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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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    Presentation Transcript
    1. Presentation on SASSA’s Strategic Plan for the fiscal Years 2012/13-2016/17 and Annual Performance Plan 2012/13-2014/15

    2. 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

    3. 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.

    4. 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.

    5. Values • Social cohesion; • Transparency; • Equity; • Integrity; • Confidentiality; and • Customer Care- centered

    6. 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

    7. 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

    8. 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.

    9. 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:

    10. Progress Achieved Against Audit Action Plan TargetsApril 2011 to 29 February 2012

    11. 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.

    12. 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.

    13. Strategic Objective Branch: Grants Administration

    14. Strategic Objective • Branch: Strategy and Business Development

    15. Strategic Objective cont.. Branch: Information and Communication Technology

    16. Strategic Objective cont… Branch: Internal Audit and Risk Management

    17. Strategic Objective cont… Branch: Corporate Services

    18. Strategic Objective cont… Branch: Finance

    19. APP Presentation

    20. Overview of the 2012/13 budget and medium-term expenditure framework estimates Medium Term Expenditure Estimates

    21. 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.

    22. 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.

    23. 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

    24. 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.

    25. Grants Administration Strategic Objective

    26. Grants Administration: Performance Indicators and Annual Targets for 2012/13 – 2014/15

    27. Grants Administration: Performance Indicators and Annual Targets for 2012/13 – 2014/15 cont…

    28. Grants Administration: Performance Indicators and Annual Targets for 2012/13 – 2014/15 cont…

    29. Grants Administration: Performance indicators and annual targets for 2012/13–2014/15

    30. Grants Administration: Performance indicators and annual targets for 2012/13–2014/15

    31. Grants Administration: Performance indicators and annual targets for 2012/13–2014/15 cont…

    32. Reconciling performance targets with the Budget and MTEF

    33. 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)

    34. 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.

    35. Information and Communication Technology Strategic Objectives

    36. ICT: Performance indicators and annual targets for 2012/13–2014/15

    37. ICT: Performance indicators and annual targets for 2012/13–2014/15

    38. ICT performance indicators and annual targets for 2012/13–2014/15

    39. ICT performance indicators and annual targets for 2012/13–2014/15

    40. Reconciling performance targets with the Budget and MTEF

    41. Internal Audit and Risk Management Strategic Objectives

    42. Internal Audit and Risk Management performance indicators and annual targets for 2012/13–2014/15

    43. Internal Audit and Risk Management performance indicators and annual targets for 2012/13–2014/15 cont..

    44. Corporate Services Objectives

    45. Human Capital Management performance indicators and annual targets for 2012/13–2014/15

    46. Legal Services: Performance indicators and annual targets for 2012/13–2014/15

    47. Auxiliary Support Services performance indicators and annual targets for 2012/13–2014/15

    48. Auxiliary Support Services performance indicators and annual targets for 2012/13–2014/15 cont…