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