dsd strategic plan 2007-2010

"Building a caring society. together"

DSD Strategic Plan2007-2010

Presented to Portfolio Committee on Social Development

07th March 2007


Presentation outline

• Part A– Overview

– Strategic Perspective

• Part B– Strategic Outputs for 2007

– Challenges

• Part C– Strategy & Budget Alignment


PREFACE• The Government Gazette Notice no. 29644 (dated 20 February

2007) calls on government departments and Chapter 5 entities to table their strategic plans with a minimum of 10 days before the budget vote’s discussion.

• I am happy to report that:– The Department of Social Development; and – All entities reporting to the Minister (SASSA and NDA),

indeed complied with this requirement, well in advance.


Part A


CONTEXT• Challenges facing the department of Social Development

and the sector are varied.

• Poverty, unemployment, inequality and absence of essential services and their concomitant social ills are common denominators that cut across most of these challenges

• The complexity of the challenges is further exacerbated by the fact that developmental welfare services is labour intensive and depends largely on skilled social workers and community development practitioners, both these professionals are in short supply to meet the service delivery demand


CONTEXT

• In addressing these challenges, the Department identified three client categories– Poor;– Vulnerable; and – Marginalised groups

• Central priority of the department is the provision of a range of social services to meet the socio-economic needs of the poorest and most vulnerable within the constraints of available resources


DSD Strategic Perspective• The department has premised its strategies and

services on two platforms:

– services that deal with assisting society to deal with what they are currently experiencing as a result of poverty and social dislocation and

– strategies to deal with the factors that give rise to and sustain poverty, inequality and social discord.


Mission

To ensure the provision of comprehensive, integrated, sustainable and quality social development services

against vulnerability and poverty and create an enabling environment for sustainable development in partnership

with those committed to building a caring society.

Vision

A caring and with integrated system of social development services that facilitates human development

and improves the quality of life.


• Create an enabling environment for social and human capital investment.

• Promotion of social integration.

• Social protection initiatives to build the capacity of vulnerable groups.

• Provide a comprehensive social security system.

• Leadership in social development to ensure the deepening of the social policy discourse and evidence-based decision-making.

• Effective and efficient management of social development programmes and activities in partnership with civil society and other social partners.

• Good governance.

• Steering national involvement in African and International frameworks and agreements with respect to socio-economic development.

Strategic Priorities


Functional areas per programme• Programme 1: Administration

– To provide for policy and strategic direction by the ministry and top management and for overall management and support services to the department.

• Programme 2: Comprehensive Social Security – Ensure the development of norms and standards, facilitate financial and

economic planning and monitor compliance with social assistance policy prescripts for the provision of a comprehensive system of social security. Facilitate the payment of Social Assistance to households.

• Programme 3: Policy Development, Review and Implementation Support for Welfare

– Create an enabling environment for the delivery and accessibility of integrated social welfare services in partnership with all relevant stakeholders.


Functional areas per programme

• Programme 4: Community Development – Develop, monitor and facilitate the implementation of appropriate

policies, strategies and programmes aimed at strengthening the potential of communities, including youth, to sustain and improve their livelihoods and further human development.

• Programme 5: Strategy and Governance– Lead the strategic management component of the department; foster

operational efficiency through improved alignment between mandates, strategies and institutional capacity. Provide strategic guidance on social policy development, co-ordination and evaluation; facilitate and develop the department’s strategic plan; oversee all entities, agencies and boards reporting to the department; and co-ordinate monitoring and evaluation across the sector.


Key Performance Areas1. Developing appropriate regulatory mechanisms for promotion and

protection of rights of the poor, vulnerable and marginalized.– Develop, monitor and facilitate the implementation of Social Development

policies, strategies, programmes and service standards

2. Contribution to Human Capital Investment by developing skills in social development.

3. Expanded Public Works Programme in the Social Sector– Coordinating EPWP in the social sector by setting up institutional structures

and mechanisms at national and provincial levels of government

4. Improve Institutional Performance– Transform and restructure the Department to ensure effective and efficient

service delivery.


Part B Strategic Outputs per Programme


Comprehensive Social Security• PROGRAMME OBJECTIVE:

– To enhance the human well-being of all through measures that address income poverty through adequate incomes throughout a person’s life-cycle, including equity and efficiency of benefits

– Social Assistance • Facilitate progressive realisation of all Social Security rights through

the following:– Develop tools to facilitate uniformity in assessing disability– Revise policy on comprehensive social security for children– Develop policies and strategies on income support for families– Create social protection measures for youth


Comprehensive Social Security

– Social Assistance (Cont…)• Re-engineering of the Social Relief funds

– Present policy proposal for consolidation of social relief funds into a single institutional arrangement

– Reduce of turn around time to process application to 2 months

– Social Insurance• Draft legislation to effect reform of retirement provisions

• Social Budget – Undertake a comprehensive social budget exercise covering public and

private investment in social services.


SOCIAL WELFARE SERVICES

• PROGRAMME OBJECTIVE: – To develop, facilitate and monitor the implementation

of policies, strategies and programmes on integrated social welfare services that meet the needs of all vulnerable groups.

– Transformation of Welfare Service delivery: • Develop Policies and strategies focusing on

– social welfare services to children with special needs including orphans

– victims of crime and domestic violence, and – programmes to promote functional families



– Transformation of Welfare Service delivery (cont):

• Review and implementation of relevant legislation and policies

– Develop legislation on social services

– Table substance abuse legislation in parliament

– Promulgate Older Persons Act, 2006

– Complete regulations for the implementation of the Child Care Act, 2005

– Develop costing models for the finalisation of policy on disability


SOCIAL WELFARE SERVICES– Transformation of Welfare Service delivery (cont):

• Development of norms and standards– Develop norms and standards for social service provision – Develop norms and standards for in-patient and out-patient services for treatment of

substance abuse – Develop minimum standards for services to people with disabilities – Develop integrated guidelines for rehabilitation of persons with disabilities

• Developing capacity for delivery of social services– Implement the recruitment and retention strategy for social workers– Coordinate training of service providers on the Integrated Service Delivery Model– Coordinate training of service providers in the field of substance abuse– Conduct capacity building programmes for service providers within the disability sector– Conduct capacity building programmes for probation officers– Coordinate training of Home Community Based Care projects on management principles– Capacitate residential care service providers on management of HIV/AIDS



– Transformation of Welfare Service delivery (cont): • Implementation support for Welfare Services

– Create linkage of district social services offices with the National Child Protection Register.

– Improve foster care and residential care services

– Establish a database for adoptable children and prospective adoptive parents

– Develop an implementation plan on the SA Victims Charter of Rights.

– Develop HIV/AIDS management programme for children and youth in residential care


COMMUNITY DEVELOPMENT

• PROGRAMME OBJECTIVE:

– To develop, monitor and facilitate the implementation of appropriate policies, strategies and programmes aimed at sustainable livelihoods and human development.

– Develop Community Development Policy– Improve conditions of service for community development

practitioners – Implement the recommended salary levels for CDPs– Develop norms and standards for CDPs– Standardise education and training for Community development


COMMUNITY DEVELOPMENT– Improved governance and institutional capacity of NPOs

– Improve Regulatory framework– Cost implementation of legislation

– Registration and compliance of registered organisations– Turn around time for registration of NPOs reduced to two months– Improve compliance with NPO Act – De-register non-complying organisations

– Enhance institutional capacity of the sector – Conduct training– Institutionalise platform for dialogue between government and NPO sector – Create an environment to access information on registered organisations.


COMMUNITY DEVELOPMENT

– Develop framework to link DSD programmes with Sustainable Livelihoods Approach.

• Develop conceptual document on Sustainable livelihoods Approach• Develop strategy to link grants to livelihoods and cooperatives

– Promote and support youth development and the massification of the National Youth

• Cost the Integrated Youth Development Plan • Escalate the implementation of the National Youth Service

Programme • Develop the Integrated Youth Development Strategy • Professionalise Youth Work


SPECIAL PROGRAMMES• Expanded Public Works Programme within the Social Sector

– Expanded Public Works Programme: Sector Coordination• Manage and coordinate Social Sector Expanded Public Works Programme• Develop mainstreaming framework and guidelines for integrating EPWP in the

Social Sector.• Develop strategy for the massification and sustainability of EPWP jobs

– Implementation of the EPWP within ECD and HCBC• Develop and implement training module for HCBC accredited by the HWSETA• Train Care givers and offer stipends• Fast track registration of new ECD sites in line with EPWP business plan.• Develop M&E system for ECD and HCBC


STRATEGY AND GOVERNANCE

• PROGRAMME OBJECTIVE: – To ensure good governance, operational and enhance service

delivery efficiency capacity within the department and the sector.

– Improved governance and oversight of public entities• Ensure transfer of funds in line with mandate and delivery goals • Develop regulatory framework for the management of interface• Establish and review key institutions that report to the minister

– Strategy development, business and programme performance• Align DSD strategic plan with public service priorities, planning cycle and

Treasury regulations• Standardise annual performance plan and long term strategy framework


STRATEGY AND GOVERNANCE• PROGRAMME OBJECTIVE:

– To ensure good governance, operational and enhance service delivery efficiency capacity within the department and the sector.

– Monitoring, Evaluation and Impact Assessment– An integrated monitoring and evaluation framework including guidelines is available– Develop comprehensive impact assessment and client satisfaction survey tools

– Social policy development and coordination – Policy coordination, integration and analysis framework is available– Develop collaboration framework with academia on policy formulation,

coordination and analysis

– Promotion and implementation of population policy• Enhance awareness and understanding of population and

development trends and dynamics


Strategic Challenges • Since the Department’s newfound vision, mandate and programmes emphasise its policy

role, a healthy tension exists between the expansions of core business vs. the strengthening of support services.

• South Africans are somewhat ambivalent in their values attached to social security. On the one hand there is a fear that we will develop a citizen with a dependency culture; on the other hand there is no doubt about government‘s of the leadership’s commitment to the plight of the poor and the objective of building a better life for all. The consequence of this is an ongoing, yet constructive debate. It nevertheless poses challenges for us; in that there is a constituency that still needs to be convinced of the value add of social security policies. It is for this reason that the department will continue to invest in research which will continue to inform us of the benefits and unintended consequences of our programmes

• Redressing the historical under-funding of developmental social services still remains the greatest challenge. The achievement of the above-mentioned priorities will be dependent on adequate funding being received, particularly given the previous focus on the provision of personnel and the lack of support for programmes.


Strategic Challenges • Non – compliance with the NPO Act.

– The Department is in the process of appointing additional staff members to enhance its capacity to administer and monitor approx. 40 000 NPOs currently registered.

• The slow process of filling of posts. – In order to achieve a reasonable vacancy rate the current vacancy rate will be reduced by 10%

each progressive year. – We have reviewed our Recruitment and Selection Policy with the intention of shortening the

turn around time of recruitment in the Department.

• Financial administration of the social assistance function poses many challenges due to dual responsibilities between SASSA and the Department which impacts on accountability.

– We are working with National Treasury and SASSA to come up with measures to reduce the risk

• Lack of effective management information systems for social welfare and community development programmes, limit our capacity to monitoring and ev

– The integrity of the non-financial data provided by provinces is questionable


Challenges: Matters of emphasis

• General weaknesses with SOCPEN– Lack of general controls surrounding the SOCPEN

System.

• Safe keeping of accounting records


Part C


MTEFFINANCIAL YEARS 2007/08 TO 2009/10


MTEF GROWTH TRENDS

• Total additional allocation over MTEF is R683 million

• Total budget grows at an average rate of 8,3% p.a. • Socdev budget, excl transfers to SASSA & NDA

grows at average rate of 27,5% p.a. – Prog 1 : 7,3%– Prog 2 : 8,9%– Prog 3 : 56,3%– Prog 4 : 6,8%– Prog 5 : 30,1%


MTEF GROWTH TRENDS

• Additional allocations were mainly for:– Social dev policy implementation support

(R45m: 07/08; R48m: 08/09; R59m: 09/10)– Oversight & Support of key institutions

(R10m: 07/08; R10m: 08/09; R11m: 09/10)– Implementation of MIS - SASSA

(R70m: 07/08; R20m: 08/09; R20m: 09/10)


MTEF GROWTH TRENDS• Additional allocations were mainly for:

– Integrated MIS – Welfare Services

(R25m: 07/08; R0m: 08/09; R0m: 09/10)– Social Worker Scholarships

(R50m: 07/08; R105m: 08/09; R210m: 09/10)


BUDGET COMPARISONBUDGET COMPARISON

R 62,005,460R 67,232,108

R 73,220,351

R 79,269,425

R 0

R 10,000,000

R 20,000,000

R 30,000,000

R 40,000,000

R 50,000,000

R 60,000,000

R 70,000,000

R 80,000,000

2006/07 2007/08 2008/09 2009/10


Earmarked Funds 2006/07 – 2009/102006/07

R’000

2007/08

R’000

2008/09

R’000

2009/10

R’000

Amount Voted 2007 - ENE 62 005 460 67 232 108 73 220 351 79 269 425

- Special Allocations 61 591 560 66 637 583 72 609 570 78 615 960

Devolution of Public Works Funds 8 678 9 389 10 124 11 156

Social Assistance Transfers 57 720 109 62 440 058 68 034 762 73 628 895

Admin of Social Assistance 3 584 320 3 760 010 4 115 236 4 403 453

Disaster Relief 10 000 10 000 10 000 10 000

Emergency Disaster Relief 5 000 5 000 5 000 5 000

Walvis Bay Project 5 441 5 713 6 227 6 538

National Development Agency 123 012 129 163 136 267 144 782

Establishment of SASSA 135 000 158 250 166 954 176 136

Grant Administration Integrity 96 086 154 487 157 525 166 189

SASSA (MIS) - 70 000 20 000 20 000

Social Workers Bursaries - 50 000 105 000 210 000

TOTAL OPERATIONAL BUDGET 413 900 594 525 610 781 653 465


Budget Allocation per Programme (excl Public Entities) - 2007/08

P 4:Comm Develop7%

P 3:Pol Dev Welfare39%

P 5:Strat & Gov17%P 1:Admin

27%

P 2: Soc Sec10%


2007 ESTIMATES OF NATIONAL EXPENDITURE (ENE)

2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10

Audited

AdjustedApprop

Medium-term Estimates

Administration 78,616 91,624 105,128 125,873 138,902 146,418 155,340

Comprehensive Social Security 39,049,965 47,471,591 54,703,563 61,950,147 66,638,839 72,554,909 78,459,673

Policy Development, Review and Implementation Support for Welfare Services 24,082 38,795 83,772 104,131 198,976 265,122 383,588

Community Development 186,406 130,457 142,316 156,689 167,528 174,201 185,614

Strategy and Governance 18,203 33,800 33,061 45,585 87,863 79,701 85,210

TOTAL 39,357,272 47,766,267 55,067,840 62,382,425 67,232,108 73,220,351 79,269,425


2007 ADDITIONAL FUNDS ALLOCATED

PROGRAMME 2007/08

R’000 2008/09

R’0002009/10R’000

Administration 2 664 2 842 3 494

Comprehensive Social Security 70 000 20 000 20 000

Policy Development, Review and Implementation Support for Welfare Services 90 336 147 958 265 121

Community Development 7 483 7 683 8 434

Strategy and Governance 29 517 4 517 4 966

TOTAL 200 000 183 000 300 000


Programme 3: Policy Development, Review and Implementation Support for Welfare Services

2007/08R’000

2008/09R’000

2009/10R’000

Service Standards 57 160 112 418 217 698

Substance Abuse and Central Drug Authority 8 200 8 610 9 041

Children 8 062 8 465 8 888

Families 1 950 2 048 2 150

Social Crime Prevention 1 615 1 696 1 781

HIV and Aids 4 953 5 201 5 461

Service Provider Support and Management 5 296 6 266 14 669

Policy Development, Review and Implementation Support for Welfare Services

90 336 147 958 263 105


Programme 4: Community Development

2007/08R’000

2008/09R’000

2009/10R’000

Registration and Institutional Capacity Building of NPOs 5 483 5 483 6 034

Youth 2 000 2 200 2 400

Community Development 7 483 7 683 8 434


Programme 5: Strategy and Governance

2007/08R’000

2008/09R’000

2009/10R’000

Strategy Development, Business and Programme Performance 4 517 4 517 4 966

Special Projects Coordination 25 000 - -

Strategy and Governance 29 517 4 517 4 966


OUTCOMES OF 2006/07 FINANCIAL YEAR


2006/07 2006/07 DEPARTMENTAL SPENDINGDEPARTMENTAL SPENDING

R 62,382,425R 62,162,153

0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

70,000,000

Final Voted Expenditure

99% EstimatedSpending


EXPENDITURE PER PROGRAMMEEXPENDITURE PER PROGRAMME2006/072006/07

Programme Final Voted

R’ 000

Estimated Expenditure

R’ 000

%

Spent

Estimated Under-

spending

P1: Administration 116 590 112 253 96.28% 4 337

P2: Comprehensive Social Protection

48 866 46 208 94.56% 2 658

P3: Social Security Transfers and Administration

61 912 480 61 711 739 99.70% 200 741

P4: Social Welfare Services 104 131 101 701 97.67% 2 430

P5: Development and Research 172 516 169 178 98.07% 3 338

P6: Strategy, Regulatory and Oversight Management

27 842 21 074 75.69% 6 768

TOTAL 62 382 425 62 162 153 99.65% 220 272


SOCIAL ASSISTANCE TRANSFERSBUDGET / PAYMENT SCHEDULE / PROVINCIAL ACTUAL

R 57,720,109

R 51,480,530

28,000,000

33,000,000

38,000,000

43,000,000

48,000,000

53,000,000

58,000,000

Voted Transferred

89,19%


STATUS OF SOCIAL ASSISTANCE EXPENDITURE FOR THE 2006/07 FINANCIAL

YEARProvince Budget

allocation for 2006/07

R'000

Revised Budget

Allocation for 2006/07

R'000

BAS Expenditure figures as at December

2006*R'000

% spend

Projections up to the

end of March 2007

**R'000

Total Estimated

Expenditure for the 2006/07

FY ***R'000

Estimated Savings/

(Deficits) at end of

March 2007R'000

Eastern Cape 11,185,880 10,825,880 8,039,642 74.3% 2,737,924 10,777,566 48,314

Free State 4,149,493 3,779,493 2,806,216 74.2% 946,844 3,753,060 26,433

Gauteng 7,293,891 6,808,891 6,104,298 89.7% 668,065 6,772,363 36,528

Kwazulu-Natal

13,163,044 14,063,044 10,486,995 74.6% 3,526,822 14,013,817 49,227

Limpopo 7,486,785 7,676,785 5,691,976 74.1% 1,979,713 7,671,689 5,096

Mpumalanga 3,877,117 3,952,117 2,925,968 74.0% 1,021,939 3,947,907 4,210

Northern Cape

1,362,507 1,312,507 959,655 73.1% 329,007 1,288,662 23,845

North West 4,925,345 4,950,345 3,506,717 70.8% 1,441,447 4,948,164 2,181

Western Cape 4,276,047 4,351,047 3,241,354 74.5% 1,104,786 4,346,140 4,907

TOTAL 57,720,109 57,720,109 43,762,821 75.8% 13,756,547 57,519,368 200,741

* Inputs received from the provincial Departments of Social Development: Gauteng - Vulindlela figures for Dec 2006 and NW- IYM Report for Dec 2006).

** Projections based on the SOCPEN Extraction Reports *** Include deductions for refunds up to the end of January 2007.


STATUS OF SOCIAL ASSISTANCE EXPENDITURE FOR THE 2006/07 FINANCIAL YEAR

• Adjustments have been proposed to the initial budget allocations to the provincial Departments of Social Development based on the actual cash flow requirements (SOCPEN extraction data and refunds up to January 2007) for the payment of social assistance grants up the end of the 2006/07 financial year.

• A preliminary net saving to an estimated amount of R200,741 million is projected up to the end of the 2006/07 financial year on social grant transfers after refunds up to January 2007 have been deducted.


Budget Allocation

You might want to along these lines.

• Based on the allocation letter and the bids

• We might want to align the budget allocation and its forecast to the emerging priorities covered in the overview (I,e, Social Insurance).

• Any other thing that Mr Pakade thinks is strategic.


Thank you

dsd strategic plan 2007-2010

Documents

caring society

social partners

social development07th

social discord

social dislocation

range of social services

concomitant social ills

social policy discourse