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South African Social Security Agency Strategic Plan 2007/8-2009/10

South African Social Security Agency Strategic Plan 2007/8-2009/10. Presentation to the NCOP’s Select Committee on Social Services 08 May 2007. Outline of the Presentation. The presentation covers the following: Brief Overview of the Agency in terms of: - Strategic Perspective;

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South African Social Security Agency Strategic Plan 2007/8-2009/10

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  1. South African Social Security AgencyStrategic Plan 2007/8-2009/10 Presentation to the NCOP’s Select Committee on Social Services 08 May 2007

  2. Outline of the Presentation The presentation covers the following: • Brief Overview of the Agency in terms of: - Strategic Perspective; - Macro Social context; - Achievements for 2006/07; - Strategic Plan for 2007/08-2009/10; and - Concluding Remarks. • Questions.

  3. Mandate To ensure the provision of a comprehensive social security services against vulnerability and poverty within the constitutional and legislative framework

  4. Vision To provide world-class social security services.

  5. Mission To administer quality social security services, cost effectively and timeously using appropriate best practices by: • Developing and implementing policies, programmes and procedures for an effective and efficient social grants administration system; • Promotion and protection of human dignity; and • Delivering innovative, cost-effective and efficient services to individuals, their families and community groups via easy multi-access channels using modern technology.

  6. Values • Confidentiality; • Integrity; • Fairness; • Transparency; and • Equitability.

  7. Theme Paying the right social grant, to the right person, at the right time and place,NJALO!

  8. Legislations governing SASSA • The Constitution of the RSA, 1996 (Act No.108 of 1996); • South African Social Security Agency Act, 2004 (Act no.9 of 2004); and • Social Assistance Act, 2004 (Act No.13 of 2004)

  9. Key Strategic Objectives • Ensure a High Performance Institution; • Service Delivery Improvement; • Improvement of Operational Excellence; and • Good Governance.

  10. Key Strategy 1: Ensure a High Performance Institution

  11. Key Strategy 2: Service Delivery Improvement

  12. Key Strategy 3: Improvement of Operational Excellence

  13. Key Strategy 4: Good Governance

  14. Organogram • The Agency consists of 7 Branches at Head Office and 9 Regional Offices as per the approved organogram; • Each Branch/Region is headed by an Executive Manager.

  15. Macro Social Security Policy Reform and Context: Social Security Reform should be informed by the following: • Equity—fair and equitable uniform rates of contribution and benefits for all beneficiaries; • Pooling of risks- collecting funding arrangements and non-contributory rules; • Mandatory participation-compulsory participation of employees and inclusion of self-employed individuals; • Administrative efficiency-streamlined use of payroll-based contributions, modern info systems; and • Solidarity-minimum benefits assured through fiscal contribution.

  16. Macro Social Security Policy Reform and Context:Social Grants Expenditure to GDP According to the 2007 Budget Review, social grants expenditure is expected to decline to 3.2% in relation to GDP for 2007/08 and 2008/09, with a further 0.1% decline to 3.1% in 2009/10.

  17. Macro Social Security Policy Reform and Context:Targeted Measures of Social Assistance • Child Support Grant will continue to support the current growth trajectory; • Old Age Grants - The number of elderly is growing significantly fast. • Disability, Foster Care and Care Dependency Grants will expand- impact of HIV/Aids.

  18. Organisational Environment & Context:Integration of the Social Assistance Competencies into SASSA • SASSA -in operation since April 2005. • Transfer of the social assistance administration and payment service functions began in April 2006. • On 1 April 2006, the Social Security Agency was formally established in terms of the South African Social Security Agency Act, 2004.

  19. Organisational Environment & Context:Integration of the Social Assistance Competencies into SASSA • During 2006/07 80% of resource effort was spent on: -Establishment; -Operationalisation; and -Integration of the social assistance administration and payment services.

  20. Organisational Environment & Context:Integration of the Social Assistance Competencies into SASSA • The financial and operational separation, ring-fencing of social assistance administration, and payment services. • The hire of office accommodation. • The continuation of social assistance transfers (social grants) delivery to the eligible beneficiaries within all provinces

  21. Organisational Environment & Context:Integration of the Social Assistance Competencies into SASSA • The finalisation of the service delivery administration and payment services model. • The establishment and consolidation of SASSA over the 2007/08 financial year.

  22. Organisational Environment & Context: Service Delivery Improvements • A turn-around strategy which intends to streamline the business processes. • A new payment service management system for social assistance; • An optimal service delivery infrastructure network; and • Improved access to services in rural and peri-urban areas.

  23. Organisational Environment & Context:2007 MTEF Priorities • Improving the quality of service delivery; • Improving organisational capacity; • Improving payment services; • Enhancing the integrity of the grant process; • Improving financial management; and • Minimising fraud.

  24. Organisational Environment & Context:Cooperative Governance of the Social Assistance Function • Minister of Social Development is the Executive Authority- accountable as the political principal for the entire social assistance function. • DoSD is responsible for Policy Formulation and SASSA is responsible for Grant Administration and Payment Services; • CEO is accountable to the Minister; and • A Shareholders Compact and a Performance Agreement are signed by both parties.

  25. Achievements for 2006/07 Financial Year

  26. Key Highlights:Office of the CEO • During 2006/07, 80% of resource effort was spent on: -Establishment; -Operationalisation; and -Integration of the social assistance administration and payment services.

  27. Key Highlights:Internal Audit & Risk Management • 15 178 fraudulent public servants identified; • 2 258 public servants convicted of grant fraud; • Acknowledgement of debts signed and money is being recovered; • 2 317 fraud hotline cases received to date ; • Over 86 000 indemnity applications processed; and • 71 038 applicants granted indemnity while 8 693 were denied and being investigated

  28. Key Highlights:Corporate Services • Transferred more than 6 000 grant administration staff from the National and the nine Provincial Departments of Social Development to SASSA; • 300 staff have been recruited and appointed, principally to capacitate support functions; • Filling of Most Executive Management positions at Head office; • Most senior managers positions have been filled; • Implemented HR policies and procedures; and • Skills Audit has begun.

  29. Key Highlights:Information and Communication Technology • Transversal ICT Systems including SOCPEN, BAS, LOGIS, PERSAL and Home Based Electronic Document Management systems are being implemented; • ICT infrastructure has been provided in all 9 regional offices and some districts; and • First phase of the MIS project has been completed with about 100% of all beneficiary files processed;

  30. Key Highlights:Communication and Marketing • Developed and implemented a Communication Strategy; • Participated in Government Izimbizo; and • Produced promotional materials.

  31. Key Highlights:Finance • Budgets from various Provincial DSDs have been transferred to the Agency; • A Bid Committee has been formed and is fully functional; • Supply Chain Management policies and procedures have been approved; and • All financial policies and delegations have been developed and approved;

  32. Key Highlights:Customer Services • Standardised Structural Plans and Interior Layout for service offices completed; • Spatial Optimisation and local planning for service offices have been completed. • Project for 2-day Turnaround time has been successfully implemented in the Eastern Cape; • Guidelines for unclaimed benefits, reviews and complaints were drafted; and • Grant Application Forms have been standardised throughout the Agency.

  33. Key Highlights:Strategy & Business Development • Head office has been established and 9 regions have established offices; • Strategic plans for 2006/07-2008/09 developed for the Agency; • Separation criteria that relates to the Regional, District and Local Office Levels has been developed; • Regular monitoring and reporting of the consolidation process; and • Regions are on the SASSA Head Office financial BAS system;

  34. Service Delivery Trends • Number of grants increased strongly between January 2006 and January 2007; • Overall 10.7% growth across all grants; • Old Aged grants grew by 2.5%; • Permanent Disability Grants by 4.1%; • Temporary Disability Grants by 30.2%; • Foster care by 27.1%; • Care dependency by 10%; and • Child Support grew by 13.5%, which is currently more than 8.2 million. NB: (0-1 yr is 357 875, 1-2 yrs is 608 860 and 2-3 yrs is 633 397)

  35. Grants Expenditure Patterns • The overall growth rate for all grants across all provinces was an average of 0.5% per month during the period April 2006 to January 2007; • Old Aged grants expenditure grew by 0.1% per month; • Permanent DG expenditure grew by 0.2% • Temporary DG by 2.3%; • Foster care by 1.7%; • Care dependency by 0.7%; and • Child Support grew by 0.7%

  36. 2007/08- 2009/10 Strategic Priorities

  37. Programme 1: Office of the CEO Objective This programme is responsible for providing strategic leadership and overall management regarding the administration and payment of social grants in South Africa.

  38. Programme 1:Office of the CEO Priorities • Improve and strengthen the management of the Agency; • Providing capacity building for the institution for the purpose of ensuring effective and efficient service delivery; • Development and implementation of institutional policies; • Ensuring an effective, efficient and economical management of the Agency’s resources; and • Effective interaction and partnership with key stakeholders.

  39. Programme 2:Internal Audit & Risk Management Objective This programme seeks to enhance good corporate governance within the South African Social Security Agency (SASSA) especially in reducing fraud and corruption in the grants administration process through effective and efficient risk management and internal audit. Priorities • Provide quality internal audit services to improve efficiency within SASSA; • Develop and implement national fraud prevention strategy; • Increase rate of investigations – increase in-house investigative capacity; and • Finalize and implement the risk management strategy.

  40. Programme 3:Corporate Services Objective This programme is responsible, firstly for the effective and efficient management and development human capital. Secondly, it provides auxiliary support and legal and contract management services. Priorities • Ongoing implementation of HR strategy and policies for the Agency; • Review / benchmark existing HR Policies;

  41. Programme 3:Corporate Services cont… Priorities • Finalise the Skills Audit and implement recommendations; • Develop and co-ordinate change management programmes and campaigns; • Develop and implement auxiliary support services strategy and policies; and • Implement litigation and contract management framework.

  42. Programme 4:Communications and Marketing Objective This programme is responsible for providing strategic communication and marketing services for the Agency. Priorities • Strengthen Internal Communications; • Develop and promote Brand and publications; and • Maintain good media relations.

  43. Programme 5:Finance Objective This programme is responsible for providing financial management and accounting services to the Agency. Priorities • Review and optimise Financial and Supply Chain Management policies, procedures and delegations. • Implement the ERP system; • Create and implement a centralised Beneficiary Transfers Department.

  44. Programme 6:Information & Communication Technology Objective This programme is responsible for Providing information and communication technology services to the Agency.

  45. Programme 6:Information & Communication Technology Priorities: Business Imperatives Category A – Internal corporate processes improvement and automation: • Increase in benefit’sawareness and takeup rate; • Improvement of management and administration; and • Consolidation and standardization of fragmented Social Security system and technology infrastructure (from previously autonomously-run provincial governments) Category B – Core process improvements and automation: • Reduction of application processing time; • Lowering of administration costs ; • Reduction of Litigations (Application processing aligned with the legislative framework); • Enhanced Fraud prevention strategies. Category C – External Stakeholder process improvement and automation: • Collaboration and cooperation with other government departments in terms of information, processes and technology sharing

  46. Programme 6:Information & Communication Technology Priorities: ICT Solutions Category A – Internal corporate processes improvement and automation: • Implementation of integrated CRM and Contact Centres; • Implementation of integrated ERP system; and • Provision of ICT Infrastructure, Connectivity and business aligned support. Category B – Core process improvements and automation: • Implementation of the MIS project countrywide and reduction of litigation; • Enhancement and Retirement of SOCPEN system; • Redesign of the Payment Model and related services; and • Implementation of Fraud Prevention & Risk Management systems, solutions, and processes. Category C – External Stakeholder process improvement and automation: • Design and implementation of real-time interface engine for beneficiary verification with Dept of Home Affairs, SAPS, Dept. of Labour, etc; and • Implementation of Client Relationship Management systems.

  47. Programme 7:Customer Services Objective The programme is responsible for providing a coordinated and integrated grant administration and payment service by providing strategic guidance to Head Office and Regions

  48. Programme 7:Customer Services Priorities Customer Centric Services: • Implement a Customer Charter; • Roll -out standardised business processes. • Implement improved turnaround time for grants processing; and • Improved conditions at pay points and access points.

  49. Programme 7:Customer Services Priorities Improved Service Delivery Infrastructure: • Incremental acquisition and customisation of suitable infrastructure; and • Increased coverage and accessibility through deployment of 40 mobile units in all regions; Contract/Vendor: • Develop tool to monitor compliance by service providers; and • Roll -out infrastructure. Customer care: • Finalise establishment of centralised contact centre; and • Review, implement and assess Customer Charter.

  50. Programme 7:Customer Services Priorities Beneficiary Maintenance: • Implement remaining modules for MIS; • Implement Fraud Detection Mechanisms; • Implement Data Quality Management project; and • Strengthen the verification process within the value chain.

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