1. PORTFOLIO COMMMITEE ON SOCIAL DEVELOPMENT BUDGET HEARINGS AND STRATEGIC PLAN 2008-2011
26 MARCH 2008
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2. Presentation outline Purpose. Challenges. Key achievements.
Strategic Themes & Objectives over MTEF.
Budget allocation 2008/
Conclusion.
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3. Purpose
To present to the Portfolio Committee (PC) the Department’s 7 thematic areas that encompass the department’s overall strategic plan.
To provide detailed budget that supports the implementation of the thematic areas.
Highlight challenges, key achievements and focused areas for entities over MTEF.
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4. Key Achievements
The DSD developed a discussion document on linking beneficiaries to economic and sustainable livelihoods opportunities, which was approved by Cabinet.
Together with other departments in the JCPS Cluster, the DSD has enhanced measures to tackle family violence and child abuse by facilitating the establishment of shelters and intensifying the victim empowerment programme.
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5. Key Achievements
The DSD has, over the past five years, strengthened its interventions to combat the spread of HIV and AIDS through a number of strategies including prevention, psycho-social support, care, etc.
The DSD is working closely with the Department of Justice & Constitutional Development in handling child and spouse abuse cases. This partnership seeks to help and support families in need, and to tackle the scourge of domestic violence.
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6. Key Achievements
This year sees the piloting of our flagship Masupatsela Youth Development Programme, which is another contribution to the National Youth Service Programmme. We envisage that through this programme we will possibly produce exemplary and caring young citizens.
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7. Key Achievements
A number of students have been encouraged to, and have registered for degrees in social work at several Universities in South Africa. This will help us address the severe shortage of social workers throughout the country.
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8. Strategic themes
The department has identified the following seven strategic themes to respond effectively to the Apex and other Government priorities in the Government Plan of Action (POA) :
Tackling child poverty; as a direct response to the 11.1 million children living in income poverty and the United Nations Convention on the Rights of a Child,
Tackling adult and older persons poverty; as a key component of our response to the Madrid Plan of Action on Ageing,
Social cohesion; as a contribution to the attainment of the Millennium Development Goals and the Copenhagen Plan of Action,
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9. Strategic themes
Youth development; as a direct response to youth unemployment and vulnerability in line with the United Nations Programme of Action for Youth for 2000 and Beyond,
Civil society support and strengthening of communities; as another contribution to the Copenhagen Plan of Action and the Johannesburg Plan of Action,
Governance and institutional development; so as to improve the quality and reach of our service delivery
Regional and international solidarity and engagement; in order to contribute to global governance, south-south cooperation and the New Partnership for Africa’s Development (NEPAD)
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10. Strategic Themes and Objectives
Strategic Objectives
Measurable Objectives
(Strategic interventions)
Tackling child poverty
To facilitate access to qualitative Early Childhood Development (ECD) opportunities.
To ensure that the Constitutional rights of children with regard to care, protection, survival, and development are guaranteed.
To provide adequate social assistance interventions to children.
Develop strategies and programmes on integrated services for Early Childhood Development, Partial Care and for Orphans and vulnerable children.
Facilitate the implementation of the new child care legislation.
Develop policies and strategies for child care and protection.
Provide well managed national and inter-country adoption services and international social services.
Increase the coverage of CSG from 14 to 18 years by 2012
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11. Strategic Themes and Objectives
Strategic Objectives
Measurable Objectives
(Strategic interventions)
Tackling adult and older
persons poverty
Ensure adequate income protection for the elderly in line with proposed social security reforms.
Provide income security for workers and their dependants by informing policy options around social insurance.
Improve the provision of social relief of distress.
Provide social assistance for people with debilitating chronic diseases.
Develop social assistance programme for families by 2012.
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12. Strategic Themes and Objectives
Strategic Objectives
Measurable Objectives
(Strategic interventions)
Tackling adult and older
persons poverty
Provide income security for workers and their dependants by informing policy options around social insurance.
Improve access for Social Assistance beneficiary households to economic opportunities by 2009.
Develop policy on contributory benefits by 2012.
Develop an overarching institutional arrangement for social security provision.
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13. Strategic Themes and Objectives
Strategic Objectives
Measurable Objectives
(Strategic interventions)
Tackling adult and older
persons poverty
To develop, facilitate, monitor and evaluate the implementation of policies, strategies and programmes for older persons, persons with disabilities and mitigate the impact of substance abuse.
Facilitate social welfare service delivery through the development and implementation of policies, legislation and programmes.
Implement policy and legislation to promote transformation of services to older persons.
Develop and implement policies and programmes that will enhance the protection and promotion of rights of persons with disabilities.
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14. Strategic Themes and Objectives
Strategic Objectives
Measurable Objectives
(Strategic interventions)
Youth development
To provide social assistance programme for the Youth.
To create an enabling environment for the improvement of quality of life of the youth.
Develop social assistance programme for the youth by 2012.
Develop and facilitate the implementation of youth development policies and strategies, including Masupa-tsela Youth Pioneer Programme by 2011,
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15. Strategic Themes and Objectives
Strategic Objectives
Measurable Objectives
(Strategic interventions)
Social cohesion
To provide integrated family and social crime related services to vulnerable groups, with special emphasis to women, children and families.
Develop, facilitate and monitor the implementation of policies, legislation, strategies and programmes pertaining to probation services, social crime prevention and integrated justice services.
Develop, facilitate and monitor the implementation of the National Family Policy, strategies and programmes that empowers families.
Develop policies and programmes to support and protect people affected by violence and crime.
Mitigate the impact of substance abuse through the development and implementation of policies and programmes.
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16. Strategic Themes and Objectives
Strategic Objectives
Measurable Objectives
(Strategic interventions)
Social cohesion
To mitigate the impact of HIV & AIDS.
To reduce HIV new infections through Behaviour change.
Develop policies, guidelines, strategies and programmes to prevent New HIV Infections and to facilitate the provision of care and support.
Facilitate development and implementation of the monitoring and evaluation systems for HCBC by 2009/10
Facilitate implementation of the National Action Plan for orphans and other children made vulnerable by HIV and AIDS.
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17. Strategic Themes and Objectives
Strategic Objectives
Measurable Objectives
(Strategic interventions)
Civil society support and
strengthening of communities.
To improve the institutional capacity and capabilities of the non-profit sector.
To create an enabling environment that contributes towards the building of sustainable communities.
Develop and facilitate the implementation of the integrated legislative framework for the non-profit sector by 2010
Ensure efficient administration of the NPO registration facility and compliance of non-profit organizations in terms of the NPO Act.
Develop and facilitate the implementation of policies, strategies and guidelines for community development by 2011.
Develop and facilitate the implementation and monitoring of guidelines and programmes for sustainable livelihoods by 2011.
Enhance social service provision through support to the non-governmental sector and other partners.
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18. Strategic Themes and Objectives
Strategic Objectives
Measurable Objectives
(Strategic interventions)
Governance and institutional dev.
To provide financial management and administration that supports the Department’s objectives and mandates.
Facilitate the analysis and costing of the financial and fiscal implications of legislation and policy directives pertaining to the social development sector and related functions.
Monitor the financial performance of Public Entities and other funded Institutions in line with prescripts.
Implement an appropriate and improved supply chain management system that is fair, equitable, transparent, competitive and cost effective.
Implement and maintain an appropriate and improved financial, risk, internal control systems.
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19. Strategic Themes and Objectives
Strategic Objectives
Measurable Objectives
(Strategic Interventions)
Governance and institutional dev.
To ensure that the Department has adequate, effective human resources and promotes social dialogue with organised labour.
Reduce the vacancy rate over next three years.
Develop and implement a Sector Human Resource Plan.
Review Employee Health and Wellness policy, programme and delivery model over the next three years.
Develop and Implement a Human Resource Retention Strategy over the next three years.
Ensure that the Public Health & Social Development Bargaining Council (PHSDSBC) operates efficaciously.
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20. Strategic Themes and Objectives
Strategic Objectives
Measurable Objectives
(Strategic interventions)
Governance and institutional dev.
To promote department’s identity and services through media and events management.
Promote public awareness and understanding of Department’s policies, programmes.
Promote corporate identity and programmes.
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21. Strategic Themes and Objectives
Strategic Objectives
Measurable Objectives
(Strategic interventions)
Governance and institutional dev.
To develop an IMST Capability & Capacity that enables Social Development to deliver on its mandate.
Create an information network that ensures integrated service delivery.
Implement a solution to capture, store process information around business process.
Create institutional knowledge and enabling business strategic decisions.
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22. Strategic Themes and Objectives
Strategic Objectives
Measurable Objectives
(Strategic Interventions)
Governance and institutional dev.
To promote good governance, strategic leadership and institutional coherence.
Oversee and align social development service delivery institutions by developing customer centered service delivery model by 2010
Through research, monitoring and evaluation, ensure that all social policies guiding the sector and their concomitant strategies are consistent and comply with evidence-based principles, including on population trends and dynamics, by 2012
Monitor and evaluate the adherence of entities to agreed policy objectives through monthly and quarterly reports.
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23. Strategic Themes and Objectives
Strategic Objectives
Measurable Objectives
(Strategic Inteventions)
Governance and institutional dev.
To promote good governance, strategic leadership and institutional coherence.
Develop and oversee the implementation of a comprehensive monitoring and evaluation system to improve service delivery across the sector, by 2009
Expansion of public works programme through innovation and by improving the coordination amongst all the role players in the sector.
Improve social assistance administration through implementation of key social security mechanism and monitor the adherence of entities to agreed policy objectives.
Establishment of the key social security institutions
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24. Strategic Themes and Objectives
Strategic Objectives
Measurable Objectives
(Strategic interventions)
Regional and international solidarity.
To coordinate sub regional participation in institutions of regional and global governance.
To provide Executing Authority with a high quality strategic support and advice on matters related to protocol, administration, domestic and international spheres. mestic andinternationalmatters.
Contribute towards a consolidation of African Agenda.
Strengthening of global governance systems.
Promote Bi-lateral and Tri-lateral cooperation.
Coordinate sub regional participation in the international Social Security Association.
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25. 2008/09 TO 2010/11 FINANCIAL YEARS
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26. Budget comparison
R’000 7%
10%
13%
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27. MTEF growth trends
Total additional allocation over MTEF is R12,3 billion
Total budget grows at an average rate of 10,4% p.a.
Socdev budget, excl transfers to SASSA & NDA grows at average rate of 8,31% p.a.
Prog 1 : 8,1%
Prog 2 : 10,38%
Prog 3 : 28,81%
Prog 4 : 5,17%
Prog 5 : 6,59%
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28. MTEF growth trends Additional allocations were mainly for:
Policy and Programme Implementation Support for increasing capacity at the national level in terms of its oversight role over provinces & other implementing agencies
(R7m: 08/09; R9,5m: 09/10; R13m: 10/11)
Establishment of an Appeals Tribunal ito the Social Assistance Act
(R7m: 08/09; R10m: 09/10; R13m: 10/11)
Development of a MIS for Social Welfare Services
(R5m: 08/09; R6m: 09/10; R9m: 10/11)
Long term infrastructure plan for Welfare services in provinces
(R6m: 08/09)
Compensation of employees wrt to the implementation of Resolution 1 of 2007
(R4.3m: 08/09; R5m: 09/10; R5.3m: 10/11)
Inflation adjustment to social assistance grants
(R2.6b: 08/09; R4.4b: 09/10; R4.7b: 10/11)
SASSA adjustment to baseline
(R78.1m: 08/09; R113.3m: 09/10; R150.4m: 10/11)
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29. Changes to baseline
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30. Final budget allocations
PROGRAMME
2008/09
R’000
2009/10
2010/11
P 1: Administration
P 2: Comprehensive Social Security
P 3: Policy Development, Review and Implementation Support for Welfare Services
P 4: Community Development
P 5: Strategy and Governance
93 399
96 633
TOTAL BUDGET
Per Economic Classification
Compensation of Employees
Goods and Services
Transfers and Subsidies
Payments for Capital Assets
8 695
10 087
9 900
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31. Earmarked funds 2007/08 – 2010/11 2007/08 2008/09 2009/10 2010/11
Voted
67,232,108
76,007,974
83,892,526
90,450,231
Devolution of Public Works Funds
9,389
10,142
11,182
12,317
Social Assistance Transfers
62,445,771
70,725,989
78,120,433
84,295,468
SASSA
4,072,747
4,517,815
4,859,078
5,180,925
SASSA (MIS)
70,000
20,000
Disaster Relief
10,000
Emergency Disaster Relief
5,000
LoveLife
41,000
43,460
National Development Agency
129,163
136,267
144,782
153,469
Social Workers Bursaries
50,000
105,000
210,000
222,600
Total Special Allocations
66,833,070
75,571,213
83,421,475
89,943,239
TOTAL OPERATIONAL BUDGET
399,038
436,761
471,051
506,992
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32. Budget Allocation per Programme (excl Transfers &Public Entities) - 2008/09
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33. PROJECTED OUTCOMES OF THE
2007/08
FINANCIAL YEAR
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34. 2007/08 Estimated departmental spending
99,7%
Estimated
Spending
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35. Expenditure per programme 2007/08
Final Voted
R’ 000
Estimated Expenditure %
Spent
Estimated Under-spending
Administration
97,5%
3 456
Comprehensive Social Security
99,8%
Policy Development, Review and Implementation Support for Welfare Services
86,5%
26 339
Community Development
95,3%
7 701
Strategy and Governance
94 363
83 822
88,8%
10 541
TOTAL
99,7%
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36. Social assistance transfers
99,7%
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37. Status of social assistance expenditure 2007/08 FY
A preliminary net saving to an estimated amount of R135,643 million is projected up to the end of the 2007/08 financial year on social grant transfers.
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38. Estimated underspending
Programme 1: Administration
Projected under-expenditure on compensation of employees as a result of staff turnover and delays in the filling of vacant funded posts.
Programme 2: Comprehensive Social Security
Projected under-expenditure on Social Assistance Grants based on the preliminary review of beneficiary growth rates and back-pay periods as well as delays in the filling of vacant funded posts.
Programme 3: Policy Development, Review and Implementation Support for Welfare Services
Projected under-expenditure on compensation of employees and planned projects in Welfare Services and HIV/AIDS due to delays in the starting date of these projects.
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39. Estimated underspending.
Programme 4: Community Development
Projected under-expenditure due to unexpected implementation support required to comply with governance issues.
Programme 5: Strategy and Development
Projected under-expenditure is due to delays in the conceptualisation of the structure for the Appeals Tribunal and unexpected delays in the rolling out the new Information Technology infrastructure.
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40. Challenges
To work effectively across the internal programme structures to achieve our strategic objectives.
Matrix (team management)
Appropriate budget structure
To improve synergy and accountability with provinces around service delivery on our agreed priority areas.
Strengthening the capacities of service delivery institutions such as NPOs and public entities. This also implies improved M&E systems.
Similarly, to be more effective in shaping policies across government that impact on the poor and vulnerable.
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41. Conclusion
All efforts in this sunset phase of the current term of government and governance must direct ourselves at working towards the eradication of poverty and social exclusion. In the coming year, we are therefore rededicating ourselves as government and communities to fight child poverty, and protect children from abuse and other social ills. The litmus test of our success in this regard must be based on the extent to which we contribute to extricating children from abject poverty.
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42. THANK YOU
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