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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

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slide1

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
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
purpose of the presentation
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.
strategic overview
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.
values
Values
  • Social cohesion;
  • Transparency;
  • Equity;
  • Integrity;
  • Confidentiality; and
  • Customer Care- centered
background
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

situational analysis
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
situational analysis1
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.
situational analysis cont
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 AG findings as indicated in the following slide:
key priorities for 2012 13 2016 17
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.
strategic objective
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.
strategic objective1
Strategic Objective

Branch: Grants Administration

strategic objective2
Strategic Objective
  • Branch: Strategy and Business Development
strategic objective cont
Strategic Objective cont..

Branch: Information and Communication Technology

strategic objective cont1
Strategic Objective cont…

Branch: Internal Audit and Risk Management

strategic objective cont2
Strategic Objective cont…

Branch: Corporate Services

overview of the 2012 13 budget and medium term expenditure framework estimates
Overview of the 2012/13 budget and medium-term expenditure framework estimates

Medium Term Expenditure Estimates

overview of the 2012 13 budget
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.
budgeted key priorities cost drivers
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 R16.50will 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

-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 drivers1
Budgeted key priorities/cost drivers
  • Medical assessment fees
    • This allocation caters for the payment towards contracted medical doctors who perform medical assessments on disability grant applicants on behalf of SASSA
  • Improvement of local offices and pay point infrastructure
    • 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
    • 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
    • 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
structure of the agency
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.
grants administration performance indicators and annual targets for 2012 13 2014 15 cont
Grants Administration: Performance Indicators and Annual Targets for 2012/13 – 2014/15 cont…
grants administration performance indicators and annual targets for 2012 13 2014 15 cont1
Grants Administration: Performance Indicators and Annual Targets for 2012/13 – 2014/15 cont…
grants administration performance indicators and annual targets for 2012 13 2014 15 cont2
Grants Administration: Performance indicators and annual targets for 2012/13–2014/15 cont…
strategy and business development strategic objectives
Strategy and Business Development Strategic Objectives
  • 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)
strategy and business development strategic objectives1
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.
internal audit and risk management performance indicators and annual targets for 2012 13 2014 15
Internal Audit and Risk Management performance indicators and annual targets for 2012/13–2014/15
slide44
Internal Audit and Risk Management performance indicators and annual targets for 2012/13–2014/15 cont..
finance objectives and targets cont
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.
recommendations
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.
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