south african social security agency strategic plan 2006/7- 2008/9 presentation to the portfolio...

South African Social Security South African Social Security AgencyAgency

Strategic PlanStrategic Plan2006/7- 2008/92006/7- 2008/9

Presentation to the Portfolio Committee on Social Development

15 March 2006

OUTLINE OF PRESENTATIONOUTLINE OF PRESENTATION

The Presentation covers the followingIntroduction and background

Progress on the Establishment and Operationalisation of the Agency

Strategic Plan for 2006/07 to 2008/09, particularly

Key Priorities and ObjectivesDifferent Programmes, and Medium Term Expenditure Framework for the period

Institution building – Phased Institution building – Phased ApproachApproach

The Agency establishment is a phased approach comprising:

Preparation Phase (April 2005 – April 2006),Consolidation Phase (April 2006 – April 2007), Standardisation Phase (April 2007 onwards),Optimisation Phase (April 2008 onwards)

Preparation PhasePreparation Phase

Key elements within preparation phase:Listing of the Agency as Schedule 3A Public EntityOperationalisation of the Agency Head Office include:

Infrastructure set-up;Appointment of critical personnel;Finalisation and approval of policies, processes, procedures and systems;Transfer of national DoSD grants administration personnel and financing responsibilities to the Agency.

Establishment of Regional offices include:Establishing systems;Ring-fencing and migration of staff;Regional Infrastructure.

Consolidation PhaseConsolidation Phase

Key elements within consolidation phase:

Finalising the establishment of the regional structures;Transfer and integration of the social assistance administration function into the Agency on a phased approach.

Progress on Establishment and Progress on Establishment and OperationalisationOperationalisation

The following capacities are in place:

Head Office:Infrastructure set-upAppointment of key and critical personnelImplementation of appropriate policies, processes, procedures and systems

Progress on Establishment and Progress on Establishment and Operationalising of AgencyOperationalising of Agency

Regional Office level :Systematic separation and integration of social assistance administration into Regional structureRegional Office infrastructure establishmentRing- fencing of personnel and assets completeAppointment of additional personnelImplementation of appropriate information and Technology systems in certain regions

Human Capital ManagementHuman Capital Management

Staff:Head Office executive management team in placeCEO Performance Agreement and Shareholder Compact signed with the MinisterHuman Resource Policies and Processes are approved and are implemented

Human Capital ManagementHuman Capital Management

Staff:Job evaluation of all posts are completedCritical posts are being filled at Head Office and in the RegionsSASSA Persal system implemented

FinanceFinanceFinancial management and accounting systems:

Financial Policies, procedures and processes in place

Accounting practice and guidelines in place

FinanceFinance

Basic Accounting System in placeDeveloping in-year accounting warning system

Information and Communications Technology standards, processes and delegations are being implemented

Information and Communications Technology strategy is being implemented

Information and Communications Technology Infrastructure is being rolled out in the Regions

Information and Communications Information and Communications TechnologyTechnology

Strategic Plan 2006/7 – 2008/9Strategic Plan 2006/7 – 2008/9

VisionVision

To provide world-class social security services

MMissionission

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;

MMissionission

Paying the right grant amount, to the right person, at the right time.Delivering innovative, cost effective and efficient services to individuals, their families and community groups.

CCore ore VValuesalues

The following values inform our work:

Promotion and protection of human dignityConfidentialityIntegrityFairnessTransparencyEquity

Customer Service EthosCustomer Service Ethos

Informed by our core values SASSA’s services will be geared towards treating beneficiaries with respect and dignity.

Theme of SASSATheme of SASSA

Paying the right grant amount, to the right person, at the right time.

Legislation informing the mandate Legislation informing the mandate of SASSAof SASSA

South African Social Security Agency Act, 2004

Social Assistance Act, 2004

Key Strategic PrioritiesKey Strategic Priorities

Key Priorities for the Agency are:Improving service delivery quality

Enhancing grant process integrity

Organizational capacity

Key Strategic PrioritiesKey Strategic Priorities

Improving financial management and administration

Management of Payment Contractors

Minimization of fraud

KeyKey SStrategic trategic ObjectivesObjectives

Strategic Objective 1: Ensure a High Performance Institution

Strategic Objective 2: Service Delivery Improvement

Strategic Objective 3: Improvement of Operational Excellence

Strategic Objective 4: Good Governance

Create/Establish a High Performance Institution

Implement a Business Continuity Transition Plan

Establishing offices

Staffing: recruitment, migration and change management

Design and implement Information Communication Technology systems/enablers established and in place

Ensure a High Performance Ensure a High Performance InstitutionInstitution

Ensure a High Performance Ensure a High Performance Institution (cont.)Institution (cont.)

Implement Organisational Structure

Finalise and implement Policies, processes & delegations

Review contracts and establish new contract management frameworks

Develop and operationalise high performing, efficient & effective institution

Implement and integrate a high performance system and culture Enhance all policies and proceduresImplement Communications Strategy



Consolidate a high performance institution

Develop consolidation processes with strategic reviewAlignment with other outputs (consolidate through reviews – evaluate, consolidate position and re-align)

Ensure a High Performance Ensure a High Performance InstitutionInstitution

Ensure Agency compliance with legislative mandates

Development of uniform training programmes that address complianceImplement Training ProgrammeSetting up structures and mechanisms based on compliance requirements

Service Delivery ImprovementService Delivery Improvement

Improve administration of social security:-

Implement standardised and coherent norms and standards

Design and implement strategy for back office integration, including Enterprise Resource Planning system

Roll-out priority Information Communication Technology systems


Develop & implement alternative service delivery models

Enhance data improvement quality programme

Development and implement forecasting models (micro and macro)


Improve delivery of social security

Implement norms and standards

Implement Service Delivery Model (pilot)

Design and implement standardise contracts and guidelines


Optimise (incrementally) infrastructure to improve access to social assistance

Develop customer relationship strategy

Introduce call centres

Develop customer charter for beneficiaries

Improvement of Operational Improvement of Operational ExcellenceExcellence

Build Capacity in the Agency

Recruitment, appointment and training of staff

Design and implement appropriate systems

Implementation of Policies and Procedures

Develop and implement systems to benchmark and measure performance

Good GovernanceGood Governance

Alignment of policies, processes and procedures with relevant legislation

Implement a communication strategy

Implement a complaints mechanism

Implement a fraud prevention strategy

Implement structures, systems and procedures in line with legislation, King Report on Corporate Governance and state owned entity protocols

Good GovernanceGood Governance

Implement a code of conduct and ethics

Strengthening partnerships and collaborations

Maintain risk management plan

Programme Programme 11: : AdministrationAdministration

Purpose:Overall management of the Agency

Key Measurable Objectives:Regular reports to principal stakeholders Quality internal audit reports on risk management and control

Quality internal audit reports on governance strategy

Implementation of fraud prevention strategy

Programme 2: Corporate ServicesProgramme 2: Corporate Services

Purpose:Overall management of human capital, delivery of auxiliary services and the provision of legal services

Key Measurable Objectives:Human Resource Strategy and Policies Implementation of new Performance Management System Capacity building based on HR development strategy

Programme 2: Corporate ServicesProgramme 2: Corporate Services

Key Measurable Objectives:Effective Facilities Management, strategy and systems

Transport and Fleet Management, strategy and systems

Provision of secure office space and work environment

Legal and Legislative Services

Programme Programme 3: Communications, 3: Communications, Marketing and Change ManagementMarketing and Change Management

Purpose:Provision of advice on marketing and communication

Media liaison and public relations

Key Measurable Objectives:Provide of communications support to the Agency and the CEO

Establish and manage a shared service centre for beneficiaries

Programme Programme 3: Communications, 3: Communications, Marketing and Change Marketing and Change

ManagementManagementKey Measurable Objectives

Creating awareness of the SASSA brand

Maintain strong relationships with internal and external stakeholders (civil society, parliament, Regions)

Manage the change management process

Programme 4: Finance and Supply Programme 4: Finance and Supply Chain ManagementChain Management

Purpose:The provision of Financial Management Services

Key Measurable ObjectivesFinalise the transfers of budgets, assets and liabilities

Financial accounting policies and systems and delegation of AuthorityBudget structure and SCOA for transfers and operations

Funds flow model finalised

Monitor and review contracts for payment contractors

Programme 4: Finance and Supply Programme 4: Finance and Supply Chain ManagementChain Management

Key Measurable Objectives:

Implement policies for suppliers of goods and services

Develop the outsourced model for non-core services

Develop Risk Management plan applicable to finance

Programme Programme 55: I: Information nformation Communication Communication TTechnologyechnology

Purpose:

The provision of Information and Communications Technology Services

Key Measurable Objectives

Implement ERP systemsAutomate Grants processes (ECM)Implement data warehouse


Key Measurable ObjectivesSocpen EnhancementImplement a CRM solutionImplementation of e-Government and portal servicesImplementation of a Business Intelligence (BI) solution


Key Measurable Objectives:Provide and manage of information communication and technology (ICT) resources


Key Measurable ObjectivesImplementation of interim ERP system (BAS, PERSAL, LOGIS)

Provisioning of enterprise wide area network services

User support and service management

Acquisition of hardware, software and management of contracts and agreements

Programme Programme 55: Information Technology: Information Technology

Key Measurable ObjectivesDevelop and implement a Governance Plan Develop and Implementation of the Master Information Systems Plan

Development of enterprise information technology architecture, principles and standardsDevelop and implement information technology organisational structure

Implement information technology Security and Risk Management Plan

Programme Programme 66: : CustomerCustomer ServicesServices

PurposeGrant administration that improves delivery of social security services

Key Measurable ObjectivesImprove service delivery to restore the dignity of beneficiariesDesign and introduce standardised contracts

Programme 6: Customer ServicesProgramme 6: Customer Services

Key Measurable ObjectivesImprove access to social assistance through the optimisation of infrastructureImplement a customer relationship strategyPlan and introduce appropriately located call centres

Develop customer charter for beneficiariesService delivery integrityImprovement of data quality

Programme Programme 77: Strategy and : Strategy and Business Business DevelopmentDevelopment

Purpose:To develop innovative strategies and mechanisms to improve service delivery


Integrate of social assistance function at national and regional levels.Facilitate learning and knowledge management in support of operations

Programme 7: Strategy and Business Programme 7: Strategy and Business DevelopmentDevelopment


Manage, implement & monitor institutional operations and projectsImplement research and development projects on specified grants administration and service delivery areas

Programme 7: Strategy and Business Programme 7: Strategy and Business IntegrationIntegration

Key Measurable ObjectivesManage new and existing partnerships to enhance service delivery.Design and develop models (macro/micro economic and simulation) based on social assistance policies

Programme Programme 77: Strategy and : Strategy and Business Business IntegrationIntegration


Accurate costing of social security policiesIntegrated strategic and operational plans guide work of the Agency.Development of effective monitoring and evaluation processes within SASSA

Programme Programme 77: Strategy and Business : Strategy and Business IntegrationIntegration

Key Measurable ObjectivesEvaluation of social security impact.Provide strategic support through monitoring and evaluation.Systemic monitoring and evaluation ensures strategic coherenceExemplary Corporate Governance codes procedures and ethics guide the work of the agency.

2006 MTEF Social Assistance 2006 MTEF Social Assistance Over 2006 Medium Term Expenditure Framework Social Assistance System is financed through

Social Assistance Transfers

Social Assistance Administration

Social Assistance Transfers, that is, social grants are funded via the national Department of Social DevelopmentPayments of social grants are generated through the Social Pension System (SOCPEN)Agency will generate a voucher/payment extraction for funds to be transferred to eligible beneficiaries

2006 MTEF Social Assistance 2006 MTEF Social Assistance

From 1 April 2006 Social Assistance Administration is funded through a transfer to the Agency via national Department of Social Development

Through this financing mechanism, SASSA, is fully responsible and accountable for Social Assistance Administration

2006 Strategic Plan shows that the Social Assistance Administration funds comprise:

SASSA Establishment and Operational FundsSocial Assistance AdministrationGrants Administration Integrity

2006 MTEF Social Assistance2006 MTEF Social Assistance

Social Assistance Administration grows from R3,6billion in 2006/07 to R4,1billion in 2008/09

SASSA Establishment and Operationalisation fund grows from R135m in 2006/07 to R167million in 2008/09

Grants Administration Integrity increases from R96million in 2006/07 to R158million in 2008/09

2006 MTEF Social Assistance2006 MTEF Social AssistanceSocial Assistance Administration funds mainly covers expenditures in current provinces – regions on:

Compensation of Employees

Goods and Services such as Payment Contractors (Handling Fees, which is budgeted slightly above R2billion per annum)

Transfers and subsidies

Payments for Capital Assets such as Infrastructure (Rental and maintenance for buildings, etc)

Projected Expenditure - RegionsProjected Expenditure - Regions

2006/07 2007/08 2008/09R'000 R'000 R'000

Eastern Cape 696,113 724,760 793,138 Free State 242,899 257,776 282,096 Gauteng 375,514 396,121 433,493 KwaZulu-Natal 819,796 849,405 929,542 Limpopo 516,290 548,101 599,811 Mpumalanga 268,391 286,175 313,175 Northern Cape 97,710 103,695 113,478 North West 316,768 331,487 362,761 Western Cape 250,839 276,670 302,773 Total 3,584,320 3,774,190 4,130,267

REGIONS

Projected Expenditure - BranchesProjected Expenditure - Branches

BRANCH - HEAD OFFICE 2006/07 2007/08 2008/09

Corporate Services 21,131 21,976 22,855 Strategy and Business Development 64,339 86,381 95,596 Customer Care 22,059 34,670 25,250 Information and Communication Technology 24,733 16,000 16,000 Treasury/Finance 25,370 50,091 52,408 Communication & Marketing 22,868 32,517 31,850 Compliance and Grants Reviews 40,559 60,674 69,674 Office of the CEO 10,027 10,428 10,845 Total 231,086 312,737 324,479

CONCLUSIONCONCLUSION

This presentation has covered:Progress on the Establishment & Operationalisation of the Head and Regional Offices

Progress Report on Human Capital Development, Information Communication Technology, Service Delivery and Financial Administration and Systems

Strategic Plan for 2006/07 to 2008/09, particularly

Key Priorities and ObjectivesDifferent Programmes and Projects to be implemented, and the Medium Term Expenditure Framework

THANK YOUTHANK YOU

south african social security agency strategic plan 2006/7- 2008/9 presentation to the portfolio...

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