1. SELECT COMMMITEE ON SOCIAL DEVELOPMENT SOCIAL DEVELOPMENT STRATEGIC PLAN 2008-2011
13 MAY 2008
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2. Presentation outline Purpose. Strategic Themes & Objectives over MTEF.
Budget allocation 2008/
Challenges.
Conclusion.
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3. Purpose
To present to the Select Committee on Social Services on the Department’s strategic plan and sector priorities.
To provide detailed budget that supports the implementation of the strategic plan and sector interventions.
Highlight challenges.
Conclusion
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4. Strategic themes
The department has identified seven strategic themes which effectively position the administration to effectively respond 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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5. 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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6. MTEF Sector priorities
The sector further identified areas of sectoral interest over MTEF (2008/ /11) which are essentially strategic interventions within the broader themes:
Parity of services (Disability)
Bringing rural services to par with urban areas.
Improving capacity of both residential and protective workshops.
Parity of services (Children’s home)
Minimum standard subsidy of R9 per child per day during 2008/09.
Over the MTEF, the objective is to reach parity of R12 across all provinces
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7. MTEF Sector priorities
The sector further identified areas of sectoral interest over MTEF (2008/ /11) which are essentially strategic interventions within the broader themes:
Early childhood development
Expansion of ECD services to under-resourced areas
Improve access to ECD programmes
Increase the number of children accessing subsidies to
Provide training to practitioners and to support staff
Decrease the backlog in the number of cases in respect of foster care placements and provide foster care services to children
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8. MTEF Sector priorities
The sector further identified areas of sectoral interest over MTEF (2008/ /11) which are essentially strategic interventions within the broader themes:
Home based care
Expansion of HCBC programme
Sustenance of HCBC capacity building programme
Training of care givers in line with the massification strategy of the EPWP (9470 by 2009/10)
Mitigate the impact of HIV& AIDS
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9. MTEF Sector priorities
The sector further identified areas of sectoral interest over MTEF (2008/ /11) which are essentially strategic interventions within the broader themes:
Children in Conflict with the law
Provide secure environment for children awaiting trial through secure care centres
Provide Social Crime prevention education and awareness programs
Reduction of turn around time to assess children after arrest (48 hrs)
Increase the number of diversion options and home based supervision programs
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10. MTEF Sector priorities
The sector further identified areas of sectoral interest over MTEF (2008/ /11) which are essentially strategic interventions within the broader themes:
Occupation specific dispensation
Proposes a unique remuneration structure aimed at attracting and retaining specialists and professionals on specific occupations
It is also linked to payment of remote allowance to attract and retain Social Service Professionals in identified remote areas in the country.
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11. MTEF Sector priorities
The sector further identified areas of sectoral interest over MTEF (2008/ /11) which are essentially strategic interventions within the broader themes:
Monitoring & Evaluation
Building M&E capacity for the sector
Development of an integrated monitoring system to cover all programmes
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12. Sector MTEF priorities
Strategic Alignment
Thematic areas
Sector MTEF priorities
Home community based care
Civil society support &
strengthening of communities
Parity of services (Disability services)
Children in conflict with the law
Tackling child poverty
Parity of services (Children’s homes)
Occupation specific dispensation
Governance & institutional development
Monitoring & evaluation
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13. Integrated programme interventions over MTEF
Strategic Themes
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.
Progressively Increase the coverage of CSG from 14 to 18 years
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14. Integrated programme interventions over MTEF
Strategic Themes
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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15. Integrated programme interventions over MTEF
Strategic Themes
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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16. Integrated programme interventions over MTEF
Strategic Themes
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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17. Integrated programme interventions over MTEF
Strategic Themes
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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18. Integrated programme interventions over MTEF
Strategic Themes
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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19. Integrated programme interventions over MTEF
Strategic Themes
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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20. Integrated programme interventions over MTEF
Strategic Themes
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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21. Integrated programme interventions over MTEF
Strategic Themes
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.
5/7/2019

22. Integrated programme interventions over MTEF
Strategic Themes
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.
5/7/2019

23. Integrated programme interventions over MTEF
Strategic Themes
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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24. Integrated programme interventions over MTEF
Strategic Themes
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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25. Integrated programme interventions over MTEF
Strategic Themes
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
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26. Integrated programme interventions over MTEF
Strategic Themes
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.
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27. Integrated programme interventions over MTEF
Strategic Themes
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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28. PRELIMINARY EXPENDITURE FOR THE
2007/08
FINANCIAL YEAR
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29. 2007/08 ESTIMATED DEPARTMENTAL SPENDING
99,78%
Preliminary
Spending
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30. PRELIMINARY EXPENDITURE PER PROGRAMME - 2007/08
Final Voted
R’ 000
Prelim Expenditure %
Spent
Preliminary Over / Under-spending
Administration
99.76
340
Comprehensive Social Security
99.88
82 345
Policy Development, Review and Implementation Support for Welfare Services
84.26
30 395
Community Development
93.62
10 425
Strategy and Governance
94 363
72 894
77.25
21 469
TOTAL
99.78
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31. PRELIMINARY EXPENDITURE PER ECONOMIC CLASSIFICATION - 2007/08
Programme
Final Voted
R’ 000
Prelim Expenditure %
Spent
Preliminary Over / Under-spending
Compensation of Employees
85.35
22 914
Financial Transaction Assets & Liabilities -
164
(164)
Goods and Services
83.71
36 355
Transfers and Subsidies
99.88
82 497
Payments for Capital Assets
11 092
7 818
70.49
3 274
TOTAL
99.78
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32. OPERATIONAL PRELIMINARY EXPENDITURE PER PROGRAMME - 2007/08
Final Voted
R’ 000
Prelim Expenditure %
Spent
Preliminary Over / Under-spending
Administration
99.76
340
Comprehensive Social Security
33 821
31 840
94.14
1 981
Policy Development, Review and Implementation Support for Welfare Services
94 008
63 713
67.77
30 295
Community Development
34 365
23 940
69.66
10 425
Strategy and Governance
94 363
72 894
77.25
21 469
TOTAL
83.79
64 511
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33. Preliminary Over / Under-spending
OPERATIONAL PRELIMINARY EXPENDITURE PER ECONOMIC CLASSIFICATION /08
Programme
Final Voted
R’ 000
Prelim Expenditure %
Spent
Preliminary Over / Under-spending
Compensation of Employees
85.35
22 914
Financial Transaction Assets & Liabilities -
164
(164)
Goods and Services
83.71
36 355
Transfers and Subsidies
7 253
5 120
70.59
2 133
Payments for Capital Assets
11 092
7 818
70.49
3 274
TOTAL
83.79
64 511
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34. PRELIMINARY SPENDING
The under-expenditure on Compensation of Employees is due to the delays in the filling of funded vacant posts created on the establishment of the Department. The department has experienced capacity constraints in the recruitment and selection processes for the filling of a large number of these posts. The capacity constraints compounded by the ongoing turnover of staff and the onerous public service staff appointment processes, presented significant challenges for expenditure in this area.
5/7/2019

35. PRELIMINARY SPENDING Programme 2: Comprehensive Social Security
The under-expenditure on Goods and Services relates to the late awarding of the tender for the piloting of the Care Dependency Assessment Tool to the amount of R 1,524 million. This tender was awarded in December 2007, and an amount of R was paid during March 2008 for the initial phase of the project.
5/7/2019

36. PRELIMINARY SPENDING
Programme 3: Policy Development, Review and Implementation Support for Welfare Services
The under expenditure on Goods and Services relates mainly to unforeseen administrative delays in the execution of planned projects as well as the limited operational capacity, amongst others:
The costing of the comprehensive Policy on Disability;
The roll-out of the second phase of the norms and standards project for social welfare services;
The establishment of the national clearing house for the CDA.
The research on substance abuse;
The training on the Ke-moja manuals; and
The auditing of old age facilities.
5/7/2019

37. PRELIMINARY SPENDING Programme 4: Community Development
The under-expenditure on Goods and Services relates to administrative delays with the implementation and the payment of planned projects, amongst other:
Media campaigns for NPOs and NGOs within the community;
Costing and impact assessment of the Technical Reference Team on the registration and capacity building of NPOs; and
The registration of the national qualification for community development workers.
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38. PRELIMINARY SPENDING Programme 5: Strategy and Development
The under-expenditure on Goods and Services relates mainly to delays experienced in executing the following key projects:
The concept development and organizational design for the Appeals Tribunal that had to be informed by some research, consultation with provinces and other stakeholders; and
The implementation of the Management Information System for Social Development.
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39. 2007/08 SOCIAL ASSISTANCE TRANSFERS [Based on 31 Mar 2008]
100,15%
Spending
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40. 2007/08 SOCIAL ASSISTANCE TRANSFERS [Cont.]
Region
Allocation 2007/08
Expenditure
31 March 2008
Variance
% Spent
% Projected over/under exp.
Eastern Cape
96% 4%
Free State
92% 8%
Gauteng
93% 7%
KwaZulu-Natal
106%
-6%
Limpopo
104%
-4%
Mpumalanga
103%
-3%
North West
98% 2%
Northern Cape
108%
-8%
Western Cape
102%
-2%
Total
100.15%
-0.1%
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41. STATUS OF SOCIAL ASSISTANCE EXPENDITURE FOR THE 2007/08 FINANCIAL YEAR
The estimated preliminary over expenditure is at R 29,705 million.
The figures presented are based on preliminary figures as at the end of March 2008.
The final reconciliations are awaited from SASSA.
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42. SOUTH AFRICAN SOCIAL SECURITY AGENCY [Based on IYM reports as at 31 Mar 2008]
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43. NATIONAL DEVELOPMENT AGENCY
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44. 2008/09 TO 2010/11 FINANCIAL YEARS
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45. BUDGET COMPARISON
R’000
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46. 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%
5/7/2019

47. 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 to provinces
(R7m: 08/09; R9,5m: 09/10; R13m: 10/11)
Establishment of an Appeals Tribunal ito the SASSA and Social Assistance Acts
(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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48. CHANGES TO BASELINE
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49. FINAL BUDGET ALLOCATIONS – SOCIAL DEVELOPMENT
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
5/7/2019

50. SPECIAL ALLOCATIONS 2007/08 – 2010/11
2008/09
2009/10
2010/11
R’000
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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51. 2008 ADDITIONAL FUNDS ALLOCATED
PROGRAMME
2008/09
R’000
2009/10
2010/11
Administration
6 010
7 790
10 759
Comprehensive Social Security
Policy Development, Review and Implementation Support for Welfare Services
5 200
6 553
7 900
Community Development
(806)
(1 413)
(1 884)
Strategy and Governance
13 698
11 423
15 971
TOTAL
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52. Budget Allocation per Programme (excl Transfers &Public Entities) - 2008/09
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53. 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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54. Conclusion
In this year and over MTEF, we are rededicating ourselves to work with communities and all partners to fight child poverty, 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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55. THANK YOU
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