Presentation on SASSA’s
Strategic Plan for the fiscal Years 2012/13-2016/17
and Annual Performance Plan 2012/13-2014/15
Outline of the presentation
•
Purpose of the presentation
•
Background
•
Strategic overview;
•
•
–
Key strategic challenges
–
Key priority for 2012/13 – 2016/17
–
Strategic objectives for the next 5 years
–
Branch Strategic objectives and objective statement
Annual Performance Plan
–
Financial plan
–
Branch strategic objective & Performance Indicators
Recommendation
2
Purpose of the presentation
• To present to the Portfolio Committee on Social
Development:
– SASSA’s Strategic Plan for the financial Years
2012/13-2016/17; and
– Annual Performance Plan 2012/13.
3
Strategic Overview
Mandate
The mandate of SASSA is to ensure the provision of
comprehensive social security services against
vulnerability and poverty within the constitutional and
legislative framework.
Vision
A leader in the delivery of social security services.
Mission
To administer quality customer centric social security
services to eligible and potential beneficiaries.
4
Values
•
•
•
•
•
•
Social cohesion;
Transparency;
Equity;
Integrity;
Confidentiality; and
Customer Care- centered
5
Background
• SASSA has been consistent in the provision of monthly
income support to a significant number of South Africans.
• As at end of March 2012, over 15.5 million South Africans
are benefiting from social grants; These are as follows:
– Child support
–
10 927 731
– Older Persons –
2 750 857
– Disability
–
1 198 131
– Foster Care Grant 536 747
– Card Dependency 114 993
– War Veteran
753
These are figures as at 31 March 2012
6
Situational Analysis
• The Agency has over the last year intensified its efforts
towards improving service delivery. Our initiative include:
– Appointment of service provider to effect payment of
social grants in all provinces. Through this initiative,
• the Agency will re-register all beneficiaries by
capturing biometrics,
• issue all beneficiaries with SASSA smart card that
can operate in formal banking environment and
designated SASSA cash pay-points.
• The Agency will also achieve a saving of R800m per
annum
7
Situational Analysis
• Other initiatives include:
– Standardisation of the Application process;
– Improvement of Local offices and pay-point
infrastructure;
– Automation of services;
– Improved management of reviews and life
certification processes; and
– Improvement in combating fraud and corruption.
8
Situational Analysis cont.…
• The following grant administration exceptions were noted during the
2010/11 FY and were the main reasons for DSD qualification:
– There were about 545 508 files that could not be obtained;
– There were 159 302 items of loose correspondence which still
has to be placed on the files and captured on the Management
Information System;
– There were 209 302 files which were missing the critical
documents;
– There were 62 153 files which still needed to be transferred
between regions; and
– There were more than 2 million old inactive files that needed to
be destroyed.
• However, significant progress has been made in addressing the
9
AG findings as indicated in the following slide:
Progress Achieved Against Audit Action Plan Targets
April 2011 to 29 February 2012
Areas of Concern
Target
Progress to
Date
Reviews
900 000
324 941
Life Certificates
700 000
989 762
Missing files
372 370
275 094
Missing Critical Documents
142 681
118 181
Transfer of Files
155 767
90 767
File Destruction
2.2m
1.2m
10
Key priorities for 2012/13 - 2016/17
• To deliver quality social security services by
focusing on the following:
–
–
–
–
Excellent customer care;
The automation of systems;
Improving organisational capacity; and
Promoting good governance.
11
Strategic Objective
• Strategic Objectives for SASSA over the next 5
Years are:
– To ensure that eligible beneficiaries receive benefits
due to them;
– To improve the quality of service delivery to our
customers;
– To achieve a fully integrated and automated social
assistance service; and
– To ensure that the Agency is optimally capacitated for
optimal service delivery.
12
Strategic Objective
Branch: Grants Administration
Strategic To improve the effectiveness and efficiency of the
Objective administration of the social assistance
programme.
Objective • To ensure that eligible beneficiaries receive
Statement
their benefits timeously with respect to: OAG,
DG, CDG, FCG, CSG, WVG and GIA
• To provide quality customer- centric services
at all times.
13
Strategic Objective
Branch: Strategy and Business Development
Strategic To improve the effectiveness and efficiency of the
Objective administration of the social assistance
programme.
Objective • To provide strategic direction for the effective
Statement
implementation of the social assistance
programme.
14
Strategic Objective cont..
Branch: Information and Communication Technology
Strategic
Objective
To improve the effectiveness and efficiency
of the administration of the social
assistance programme.
Objective
Statement
To achieve a fully secured, integrated and
automated end –to- end system.
To improve operational efficiency and the
quality of ICT service delivery to our customers.
15
Strategic Objective cont…
Branch: Internal Audit and Risk Management
Strategic
Objective
To promote good governance in the
administration of the Agency
Objective To provide independent assurance on the
Statement adequacy, effectiveness and efficiency of
management implemented controls.
To facilitate and monitor the development and
implementation of the risk management
strategy.
To entrench a culture of integrity in the Agency.
16
Strategic Objective cont…
Branch: Corporate Services
Strategic
Objective
To improve the effectiveness and efficiency of the
administration of the social assistance programme.
Objective
Statement
To promote and ensure sound human capital management
systems.
Provide efficient and effective legal services to the Agency
To provide facilities and auxiliary support services that enable
the Agency to function optimally.
Security: To promote security risk management practices in
the Agency.
Communication: To market, inform and educate internal and
external stakeholders on the social assistance programme.
17
Strategic Objective cont…
Branch: Finance
Strategic
Objective
To provide financial management services to the Agency.
Objective Statement
To provide effective, efficient and economical financial
management service.
18
APP Presentation
19
Overview of the 2012/13 budget and medium-term
expenditure framework estimates
Medium Term Expenditure Estimates
Revised
Audited outcome
estimate
Medium-term estimate
R thousand
Executive Management
2008/09
46,901
2009/10
235,020
2010/11
257,438
2011/12
193,557
2012/13
203,235
2013/14
213,396
2014/15
224,066
Corporate Services
618,214
739,288
699,370
941,442
989,404
1,038,917
1,090,862
3,096,964
2,770,030
2,539,350
2,941,084
2,772,425
2,911,520
3,058,262
443,102
472,505
347,396
425,195
446,455
468,778
492,217
1,151,169
1,140,345
1,224,458
1,538,883
1,671,160
1,775,160
1,880,138
43,257
21,453
22,468
45,485
47,759
50,147
52,653
81,130
86,818
85,840
67,575
70,948
74,495
78,220
5,480,737
5,465,459
5,176,320
6,153,221
6,201,386
6,532,414
6,876,419
Finance
Information Technology
Grants Administration and
Customer Services
Strategy & Business
Development
Internal Audit
Total expense
20
Overview of the 2012/13 budget
• The Agency receives its administration budget transfers from the
Department of Social Development and the transfers in respect of
the grants disbursed to grant beneficiaries (referred to as the “big
money”) is managed through the Department.
• The bulk of the administration budget goes towards payments to
cash contractors who are contracted to the Agency to disburse grant
monies to beneficiaries.
• The second largest allocation on the budget is on personnel
expenditure while the remaining balance caters for other operational
expenses, which include various contractual obligations.
21
Budgeted key priorities/cost drivers
•
Compensation of Employees
- The budget allocation for CoE caters for current posts, and critical additional posts (In particular level 5-8 posts at
the regions to ensure the recruitment of sufficient and appropriately skilled human capital for improved and more
efficient service delivery.
•
Cash Payment Contractors’ fees
- Awarding of the new 5 year contract to service provider Cash Paymaster Services, which caps the cost per grant at
R16.50 will assist in realising savings on this expenditure item.
•
Grants Process Automation
- A specific ring-fenced allocation has been made available for the automation of the grant business process. The
model aims to standardise a part of the application process by centralising the registry and decentralising the
verification and approval of applications. This will introduce a substantial improvement to the turn around time of the
application process and will aim to complete the application-to-approval process in one day.
•
Various contracts necessary for the running of the Agency
- The budget allocation in this regard caters for the leasing of office accommodation including all the other related
costs such as security services, cleaning service charges and maintenance and repairs. The allocation also
includes the leasing of motor vehicles from the government garage, which forms part of the Agency’s fleet strategy.
Furthermore, there are Information Technology related contracts such as contracts for the VPN connectivity, SITA
contracts (for the SOCPEN) etc.
•
ICT infrastructure deployment
22
- As SASSA acquires new office accommodation, there is a need to install the necessary ICT connectivity to these
premises. There is a specific allocation for this purpose.
Budgeted key priorities/cost drivers
•
Medical assessment fees
–
•
Improvement of local offices and pay point infrastructure
–
•
As part of combating fraud within our system the Agency will work in close collaboration with the law
enforcement agencies. A specific allocation has been made for this purpose
Bulk Notification
–
•
The Agency strives to ensure that the conditions under which our grant beneficiaries are serviced are humane.
Specific allocation has been made available for the upgrade of local offices and the improvement of
infrastructure at the pay points
Grant Fraud Investigations
–
•
This allocation caters for the payment towards contracted medical doctors who perform medical assessments
on disability grant applicants on behalf of SASSA
In terms of the law, the Agency must notify grant applicants of the outcome of their application by registered
mail. Also grant beneficiaries must be notified of the status. In this regard registered mail is used. The budget
allocation caters for this function
Media Campaigns
–
It is critical that citizens are informed about the services offered by the Agency and about any other matter
affecting the grant payments particularly given the new developments following the award of the new contract.
A specific allocation has been made for this purpose
23
Structure of the Agency
•
The structure of the Agency is as follows:

Branch 1: Grants Administration;

Branch 2: Strategy and Business Development;

Branch 3: Information and Communication Technology;

Branch 4: Internal Audit and Risk Management;

Branch 5: Corporate Services; and

Branch 6: Finance.
24
Grants Administration Strategic Objective
Strategic
To improve the effectiveness and efficiency of the administration of the social
Objective
assistance programme.
Objective
To ensure that eligible beneficiaries
Objective
To provide quality
Statement
receive their benefits timeously
Statement
customer centred
with respect to the Old Age Grant
services at all times.
(OAG), Disability Grant (DG), Care
Dependency Grant (CDG), Foster
Child Grant (FCG), Child Support
Grant (CSG), War Veteran Grant
(WVG) and Grant-in-Aid (GIA).
25
Grants Administration: Performance Indicators and
Annual Targets for 2012/13 – 2014/15
Performance indicator
Medium-term target
2012/13
1.
2014/15
16 069 007
2 772 745
706
1 192 444
65 724
671 307
131 246
16 489 577
2 835 018
621
1 195 629
70 325
768 645
140 965
16 756 905
2 881 146
551
1 195 966
75 247
874 001
146 658
Number of child support grants in payment
11 300 559
Percentage of Social Relief of Distress (SRD) 100% of SRD budget
funds disbursed in accordance with the spent annually in
approved guidelines
accordance with the
approved guidelines
11 548 698
100% of SRD budget
spent annually in
accordance with the
approved guidelines
11 658 553
100% of SRD budget
spent annually in
accordance with the
approved guidelines
10.
Percentage of new grant applications processed 90% of new grant
within 21 days
applications processed
within 21 days
100% of new grant
100% of new grant
applications processed applications processed
within 21 days
within 21 days
11.
Percentage of files sampled
assurance post verification
7% of files sampled for
quality assurance post
verification
2.
3.
4.
5.
6.
7.
8.
9.
Projected total number of grants in payment
Number of old age grants in payment
Number of war veteran’s grants in payment
Number of disability grants in payment
Number of grants-in-aid in payment
Number of foster child grants in payment
Number of care dependency grants in payment
2013/14
for
quality 5% of files sampled for
quality assurance post
verification
10% of files sampled for
quality assurance post
verification
26
Grants Administration: Performance Indicators and
Annual Targets for 2012/13 – 2014/15 cont…
Performance indicator
12.
13.
14.
15.
16.
17.
18.
Medium-term target
2012/13
5% of administrative and
medical backlog reviews
completed
100% of foster child grant
backlog reviews completed
2013/14
20% of administrative and medical
backlog reviews completed
2014/15
20% of administrative and medical
backlog reviews completed
100% of foster child grant backlog
reviews completed
100% of foster child grant backlog
reviews completed
Percentage of current
administrative and medical reviews
completed
Percentage of current foster child
grant reviews completed
100% of current administrative
and medical reviews completed
100% of current administrative and 100% of current administrative and
medical reviews completed
medical reviews completed
20% of current foster child grant 100% of current foster child grant
reviews completed
reviews completed
100% of current foster child grant
reviews completed
Percentage of beneficiaries lifecertified
Percentage of grants due for
lapsing lapsed
100% of beneficiaries lifecertified
100% of
grants due for lapsing lapsed
100% of beneficiaries life-certified
100% of beneficiaries life- certified
100% of
grants due for lapsing lapsed
100% of
grants due for lapsing lapsed
Percentage implementation of file
management
100% of files transferred
100% of files transferred
100% of files transferred
100% of files destroyed
100% of files destroyed
100% of files destroyed
100% of missing files resolved
100% of missing files resolved
100% of missing files resolved
100% of loose and critical
correspondence filed
100% of loose and critical
correspondence filed
100% of loose and critical
correspondence filed
Percentage of administrative and
medical backlog reviews
completed
Percentage of foster child grant
backlog reviews completed
27
Grants Administration: Performance Indicators and
Annual Targets for 2012/13 – 2014/15 cont…
Performance indicator
19.
Number of beneficiary records
corrected
Medium-term target
2012/13
16 000 beneficiary records
corrected for identity numbers
500 Persal/SASSA employees
records corrected
20.
Percentage of disability assessments
quality-assured
20% of disability assessments
quality-assured
21.
Percentage implementation of the
prioritised elements of the disability
management model
100% implementation of the
prioritised elements of the
disability management model
22.
Percentage of backlog medical
review assessments completed
5 % of backlog medical review
assessments completed
23.
Percentage of current medical review
assessments completed
20% current medical review
assessments completed
24.
Number of pay points improved
400 pay points improved
2013/14
5 000 beneficiary records
corrected for identity
numbers
500 Persal/SASSA
employees records
corrected
2014/15
5 000 beneficiary records
corrected for identity
numbers
500 Persal/SASSA
employees records corrected
20% of disability
assessments qualityassured
100% implementation of
the prioritised elements of
the disability management
model
20% of disability assessments quality-assured
20 % of backlog medical
review assessments
completed
100% current medical
review assessments
completed
20 % of backlog medical
review assessments
completed
100% current medical review
assessments completed
400 pay points improved
128 pay points improved
100% implementation of the
prioritised elements of the
disability management model
28
Grants Administration: Performance indicators and
annual targets for 2012/13–2014/15
Performance indicator
1.
2.
3.
Medium-term target
2012/13
2013/14
2014/15
Number of identified poverty wards targeted
40 identified poverty
40 identified poverty
81 identified poverty
through ICROP
wards targeted through wards targeted
wards targeted
ICROP
through ICROP
through ICROP
Number of people accessing social assistance
60 000 people
60 000 people
75 751 people
services through ICROP
accessing social
accessing social
accessing social
assistance services
assistance services
assistance services
through ICROP
through ICROP
through ICROP
Percentage of ICROP special requests
100% of ICROP
100% of ICROP
100% of ICROP
responded to
special requests
special requests
special requests
responded to
responded to
responded to
29
Grants Administration: Performance indicators and
annual targets for 2012/13–2014/15
Performance indicator
4.
Medium-term target
2012/13
2013/14
2014/15
Number of identified railway stations targeted
34 identified railway
-
-
for Phelophepha services
stations targeted in 4
regions
5.
Percentage of Phelophepha special requests
100% of Phelophepha
100% of
100% of Phelophepha
attended to
special requests
Phelophepha
special requests
attended to
special requests
attended to
attended to
6.
Percentage of Customer Care Charter
100% of enquiries
100% of enquiries
100% of enquiries
standards implemented with respect to
attended to within 7
attended to within 7
attended to within 7
enquiries and complaints
working days
working days
working days
100% of complaints
100% of complaints
100% of complaints
attended to within 5
attended to within 5
attended to within 5
days
days
days
30
Grants Administration: Performance indicators and
annual targets for 2012/13–2014/15 cont…
Performance indicator
7.
Medium-term target
2012/13
2013/14
2014/15
Percentage
100% implementation of
100% implementation of
100% implementation of
implementation of
Tribunal decisions
Tribunal decisions
Tribunal decisions
Percentage of
100% of applications for
100% of applications for
100% of applications for
applications for
internal reconsideration
internal reconsideration
internal reconsideration
internal
finalised within 90 days
finalised within 90 days
finalised within 90 days
Tribunal decisions
8.
reconsideration
finalised within 90
days
31
Reconciling performance targets with the Budget and
MTEF
Grants Administration Expenditure estimates
2012/13
2013/14
2014/15
Compensation of employees
1 289 484
1 373 363
1 451 976
Use of goods and services
381 676
401 798
428 163
Interest, dividends and rent on land
-
-
-
Transfers and subsidies
-
-
-
Total
1 671 160
1 775 160
1 880 138
32
Strategy and Business Development Strategic Objectives
Objective
To provide strategic direction for the effective
Statement
implementation of the social assistance programme.
• Compliance with the planning framework
• Service delivery monitoring and consolidated evaluation
reports produced quarterly
• Social grant projection reports produced (2 per annum)
• Five institutional performance assessments reports
produced (1 Annual and 4 quarterly performance
reports)
33
Strategy and Business Development Strategic Objectives
• Strategy on future payment model for SASSA developed
– Advisory Committee established towards end of 2012
– Consultative document and Research report produced in 2012
– Design options developed and piloted 2013 and 2014
• Business Process Reengineering (BPR)
– Review and restructuring for finance branch completed in 2012,
– Plans for re-engineering of the Grant administration will
commence in 2012 and actual implementation will be effected in
2013.
34
Strategy
&
Business
2012/13
2013/14
2014/15
of
18 405
19 325
20 292
and
29 354
30 821
32 362
47 759
50 147
52 653
Development Expenditure
estimates (R’000)
Compensation
employees
Use
of
goods
services
Total
37
Information and Communication Technology Strategic
Objectives
Strategic
To improve the effectiveness and efficiency of the administration of the
Objective
social assistance programme
Objective
To achieve a fully secured, integrated and automated end- to-end system.
Statement
To improve operational efficiency and the quality of ICT service delivery to
our customers.
38
ICT: Performance indicators and annual targets for
2012/13–2014/15
Performance indicator
1.
Medium-term target
2012/13
2013/14
2014/15
Percentage automated
40% of automated end-
60% of automated
100% of automated
end-to-end solution for
to-end solution for grant
end-to-end solution
end-to-end solution for
grants application and
application and
for grant application
grant application and
administration developed administration developed and administration
2.
3.
administration
developed
developed
-
-
Grant beneficiary
Grant beneficiary
biometric system
biometric system
developed
developed
Percentage of grant
100% of grant system
100% of grant
100% of grant system
system (Socpen) users
users biometrically
system users
users biometrically
biometrically
authenticated
biometrically
authenticated
authenticated
authenticated
39
ICT: Performance indicators and annual targets for
2012/13–2014/15
Performance indicator
Medium-term target
2012/13
2013/14
2014/15
4 Number of internal grant
Integration of 5 internal grant
-
-
. administration systems
administration systems
-
integrated
(SOCPEN, MIS (National
Registry, Eastern Cape, Free
State, MIS National IGAP,
Livelink)
5 Real-time interfaces with
Real-time interface with
Real-time interface
. Department of Home
Department of Home Affairs
with South African
(HANIS), and NPR system
Revenue Service
Affairs: Home Affairs
National Identification
(SARS), Department
System (HANIS) and
of Justice and
National Population
Constitutional
40
ICT performance indicators and annual targets for
2012/13–2014/15
Performance indicator
1.
2.
Medium-term target
2012/13
2013/14
2014/15
Percentage availability of
97% availability of
97% availability of
97% availability of
systems to users
systems to users
systems to users
systems to users
Percentage accessibility of
97% accessibility of
97% accessibility
97% accessibility of
systems by users
systems by users
of systems by
systems by users
users
3.
Percentage of grant officials
100% of grant officials 100% of grant
100% of grant
provided with workstations at
provided with
officials provided
points of service delivery
workstations at points with workstations
of service delivery
officials provided
with workstations at
at points of service points of service
delivery
delivery
41
ICT performance indicators and annual targets for
2012/13–2014/15
Performance indicator
4.
5.
Medium-term target
2012/13
2013/14
2014/15
Percentage of the Agency’s
100% of the
100% of the
100% of the
offices connected to the LAN
Agency’s offices
Agency’s offices
Agency’s offices
connected to the
connected to the
connected to the
LAN
LAN
LAN
Percentage of the Agency’s
97% of the Agency’s
97% of the
97% of the
offices connected to the WAN
offices connected to
Agency’s offices
Agency’s offices
the WAN
connected to the
connected to the
WAN
WAN
42
Reconciling performance targets with the Budget and
MTEF
Information
and
Communication
Technology Expenditure estimates
2012/13
2013/14
2014/15
51 228
53 789
56 478
345 958
363 256
381 419
Other
49 269
51 733
54 319
Total
446 455
468 778
492 217
Compensation of employees
Use of goods and services
43
Internal Audit and Risk Management Strategic Objectives
Strategic
To promote good governance in the administration of the
Objective
Agency.
Objective
To provide independent assurance on the adequacy, effectiveness
Statements
and efficiency of management-implemented controls.
To facilitate and monitor the development and implementation of the
risk management strategy.
To entrench a culture of integrity in the Agency.
44
Internal Audit and Risk Management performance
indicators and annual targets for 2012/13–2014/15
Performance indicator
Medium-term target
2012/13
2013/14
2014/15
20 internal audit reviews
20 internal audit reviews
20 internal audit
reviews conducted on
conducted on high-risk
conducted
reviews conducted
high-risk areas
areas
on high-risk areas
on high-risk areas
30 Internal Audit
30 Internal Audit
30 Internal Audit
monitoring reports
monitoring reports
monitoring reports
monitoring reports
produced
produced
produced
produced
1. Number of internal audit
2. Number of Internal Audit
3. Strategic and operational Strategic and operational Strategic and operational Strategic and
risk register updated
risk register updated
risk register updated
operational risk
annually
annually
annually
register updated
annually
45
Internal Audit and Risk Management performance
indicators and annual targets for 2012/13–2014/15 cont..
Performance indicator
Medium-term target
2012/13
2013/14
2014/15
3 ethics interventions
implemented
3 ethics interventions
implemented
3 ethics interventions
implemented
50% of identified fraud
cases investigated
50% of identified fraud
cases investigated
4.
Number of ethics
interventions
implemented
5.
Percentage of identified 50% of identified fraud
cases investigated
fraud cases
investigated
6.
Percentage of
suspicious grants
identified and verified
for validity
50 % of suspicious grants 50 % of suspicious grants 50 % of suspicious
identified and verified for identified and verified for grants identified and
validity
validity
verified for validity
46
Internal Audit
2012/13
2013/14
2014/15
Expenditure estimates
Compensation of
22 948
24 095
25 300
48 000
50 400
52 920
70 948
74 495
78 220
employees
Use of goods and
services
Total
47
Corporate Services Objectives
Strategic
Objective
To improve the effectiveness and efficiency of the
administration of the social assistance programme.
Objective
Statements
To promote and ensure sound human capital
management systems.
To provide facilities and auxiliary support services that
enable the Agency to function optimally.
To provide efficient and effective legal services to the
Agency.
48
Human Capital Management performance indicators
and annual targets for 2012/13–2014/15
Performance
indicator
1. Prioritised
elements of
talent
management
strategy
implemented
2. Number of
Human Capital
Management
(HCM)
compliance
audits conducted
Medium-term target
2012/13
Prioritised elements of talent management
strategy implemented:
•Capacity model for grant value chain
implemented
•Skills audit conducted for grant value chain
•Workplace skills plan for grants
•Reviewed Performance Management and
Development System rolled out
•Employee wellness
•EE Compliance Report developed
•HIV and AIDS programme implemented in all
Regions and Head Office
2013/14
Prioritised
elements of
talent
managemen
t strategy
implemente
d
2014/15
Prioritised
elements of
talent
managemen
t strategy
implemente
d
20 HCM compliance audits conducted
40 HCM
compliance
audits
conducted
60 HCM
compliance
audits
conducted
49
Legal Services: Performance indicators and annual
targets for 2012/13–2014/15
Performance indicator
1.
Medium-term target
2012/13
2013/14
2014/15
Number of reports
4 consolidated reports
4 consolidated reports
4 consolidated reports
produced on the
produced on the
produced on the
produced on the
implementation of the
implementation of the
implementation of the
implementation of the
Legal Services Model
Legal Services Model
Legal Services Model
Legal Services Model
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Auxiliary Support Services performance indicators and
annual targets for 2012/13–2014/15
Performance indicator
Medium-term target
2012/13
1.
2.
2013/14
2014/15
User Asset Management Plan User Asset
User Asset
User Asset
for 2013/14 developed
Management Plan for
Management Plan Management Plan
2013/14 developed
for 2014/15
for 2015/16
developed
developed
Fixed asset register updated
Fixed asset register
Fixed asset
Fixed asset
and consolidated
updated and
register updated
register updated
consolidated
and consolidated
and consolidated
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Auxiliary Support Services performance indicators and
annual targets for 2012/13–2014/15 cont…
Performance indicator
3.
4.
5.
Medium-term target
2012/13
2013/14
2014/15
Number of local offices
72 local offices
72 local offices
72 local offices
improved in line with new
improved in line with
improved in line
improved in line
model
new model
with new model
with new model
MIS Registries
MIS Registries
targeted elements of the
complying with targeted complying with
complying with
National Archives Act and
elements of the
targeted elements targeted elements
directives
National Archives Act
of the National
of the National
Archives Act
Archives Act
-
-
MIS Registries complying with MIS Registries
Disposal guidelines for
Disposal guidelines for
SASSA records approved
SASSA records
approved
52
Communication and Marketing
Strategic Objective
Strategic
Objectives
Objective
Statement
To provide effective and efficient integrated
marketing and communication services.
To market, inform and educate internal and
external stakeholders on the social assistance
programme.
Implement the Integrated Marketing and
Communication Strategy
Ensure all existing are informed about
development relating to their grants payments,
re-registration and reviews
Eligible beneficiaries are informed about
SASSA benefits and eligibility criteria
53
Corporate Services Expenditure
estimates
Corporate Services Expenditure estimates
2012/13
2013/14
2014/15
Compensation of employees
164 042
172 244
180 856
Use of goods and services
790 895
830 439
871 961
1 983
2 083
2 187
Transfers and subsidies
20 487
21 613
22 694
Other
11 997
12 537
13 163
989 404
1 038 917
1 090 862
Interest, dividends and rent on land
Total
54
Finance Objectives and targets
Objective
To provide an effective, efficient and
Statement
economical financial management services.
Finance: Performance indicators and annual targets for
2012/13 –2014/15
100%
• Estimates on National Expenditure document
Compliance
developed in accordance with National
with financial
Treasury’s budget cycle
prescripts
• All eligible suppliers paid within 30 days
• Expenditure monitoring including submission
on 12 in-year monitoring reports to National
Treasury and DSD
• Ensuring compliance to procurement
55
processes
Finance Objectives and
targets (cont…)
• Allocation of resources to strategic priorities;
• Unqualified audit opinion achieved for all the
years;
• Increase the percentage of social assistance
debts recovered; and
• 50% of staff debts recovered as per the terms of
AoDs.
56
Finance Expenditure estimates
Finance
Expenditure
estimates
Compensation
of employees
Goods and
services
Total
2012/13
2013/14
2014/15
216 326
227 142
238 839
2 556 099
2 684 378
2 819 423
2 772 425
2 911 520
3 058 262
57
Recommendations
• It is recommended that the Portfolio Committee
on Social development:
– Note SASSA’s plans and priorities; and
– Support the Agency’s
• Strategic Plan (2012/13 – 2016/17);
• Annual Performance Plan (2011/12 – 2013/14); and
• MTEF Budget for 2011/12 to 2013/14.
58
59