ers a

nd

bene

ficiar

ies ac

quire

d an

d imp

lemen

ted.

Requ

est fo

r Pr

opos

al (R

FP) f

or

the pr

ocur

emen

t of

the B

iometr

ic Ac

cess

Solu

tion

for st

aff w

as

withd

rawn

due

to ins

ufficie

nt de

finitio

n of

requ

ireme

nts th

at led

to am

biguit

y of

evalu

ation

crite

ria.

Term

s of

Refer

ence

wer

e co

nclud

ed.

The R

FP w

as

adve

rtised

.

Biom

etric

Solut

ion

– Ide

ntity

Acce

ss

Mana

geme

nt (IA

M)

for us

ers p

rocu

red

and c

onfig

ured

.

72 S

OCPE

N us

ers

were

enro

lled.

1 290

offic

ials

were

train

ed on

be

nefic

iaries

’ bio

metric

en

rolm

ent s

ystem

.

Biom

etric

identi

ty ac

cess

ma

nage

ment

syste

m im

pleme

nted

for 61

36

SOCP

EN

user

s.

Biom

etric

identi

ty ac

cess

ma

nage

ment

syste

m pil

oted

for S

OCPE

N in

4 reg

ions (

GP,

KZN,

EC

& MP

) – 1

1 offic

es.

Biom

etric

identi

ty ac

cess

ma

nage

ment

syste

m im

pleme

nted

for S

OCPE

N in

the re

maini

ng

regio

ns.

Biom

etric

identi

ty ac

cess

ma

nage

ment

syste

m im

pleme

nted

for E

RP us

ers.

Impr

oved

inter

nal

efficie

ncy.

10. S

ASSA

netw

ork

conn

ectiv

ity

infra

struc

ture u

pgra

ded

from

1MB

to 2M

B for

Lo

cal O

ffices

, 1MB

to

2MB

for D

istric

t Offic

es,

4MB

to 8M

B for

Rec

ords

Ce

ntres

/Reg

istrie

s, Re

gions

and H

ead

Offic

e 4MB

to 8M

B.

SASS

A ne

twor

k co

nnec

tivity

inf

rastr

uctur

e up

grad

ed.

*Mp

umala

nga

Regis

try an

d Ea

stern

Cap

e Re

giona

l Offic

e we

re up

grad

ed.

(Offic

es an

d Re

cord

s Cen

tres).

SASS

A ne

twor

k co

nnec

tivity

inf

rastr

uctur

e was

up

grad

ed fo

r the

fol

lowing

offic

es:

•He

ad O

ffice –

fro

m 4M

B to

20MB

.•

9 Reg

ional

Offic

es –

from

2MB

to 10

MB.

•9 R

ecor

ds

Centr

es –

from

1MB

to 4M

B.•

5 Dist

rict

Offic

es fr

om

512K

B to

4MB.

• 12

Loca

l Of

fices

from

51

2KB

to 2M

B an

d 1

from

512K

B to

1.54M

B.

SASS

A ne

twor

k co

nnec

tivity

inf

rastr

uctur

e up

grad

ed at

11

6 offic

es.

SASS

A ne

twor

k co

nnec

tivity

inf

rastr

uctur

e up

grad

ed at

14

0 offic

es.

**


Stra

tegi

c Obj

ectiv

e: A

utom

atio

n of

syst

ems a

nd ef

fect

ive IC

T op

erat

ions

Objec

tive

Stat

emen

tsPe

rform

ance

Indi

cato

rsSt

rate

gic P

lan Ta

rget

Audi

ted/

Actu

al Pe

rform

ance

Estim

ated

Pe

rform

ance

20

18/19

Medi

um-T

erm

Targ

et20

15/16

2016

/1720

17/18

2019

/2020

20/21

2021

/22

11. B

usine

ss da

ta se

rvice

int

egra

ted.

Integ

rated

data

servi

ce m

anag

emen

t.*

*Da

ta int

egra

tion

was i

mplem

ented

thr

ough

co

llabo

ratio

n with

ex

terna

l par

ties

(DoJ

, DoE

, DSD

an

d NSF

AS) w

ho

also p

rovid

ed

infra

struc

ture.

*Int

erfac

es

with

SAPO

, Ba

nkse

rv an

d the

Dep

artm

ent

of So

cial

Deve

lopme

nt (D

SD)

estab

lishe

d.

Inter

face

with

other

go

vern

ment

institu

tions

es

tablis

hed

(RAF

, SAR

S &

DOJ).

Inter

face

with

other

go

vern

ment

institu

tions

es

tablis

hed

(COG

TA).

Autom

ation

of

syste

ms.

12. A

utoma

ted an

d digi

tised

Gr

ants

Admi

nistra

tion

syste

m im

pleme

nted

12

.1.

Gran

ts pa

ymen

t re

ports

au

tom

ated

(BI).

Enter

prise

BI s

olutio

n de

velop

ed an

d im

pleme

nted.

Busin

ess

Intell

igenc

e Ter

ms

of Re

feren

ce

deve

loped

and

appr

oved

.

Enter

prise

BI

Solut

ion pr

ocur

ed

and t

he de

sign

of the

data

ware

hous

e co

mplet

ed.

Enter

prise

BI

Solu

tion

imple

mente

d in a

ll br

anch

es.

Enter

prise

BI

Solu

tion

imple

mente

d for

gran

ts pa

ymen

ts.

Gran

ts pa

ymen

t re

ports

au

tomate

d.

Enter

prise

BI

Solu

tion

revie

wed.

*

Autom

ation

of

syste

ms.

12

.2.

Elec

tronic

que

ue

man

agem

ent

syste

m.

Autom

ated a

nd

digitis

ed G

rants

Ad

minis

tratio

n sys

tem

imple

mente

d.

Elec

tronic

queu

e ma

nage

ment

syste

m so

lution

ar

chite

cture

an

d des

igns

deve

loped

.

**

*El

ectro

nic

queu

e ma

nage

ment

syste

m pil

oted

in 1 o

ffice.

Elec

tronic

qu

eue

mana

geme

nt sy

stem

imple

mente

d in

90 of

fices

.

Elec

tronic

qu

eue

mana

geme

nt sy

stem

imple

mente

d in

90 of

fices

.Au

tomati

on of

sy

stems

.

12.3.

Sc

annin

g so

lution

.Au

tomate

d and

dig

itised

Gra

nts

Admi

nistra

tion s

ystem

im

pleme

nted.

Scan

ning s

olutio

n de

velop

ed.

The b

ack s

cann

ing

solut

ion w

as

imple

mente

d in

4 reg

ions (

NW,

LP,W

C an

d NC)

.

At th

e end

of th

e fin

ancia

l yea

r, wor

k ha

d com

menc

ed

in 3 o

ther r

egion

s (G

P,KZN

and

MP) a

nd sh

all be

co

mplet

ed in

Apr

il 20

17.

Back

scan

ning

solut

ion ha

s bee

n im

pleme

nted

in 5 r

egion

al re

cord

s cen

tres

(GP,K

ZN,M

P,FS

and E

C).

The b

ack s

cann

ing

solut

ion in

the

NC re

gion w

as

imple

mente

d prio

r to

the st

art o

f the

finan

cial y

ear

464 3

08 fil

es w

ere

scan

ned b

y 31

March

2018

.

*Sc

annin

g so

lution

im

pleme

nted i

n 45

loca

l offic

es.

Scan

ning

solut

ion

imple

mente

d in

180 l

ocal

office

s.

Scan

ning

solut

ion

imple

mente

d in

the re

maini

ng

local

office

s.


Stra

tegi

c Obj

ectiv

e: A

utom

atio

n of

syst

ems a

nd ef

fect

ive IC

T op

erat

ions

Objec

tive

Stat

emen

tsPe

rform

ance

Indi

cato

rsSt

rate

gic P

lan Ta

rget

Audi

ted/

Actu

al Pe

rform

ance

Estim

ated

Pe

rform

ance

20

18/19

Medi

um-T

erm

Targ

et20

15/16

2016

/1720

17/18

2019

/2020

20/21

2021

/22

11. B

usine

ss da

ta se

rvice

int

egra

ted.

Integ

rated

data

servi

ce m

anag

emen

t.*

*Da

ta int

egra

tion

was i

mplem

ented

thr

ough

co

llabo

ratio

n with

ex

terna

l par

ties

(DoJ

, DoE

, DSD

an

d NSF

AS) w

ho

also p

rovid

ed

infra

struc

ture.

*Int

erfac

es

with

SAPO

, Ba

nkse

rv an

d the

Dep

artm

ent

of So

cial

Deve

lopme

nt (D

SD)

estab

lishe

d.

Inter

face

with

other

go

vern

ment

institu

tions

es

tablis

hed

(RAF

, SAR

S &

DOJ).

Inter

face

with

other

go

vern

ment

institu

tions

es

tablis

hed

(COG

TA).

Autom

ation

of

syste

ms.

12. A

utoma

ted an

d digi

tised

Gr

ants

Admi

nistra

tion

syste

m im

pleme

nted

12

.1.

Gran

ts pa

ymen

t re

ports

au

tom

ated

(BI).

Enter

prise

BI s

olutio

n de

velop

ed an

d im

pleme

nted.

Busin

ess

Intell

igenc

e Ter

ms

of Re

feren

ce

deve

loped

and

appr

oved

.

Enter

prise

BI

Solut

ion pr

ocur

ed

and t

he de

sign

of the

data

ware

hous

e co

mplet

ed.

Enter

prise

BI

Solu

tion

imple

mente

d in a

ll br

anch

es.

Enter

prise

BI

Solu

tion

imple

mente

d for

gran

ts pa

ymen

ts.

Gran

ts pa

ymen

t re

ports

au

tomate

d.

Enter

prise

BI

Solu

tion

revie

wed.

*

Autom

ation

of

syste

ms.

12

.2.

Elec

tronic

que

ue

man

agem

ent

syste

m.

Autom

ated a

nd

digitis

ed G

rants

Ad

minis

tratio

n sys

tem

imple

mente

d.

Elec

tronic

queu

e ma

nage

ment

syste

m so

lution

ar

chite

cture

an

d des

igns

deve

loped

.

**

*El

ectro

nic

queu

e ma

nage

ment

syste

m pil

oted

in 1 o

ffice.

Elec

tronic

qu

eue

mana

geme

nt sy

stem

imple

mente

d in

90 of

fices

.

Elec

tronic

qu

eue

mana

geme

nt sy

stem

imple

mente

d in

90 of

fices

.Au

tomati

on of

sy

stems

.

12.3.

Sc

annin

g so

lution

.Au

tomate

d and

dig

itised

Gra

nts

Admi

nistra

tion s

ystem

im

pleme

nted.

Scan

ning s

olutio

n de

velop

ed.

The b

ack s

cann

ing

solut

ion w

as

imple

mente

d in

4 reg

ions (

NW,

LP,W

C an

d NC)

.

At th

e end

of th

e fin

ancia

l yea

r, wor

k ha

d com

menc

ed

in 3 o

ther r

egion

s (G

P,KZN

and

MP) a

nd sh

all be

co

mplet

ed in

Apr

il 20

17.

Back

scan

ning

solut

ion ha

s bee

n im

pleme

nted

in 5 r

egion

al re

cord

s cen

tres

(GP,K

ZN,M

P,FS

and E

C).

The b

ack s

cann

ing

solut

ion in

the

NC re

gion w

as

imple

mente

d prio

r to

the st

art o

f the

finan

cial y

ear

464 3

08 fil

es w

ere

scan

ned b

y 31

March

2018

.

*Sc

annin

g so

lution

im

pleme

nted i

n 45

loca

l offic

es.

Scan

ning

solut

ion

imple

mente

d in

180 l

ocal

office

s.

Scan

ning

solut

ion

imple

mente

d in

the re

maini

ng

local

office

s.

Stra

tegi

c Obj

ectiv

e: A

utom

atio

n of

syst

ems a

nd ef

fect

ive IC

T op

erat

ions

Objec

tive

Stat

emen

tsPe

rform

ance

Indi

cato

rsSt

rate

gic P

lan Ta

rget

Audi

ted/

Actu

al Pe

rform

ance

Estim

ated

Pe

rform

ance

20

18/19

Medi

um-T

erm

Targ

et20

15/16

2016

/1720

17/18

2019

/2020

20/21

2021

/22

12

.4. G

rant

s E-fo

rms.

Autom

ated a

nd

digitis

ed G

rants

Ad

minis

tratio

n sys

tem

imple

mente

d.

**

**

Requ

ireme

nts

analy

sis fo

r gr

ants

E-for

ms

appli

catio

ns

comp

leted

.

E-for

ms

for gr

ants

appli

catio

n ro

lled o

ut as

pe

r the

proje

ct pla

n.

Requ

ireme

nts

analy

sis

comp

leted

for

SOC

PEN

onlin

e ap

plica

tion.

13. S

ASSA

Data

Go

vern

ance

Fra

mewo

rk de

velop

ed an

d im

pleme

nted.

SASS

A Da

ta Go

vern

ance

Fr

amew

ork d

evelo

ped

and i

mplem

ented

.

**

*SA

SSA

Data

Gove

rnan

ce

Fram

ewor

k de

velop

ed.

SASS

A Da

ta Go

vern

ance

Fr

amew

ork

imple

mente

d foc

using

on

estab

lishm

ent

of go

vern

ance

str

uctur

es,

polic

ies an

d pr

oced

ures

.

SASS

A Da

ta Go

vern

ance

Fr

amew

ork

imple

mente

d (D

ata

mana

geme

nt ca

pabil

ities

imple

mente

d).

*

*Per

forma

nce i

ndica

tor di

d not

exist

in th

e fina

ncial

year


3.2.

6 Q

uart

erly

Tar

gets

for 2

019/

20: S

ub-p

rogr

amm

e 1.

3: In

form

atio

n an

d C

omm

unic

atio

n Te

chno

logy

Stra

tegi

c Obj

ectiv

e: E

ffect

ive IC

T op

erat

ions

Perfo

rman

ce In

dica

tors

Repo

rting

Per

iod

Annu

al Ta

rget

2019

/20Qu

arte

rly Ta

rget

sQu

arte

r 1 Q

uarte

r 2 Q

uarte

r 3Qu

arte

r 4Bi

ometr

ic So

lution

for u

sers

and b

enefi

ciarie

s acq

uired

an

d imp

lemen

ted.

Quar

terly

Biom

etric

identi

ty ac

cess

ma

nage

ment

syste

m pil

oted

for S

OCPE

N in

4 Reg

ions

(GP,

KZN,

EC

& MP

) – 11

offi

ces.

Biom

etric

identi

ty ac

cess

ma

nage

ment

syste

m pil

oted

for S

OCPE

N in

4 Reg

ions –

8 o

ffices

.

Biom

etric

identi

ty ac

cess

ma

nage

ment

syste

m pil

oted

for S

OCPE

N in

3 Reg

ions –

3 o

ffices

.

None

Deve

lopme

nt of

roll-o

ut pla

n for

imple

menta

tion o

f bio

metric

iden

tity ac

cess

ma

nage

ment

syste

m.

SASS

A ne

twor

k con

necti

vity

infra

struc

ture u

pgra

ded f

rom

1 MB

to 2M

B offi

ces.

Quar

terly

SASS

A ne

twor

k con

necti

vity

infra

struc

ture u

pgra

ded (

140

office

s).

None

SASS

A ne

twor

k con

necti

vity

infra

struc

ture u

pgra

ded i

n 47

offic

es.

SASS

A ne

twor

k con

necti

vity

infra

struc

ture u

pgra

ded i

n 47

offic

es.

SASS

A ne

twor

k con

necti

vity

infra

struc

ture u

pgra

ded i

n 46

offic

es.

Busin

ess d

ata se

rvice

int

egra

ted.

Quar

terly

Inter

faces

with

SAP

O,

Bank

serv

and D

SD

estab

lishe

d.

User

Req

uirem

ents

Analy

sis

comp

leted

.Fu

nctio

nal s

pecifi

catio

ns

comp

leted

.Te

chnic

al sp

ecific

ation

s co

mplet

ed an

d dev

elopm

ent

comm

ence

d.

Inter

face d

evelo

pmen

t co

mplet

ed an

d tes

ted.

Autom

ated a

nd di

gitise

d Gr

ants

Admi

nistra

tion

syste

m im

pleme

nted.

Quar

terly

Gran

ts pa

ymen

t rep

orts

autom

ated.

None

Gran

ts pa

ymen

ts re

portin

g re

quire

ments

revie

wed.

Gran

ts pa

ymen

ts re

ports

au

tomati

on te

sted.

Gran

ts pa

ymen

ts re

ports

au

tomate

d.Qu

arter

lyEl

ectro

nic qu

eue

mana

geme

nt sy

stem

pilote

d in

1 offic

e.

Busin

ess c

ase a

nd bu

sines

s re

quire

ments

revie

wed a

nd

confi

rmed

.

Deve

lopme

nt an

d Inte

rnal

testin

g com

pleted

as pe

r the

pr

oject

plan.

Elec

tronic

queu

e ma

nage

ment

syste

m pil

oted

in 1 o

ffice.

None

Quar

terly

Scan

ning s

olutio

n im

pleme

nted i

n 45 l

ocal

office

s.

Scan

ning s

olutio

n im

pleme

nted i

n 5 of

fices

(N

orth

Wes

t).

Scan

ning s

olutio

n im

pleme

nted i

n 10 o

ffices

(5

Gaute

ng; 5

Nor

th W

est).

Scan

ning s

olutio

n im

pleme

nted i

n 15 o

ffices

(5

Free

Stat

e; 10

Gau

teng)

.

Scan

ning s

olutio

n im

pleme

nted i

n 15 o

ffices

(5

Wes

tern C

ape;

10

Mpum

alang

a).

Quar

terly

Requ

ireme

nts an

alysis

for

gran

ts E-

forms

appli

catio

ns

comp

leted

.

Draft

Bus

iness

Cas

e on

gran

ts E-

forms

appli

catio

ns

deve

loped

.

Busin

ess C

ase f

or E

-form

s for

gran

ts ap

plica

tions

de

velop

ed.

User

Req

uirem

ents

Analy

sis fo

r gra

nts E

-form

s ap

plica

tions

comp

leted

.

Func

tiona

l spe

cifica

tions

for

gran

ts E-

forms

appli

catio

ns

comp

leted

.SA

SSA

Data

Gove

rnan

ce

Fram

ewor

k dev

elope

d and

im

pleme

nted.

Quar

terly

SASS

A Da

ta Go

vern

ance

Fr

amew

ork i

mplem

ented

foc

using

on es

tablis

hmen

t of

gove

rnan

ce st

ructu

res,

polic

ies an

d pro

cedu

res.

None

Data

gove

rnan

ce st

ructu

res

estab

lishe

d (Da

ta St

anda

rds

Team

and D

ata S

tuarts

).

Data

gove

rnan

ce po

licies

re

viewe

d (IC

T Po

licy,

Infor

matio

n Sec

urity

Poli

cy

and I

CT D

ata G

over

nanc

e).

Data

gove

rnan

ce

proc

edur

es de

velop

ed (D

ata

Mana

geme

nt Pr

oced

ure)

.


3.2.

7 Pe

rfor

man

ce In

dica

tors

and

Ann

ual T

arge

ts fo

r Sub

-pro

gram

me

1.4:

Fin

anci

al M

anag

emen

t

Stra

tegi

c Obj

ectiv

e: E

ffect

ive fi

nanc

ial m

anag

emen

tOb

jectiv

e St

atem

ents

Perfo

rman

ce

Indi

cato

rsSt

rate

gic P

lan Ta

rget

Audi

ted/

Actu

al Pe

rform

ance

Estim

ated

Pe

rform

ance

2018

/19Me

dium

-Ter

m Ta

rget

2015

/1620

16/17

2017

/1820

19/20

2020

/2120

21/22

Soun

d inte

rnal

contr

ols.

14. U

nqua

lified

au

dit ou

tcome

ac

hieve

d.

Unqu

alifie

d aud

it ou

tcome

.Un

quali

fied

audit

outco

me

rece

ived.

SASS

A re

ceive

d a

quali

fied a

udit

outco

me fo

r the

2016

/17

finan

cial y

ear.

SASS

A re

ceive

d a

quali

fied a

udit

outco

me fo

r the

2017

/18

finan

cial y

ear.

Unqu

alifie

d aud

it ou

tcome

rece

ived.

Unqu

alifie

d aud

it ou

tcome

rece

ived.

Unqu

alifie

d aud

it ou

tcome

rece

ived.

Unqu

alifie

d aud

it ou

tcome

rece

ived.

Effec

tive fi

nanc

ial

mana

geme

nt.15

. 100

% of

eli

gible

supp

liers

paid

withi

n 30 d

ays.

100%

of el

igible

su

pplie

rs pa

id wi

thin

30 da

ys.

91.63

% (5

25

3 of 5

733)

of

eligib

le su

pplie

rs pa

id wi

thin 3

0 day

s.

96%

of el

igible

su

pplie

rs pa

id wi

thin 3

0 day

s.

99.82

%

of eli

gible

supp

liers

paid

withi

n 30 d

ays.

100%

of el

igible

su

pplie

rs pa

id wi

thin

30 da

ys.

100%

of el

igible

su

pplie

rs pa

id wi

thin 3

0 day

s.

100%

of el

igible

su

pplie

rs pa

id wi

thin 3

0 day

s.

100%

of el

igible

su

pplie

rs pa

id wi

thin 3

0 day

s.

16. P

erce

ntage

of

socia

l as

sistan

ce

debts

re

cove

red

and/o

r writt

en

off.

30%

of so

cial

assis

tance

debts

re

cove

red a

nd/or

wr

itten o

ff.

1.2%

of so

cial

assis

tance

de

bts re

cove

red

to the

value

of

R7.2

millio

n.

R43 m

illion

su

bmitte

d to

DSD

for w

rite

off.

2% of

socia

l as

sistan

ce

debts

reco

vere

d to

the va

lue of

R1

2.9 m

illion

.

40%

of so

cial

assis

tance

de

bts re

cove

red

and/o

r writt

en

off.

5% of

socia

l as

sistan

ce de

bts

reco

vere

d and

/or

subm

itted f

or a

write

off

.

5% of

socia

l as

sistan

ce de

bts

reco

vere

d and

/or

writte

n off.

5% of

socia

l as

sistan

ce de

bts

reco

vere

d and

/or

writte

n off.

5% of

socia

l as

sistan

ce de

bts

reco

vere

d and

/or

writte

n off.

Mana

geme

nt of

misc

ondu

ct ca

ses.

17.

Perce

ntage

of

finan

cial

misc

ondu

ct ca

ses

(curre

nt)

finali

sed

withi

n 120

da

ys.

70%

of fin

ancia

l mi

scon

duct

case

s (cu

rrent)

finali

sed

withi

n 120

days

.

**

*50

% of

finan

cial

misc

ondu

ct ca

ses

(curre

nt) fin

alise

d wi

thin 9

0 day

s.

60%

of fin

ancia

l mi

scon

duct

case

s (cu

rrent)

finali

sed

withi

n 120

days

.

70%

of fin

ancia

l mi

scon

duct

case

s (cu

rrent)

finali

sed

withi

n 120

days

.

70%

of fin

ancia

l mi

scon

duct

case

s (cu

rrent)

finali

sed

withi

n 120

days

.

18.

Perce

ntage

of

finan

cial

misc

ondu

ct ca

ses (

back

-log

) fina

lised

.

100%

of fin

ancia

l mi

scon

duct

case

s (b

acklo

g) fin

alise

d.

**

*90

% of

finan

cial

misc

ondu

ct ca

ses

(bac

klog)

finali

sed.

95%

of fin

ancia

l mi

scon

duct

case

s (ba

cklog

) fin

alise

d.

95%

of fin

ancia

l mi

scon

duct

case

s (ba

cklog

) fin

alise

d.

95%

of fin

ancia

l mi

scon

duct

case

s (ba

cklog

) fin

alise

d.

*Per

forma

nce i

ndica

tor di

d not

exist

in th

e fina

ncial

year


3.2.

8 Q

uart

erly

Tar

gets

for 2

019/

20: S

ub-p

rogr

amm

e 1.

4: F

inan

cial

Man

agem

ent

Stra

tegi

c Obj

ectiv

e: E

ffect

ive fi

nanc

ial m

anag

emen

t Pe

rform

ance

Indi

cato

rsRe

porti

ng P

erio

dAn

nual

Targ

et 20

19/20

Quar

terly

Targ

ets

Quar

ter 1

Qua

rter 2

Qua

rter 3

Quar

ter 4

Unqu

alifie

d aud

it outc

ome

achie

ved.

Quar

terly

Unqu

alifie

d aud

it outc

ome

achie

ved.

Annu

al Fin

ancia

l St

ateme

nts co

mpile

d and

su

bmitte

d to A

GSA

and

Natio

nal T

reas

ury b

y 31

May 2

019.

Unqu

alifie

d aud

it outc

ome

for 20

18/19

achie

ved.

2019

/20 ha

lf yea

r Fina

ncial

St

ateme

nts co

mpile

d.No

ne

Perce

ntage

of el

igible

su

pplie

rs pa

id wi

thin 3

0 day

s.Qu

arter

ly10

0% of

eligi

ble su

pplie

rs pa

id wi

thin 3

0 day

s.10

0% of

eligi

ble su

pplie

rs pa

id wi

thin 3

0 day

s.10

0% of

eligi

ble su

pplie

rs pa

id wi

thin 3

0 day

s.10

0% of

eligi

ble su

pplie

rs pa

id wi

thin 3

0 day

s.10

0% of

eligi

ble su

pplie

rs pa

id wi

thin 3

0 day

s.Pe

rcenta

ge of

socia

l as

sistan

ce de

bts re

cove

red

and/o

r writt

en of

f.

Quar

terly

5% of

socia

l ass

istan

ce

debts

reco

vere

d and

/or

writte

n off.

1% of

socia

l ass

istan

ce

debts

reco

vere

d.1%

of so

cial a

ssist

ance

de

bts re

cove

red.

1% of

socia

l ass

istan

ce

debts

reco

vere

d.2%

of so

cial a

ssist

ance

de

bts re

cove

red a

nd/or

wr

itten o

ff.Pe

rcenta

ge of

misc

ondu

ct ca

ses (

curre

nt) fin

alise

d wi

thin 1

20 da

ys.

Quar

terly

60%

of fin

ancia

l misc

ondu

ct ca

ses (

curre

nt) fin

alise

d wi

thin 1

20 da

ys.

60%

of fin

ancia

l misc

ondu

ct ca

ses (

curre

nt) fin

alise

d wi

thin 1

20 da

ys.

60%

of fin

ancia

l misc

ondu

ct ca

ses (

curre

nt) fin

alise

d wi

thin 1

20 da

ys.

60%

of fin

ancia

l misc

ondu

ct ca

ses (

curre

nt) fin

alise

d wi

thin 1

20 da

ys.

60%

of fin

ancia

l misc

ondu

ct ca

ses (

curre

nt) fin

alise

d wi

thin 1

20 da

ys.

Perce

ntage

of fin

ancia

l mi

scon

duct

case

s (ba

cklog

) fin

alise

d.

Quar

terly

95%

of fin

ancia

l misc

ondu

ct ca

ses (

back

log) fi

nalis

ed.

5% of

finan

cial m

iscon

duct

case

s (ba

cklog

) fina

lised

. 35

% of

finan

cial m

iscon

duct

case

s (ba

cklog

) fina

lised

.65

% of

finan

cial m

iscon

duct

case

s (ba

cklog

) fina

lised

. 95

% of

finan

cial m

iscon

duct

case

s (ba

cklog

) fina

lised

.


3.2.

9 Pe

rfor

man

ce In

dica

tors

and

Ann

ual T

arge

ts fo

r Sub

-pro

gram

me

1.5:

Com

mun

icat

ions

and

Mar

ketin

g

Stra

tegi

c Obj

ectiv

e: S

ound

and

prom

pt co

mm

unica

tion

Objec

tive

Stat

emen

tsPe

rform

ance

In

dica

tors

Stra

tegi

c Plan

Targ

etAu

dite

d/Ac

tual

Perfo

rman

ceEs

timat

ed

Perfo

rman

ce 20

18/19

Medi

um-te

rm Ta

rget

2015

/1620

16/17

2017

/1820

19/20

2020

/2120

21/22

Soun

d and

pr

ompt

comm

unica

tion.

19.

Integ

rated

Co

mmun

icatio

n an

d Mar

ketin

g St

rateg

y im

pleme

nted.

2 000

publi

c aw

aren

ess

prog

ramm

es

cond

ucted

.

759 b

enefi

ciary

educ

ation

pr

ogra

mmes

co

nduc

ted.

828 p

ublic

and

bene

ficiar

y ed

ucati

on

prog

ramm

es

cond

ucted

.

1 841

publi

c aw

aren

ess

prog

ramm

es

cond

ucted

.

Bene

fits of

rece

iving

so

cial g

rants

thro

ugh

electr

onic

chan

nels

comm

unica

ted to

be

nefic

iaries

using

pr

int an

d elec

tronic

me

dia (c

omme

rcial

and c

ommu

nity

media

).

Integ

rated

Co

mmun

icatio

n an

d Mar

ketin

g St

rateg

y im

pleme

nted

focus

ing on

Int

erna

l (369

pr

ogra

mmes

) and

Ex

terna

l (1 20

1 pr

ogra

mmes

) Co

mmun

icatio

n.

Integ

rated

Co

mmun

icatio

n an

d Mar

ketin

g St

rateg

y im

pleme

nted

focus

ing on

Int

erna

l and

Ex

terna

l Co

mmun

icatio

n.

Integ

rated

Co

mmun

icatio

n an

d Mar

ketin

g St

rateg

y im

pleme

nted

focus

ing on

Int

erna

l and

Ex

terna

l Co

mmun

icatio

n.

3.2.

10

Qua

rter

ly T

arge

ts fo

r 201

9/20

: Sub

-pro

gram

me

1.5:

Com

mun

icat

ions

and

Mar

ketin

g

Stra

tegi

c Obj

ectiv

e: S

ound

and

prom

pt co

mm

unica

tion

Perfo

rman

ce In

dica

tors

Repo

rting

Per

iod

Annu

al Ta

rget

2019

/20Qu

arte

rly Ta

rget

sQu

arte

r 1 Q

uarte

r 2 Q

uarte

r 3Qu

arte

r 4Int

egra

ted C

ommu

nicati

on

and M

arke

ting S

trateg

y im

pleme

nted.

Quar

terly

Integ

rated

Com

munic

ation

an

d Mar

ketin

g Stra

tegy

imple

mente

d foc

using

on

Inter

nal (3

69

prog

ramm

es) a

nd E

xtern

al (1

201 p

rogr

amme

s) Co

mmun

icatio

n.

94 In

terna

l Com

munic

ation

pr

ogra

mmes

cond

ucted

.94

Inter

nal C

ommu

nicati

on

prog

ramm

es co

nduc

ted.

91 In

terna

l Com

munic

ation

pr

ogra

mmes

cond

ucted

. 90

Inter

nal C

ommu

nicati

on

prog

ramm

es co

nduc

ted.

300 E

xtern

al Co

mmun

icatio

n pr

ogra

mmes

cond

ucted

.30

1 Exte

rnal

Comm

unica

tion

prog

ramm

es co

nduc

ted.

300 E

xtern

al Co

mmun

icatio

n pr

ogra

mmes

cond

ucted

.30

0 Exte

rnal

Comm

unica

tion

prog

ramm

es co

nduc

ted.


4. R

EC

ON

CIL

ING

PE

RFO

RM

AN

CE

TA

RG

ETS

WIT

H T

HE

BU

DG

ET

AN

D M

TEF:

P

RO

GR

AM

ME

1: A

DM

INIS

TRAT

ION

2015

/1620

16/17

2017

/1820

18/19

2019

/2020

20/21

2021

/22 A

udite

d Ou

tcom

e A

udite

d Ou

tcom

e A

udite

d Ou

tcom

e Ap

prov

ed

Budg

et

Revis

ed B

udge

t Es

timat

eRe

vised

Bud

get

Estim

ate

Plan

ning

Budg

et E

stim

ate

Rand

thou

sand

Summ

ary:

Admi

nistra

tion

2,431

,828

2,581

,360

2,593

,560

3,178

,606

3,032

,067

3,212

,559

3,374

,380

Curre

nt pa

ymen

ts2,4

22,79

62,5

69,34

32,5

83,07

23,1

65,78

63,0

18,62

73,1

98,65

33,3

59,67

2Co

mpen

satio

n of e

mploy

ees

785,0

7383

6,810

948,0

051,0

64,89

11,1

28,79

91,1

96,52

71,2

45,09

2Go

ods a

nd se

rvice

s1,5

05,44

51,6

09,23

81,5

03,38

62,0

66,40

31,8

42,33

41,9

52,01

92,0

61,71

7No

n-ca

sh ite

ms13

2,278

123,2

9513

1,681

34,49

347

,494

50,10

752

,863

Tran

sfers

and s

ubsid

ies9,0

3212

,017

10,48

812

,820

13,43

913

,906

14,70

8To

tal E

xpen

ditu

re2,4

31,82

82,5

81,36

02,5

93,56

03,1

78,60

63,0

32,06

73,2

12,55

93,3

74,38

0

2015

/1620

16/17

2017

/1820

18/19

2019

/2020

20/21

2021

/22 A

udite

d Ou

tcom

e A

udite

d Ou

tcom

e A

udite

d Ou

tcom

e Ap

prov

ed

Budg

et

Revis

ed B

udge

t Es

timat

eRe

vised

Bud

get

Estim

ate

Plan

ning

Budg

et E

stim

ate

Rand

thou

sand

Objec

tive/A

ctivit

yCo

rpor

ate S

ervic

es1,2

11,78

31,2

17,32

71,2

85,87

01,5

04,03

71,4

74,65

71,5

88,82

11,6

71,91

0Cu

rrent

paym

ents

1,208

,573

1,212

,249

1,282

,282

1,499

,568

1,469

,927

1,583

,814

1,666

,614

Comp

ensa

tion o

f emp

loyee

s21

9,843

229,4

6129

1,508

284,7

8230

1,868

319,9

8133

2,779

Good

s and

servi

ces

911,6

0992

9,366

935,4

681,1

80,40

81,1

31,75

51,2

25,53

21,2

93,42

7No

n-ca

sh ite

ms77

,121

53,42

255

,306

34,37

936

,304

38,30

140

,408

Tran

sfers

and s

ubsid

ies3,2

105,0

783,5

884,4

694,7

305,0

075,2

96

Tota

l Exp

endi

ture

1,211

,783

1,217

,327

1,285

,870

1,504

,037

1,474

,657

1,588

,821

1,671

,910


2015

/1620

16/17

2017

/1820

18/19

2019

/2020

20/21

2021

/22 A

udite

d Ou

tcom

e A

udite

d Ou

tcom

e A

udite

d Ou

tcom

e Ap

prov

ed

Budg

et

Revis

ed B

udge

t Es

timat

eRe

vised

Bud

get

Estim

ate

Plan

ning

Budg

et E

stim

ate

Rand

thou

sand

Objec

tive/A

ctivit

yEx

ecuti

ve M

anag

emen

t25

8,040

277,8

6120

0,352

292,8

2130

2,780

328,4

7934

6,208

Curre

nt pa

ymen

ts25

5,805

274,9

4419

8,061

290,1

2129

9,920

325,5

5134

3,119

Comp

ensa

tion o

f emp

loyee

s16

1,576

174,5

0314

6,418

203,5

4321

5,756

228,7

0123

7,849

Good

s and

servi

ces

91,09

897

,883

49,17

786

,578

81,29

693

,824

102,0

78No

n-ca

sh ite

ms3,1

312,5

582,4

66-

2,868

3,026

3,192

Tran

sfers

and s

ubsid

ies2,2

352,9

172,2

912,7

002,8

602,9

283,0

89To

tal E

xpen

ditu

re25

8,040

277,8

6120

0,352

292,8

2130

2,780

328,4

7934

6,208

2015

/1620

16/17

2017

/1820

18/19

2019

/2020

20/21

2021

/22 A

udite

d Ou

tcom

e A

udite

d Ou

tcom

e A

udite

d Ou

tcom

e Ap

prov

ed

Budg

et

Revis

ed B

udge

t Es

timat

eRe

vised

Bud

get

Estim

ate

Plan

ning

Budg

et E

stim

ate

Rand

thou

sand

Objec

tive/A

ctivit

yFin

ance

407,1

5743

3,963

481,5

3854

0,908

569,4

9160

6,657

630,9

58Cu

rrent

paym

ents

404,4

9243

0,952

477,9

2053

6,276

564,7

2160

1,828

625,8

41Co

mpen

satio

n of e

mploy

ees

320,1

8134

0,983

412,7

1646

5,150

493,0

5952

2,643

543,5

48Go

ods a

nd se

rvice

s76

,314

82,67

757

,835

71,12

663

,460

70,53

273

,164

Non-

cash

items

7,997

7,292

7,369

-8,2

028,6

539,1

29Tr

ansfe

rs an

d sub

sidies

2,665

3,011

3,618

4,632

4,770

4,829

5,117

Tota

l Exp

endi

ture

407,1

5743

3,963

481,5

3854

0,908

569,4

9160

6,657

630,9

58


2015

/1620

16/17

2017

/1820

18/19

2019

/2020

20/21

2021

/22 A

udite

d Ou

tcom

e A

udite

d Ou

tcom

e A

udite

d Ou

tcom

e Ap

prov

ed

Budg

et

Revis

ed B

udge

t Es

timat

eRe

vised

Bud

get

Estim

ate

Plan

ning

Budg

et E

stim

ate

Rand

thou

sand

Objec

tive/A

ctivit

yInf

orma

tion a

nd C

ommu

nicati

on Te

chno

logy

527,1

6657

9,672

585,4

6572

9,542

647,5

7464

8,064

682,3

59Cu

rrent

paym

ents

526,6

4357

9,092

584,6

9972

8,813

646,8

0364

7,252

681,5

02Co

mpen

satio

n of e

mploy

ees

60,40

967

,445

74,81

680

,053

84,85

689

,948

93,54

6Go

ods a

nd se

rvice

s42

2,316

451,7

8444

3,396

648,7

6056

1,947

557,3

0458

7,956

Non-

cash

items

43,91

859

,863

66,48

7-

--

-Tr

ansfe

rs an

d sub

sidies

523

580

766

729

770

812

857

Tota

l Exp

endi

ture

527,1

6657

9,672

585,4

6572

9,542

647,5

7464

8,064

682,3

59

2015

/1620

16/17

2017

/1820

18/19

2019

/2020

20/21

2021

/22

Aud

ited

Outc

ome

Aud

ited

Outc

ome

Aud

ited

Outc

ome

Appr

oved

Bu

dget

Re

vised

Bud

get

Estim

ate

Revis

ed B

udge

t Es

timat

ePl

anni

ngBu

dget

Est

imat

eRa

nd th

ousa

ndOb

jectiv

e/Acti

vity

Stra

tegy a

nd B

usine

ss D

evelo

pmen

t27

,682

72,53

740

,335

111,2

9837

,565

40,53

942

,946

Curre

nt pa

ymen

ts27

,283

72,10

640

,110

111,0

0837

,256

40,20

942

,597

Comp

ensa

tion o

f emp

loyee

s23

,064

24,41

822

,547

31,36

333

,260

35,25

537

,371

Good

s and

servi

ces

4,108

47,52

817

,510

79,53

13,8

764,8

275,0

92No

n-ca

sh ite

ms11

116

053

114

120

127

134

Tran

sfers

and s

ubsid

ies39

943

122

529

030

933

034

9To

tal E

xpen

ditu

re27

,682

72,53

740

,335

111,2

9837

,565

40,53

942

,946


5. P

RO

GR

AM

ME

2: B

EN

EFI

TS A

DM

INIS

TRAT

ION

AN

D S

UP

PO

RT

Purp

ose:

To

prov

ide

a gr

ant a

dmin

istra

tion

serv

ice

and

to e

nsur

e th

at o

pera

tions

with

in S

AS

SA

are

inte

grat

ed

5.1

Stra

tegi

c O

bjec

tives

for P

rogr

amm

e 2:

Ben

efits

Adm

inis

tratio

n an

d S

uppo

rt

Stra

tegi

c Obj

ectiv

eTo

impr

ove t

he ef

fectiv

enes

s and

effic

iency

of th

e adm

inistr

ation

of th

e soc

ial as

sistan

ce pr

ogra

mme.

Objec

tive S

tate

men

tTo

ens

ure

that e

ligibl

e be

nefic

iaries

rece

ive th

eir b

enefi

ts tim

eous

ly in

resp

ect o

f all s

ocial

as

sistan

ce be

nefits

.To

insti

tution

alise

the p

ayme

nt sy

stem

for so

cial a

ssist

ance

with

in SA

SSA.

Base

line

• Th

e tak

e-up

rates

for n

ew s

ocial

gra

nts is

abo

ut 2

millio

n pe

r ann

um o

n av

erag

e (2

130 7

31 ne

w so

cial g

rant

appli

catio

ns w

ere p

roce

ssed

at th

e end

of 20

17/18

).•

Ther

e is

an a

ttritio

n ra

te of

at lea

st 50

0 00

0 be

nefic

iaries

per

ann

um d

ue to

dea

th,

revie

ws an

d volu

ntary

canc

ellati

ons.

•Ov

er 94

% of

new

appli

catio

ns w

ere p

roce

ssed

with

in 10

wor

king d

ays i

n 201

7/18.

•Th

ere

were

17

731

402

gran

ts in

paym

ent i

nclud

ing G

rant-

in-Ai

d at

the e

nd o

f De

cemb

er 20

18.

• So

cial g

rants

are p

roce

ssed

thro

ugh t

he fo

llowi

ng pa

ymen

t cha

nnels

: 4

Di

rect

trans

fers;

4

SAP

O; an

d 4

Ban

ks.

• Th

e foll

owing

paym

ent r

elated

func

tions

are n

ow pe

rform

ed by

SAS

SA:

4

Man

agem

ent o

f Reg

ulatio

n 26A

dedu

ction

s (fun

eral

dedu

ction

s); 4

Biom

etric

enro

lmen

t of b

enefi

ciarie

s; an

d 4

Dire

ct tra

nsfer

s.•

CPS’

servi

ces w

ere p

hase

d out

on 30

Sep

tembe

r 201

8.•

A Mas

ter S

ervic

e Agr

eeme

nt (M

SA) a

nd a

Servi

ce Le

vel A

gree

ment

(SLA

) wer

e sign

ed

with

the S

outh

Afric

an P

ost O

ffice f

or th

e pay

ment

of so

cial g

rants

in S

eptem

ber a

nd

Nove

mber

2018

resp

ectiv

ely.

•SA

PO se

rvice

s wer

e full

y pha

sed i

n by 3

0 Sep

tembe

r 201

8.•

A de

tailed

imple

menta

tion

plan

has

been

dev

elope

d an

d ap

prov

ed, w

hich

make

s pr

ovisi

on fo

r SAS

SA to

prog

ress

ively

in-so

urce

the p

ayme

nt fun

ction

.


5.2

Per

form

ance

Indi

cato

rs a

nd A

nnua

l Tar

gets

for P

rogr

amm

e 2:

Ben

efits

Adm

inis

tratio

n an

d S

uppo

rt

5.2.

1 Pe

rfor

man

ce In

dica

tors

and

Ann

ual T

arge

ts fo

r Sub

-pro

gram

me:

2.1

Ben

efits

Adm

inis

trat

ion

Objec

tive

Stat

emen

tPe

rform

ance

In

dica

tors

Stra

tegi

c Plan

Targ

etAu

dite

d/Ac

tual

Perfo

rman

ceEs

timat

ed

Perfo

rman

ce 20

18/19

Medi

um-T

erm

Targ

et20

15/16

2016

/1720

17/18

2019

/2020

20/21

2021

/22To

prov

ide

socia

l as

sistan

ce

to eli

gible

bene

ficiar

ies.

20.

Numb

er

of ne

w ap

plica

tions

for

socia

l gr

ants

proc

esse

d.

7 200

000

1 767

639

2 062

453

2 130

731

1 600

000 n

ew

appli

catio

ns fo

r soc

ial

gran

ts pr

oces

sed.

1 600

000 n

ew

appli

catio

ns fo

r soc

ial

gran

ts pr

oces

sed.

1 600

000 n

ew

appli

catio

ns fo

r soc

ial

gran

ts pr

oces

sed.

1 600

000 n

ew

appli

catio

ns fo

r soc

ial

gran

ts pr

oces

sed.

21.

Numb

er of

gr

ants

in pa

ymen

t inc

luding

Gr

ant-in

-Aid.

18 37

9 441

16

991 6

34

17 20

0 525

17 50

9 995

17 73

3 651

gran

ts in

paym

ent in

cludin

g Gr

ant-in

-Aid

at an

es

timate

d cos

t of R

163

billio

n.

18 16

6 860

gran

ts in

paym

ent in

cludin

g Gr

ant-in

-Aid

at an

es

timate

d cos

t of

R175

156

billio

n.

OAG

3 663

605

WVG

78GI

A24

6 910

DG1 0

52 24

1FC

G35

1 418

CDG

154 4

98CS

G12

698 1

11

18 51

0 147

gran

ts in

paym

ent in

cludin

g Gr

ant-in

-Aid

at an

es

timate

d cos

t of

R189

274

billio

n.

OAG

3 796

395

WVG

60GI

A27

5 607

DG1 0

49 46

6FC

G33

4 137

CDG

157 9

98CS

G12

896 4

85

18 86

9 825

gran

ts in

paym

ent in

cludin

g Gr

ant-in

-Aid

at an

es

timate

d cos

t of

R202

868

billio

n.

OAG

3 934

552

WVG

46GI

A30

5 367

DG1 0

49 70

7FC

G31

8 134

CDG

161 6

12CS

G13

100 4

07

22.

Numb

er of

So

cial R

elief

of Di

stres

s (S

RD) a

p-pli

catio

ns

awar

ded

(zero

hung

er,

norm

al SR

D,

supp

ort fo

r dis

aster

and

scho

ol un

i-for

m).

1 500

000 S

RD

appli

catio

ns aw

arde

d.47

9 238

SR

D ap

plica

tions

we

re

awar

ded.

461 7

50 S

RD

appli

catio

ns

awar

ded.

573 1

96

SRD

appli

catio

ns

awar

ded.

252 8

33 S

RD

appli

catio

ns aw

arde

d at

a cos

t of R

410

millio

n.

252 8

33 S

RD

appli

catio

ns aw

arde

d at

a cos

t of

R410

milli

on.

250 9

83 S

RD

appli

catio

ns aw

arde

d at

a cos

t of

R407

milli

on.

250 9

83 S

RD

appli

catio

ns aw

arde

d at

a cos

t of

R407

milli

on.


Objec

tive

Stat

emen

tPe

rform

ance

In

dica

tors

Stra

tegi

c Plan

Targ

etAu

dite

d/Ac

tual

Perfo

rman

ceEs

timat

ed

Perfo

rman

ce 20

18/19

Medi

um-T

erm

Targ

et20

15/16

2016

/1720

17/18

2019

/2020

20/21

2021

/22To

prov

ide

socia

l as

sistan

ce

to eli

gible

bene

ficiar

ies.

23.

Perce

ntage

of

total

SRD

rand

value

(R

410 m

illion

) aw

arde

d thr

ough

co

oper

ative

s an

d Sma

ll, Me

dium

and

Micro

-size

d En

terpr

ises

(SMM

Es).

30%

of to

tal S

RD

rand

value

awar

ded

throu

gh co

oper

ative

s an

d SMM

Es.

**

*30

% (R

123 m

illion

) of

total

SRD

rand

value

aw

arde

d thr

ough

co

oper

ative

s and

SM

MEs.

30%

(R12

3 milli

on) o

f tot

al SR

D ra

nd va

lue

awar

ded t

hrou

gh

coop

erati

ves a

nd

SMME

s.

30%

(R12

2 milli

on) o

f tot

al SR

D ra

nd va

lue

awar

ded t

hrou

gh

coop

erati

ves a

nd

SMME

s.

30%

(R12

2 milli

on) o

f tot

al SR

D ra

nd va

lue

awar

ded t

hrou

gh

coop

erati

ves a

nd

Small

, Med

ium an

d SM

MEs.

24.

Numb

er of

ap

plica

tions

for

child

ren

aged

0–1

proc

esse

d.

2 812

955

appli

catio

ns fo

r ch

ildre

n age

d 0–1

pr

oces

sed.

597 4

59 of

ch

ild gr

ant

below

1 ye

ar w

ere i

n pa

ymen

t as

at 31

Mar

ch

2015

.

494 7

23

child

ren a

ged

0–1 w

ere i

n pa

ymen

t at

the en

d of

March

2016

.

665 5

61

child

ren

aged

0–1

in re

ceipt

of

socia

l gr

ants.

560 0

00 ap

plica

tions

for

child

ren a

ged 0

–1

proc

esse

d.

560 0

00 ap

plica

tions

for

child

ren a

ged 0

–1

proc

esse

d.

560 0

00 ap

plica

tions

for

child

ren a

ged 0

–1

proc

esse

d.

560 0

00 ap

plica

tions

for

child

ren a

ged 0

–1

proc

esse

d.

25.

Perce

ntage

of

gran

t ap

plica

tions

pr

oces

sed

withi

n tar

get

days

.

Prog

ress

ive re

ducti

on

in the

turn

-aro

und

time f

or pr

oces

sing

new

gran

t app

licati

ons

to 5 w

orkin

g day

s.

99.6%

of

new

gran

t ap

plica

tions

we

re

proc

esse

d wi

thin 2

1 wo

rking

da

ys.

97%

(1 86

4 437

of

2 062

452)

of

new

gran

t ap

plica

tions

pr

oces

sed

withi

n 15

worki

ng

days

.

94%

(2

003 9

97

of 2 130

731)

of

new

gran

t ap

plica

tions

pr

oces

sed

withi

n 10

days

.

95%

of ne

w gr

ant

appli

catio

ns pr

oces

sed

withi

n 10 d

ays.

95%

of gr

ant

appli

catio

ns pr

oces

sed

withi

n 10 d

ays.

95%

of so

cial g

rant

appli

catio

ns pr

oces

sed

withi

n 10 d

ays.

95%

of so

cial g

rant

appli

catio

ns pr

oces

sed

withi

n 5 da

ys.

26.

Perce

ntage

of

rece

ived

orde

rs pr

oces

sed

withi

n sp

ecifie

d tim

efram

es.

100%

of re

ceive

d or

ders

proc

esse

d wi

thin 1

0 day

s.

250 6

33

Foste

r Ch

ild G

rant

revie

ws

were

pr

oces

sed

includ

ing

back

log.

164 6

10

Foste

r Ch

ild G

rant

revie

ws

proc

esse

d.

181 3

05

Foste

r Ch

ild G

rant

revie

ws

proc

esse

d.

130 9

76 F

oster

Ch

ild G

rant

revie

ws

proc

esse

d.

100%

of re

ceive

d or

ders

proc

esse

d wi

thin 1

0 day

s.

100%

of re

ceive

d or

ders

proc

esse

d wi

thin 1

0 day

s.

100%

of re

ceive

d or

ders

proc

esse

d wi

thin 1

0 day

s.


Objec

tive

Stat

emen

tPe

rform

ance

In

dica

tors

Stra

tegi

c Plan

Targ

etAu

dite

d/Ac

tual

Perfo

rman

ceEs

timat

ed

Perfo

rman

ce 20

18/19

Medi

um-T

erm

Targ

et20

15/16

2016

/1720

17/18

2019

/2020

20/21

2021

/22To

prov

ide

socia

l as

sistan

ce

to eli

gible

bene

ficiar

ies.

27. P

erce

ntage

of

revie

ws pr

o-ce

ssed

as pe

r re

view

polic

y (a

dmini

strati

ve

and m

edica

l).

100%

of re

views

pr

oces

sed a

s pe

r rev

iew po

licy

(adm

inistr

ative

and

medic

al).

**

**

10%

of re

views

pr

oces

sed a

s per

re

view

polic

y.

25%

of re

views

pr

oces

sed a

s per

re

view

polic

y.

50%

of re

views

pr

oces

sed a

s per

re

view

polic

y.

28.

Numb

er of

ide

ntifie

d wa

rds h

aving

ac

cess

to

socia

l as

sistan

ce

throu

gh

ICRO

P.

3 776

ICRO

P pr

ogra

mmes

co

nduc

ted.

570 o

ut of

plann

ed 42

0 ou

treac

h pr

ogra

mmes

(IC

ROP)

co

nduc

ted.

631 i

denti

fied

ward

s hav

ing

acce

ss

to so

cial

assis

tance

thr

ough

IC

ROP.

685

identi

fied

ward

s ha

ving

acce

ss

to so

cial

assis

tance

thr

ough

IC

ROP.

309 i

denti

fied w

ards

ha

ving a

cces

s to s

ocial

as

sistan

ce th

roug

h IC

ROP.

400 i

denti

fied w

ards

ha

ving a

cces

s to s

ocial

as

sistan

ce th

roug

h IC

ROP.

600 i

denti

fied w

ards

ha

ving a

cces

s to s

ocial

as

sistan

ce th

roug

h IC

ROP.

600 i

denti

fied w

ards

ha

ving a

cces

s to s

ocial

as

sistan

ce th

roug

h IC

ROP.

ICRO

P Im

pact

asse

ssme

nt stu

dy

cond

ucted

.

29.

Biom

etric

enro

lmen

t of

bene

ficiar

ies

imple

mente

d by

SAS

SA.

Bene

ficiar

ies

biome

tricall

y enr

olled

by

SAS

SA.

**

*Ne

w be

nefic

iaries

bio

metric

ally e

nroll

ed

by S

ASSA

.

Appr

oved

proje

ct pla

n for

bene

ficiar

y bio

metric

enro

lmen

t im

pleme

nted.

New

bene

ficiar

ies

biome

tricall

y enr

olled

by

SAS

SA.

New

bene

ficiar

ies

biome

tricall

y enr

olled

by

SAS

SA.

*Per

forma

nce i

ndica

tor di

d not

exist

in th

e fina

ncial

year


5.2.

2 Q

uart

erly

Tar

gets

for 2

019/

20: S

ub-p

rogr

amm

e 2.

1: B

enefi

ts A

dmin

istr

atio

n

Perfo

rman

ce

Indi

cato

rsRe

porti

ng

Perio

dAn

nual

Targ

et: 2

019/2

0Qu

arte

rly Ta

rget

sQu

arte

r 1 Q

uarte

r 2 Q

uarte

r 3Qu

arte

r 4

Numb

er of

new

appli

catio

ns fo

r so

cial g

rants

pr

oces

sed.

Quar

terly

1 600

000 n

ew ap

plica

tions

for

socia

l gra

nts pr

oces

sed.

460 0

00 ne

w ap

plica

tions

for

socia

l gra

nts pr

oces

sed.

500 0

00 ne

w ap

plica

tions

for

socia

l gra

nts pr

oces

sed.

300 0

00 ne

w ap

plica

tions

for

socia

l gra

nts pr

oces

sed.

340 0

00 ne

w ap

plica

tions

for

socia

l gra

nts pr

oces

sed.

Numb

er of

gran

ts in

paym

ent

includ

ing G

rant-

in-Ai

d.

Quar

terly

18 16

6 860

gran

ts in

paym

ent

includ

ing G

rant-

in-Ai

d at a

n es

timate

d cos

t of R

175 1

56

billio

n.

Brea

kdow

n per

gran

t type

:OA

G3 6

63 60

5W

VG78

GIA

246 9

10DG

1 052

241

FCG

351 4

18CD

G15

4 498

CSG

12 69

8 111

Total

18 16

6 860

17 94

7 765

gran

ts in

paym

ent

includ

ing G

rant-

in-Ai

d.

Brea

kdow

n per

gran

t type

:OA

G3 5

68 15

5W

VG97

GIA

226 1

25DG

1 053

970

FCG

393 7

07CD

G15

1 956

CSG

12 55

3 754

Total

17 94

7 765

18 04

7 899

gran

ts in

paym

ent

includ

ing G

rant-

in-Ai

d.

Brea

kdow

n per

gran

t type

:OA

G3 5

99 97

1W

VG91

GIA

233 0

53DG

1 053

394

FCG

406 7

13CD

G15

2 804

CSG

12 60

1 873

Total

18 04

7 899

18 05

7 375

gran

ts in

paym

ent

includ

ing G

rant-

in-Ai

d.

Brea

kdow

n per

gran

t type

:OA

G3 6

31 78

8W

VG84

GIA

239 9

82DG

1 052

817

FCG

329 0

60CD

G15

3 651

CSG

12 64

9 992

Total

18 05

7 375

18 16

6 860

gran

ts in

paym

ent

includ

ing G

rant-

in-Ai

d.

Brea

kdow

n per

gran

t type

:OA

G3 6

63 60

5W

VG78

GIA

246 9

10DG

1 052

241

FCG

351 4

18CD

G15

4 498

CSG

12 69

8 111

Total

18 16

6 860

Numb

er of

Soc

ial

Relie

f of D

istre

ss

(SRD

) app

licati

ons

awar

ded (

zero

hu

nger,

norm

al SR

D, su

ppor

t for

disa

ster a

nd

scho

ol un

iform

).

Quar

terly

252 8

33 S

RD ap

plica

tions

aw

arde

d at a

cost

of R4

10 m

illion

.EC

40 45

3FS

15 17

0GP

37 92

5KZ

N55

623

LP35

397

MP20

227

NC7 5

85NW

17 69

8W

C22

755

Total

252 8

33

51 27

6 SRD

appli

catio

ns

awar

ded.

EC8 2

04FS

3 077

GP7 6

91KZ

N11

281

LP7 1

79MP

4 102

NC1 5

38NW

3 589

WC

4 615

Total

51 27

6

92 96

8 SRD

appli

catio

ns

awar

ded.

EC14

875

FS5 5

78GP

13 94

5KZ

N20

453

LP13

016

MP7 4

37NC

2 789

NW6 5

08W

C8 3

67To

tal92

968

71 44

3 SRD

appli

catio

ns

awar

ded.

EC11

431

FS4 2

87GP

10 71

7KZ

N15

718

LP10

002

MP5 7

15NC

2 143

NW5 0

01W

C6 4

30To

tal71

443

37 14

5 SRD

appli

catio

ns

awar

ded.

EC5 9

43FS

2 229

GP5 5

72KZ

N8 1

72LP

5 200

MP2 9

72NC

1 114

NW2 6

00W

C3 3

43To

tal37

145


Perfo

rman

ce

Indi

cato

rsRe

porti

ng

Perio

dAn

nual

Targ

et: 2

019/2

0Qu

arte

rly Ta

rget

sQu

arte

r 1 Q

uarte

r 2 Q

uarte

r 3Qu

arte

r 4

Perce

ntage

of to

tal

SRD

rand

value

(R

410 m

illion

) aw

arde

d thr

ough

co

oper

ative

s and

SM

MEs.

Quar

terly

30%

(R12

3 milli

on) o

f total

SRD

ra

nd va

lue aw

arde

d thr

ough

co

oper

ative

s and

SMM

Es.

None

None

30%

(R12

3 milli

on) o

f total

SRD

ra

nd va

lue aw

arde

d thr

ough

co

oper

ative

s and

SMM

Es.

Numb

er of

ap

plica

tions

for

child

ren a

ged 0

–1

proc

esse

d.

Quar

terly

560 0

00 ap

plica

tions

for c

hildr

en

aged

0–1 p

roce

ssed

.

EC83

740

FS29

787

GP82

963

KZN

120 4

54LP

98 54

9MP

52 23

8NC

14 42

4NW

37 92

6W

C39

919

TOTA

L56

0 000

140 0

00 ap

plica

tions

for c

hildr

en

aged

0–1 p

roce

ssed

.

EC20

935

FS7 4

47GP

20 74

1KZ

N30

113

LP24

637

MP13

059

NC3 6

06NW

9 481

WC

9 980

TOTA

L14

0 000

140 0

00 ap

plica

tions

for c

hildr

en

aged

0–1 p

roce

ssed

.

EC20

935

FS7 4

47GP

20 74

1KZ

N30

113

LP24

637

MP13

059

NC 3

606

NW 9

481

WC

9 98

0TO

TAL

140 0

00

140 0

00 ap

plica

tions

for c

hildr

en

aged

0–1 p

roce

ssed

.

EC20

935

FS7 4

47GP

20 74

1KZ

N30

113

LP24

637

MP13

059

NC 3

606

NW 9

481

WC

9 98

0TO

TAL

140 0

00

140 0

00 ap

plica

tions

for c

hildr

en

aged

0–1 p

roce

ssed

.

EC20

935

FS 7

447

GP20

741

KZN

30 11

3LP

24 63

7MP

13 05

9NC

3 60

6NW

9 48

1W

C 9

980

TOTA

L14

0 000

Perce

ntage

of

gran

t app

licati

ons

proc

esse

d with

in tar

get d

ays.

Quar

terly

95%

of ne

w gr

ant a

pplic

ation

s pr

oces

sed w

ithin

10 da

ys.

95%

of ne

w gr

ant a

pplic

ation

s pr

oces

sed w

ithin

10 da

ys.

95%

of ne

w gr

ant a

pplic

ation

s pr

oces

sed w

ithin

10 da

ys.

95%

of ne

w gr

ant a

pplic

ation

s pr

oces

sed w

ithin

10 da

ys.

95%

of ne

w gr

ant a

pplic

ation

s pr

oces

sed w

ithin

10 da

ys.

Perce

ntage

of

rece

ived o

rder

s pr

oces

sed w

ithin

10 da

ys (F

CG).

Quar

terly

100%

of re

ceive

d ord

ers

proc

esse

d with

in 10

days

.10

0% of

rece

ived o

rder

s pr

oces

sed w

ithin

10 da

ys.

100%

of re

ceive

d ord

ers

proc

esse

d with

in 10

days

.10

0% of

rece

ived o

rder

s pr

oces

sed w

ithin

10 da

ys.

100%

of re

ceive

d ord

ers

proc

esse

d with

in 10

days

.

Perce

ntage

of

revie

ws

proc

esse

d as p

er

Revie

w Po

licy

(adm

inistr

ative

and

medic

al).

Annu

ally

10%

of re

views

proc

esse

d as

per R

eview

Poli

cy.

None

None

None

10%

of re

views

proc

esse

d as

per R

eview

Poli

cy.


Perfo

rman

ce

Indi

cato

rsRe

porti

ng

Perio

dAn

nual

Targ

et: 2

019/2

0Qu

arte

rly Ta

rget

sQu

arte

r 1 Q

uarte

r 2 Q

uarte

r 3Qu

arte

r 4

Numb

er of

ide

ntifie

d war

ds

havin

g acc

ess t

o so

cial a

ssist

ance

thr

ough

ICRO

P.

Quar

terly

400 i

denti

fied w

ards

havin

g ac

cess

to so

cial a

ssist

ance

thr

ough

ICRO

P.

102 i

denti

fied w

ards

havin

g ac

cess

to so

cial a

ssist

ance

thr

ough

ICRO

P.

144 i

denti

fied w

ards

havin

g ac

cess

to so

cial a

ssist

ance

thr

ough

ICRO

P.

108 i

denti

fied w

ards

havin

g ac

cess

to so

cial a

ssist

ance

thr

ough

ICRO

P.

46 id

entifi

ed w

ards

havin

g ac

cess

to so

cial a

ssist

ance

thr

ough

ICRO

P.Im

pact

asse

ssme

nt co

nduc

ted

on IC

ROP

proje

ct.Sp

ecific

ation

s doc

umen

t co

mplet

ed an

d app

rove

d by

BAC.

Tend

er pr

oces

s foll

owed

and

appo

intme

nt of

servi

ce pr

ovide

r.Ma

nage

ment

of the

servi

ce

prov

ider in

line w

ith th

e sign

ed

contr

act.

Repo

rt on

impa

ct of

ICRO

P iss

ued.

Biom

etric

enro

lmen

t of

bene

ficiar

ies

imple

mente

d by

SASS

A.

Quar

terly

Appr

oved

proje

ct pla

n for

be

nefic

iary b

iometr

ic en

rolm

ent

imple

mente

d.

None

Imple

menta

tion o

f biom

etric

enro

lmen

t in th

e ide

ntifie

d pilo

t sit

es.

Revie

w of

biome

tric en

rolm

ent in

the

iden

tified

pilot

sites

.De

velop

ment

of the

biom

etric

enro

lmen

t roll

out p

lan an

d sig

noff.


5.2.

3 Pe

rfor

man

ce In

dica

tors

and

Ann

ual T

arge

ts fo

r Sub

-pro

gram

me:

2.2

Pay

men

t Adm

inis

trat

ion

Objec

tive

Stat

emen

tPe

rform

ance

In

dica

tors

Stra

tegi

c Plan

Targ

etAu

dite

d/Ac

tual

Perfo

rman

ceEs

timat

ed

Perfo

rman

ce 20

18/19

Medi

um-T

erm

Targ

et20

15/16

2016

/1720

17/18

2019

/2020

20/21

2021

/22To

man

age a

n eff

ectiv

e soc

ial

gran

ts pa

ymen

t pr

ogra

mme.

30.

Mana

geme

nt of

servi

ce

prov

ider f

or

socia

l gra

nt pa

ymen

ts.

Mana

geme

nt of

servi

ce pr

ovide

r for

so

cial g

rant

paym

ents.

* *

Phas

e-in

and

phas

e-ou

t plan

s de

velop

ed an

d ap

prov

ed by

SA

SSA

EXCO

. SA

SSA

signe

d a g

over

nmen

t to

gove

rnme

nt Pr

otoco

l Ag

reem

ent

with

SAPO

for

the pa

ymen

t of

socia

l gra

nts

with

effec

t from

1 A

pril 2

018.

Curre

nt pa

ymen

t se

rvice

prov

ider

phas

ed ou

t by 3

0 Se

ptemb

er 20

18.

Mana

geme

nt of

servi

ce pr

ovide

r for

socia

l gra

nt pa

ymen

ts.

Mana

geme

nt of

servi

ce pr

ovide

r for

socia

l gra

nt pa

ymen

ts.

Mana

geme

nt of

servi

ce pr

ovide

r for

socia

l gra

nt pa

ymen

ts.Ne

w pa

ymen

t ser

vice

prov

ider/s

phas

ed

in by

30 S

eptem

ber

2018

.

Mana

geme

nt of

servi

ce pr

ovide

r/s fo

r the

paym

ent o

f soc

ial

gran

ts.

31.

Perce

ntage

of

activ

e pa

y poin

ts mo

nitor

ed.

100%

of pa

y poin

ts mo

nitor

ed.

**

99.67

% (2

393

of 2 4

01) o

f lar

ge ca

sh pa

y po

ints w

ere

monit

ored

(p

aying

mor

e tha

n 300

be

nefic

iaries

a da

y).

100%

of la

rge c

ash

pay p

oints

monit

ored

(p

aying

mor

e tha

n 300

be

nefic

iaries

a da

y).

100%

of ac

tive

cash

pay p

oints

monit

ored

.

100%

of ac

tive

cash

pay p

oints

monit

ored

.

100%

of ac

tive

cash

pay p

oints

monit

ored

.


5.2.

4 Q

uart

erly

Tar

gets

for 2

019/

20: S

ub-p

rogr

amm

e 2.

2: P

aym

ent A

dmin

istr

atio

n

Perfo

rman

ce

Indi

cato

rsRe

porti

ng

Perio

dAn

nual

targ

et: 2

019/2

0Qu

arte

rly Ta

rget

sQu

arte

r 1 Q

uarte

r 2 Q

uarte

r 3Qu

arte

r 4Ma

nage

ment

of se

rvice

pr

ovide

r for

socia

l gra

nt pa

ymen

ts.

Quar

terly

Mana

geme

nt of

servi

ce

prov

ider f

or so

cial g

rant

paym

ents.

Mana

geme

nt of

servi

ce pr

ovide

r for

socia

l gra

nt pa

ymen

ts.Ma

nage

ment

of se

rvice

prov

ider

for so

cial g

rant

paym

ents.

Mana

geme

nt of

servi

ce pr

ovide

r for

socia

l gra

nt pa

ymen

ts.Ma

nage

ment

of se

rvice

prov

ider

for so

cial g

rant

paym

ents.

Perce

ntage

of ac

tive

cash

pay p

oints

monit

ored

.

Quar

terly

100%

of ac

tive c

ash p

ay

point

s mon

itore

d.10

0% of

activ

e cas

h pay

point

s mo

nitor

ed.

100%

of ac

tive c

ash p

ay po

ints

monit

ored

.10

0% of

activ

e cas

h pay

point

s mo

nitor

ed.

100%

of ac

tive c

ash p

ay po

ints

monit

ored

.

6. R

EC

ON

CIL

ING

PE

RFO

RM

AN

CE

TA

RG

ETS

WIT

H T

HE

BU

DG

ET

AN

D M

TEF:

P

RO

GR

AM

ME

2: B

EN

EFI

TS A

DM

INIS

TRAT

ION

AN

D S

UP

PO

RT

2015

/1620

16/17

2017

/1820

18/19

2019

/2020

20/21

2021

/22 A

udite

d Ou

tcom

e A

udite

d Ou

tcom

e A

udite

d Ou

tcom

e Ap

prov

ed

Budg

et

Revis

ed B

udge

t Es

timat

eRe

vised

Bud

get

Estim

ate

Plan

ning

Budg

et E

stim

ate

Rand

thou

sand

Bene

fits A

dmini

strati

on an

d Sup

port

4,271

,964

4,643

,633

4,623

,433

5,003

,035

4,785

,705

5,063

,352

5,255

,122

Curre

nt pa

ymen

ts4,2

58,38

34,6

25,21

54,6

56,08

44,9

61,47

55,2

69,28

15,5

25,15

35,6

95,47

2Co

mpen

satio

n of e

mploy

ees

1,858

,299

2,058

,889

2,079

,299

2,399

,073

2,529

,146

2,633

,603

2,717

,143

Good

s and

servi

ces

2,400

,084

2,566

,326

2,518

,421

2,586

,781

2,238

,348

2,410

,448

2,517

,616

Non-

cash

items

--

--

--

-Tr

ansfe

rs an

d sub

sidies

13,58

118

,418

25,71

317

,181

18,21

119

,301

20,36

3

Tota

l Exp

endi

ture

4,271

,964

4,643

,633

4,623

,433

5,003

,035

4,785

,705

5,063

,352

5,255

,122

PART CLinks to other Plans

36 Annual Performance Plan 2019-2020


7.1 Links to the long-term infrastructure and other plans

SASSA was established in terms of the South African Social Security Agency Act, 2004 (Act No. 9 of 2004) (hereinafter referred to as “the Act”) to administer social assistance. SASSA is a national entity with a provincial/regional office in each province as well as district and local offices.

In order to effectively and efficiently discharge SASSA’s mandate, it is essential that SASSA has sufficient infrastructure in place.

For the past three financial years, SASSA focussed on the upgrading of pay points in order to improve the conditions under which our beneficiaries are served.

In the medium term, SASSA has prioritised the development of a ten-year building infrastructure plan to align with the payment transition.

Head Office

The Head Office is situated in Pretoria and accommodates SASSA’s top management comprising the Chief Executive Officer (CEO), Executive Managers, General Managers as well as other Head Office components.

The Regional Offices

Regional offices are based in the capital of each province and accommodate the Regional / Provincial Executive Manager, Regional Management as well as provincial/regional components.

District Offices

The district offices are mainly based and structured in line with district municipal boundaries and accommodate District Management as well as other district components. The district offices are established in terms of the Local Government Municipal Demarcation Act as amended.

Local and Service Offices

Local offices are mainly located and established in line with the local government municipal boundaries. More than one local office is established within the metropolitan municipality. Where there is a concentration of many beneficiaries within a local municipality, service offices which offer a full suite of SASSA services are established. Currently, there are not enough buildings available in towns and rural areas to satisfy this requirement.

Some of the local offices are not in a good condition. In some instances, beneficiaries have to travel long distances (often more than once) to access the service. In an effort to deliver services to such beneficiaries, mobile vehicles equipped to provide the full range of services offered by static offices, have been deployed in most regions/provinces. As part of the facilitation of accessibility especially in rural areas, and where available, SASSA deploys mobile units (vehicles) to deliver services to beneficiaries who are unable to access the existing infrastructure.

To address the challenges of those offices which are not in a good condition, SASSA is participating in the Government Precinct Project being developed by the National Department of Public Works (NDPW). The Immovable Property Management Policy makes provision for the acquisition of office accommodation based on long term provisioning which includes purchasing or construction through the NDPW, Provincial Government Departments, Department of Co-operative Governance and Traditional Affairs, Municipalities, State Agencies, Parastatals and State Enterprises.

Pay Points

SASSA has embarked on a process to ensure that social grant beneficiaries are able to access their money through various points, including SAPO outlets, merchants, point of sale devices and bank ATMs. In addition, where there are points which are far from existing payment infrastructure, SASSA maintains pay points, which are serviced by SAPO. The pay points may be in community halls, church

7. LINKS TO OTHER PLANS


halls or other facilities, and are maintained in order to ensure that beneficiaries are able to access their social grants with the least inconvenience.

Norms and Standards

This provision of facilities is guided by the Social Assistance Norms and Standards (2006), the National Department of Public Works Norms and Standards and the SASSA Service Delivery Improvement Model.

Office Location

Distances between offices are guided by the Social Assistance Norms and Standards and the Service Delivery Improvement Model as follows:

• Regional office: One per province.• District office: One in each district municipality.• Local office: At least one in each local

municipality.• Service office: At least one within a radius of

20 km.

Office Accommodation

Office accommodation layout and the size of offices are guided by the Norms and Standards of the National Department of Public Works. The layout of local offices should be in line with the SASSA approved model.

7.2 Pay Points: Basic Requirements

Basic requirements for a cash pay point are set in the Social Assistance Norms and Standards, namely:• Shelter;• Seating;• Water;• Ablution facilities; and• Security.

PART DAnnexures



8. ANNEXURES

8.1 Annexure A: Summary of Post Establishment at 31 December 2018

Head Office/Region Filled Permanent Vacant Funded Position as at 31 December 2018

Filled Contract Total

Head Office 372 52 3 427Eastern Cape 1356 60 145 1561Free State 567 4 68 639Gauteng 915 18 87 1020KwaZulu-Natal 1551 78 273 1902Limpopo 887 23 97 1007Mpumalanga 561 21 92 674North West 689 10 40 739Northern Cape 515 20 62 597Western Cape 783 46 55 884Grand Total 8196 332 922 9450

Head Office/Region Filled Permanent Vacant Funded Position as at 31 December 2018

Filled Contract Total

Office of the CEO 1 5 0 6Internal Audit and Risk Management

21 3 0 24

Corporate Services 107 16 0 123Finance 91 7 0 98Information and Communication Technology

39 4 0 43

Grants Operations 47 10 3 60Policy Implementation Support

8 0 0 8

Strategy and Business Development

26 4 0 30

Fraud 13 2 0 15Chief Operations 19 1 0 20Grand Total 372 52 3 427


8.2 Annexure B: Technical Indicator Descriptions

No. PROGRAMME 1: ADMINISTRATIONIndicator Title Promote good governance in the management of SASSA.

1. Short Definition Fraud and corruption cases investigated and completed.Purpose Reduce losses from fraud, and corruption cases.Source/Collection of Data Database of reported cases with dates of receipt and list (database) of cases investigated with dates

when investigation was completed.Method of Calculation List of all investigated fraud, and corruption cases divided by total reported cases multiplied by 100

(IC/TC*100).Data Limitation Dates of receipt of cases and dates when investigation was completed may not be recorded.Type of Indicator OutputCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator Old, continuing from previous period.Desired Performance Actual targetIndicator Responsibility General Manager: Information Management

Indicator Title Promote good governance in the management of SASSA.2. Short Definition Fraud Management Strategy reviewed.

Purpose Incorporate SASSA/SAPO partnership in combating fraud.Source/Collection of Data Fraud Management Strategy.Method of Calculation Reviewed Fraud Management Strategy.Data Limitation NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle Bi-annuallyNew Indicator NewDesired Performance ActualIndicator Responsibility General Manager: Information Management

Indicator Title Promote good governance in the management of SASSA.3. Short Definition Strategic Risk Register maintained (Head Office).

Purpose To ensure the Strategic Risk Management Register is current.Source/Collection of Data Branch Performance Reports.Method of Calculation Comparison between the quarterly Strategic Risk Registers.Data Limitation NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator No, continues from previous year.Desired Performance Actual performance that is high.Indicator Responsibility General Manager: Social Security Reform


No. PROGRAMME 1: ADMINISTRATIONIndicator Title Promote good governance in the management of SASSA.

4. Short Definition Internal audit reviews conducted on high risk areas.Purpose Provide assurance on the adequacy and effectiveness of internal control systems.Source/Collection of Data Register of identified high risks. Audit plan and audit review report on high risk areas.Method of Calculation Number of high risks identified minus number not completed.Data Limitation High risks identified by internal audit may not appear on risk register.Type of Indicator OutputCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator Old, continues from previous year.Desired Performance Higher performance is more desirable. Elimination of the maximum number of high risk areas by

implementing controls is required.Indicator Responsibility General Manager: Internal Audit

Indicator Title To provide human capital management, facilities and auxiliary services.5. Short Definition BPR terms of reference finalised and service provider appointed.

Purpose Align organisational structure to the strategy of the Agency. Source/Collection of Data Current organisational structure, and strategic documents of the Agency, Current business maps.Method of Calculation Signed off terms of reference, appointment letter of the service provider.Data Limitation NoneType of Indicator ActivityCalculation Type Non-cumulativeReporting Cycle Bi-annuallyNew Indicator New indicator Desired Performance Actual targetIndicator Responsibility Executive Manager: Corporate Services

Indicator Title To provide human capital management, facilities and auxiliary services.6. Short Definition Interim Organisational Structure reviewed

Purpose Align skills to functions for optimum performance.Source/Collection of Data Existing human resources plan, current organogram.Method of Calculation Date of the reviewed plan.Data Limitation Implementation of the revised grants administration value chain.Type of Indicator ActivityCalculation Type Non-cumulativeReporting Cycle AnnualNew Indicator Old, continuing from previous period.Desired Performance Actual targetIndicator Responsibility Executive Manager: Corporate Services


No. PROGRAMME 1: ADMINISTRATIONIndicator Title To provide human capital management, facilities and auxiliary services.

7. Short Definition Labour relations cases finalised.Purpose To ensure effective management of misconduct and grievance cases.Source/Collection of Data Oracle report.Method of Calculation Count the number of cases received against the number of cases finalised / (60%)*100.Data Limitation Timeous capturing of cases on the system. Report with incomplete documents.Type of Indicator OutputCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator Old from previous financial year.Desired Performance Actual performanceIndicator Responsibility Executive Manager: Corporate Services

Indicator Title To provide human capital management, facilities and auxiliary services.8. Short Definition SASSA Ten-Year Building Infrastructure Plan approved.

Purpose To determine the capacity of the current infrastructure to accommodate the needs of SASSA.Source/Collection of Data Current SASSA infrastructure plan, User Asset Management Plan, Lease Register.

Method of Calculation SASSA Ten-Year Building Infrastructure Plan adopted by EXCO.Data Limitation None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle AnnuallyNew Indicator Yes Desired Performance Actual Indicator Responsibility Executive Manager: Corporate Services

Indicator Title Effective ICT operations.9. Short Definition Biometric Identity Access Management System implemented for SOCPEN users.

Purpose Reduce SOCPEN fraud by enabling SOCPEN users to biometrically authenticate when logging into SOCPEN and authenticate High Risk Transactions.

Source/Collection of Data Data Source: SOCPEN users database and ERP users database.

Collection of Data: Enroll individual fingerprints of all users through the Biometric Identity Access Management system.

Method of Calculation Number of SASSA offices with users biometrically authenticating on SOCPEN/ number of offices targeted, Biometric User Implementation Report.

Data Limitation NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator New indicator Desired Performance Actual targetIndicator Responsibility Chief Information Officer


No. PROGRAMME 1: ADMINISTRATIONIndicator Title Effective ICT operations.

10. Short Definition SASSA Network Connectivity Infrastructure upgrade.Purpose To improve the performance of ICT systems by improving ICT networks.Source/Collection of Data Report on acquisition, approved and signed report on implementation.Method of Calculation Number of networks upgraded divided by total number identified per locality multiplied by 100 (TUN/

TN*100).Data Limitation Infrastructure availabilityType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator Continuing from the previous period.Desired Performance ActualIndicator Responsibility Chief Information Officer

Indicator Title Effective ICT operations.11. Short Definition Interfaces with SAPO, Bankserv and DSD.

Purpose To improve the administration of grants by automating and optimising the sharing of information between the SAPO, Bankserv, DSD and SASSA.

Source/Collection of Data Beneficiary records (Current manual system of sharing information).Method of Calculation ReportData Limitation NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator NewDesired Performance Actual targetIndicator Responsibility Chief Information Officer

Indicator Title Effective ICT operations.12.1 Short Definition Automated and digitised Grants Administration system implemented;

Grants payment report automatedPurpose To automate the reporting of grant payments.Source/Collection of Data Grants ReportsMethod of Calculation Reports produced by the system.Data Limitation Report may not be accurate or meet all business needs.Type of Indicator OutputCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator Old, continuing from previous year.Desired Performance Actual targetIndicator Responsibility Chief Information Officer


No. PROGRAMME 1: ADMINISTRATION

12.2 Indicator Title Effective ICT operations.Short Definition Automated and digitised Grants Administration system implemented;

Electronic queue management system pilotedPurpose To improve the management of queues at local offices.Source/Collection of Data Report on development, approved and signed report on implementation.Method of Calculation Number of piloted offices. Data Limitation NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator NewDesired Performance ActualIndicator Responsibility Chief Information Officer

12.3 Indicator Title Effective ICT operations.Short Definition Automated and digitised Grants Administration system implemented:

Scanning solution implemented in local officesPurpose Digitisation of the beneficiary files/records.Source/Collection of Data Physical beneficiary file/record scanned utilising Kofax solution and stored in the OpenText Livelink

system.Method of Calculation Number of local offices that can successfully scan grant beneficiary files to the OpenText Livelink

system.Data Limitation NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator Continuing from previous period.Desired Performance ActualIndicator Responsibility Chief Information Officer

Indicator Title Effective ICT operations.12.4 Short Definition Automated and digitised Grants Administration system implemented:

Requirement analysis for grants E-forms completedPurpose To improve grants applications turnaround time and reduce use of paper.Source/Collection of Data Business Case from Grants Administration.Method of Calculation Business Cases, User Requirements and Functional Specifications.Data Limitation NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator New


No. PROGRAMME 1: ADMINISTRATIONDesired Performance ActualIndicator Responsibility Chief Information Officer

Indicator Title Effective ICT operations.13. Short Definition SASSA Data Governance Framework implemented.

Purpose To ensure that SASSA has a structure for the development, promotion and implementation of good data management practices.

Source/Collection of Data SASSA Data Governance Framework.Method of Calculation Data governance structures, data governance reviewed polices and data governance proceduresData Limitation NoneType of Indicator OutputsCalculation Type QualitativeReporting Cycle QuarterlyNew Indicator Old, continues from previous year.Desired Performance Actual targetIndicator Responsibility Chief Information Officer

Indicator Tittle Effective Financial Management.14. Short Definition Unqualified audit outcome achieved.

Purpose Sound internal controls and good financial management.Source/Collection of Data Audit opinion in audit report.Method of Calculation Opinion expressed and findings by auditors.Data Limitation NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle AnnualNew Indicator Old, continues from previous year.Desired Performance Actual targetIndicator Responsibility Chief Financial Officer

Indicator Tittle Effective Financial Management.15. Short Definition Eligible suppliers paid within 30 days.

Purpose To improve settlement period of creditors.Source/Collection of Data List of all suppliers who rendered services to SASSA during the reporting period and list of all

suppliers paid within 30 days of receipt of valid invoice.Method of Calculation Number of suppliers paid/number of suppliers paid within 30 days *100.Data Limitation NoneType of Indicator ActivityCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator Old, continuing from the previous year.


No. PROGRAMME 1: ADMINISTRATIONDesired Performance Actual targetIndicator Responsibility Chief Financial Office

Indicator Title Effective Financial Management.16. Short Definition Social assistance debts recovered and/or written off.

Purpose To improve the recovery of social assistance debts.Source/Collection of Data List of social assistance debtors from BAS with amounts.

Amounts of debts recovered, written off.

Amounts of debts as per baseline.Method of Calculation 100 (debt recovered + debt written off / total debt less adjusted debt*100).

100 (DR+SWO/TD less adjusted debt *100). Data Limitation Manual reconciliations. Type of Indicator ActivityCalculation Type CumulativeReporting Cycle Quarterly New Indicator Old, continues from previous year.Desired Performance Actual targetIndicator Responsibility Chief Financial Officer

Indicator Title Effective Financial Management.17. Short definition Financial misconduct cases (current) finalised.

Purpose To improve consequence management on financial misconducts committed by SASSA officials.Source/Collection of Data The register of irregular expenditure, fruitless and wasteful expenditure and damages and losses

with affected officials’ details, amounts involved, supported by payment batches, orders, FMB/FMLC reports etc. as proof.

Method of Calculation Number of financial misconduct cases finalised within 120 days divided by total number of cases finalised multiplied by 100.

(The case is recorded as finalised once it has been presented to FMB/FMLC and approved by CEO/REM/delegated official) and this excludes appeals.

Data Limitation The third party claims are handled through legal services and do not form part of the cases taken into consideration in this target.

Type of Indicator ActivityCalculation Type Non-cumulativeReporting Cycle Quarterly New Indicator Old, continues from previous year.


No. PROGRAMME 1: ADMINISTRATIONDesired Performance Actual targetIndicator Responsibility Chief Financial Officer

Indicator Title Effective Financial Management.18. Short Definition Financial misconduct cases (backlog) finalised.

Purpose To improve consequence management on financial misconducts committed by SASSA officials.Source/Collection of Data The register of irregular expenditure, fruitless and wasteful expenditure and damages and losses

with affected officials’ details, amounts involved, supported by payment batches, orders, FMB/FMLC reports etc. as proof.

Method of Calculation Number of financial misconduct cases finalised divided by total number of backlog cases multiplied by 100. The case is recorded as finalised once it has been presented to FMB/FMLC and approved by CEO/REM or delegated official and this excludes appeals. Total number of backlog cases relates to all cases recorded in the Annual Financial Statement as at 31 March of the preceding year and such cases become targeted to be finalised in the subsequent financial year.

Data Limitation The third party claims are handled through legal services and do not form part of the cases taken into consideration in this target.

Type of Indicator ActivityCalculation Type CumulativeReporting Cycle Quarterly New Indicator Old, continues from previous year.Desired Performance Actual targetIndicator Responsibility Chief Financial Officer

19. Indicator Title Effective and prompt communication.Short definition Integrated Communication and Marketing Strategy implemented focusing on Internal and

External Communication. Purpose To enable the internal and external publics to access social grants related information.Source/Collection of Data Internal Communication

Njalo Electronic newsletters, copy of the printed SASSA update and staff engagements.

External CommunicationList of conducted engagements. Exhibitions supported by registers and reports. Copies of corporate publications. Media confirmation e-mails, media statements and copies of published adverts.

Method of Calculation Internal CommunicationCount the number of newsletters, SASSA Updates published. Count the number of staff engagements conducted per quarter.

External Communication Count the number of external engagements, exhibitions and corporate publications conducted per quarter.

Data Limitation NoneType of Indicator ActivityCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator Continuing from previous year.Desired Performance Informed internal and external publics.


No. PROGRAMME 1: ADMINISTRATIONIndicator Responsibility General Manager: Communications and Marketing

PROGRAMME 2: BENEFITS ADMINISTRATION AND SUPPORTIndicator Title To improve the effectiveness and efficiency in the administration of the social assistance programme.

20. Short Definition New social grant applications processed.Purpose To reduce poverty by enabling eligible citizens to access social grants.Source/Collection of Data Business intelligence reports on the number of new applications processed (approved and rejected)

quarterly. Method of Calculation Count all new applications approved and rejected in a quarter. Data Limitation Outstanding applications not counted.Type of Indicator ActivityCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator Old continuing from previous year.Desired Performance Actual performance.Indicator Responsibility Executive Manager: Benefits Administration and Support

Indicator Title To improve the effectiveness and efficiency in the administration of the social assistance programme.21. Short Definition Social grants in payment including Grants-in-Aid.

Purpose To reduce poverty by enabling eligible citizens to access social grants.Source/Collection of Data Business Intelligence reports on the number of beneficiaries in payment at the end of a quarter.Method of Calculation Number of beneficiaries in payment for the period at the end of the quarter for that quarter. Data Limitation The actual number receiving payment for the quarter may not be the number in payment at the end

of the quarter. Type of Indicator ActivityCalculation Type CumulativeReporting Cycle QuarterlyNew Indicator Old, continuing from previous cycle.Desired Performance Achievement within 5% of projected target (international norm).Indicator Responsibility Executive Manager: Benefits Administration and Support

Indicator Title To improve the effectiveness and efficiency of the social assistance programme.22. Short Definition Social Relief of Distress applications awarded.

Purpose To reduce poverty by enabling eligible citizens to access social relief of distress.Source/Collection of Data Business Intelligence reports. Method of Calculation Count number of applications awarded.Data Limitation Applications not captured and not awarded are not counted.Type of Indicator ActivityCalculation Type Non-cumulativeReporting Cycle Quarterly


PROGRAMME 2: BENEFITS ADMINISTRATION AND SUPPORTNew Indicator Old, continuing from previous year.Desired Performance Actual targetIndicator Responsibility Executive Manager: Benefits Administration and Support

Indicator Title To improve the effectiveness and efficiency of the social assistance programme.23. Short Definition 30% (R123 million) of total SRD rand value awarded through cooperatives and SMMEs.

Purpose To promote local economic development through targeting cooperatives to provide school uniforms for social relief of distress.

Source/Collection of Data Regional, Business Intelligence and BAS reports.

Method of Calculation Calculate percentage of SRD rand value paid to cooperatives.Data Limitation Invoices not paid are not counted.Type of Indicator ActivityCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator NewDesired Performance Actual targetIndicator Responsibility Executive Manager: Benefits Administration and Support

Indicator Title To improve the effectiveness and efficiency of the social assistance programme.24. Short definition Applications for children age 0–1 processed.

Purpose To reduce child poverty.Source/Collection of Data Business Intelligence reports. Method of Calculation Count number of applications for children age 0–1 processed (approved and rejected) quarterly.Data Limitation NoneType of Indicator ActivityCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator Old, continuing from previous year.Desired Performance Actual targetIndicator Responsibility Executive Manager: Benefits Administration and Support

Indicator Title To improve the effectiveness and efficiency of the social assistance programme.25. Short Definition New social grant applications processed within target days.

Purpose To improve the administration of social grants.Source/Collection of Data Business intelligence reports.Method of Calculation Count applications processed within 10 days from date of application.Data Limitation Applications processing flows into more than one quarter.Type of Indicator ActivityCalculation Type Non-cumulativeReporting Cycle Quarterly


PROGRAMME 2: BENEFITS ADMINISTRATION AND SUPPORTNew Indicator Continuing from previous year.Desired Performance Actual performanceIndicator Responsibility Executive Manager: Benefits Administration and Support

Indicator Title To improve the effectiveness and efficiency of the social assistance programme.26. Short Definition Received orders processed within 10 days (FCG)

Purpose To improve the administration of social grants.Source/Collection of Data List of received orders signed-off by DSD or Magistrate, Register and SOCPEN reportsMethod of Calculation All orders received and processed within 10 days.Data Limitation NoneType of Indicator ActivityCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator Old

Desired Performance Actual performanceIndicator Responsibility Executive Manager: Benefits Administration and Support

Indicator Title To improve the effectiveness and efficiency of the social assistance programme.27. Short Definition Reviews processed as per Review Policy.

Purpose To update beneficiary information.Source/Collection of Data All medical reviews, and old age reviews with means.Method of Calculation SOCPEN reports, notification lettersData Limitation NoneType of Indicator ActivityCalculation Type Non-cumulativeReporting Cycle Quarterly

New Indicator NewDesired Performance Actual performanceIndicator Responsibility Executive Manager: Benefits Administration and Support

Indicator Title To improve the effectiveness and efficiency of the social assistance programme.28. Short definition Identified wards having access to social assistance through ICROP.

Purpose To improve the administration of social grants.Source/Collection of Data Project plan on outreach, list of outreach programmes to be undertaken and reports on ICROP

completed (report should cover beneficiary education and activities). Method of Calculation A report on ICROP’s completed.Data Limitation NoneType of Indicator ActivityCalculation Type CumulativeReporting Cycle Quarterly


PROGRAMME 2: BENEFITS ADMINISTRATION AND SUPPORTNew Indicator Continuing from previous year.Desired Performance Actual performanceIndicator Responsibility Executive Manager: Benefits Administration and Support

Indicator Title To improve the effectiveness and efficiency of the social assistance programme.28.1 Short Definition ICROP impact assessment study conducted.

Purpose To assess the impact of ICROP on the wards that were visited.Source/Collection of Data Reports on ICROPs completed, interviewsMethod of Calculation Impact Assessment report.Data Limitation NoneType of Indicator ActivityCalculation Type CumulativeReporting Cycle QuarterlyNew Indicator NewDesired Performance Actual performanceIndicator Responsibility Executive Manager: Benefits Administration and Support

Indicator Title To improve the effectiveness and efficiency of the social assistance programme.29. Short definition Approved project plan for beneficiary biometric enrollment implemented.

Purpose To ensure integrity of the social grant database.Source/Collection of Data Business Intelligence reports.Method of Calculation Approved project plan, report on applications and enrolment.Data Limitation NoneType of Indicator ActivityCalculation Type CumulativeReporting Cycle QuarterlyNew Indicator NewDesired Performance Actual performanceIndicator Responsibility Executive Manager: Benefits Administration and Support

Indicator Title To improve the effectiveness and efficiency of the social assistance programme.30. Short definition Management of service provider for social grants payments.

Purpose To monitor SLA of new service provider (SAPO) for payment of social grants. Source/Collection of Data Signed SLA between SASSA and SAPO.Method of Calculation Monitoring reports.Data Limitation NoneType of Indicator ActivityCalculation Type CumulativeReporting Cycle Quarterly


PROGRAMME 2: BENEFITS ADMINISTRATION AND SUPPORTNew Indicator Continuing from previous yearDesired Performance Actual performanceIndicator Responsibility Executive Manager: Benefits Administration and Support

Indicator Title To improve the effectiveness and efficiency of the social assistance programme31. Short definition Monitoring of active cash pay points

Purpose To monitor adherence to SLA by the payment service provider Source/Collection of Data Monitoring toolMethod of Calculation Count number of active pay points visitedData Limitation NoneType of Indicator ActivityCalculation Type Non-cumulativeReporting Cycle Quarterly New Indicator Old from previous yearsDesired Performance Adherence to SLA by the payment service provider.Indicator Responsibility Executive Manager: Benefits Administration and Support


NOTES

RP87/2019ISBN: 978-0-621-47178-6

www.sassa.gov.za

SASSA HEAD OFFICESASSA HOUSE | 501 Prodinsa BuildingCnr Steve Biko and Pretorius StreetPretoriaPrivate Bag X55662 | Arcardia,Pretoria 0083Tel: 012 400 2000 (Switchboard)

EASTERN CAPESASSA Office | BKB BuildingCnr Fitzpatrick& Merino Road | QuigneyEast LondonPrivate Bag X9001 | ChiselhurstEast London 5200Tel: 043 707 6300 | Fax: 043 707 6481

FREE STATECnr St. Andrews Street & Aliwal Street BloemfonteinPrivate Bag X20553 | Bloemfontein 9300Tel: 051 410 8304/5 | Fax: 051 409 0862

GAUTENG28 Harrison Street | Johannesburg 2000Private Bag X120 | Marshalltown 2107Tel: 011 241 8300 | Fax: 011 241 8305

WESTERN CAPEGolden Acre | Adderley StreetCape Town 8001Private Bag X9189 | Cape Town 8000Tel: 021 469 0200 | Fax: 021 469 0260

LIMPOPO43 Landros Mare StreetPolokwane 0699Private Bag X9677 | Polokwane 0700Tel: 015 291 7400 | Fax: 015 291 7996

MPUMALANGA18 Ferreira Street | NelspruitPrivate Bag X11230 | Nelspruit 1200Tel: 013 754 9380 | Fax: 013 754 9501

NORTH WEST1st Industrial SiteMahikeng 2735Private Bag X44 | MmabathoTel: 018 397 3386

KWAZULU-NATAL1 Bank Street Pietermaritzburg 3201Private Bag 9146Pietermaritzburg 3201Tel: 033 846 3300 | Fax: 033 846 9595

NORTHERN CAPE95–97 Du Toit Span RoadKimberly 8300Private Bag X6011 Kimberely 8300Tel: 053 802 4900 | Fax: 053 832 5225

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