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Strategic Plan 2009/10 – 2011/12 Presentation to the NCOP:Select Committee

on Social Services

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Outline of the presentation

IntroductionStrategic overview

Mandate;Vision;Mission;Strategic objective; andValues.

ChallengesPlanned outputs over the MTEFBudget AllocationConcluding remarks

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Introduction

SASSA is entering its fourth year of existence;

Good progress has been made on the consolidation of the establishment and operationalisation of the Agency;

Move towards comprehensive social security in line with SASSA Act;

Still faced with challenges in improving efficiency and effectiveness of grant administration and payment system

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Agency Guiding Principles

VisionA comprehensive social security service that assists people to

be self-sufficient and supporting those in need.

MissionTo manage quality social security services, effectively and

efficiently to eligible and potential beneficiaries.

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Strategic Objective

“To build a high performance institution which manifests

itself by compliance to good governance principles and

striving towards operational excellence through continued

service delivery improvements to the beneficiaries”.

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Values

The values to which SASSA subscribes to are:

Social cohesion;

Transparency;

Equity;

Integrity;

Confidentiality; and

Customer Care Centered approach.

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Achievements

• Increased access to social grants through establishment of:– Additional Pay points (number increased to 9,328)– 221 local offices and 923 Service points– Acquisition of 40 mobile units– Integrated Community and Rural Outreach Programme

(ICROP)– Beneficiary information in all languages (pamphlets)– Increased awareness of illegibility to social grants

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Achievements cont…

• Standardized disability assessment• Reduced turn-around time – from 3 months to at

least 3 days (1 day in other regions)• Reduction in litigation costs from R75 million to

R21 million• Backlog on temporary disability grants

eradicated

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Broad challenges

Inadequate funding Variances in service standards across the Regions Limitation in reaching all eligible beneficiaries Inadequate infrastructure Lack of interfaces with other sources of data People:

Culture( attitude of staff, work ethic etc) Appropriate skills, and competencies

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SASSA’s Reform Agenda

The Reform Agenda is underpinned by three key priorities,

namely:

Customer Care Centred Benefits Administration and Management system;

Improved organizational capacity; and

Comprehensive and integrated social security administration and management services.

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Outputs for MTEF

Priority 1: Customer care- centred benefits Priority 1: Customer care- centred benefits administration and management:administration and management:

OutputsOutputs

Policy and legislative changes on CSG and age equalisation; Beneficiary Maintenance framework; Comprehensive Payment Management System; Disability Management Model; Customer Relations Management Strategy; ICROP Strategy; Service Delivery Model; Automation of Core business System; and SASSA Systems (MIS & SOCPEN & ERP) interfaces; and MIS Registry Modules rolled-out.

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Priority 2

Priority 2: Improved organizational capacity

OutputsLegal services model; Corporate Compliance and Integrity Model; Integrated Talent Management Strategy; Knowledge Management Strategy; Integrated Financial Management System; Integrated Risk Management Framework; and Buildings Infrastructure Strategy.

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Priority 2 (cont)

Priority 2: Improved organizational capacity (cont)

OutputsTransport Management Strategy; Records Management (Paper-based) System; Integrated Communication and Marketing Strategy; Change Management Strategy; Integrated Monitoring and Evaluation Framework; Framework on Strategic Planning, Operational

Planning and Reporting; Integrated Research and Development Strategy; andMicro Simulations and Macro economic Model.

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Priority 3

Priority 3: Integrated and comprehensive social security administration and Management.

Outputs:Case Management System (Linking social security

services with other social services) Institutional Model on Social Security.

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Budget Allocation

60,000,000,000

70,000,000,000

80,000,000,000

90,000,000,000

100,000,000,000

Social Assistance Budget and Actual Expenditure

Budgeted Actual

Budgeted 62,440,058, 71,160,809, 80,380,000, 88,126,000, 95,237,000,

Actual 62,469,716, 70,713,125,

2007/08 2008/09 2009/10 2010/11 2011/12

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Concluding remarksThis strategic plan:

Seeks to confirm the President’s State of the Nation Address when he said “ Social Grants remain the most effective form of poverty alleviation”;

However, limited resources do pose a huge risk for effective and efficient service delivery;

SASSA is committed to work with this Committee to create a better life for the people of South Africa.

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End of Presentation