REPORT OF THE PORTFOLIO COMMITTEE ON SOCIAL DEVELOPMENT ON THE OVERSIGHT VISIT TO THE MPUMALANGA DEPARTMENT OF SOCIAL DEVELOPMENT, NKOMAZI DISTRICT MUNICIPALITY, MBOMBELA LOCAL MUNICIPALITY, MBOMBELA AND NKOMAZI MUNICIPALITIES PROJECTS, SOUTH AFRICAN SOCIAL SECURITY AGENCY (SASSA) OFFICE, PAYPOINTS AND SERVICE AREAS AND NATIONAL DEVELOPMENT AGENCY (NDA) PROJECTS, DATED 3 FEBRUARY 2010
1. Introduction
1.1.The Portfolio Committee on Social Development conducted oversight visit on 23 - 27 November 2009 over the Mpumalanga Department of Social Development, Nkomazi District Municipality, Mbombela Local Municipality, Mbombela and Nkomazi Municipalities projects, South African Social Security Agency (SASSA) office, pay points and service areas and National Development Agency (NDA) projects in Mpumalanga.
1.2 Delegation
Hon Tshwete P ANC Member
Hon. Kenye T E ANC Member
Hon Mafolo M V ANC Member
Hon Magagula V V ANC Member
Hon Malgas H H ANC Member
Hon Nelson W J ANC Member
Hon Xaba P P ANC Member
Hon Kopane S P DA Member
Hon Lamoela H L DA Member
Hon Gcume N P COPE Member
Hon Makhuba H N IFP Member
1.3 Purpose of the oversight visit
1.3.1 The Committee, conducted oversight to assess progress made by the Mpumalanga Department of Social Development, Mbombela and Nkomazi municipalities in support of social development challenges. It did this by visiting projects supported by the Provincial Department and municipalities. The Committee also aimed at assessing challenges and achievements related to the application and administration of social grants in pay points falling within the Bombela and Nkomazi District Municipalities.
1.3.2 Furthermore, the Committee conducted oversight to evaluate some of the projects that are funded by the National Development Agency in the two municipalities. The Committee aimed to ascertain the following:
1.3.3 Lastly, the Committee visited places of safety and child headed households to assess challenges they are facing. By conducting this oversight the Committee aimed to ascertain the extent to which the Department has responded to the needs of children in need.
2. Day 1: 23 November 2009
2.1 Welcome by the MEC for Health and Social Development, Hon D G Mahlangu
2.1.1 The MEC welcomed the delegation and she provided a synoptic overview of the social challenges facing the Province. She indicated that Nkomazi municipality is one of the six municipalities identified for integrated service delivery. The Province has high poverty level and it is predominantly rural. This impacts on the service delivery especially to places that are not easily accessible. In addition, Mpumalanga has high foster care backlog, partly due to the impact of HIV and AIDS.
2.1.2 Presentation by the Provincial Department of Social Development
2.1.3 Situation analysis
2.1.4 According to Statistics South Africa Community Survey 2007 Mpumalanga’s population is 3.6 million. There are 890 699 (24%) people who live in the Gert Sibande district, while 1 226 501 people (34%) live in Nkangala district and 1 526 234 (42%) people live in Ehlanzeni district. With the population of 3. 6 million in the province, staff shortage remains a challenge. The current 224 social workers fall short of achieving the national ratio of 1:3000 suggesting a staff deficit of 1 442. The presentation noted that the number of 113 community development practitioners does not meet the national norm of 1:10 000.
2.1.5 The Survey also showed that the total number of children in the province (0-18 years) is 1 557 232 which makes 43% of the entire population of Mpumalanga of 3 364 996. An orphan survey, conducted by the Department of Social Services, Population and Development in Mpumalanga in 2003, showed that 263 of the orphans in child headed households lived with a guardian aged between 4–18 years.[1] The province therefore has a challenge to intensify interventions to ensure that the children do not fall in the cycle of poverty. The total number of children who are heading households in Mpumalanga as per Community Survey of 2007 is 16 987. Mpumalanga province has 31 855 children who are in foster care system and 19 956 foster parents in receipt of foster care grant. This figure can be broken down as follows:
Children 0-6 years: 2 355
Children 6-18 years: 26 701
Children 18-21 years: 2 799
2.1.6 About 80% of these foster care placements are kinship care. A total number of 16 522 children were handled in terms of the Children’s Court Enquiries in 2008/09 financial year. In terms of the Provincial Service Delivery Improvement plan a total number of 9 000 children at the time of the visit had still to be reached in terms of children’ court enquiries. From April to end of September 2009 a total number of 3 031 children were placed in Foster Care. According to the provincial foster care monitoring tool the province at the time of the visit had a backlog of 12 351 children that needed to be handled in terms of Children’s Court Enquiries (foster care).
2.1.7 Administrative structure
2.1.8 The administration of the Province is structured according to three districts, namely, Ehlanzeni in the East, Nkangala in the North-West and Gert Sibande in the South. Each district has a number of local municipal areas making up their area of jurisdiction. The province’s capital, Nelspruit is located in Ehlanzeni district.
2.1.9 The Ehlanzeni district comprises of five local municipalities, namely, Bushbuckridge, Mbombela, Nkomazi, Thaba Chweu and Umjindi. The district has three institutions, namely, Thulamahashe children’s home, Swartfontein Treatment Centre and Louieville women support centre. To facilitate the management of the district and ensure that services are brought as close to the people as possible, branch offices and service points are established in municipalities as need arises.
2.1.10 Department’s priorities
2.1.11 The presentation outlined Mpumalanga’s priorities which are based on the National Priorities as follows:
• Intensify provision of developmental and protection services to people infected and affected by HIV and AIDS;
• Youth Development;
• War on poverty;
• Tackling child poverty;
• Tackling adult and older person’s poverty;
• Community Development;
• Governance and institutional development;
• Strengthen collaboration with the NPO sector;
• Improve service delivery infrastructure;
• Improve the availability of reliable and up to date information to enhance planning, monitoring and evaluation and
• Improve human resource capacity and implementation of retention strategy for social service professionals.
2.1.12 The Presentation further outlined the three programmes with which the Province functions, namely:
2.1.13 Programme 1 Administration - This programme captures the strategic management and support services at all levels of the Department that is provincial, district, sub-district and institutional.
2.1.14 Programme 2 Social welfare services - This programme provides and supports the delivery of welfare services in partnership with registered implementing agencies.
2.1.15 Programme 3 Development and research – This programme provides research on reduction of vulnerability to poverty through sustainable development programmes. It provides research, analyses and interpretation of population and development trends to inform programmes, services and strategies.
2.1.16 To achieve the desired outcome of enhancing social functioning, Social Welfare Services are rendered at four different levels:
Level 1: Prevention services: are aimed at strengthening and building the capacity and self- reliance of clients
Level 2: Early intervention Services: are geared to ensuring that those clients that have been identified as being at risk are assisted before they require statutory services.
Level 3: Statutory services: focus at ensuring that those individuals that are no longer able to function adequately are supported and strengthened.
Level 4: Continuum of care services: are aimed at integrating and provide support to services that enhance self-reliance and optimal functioning of the client enabling the client to return to the family or community as quickly as possible.
2.1.17 Social welfare services programme received budget allocation of R63 852 161, which the bulk of the budget (R40 495 158) was allocated to Professional and Administrative Support, then followed by R12 451 994 allocated to Facilities (Swartfontein, Thulamahashe Children’s Home and Louieville Women Support Centre), R3 817 491 allocated to Child care and Protection services and R1 754 400 allocated to Social Relief.
2.1.18 Programme 3 is delivered through three sub-programmes, namely:
Youth Development sub-programme: it conducts life skills camps and workshops for the youth on organizational development and basic entrepreneurial skills. It facilitates funding of projects for unemployed youth.
Sustainable Livelihood sub-programme: it conducts workshops on sustainable livelihoods to social grant recipients.
Institutional Capacity Building and Support sub-programme: It provides training to community based organizations such as youth development, poverty alleviation projects and NPOs funded or subsidized by the Department. It facilitates public education and awareness creation programme. It also conducts network workshops and observational visits to best practice models. Lastly, it conducts volunteer mobilization workshops.
2.1.19 Programme 3 had a budget allocation of R25 062 570 and the bulk of the budget, R15 289 920 was allocated to Professional and Administrative Support sub-programme. Youth Development sub-programme was allocated R6 809 092.
2.1.20 Financial report
2.1.21 Regarding the budget expenditure of the Department, the presentation reported that the Department expenditure by 31 October 2009 was 45%. This was explained as due to the delays in the construction of five offices; cost cutting/savings in accommodation, travel and cars. By end of October 2009 the Ehlanzini District municipality expenditure was 53.6%.
2.1.22 Challenges
2.1.23 Over and above the challenges of high foster care backlog, high poverty levels and low budget expenditure, the province encounters the following challenges:
2.1.24 Recommendations
2.1.25 The delegation recommended that:
2.1.26 The MEC for Social Development and Health needs to pay attention to the Department’s low expenditure pattern, especially that there were only three full months before the end of 2009/10 financial year.
2.1.27 The MEC should address the issue of acting in vacant funded positions. The MEC indicated that this matter had been noted and the process of addressing it was in its advance stage. Regarding addressing matters of emphasis raised by the Auditor General, the MEC explained that the Department will implement a turn around strategy and the strategy will be made available to the Committee. She undertook that the Department will receive unqualified report in the 2010/11 financial year.
2.1.28 The Department will be audited on its performance by the Auditor General.
2.2 Visit to the Mbombela Local Municipality
2.2.1 The briefing by the Mayor Mbombela Local Municipality did not take place as the Mayor indicated that he was informed very late about the visit and so he did not have time to prepare for the meeting. The briefing was cancelled.
2.3 Site visit to Asikhutulisane Abattoirs project
2.3.1 Asikhutulisane Abattoirs was started in 2001 and funded by the Department of Social Services, Population and Development with the amount of R485 000. Between 2001 and 2003 the project had difficulty in registering as an abattoir. It was registered in 2004. It has a staff compliment of six people (five women and 1 man). Regarding its trade, it initially it bought chicken from local farms but this proved expensive. It had to change its market strategy and get orders from private individuals. This was identified as a challenge because orders are mostly seasonal, mainly coming in summer. To keep the project running, the project team made a decision to supply vegetables to the local Home Based Care centre. Other challenge faced by the project is that it does not receive any support from the Department of Social Development. It also encountered a challenge of burglary on five occasions since it was established. Despite the project not receiving any support from the Department it has managed to sustain itself.
2.3.2 Recommendations
2.3.2.1 The Department should assist the project to get appropriate clothing for visitors for occupational health and safety reasons.
2.3.2.2 The Department should also assist the project to get funding to sustain itself.
2.4 Site visit to Incaba Older Persons Service Centre
2.4.1The centre was established in 2001. Initially volunteers visited homes of elderly people and provided them with meals. In 2004 Ms Barbara Lorenz assisted volunteers by renting a place for them to work from. The centre has 16 volunteers who receive R300 stipend. Since 2004 the centre has been receiving funding of R20 091 per quarter from the provincial Department. Volunteers care for 49 elderly people who visit the centre on daily basis. In 2007 the centre started Home Based Care to 223 homes of frail elderly persons and it gets a funding of R53 262 per quarter from the Department. Volunteers work closely with social workers who assist them when the need arises.
2.4.2 Challenges
· Elderly persons walk to and from the centre and the roads are in bad condition. The fact that elderly persons have to walk to and from the centre is a health hazard to them.
· The centre does not have transport and this becomes a challenge when an elderly person falls ill and requires urgent medical examination. The building structure is not in good condition – when there are heavy rainfalls the roof leaks. The structure is situated above an underground spring and this results in an ever flowing stream of water.
· The Centre does not have access to markets to sell handwork produced by elderly persons.
2.4.3 Recommendations
2.4.3.1 The relationship between the centre and the Department should be strengthened to include capacity building, financial support and monitoring and evaluation.
2.5 Site visit to Sizanani Home Based Care
2.5.1 Sizanani Home Based Care was established in 1999 by a group of women in the community of Dwaleni trust. The centre has 16 volunteers who care for vulnerable children and elderly persons. Volunteers also provide directly observed treatment (DOT) through its home based care services. In terms of funding, it received R49 000 per quarter from the provincial Department of Social Development for stipends.
2.5.2 Challenges
· Volunteers do not have kits that they should use to attend to the frail. They use condoms as gloves.
· Community members perceive volunteers as troublemakers when they identify abused children, especially when they have to testify in court
· Care givers who receive Foster Care Grant in some cases do not use the grant to meet the needs of the children, such as school uniform. Instead the grant is used to buy furniture among others
2.5.3 Recommendations
The delegation made the following recommendations:
2.5.3.1 The Department of Health in partnership with the Department of Social Development should provide kits to home based care workers.
2.5.3.2 The abuse of foster care grant should be investigated by the Department of Social Development and the Portfolio Committee on Social Development should be kept abreast with the findings of the investigation.
2.5.3.3 The MEC for Health and Social Development needs to address the issue of negative perception that community members have against the work of volunteers.
2.6 Site visit to SOS Children’s Home
2.6.1 The delegation visited SOS Children’s Home on 23 November and on 25 November because it was dissatisfied by the manager’s inability to provide financial breakdown of the home and funded amounts (from BMW, PPC Cement, KFC, SAPPI, Pick n Pay and Tiger Brands). On the first visit the manager explained that sponsored funds go the national office which it allocates to different homes in South Africa. The manager explained that he was informed very late about the oversight visit and so he was not fully prepared to brief the delegation. On the second day of the visit the delegation was furnished with a full financial report.
2.6.2 SOS Children’s Home is an international organisation, which operates in 131 countries. KaMagugu SOS Children’s Home was established in 2003 in response to the increasing number of child headed households. It is integrated in the community to avoid stigma against children living in the home. These children participate in community activities and use community resources such as school buses. It has 10 SOS Families or Mothers who look after 10 children. The mothers are assisted by seven assistants. In all, the home has 83 children. It also has a kindergarten which has 52 children who come from the home and from the community. It also has a community outreach programme which operates at Tekwane and Pienaar. The home admits children from ages 0 to years. It however, admits children whose age falls on the border line, that is, 11 years. It has a staff compliment of 47 employees.
2.6.3 The home received government subsidy to the value of R1 831 200 from 2 March 2009 to 18 November 2009 (with exclusion of the fourth quarter). From January 2009 to October 2009 it received R1 127 324 as transfers from the national office. For the same period it received sponsorship to the value of R46 475 from Emnotweni/Tsogo Sun and a once off funding of R231 739 from Tiger Brands. It further received R29 069 from donations from various sources. In average the home monthly expenditure cost per child is R1 864.
2.6.4 Challenges
· Out of 83 children in the home, 70 are subsidised by the Department
· Children are not exempted from schools fees.[2] The home never applied for the fee exemption.
· The profile report given to the delegation was compiled by an official from the Department as a result some of the information in the report contradicted the information presented.
2.6.5 Recommendation
The delegation recommended that:
2.6.5.1 The home should apply for school fee exemption.
2.6.5.2 Honourable Magagula should re-visit the home and get a report that entails the number of children who are under the care of SOS Mothers and those living in the home. The report should also have the home’s financial report. The report should be made available to the Committee before the end of 2009/10 financial year (31 March 2010).
2.6.5.3 The Department of Social Development should conduct monitoring and evaluation as well as quality assurance of the home. It should submit a report to the Committee before the end of 2009/10 financial year (31 March 2010).
3. Day 2: 24 November 2009
3.1 Briefing by Mpumalanga SASSA Regional Office
3.2 Profile of Regional Office
3.2.1 The regional office oversees 17 local offices and 91 service points located in Gert Sibande District, Ehlanzeni District and Nkangala District. It has 298 pay points and 12 Thusong Centres in three districts.
3.3 Grant administration
3.3.1 The grant administration branch comprises of five units, namely:
3.4 Grant statistics
3.4.1 Table 1 shows that Child Support Grant (CSG) and Old Age Grant (OAG) has the highest number of beneficiaries, 726 388 and 172 844 respectively. The statistics is expected to increase when Bushbuckridge, which has 197,043 beneficiaries, is incorporated into Mpumalanga.
Table 1 Number of Beneficiaries Per Grant Type
|
Grant Type |
31 October 2009 |
|
Old Age |
172,844 |
|
War Veterans |
51 |
|
Permanent Disability |
68,207 |
|
Temporary Disability |
13,947 |
|
Foster Care |
31,143 |
|
Care Dependency |
5,808 |
|
Child Support Grant (0- 7years) |
352,324 |
|
Child Support Grant (7- 9years) |
98,170 |
|
Child Support Grant (9-11years) |
96,449 |
|
Child Support Grant (11-14 years) |
141,385 |
|
Child Support Grant (14-15 years) |
38,060 |
|
Total |
1,018,388 |
|
Grant in Aid |
1,105 |
|
NUMBER OF CHILDREN |
|
|
Grant Type |
31 October 2009 |
|
Foster Care |
31,143 |
|
Care Dependency |
5,808 |
|
Child Support Grant (0- 15years) |
726,388 |
|
Total |
763,339 |
3.4.2 In preparation for the extension of CSG up to children of 16 years the region has developed an implementation plan, which will come into operation from the 1st of January 2010. The following activities were outlined:
· Establishment of forums at district and regional level respectively
· Creation of awareness on CSG Extension
· Stakeholder mobilization
· Registration campaigns
· The successful implementation of the project would depend on, amongst others, cooperation of other stakeholders as well as availability of identified resources.
3.5 Integrated Community Outreach Programme (ICROP)
3.5.1 ICROP is implemented through the use of mobile offices whose main purpose is to increase access to social grants to rural and remote areas. Mobile offices are also used to enhance grants application process to offices without connectivity and to the service points. The mobile offices are further utilized to support stakeholder's celebrations, ministerial events and Izimbizo. The pilot project reached 9 710 people through collaboration between SASSA and departments of Home Affairs, Social Development, Health, Roads and Transport, South African Police Service (SAPS), Education, Districts and Local Municipalities. The region has five permanent mobile offices. They are distributed to districts as follows: Two (2) in Ehlanzeni; Two (2) in Nkangala; and One (1) in Gert Sibande. The mobile offices are deployed to fifty eight (58) service offices to enhance connectivity and grants application process. As at end of October 2009 a total of 2 104 social grants applications were approved through the use of mobile units.
3.6 Social Relief of Distress (SRD)
3.6.1 SRD is a programme established to alleviate the socio-economic needs of persons through temporary rendering of material assistance. In 2008/09 Mpumalanga provided SRD through food parcels to 47 403 individuals and 3 235 school uniforms. In 2009 alone (April to October 2009) Mpumalanga provided SRD to a total Number of 13 831, which translates to 4 001 vouchers for food parcels and 9 532 vouchers for school uniforms.
3.7 Corporate services
3.7.1 Mpumalanga SASSA has a staff establishment of 1 341. Out of this number 877 are vacant posts and 464 are filled posts. The region renders social security services in the Regional Office based in Nelspruit and in three District Offices based at Nkangala (Witbank), Ehlanzeni (Nelspruit) and Gert Sibande (Ermelo). Nkangala district has 16 offices (6 local offices and 10 service offices). Ehlanzeni district has 16 offices (4 local Offices and 12 Service offices) and Gert Sibande district has 8 offices (7 Local Offices and 1 Service office). Beneficiary files are kept in one central MIS registry warehouse that is based in Nelspruit.
3.8 Achievements
3.8.1 The Regional Office reported the following achievements:
· It implemented one-day turn around time in 27 offices in the Region.
· It piloted and rolled out customer help desk at 10 service offices which resulted in the reduction of complaints.
· It signed a Memorandum of Understanding (MOU) with Department of Social Development on Foster Care Management.
· Provided basic facilities such as shelter, chairs, water and ablution facilities at 254 out of 298 pay points.
· There are 134 pay points are in community halls (164 are still in open spaces).
· There are 36 wheelchairs available for use by frail and disabled beneficiaries at pay points.
· A total of 78 923 beneficiaries have been successfully migrated to the Post Bank and other commercial banks.
· All local offices and service points have computer equipment. Enhanced pay-points by providing 25 Laptops and 3G cards to be used by Departmental Payment Officers.
· Installed Satellite Dishes where there is no Telkom infrastructure.
· Implemented a SASSA Virtual Private Network to enhance connectivity.
· Branded 97 out of 103 vehicles.
· SASSA received clean audit reports from Auditor General for the past two financial years (2007/08 and 2008/09)
3.9 Challenges
3.9.1 The presentation reported the following challenges encountered by the regional office:
3.10 Initiatives and responses to challenges
3.11 Financial report
3.11.1 The Regional Office was allocated R148 million budget for 2009/10 financial year compared to the budget request of R169 million. This made a budget shortfall amounting to R21 million. As result of this shortfall the following critical items were not funded:
· Furniture for Local Offices to the amount of R3 million,
· Pay point facilities (Tents, chairs, toilets and Water) to the amount of R11 million
· Computer equipment to the amount of R2.4 million,
· Communication (Telkom Account) shortfall of R1. 3 million,
· Inventory shortfall to the amount of R2. 5 million,
· Legal service to the amount of R300 000, and
· Resettlement to the amount of R500 000.
3.11.2 The presentation indicated that the regional office spent R79.7 million as at the end of October 2009, which translate to 54% compared to the national bench mark of 58%. The available budget for the remainder of the financial year was R 68 million. The office anticipates an over expenditure of R7 million, which was attributed to R5 million, which was going to be spent on Compensation of Employees as part of Improvement on Conditions of Service (ICS) shortfall. An amount of R2 million was going to be spent on Goods and Services.
3.11.3 Regarding expenditure on SRD the office was allocated a budget of R8 918 million for the 2009/2010 financial year. It spent R6 286 million as at 31 October 2009, which translate to 70% (excluding commitments) as opposed to the national bench mark of 58%. Mpumalanga has been allocated a further budget of R 2 847 187.71 from the rollover funds. As at end of October 2009 the Office’s available budget was R4 877 674.68 million for the remainder of the financial year.
3.12 Site visit to SASSA Local Office
3.12.1 The delegation visited the local office to observe how it functions and take a walk around. The office has designated offices that perform grant application processes, that is, screening of applicant’s information, verification and capturing. The application process is done within one day turn around time.
3.13 Concerns from the delegation
3.13.1 The delegation raised concerned regarding the high vacancy rate, which is at 60%. It was also concerned about the lack of privacy as the screening area is not partitioned.
3.14 Challenges
3.15 Recommendations
3.15.1 SASSA should in its quarterly reports it submits to the Portfolio Committee on Social Development reflect on the performance of the regions.
3.15.2 The Committee should be kept abreast on the findings of the SIU investigation on the matter of grant abuse by foreigners. It should also be briefed on the recommendations of the SIU report. Furthermore, the Committee should also be briefed by the Department on how it will address the recommendations made by the report.
3.16 Discussion
3.16.1 The following issues were highlighted during the discussion with SASSA officials:
3.17 Site visit to Nkomazi Local Municipality
3.17.1 Nkomazi Local Municipality falls under the Ehlanzeni District Municipality and is at the borders of Swaziland and Mozambique. It has a population of 338 000 as according to 2007 Community Survey. Municipal statistics, however show that Nkomazi has approximately 640 000 population due to illegal immigrants. Employment profile shows that 52% of the population is employed with 30% employed in the farms. A population of 48% is unemployed. Traditional leaders own 86% of the land.
3.17.2 The municipality initiated a number of projects aimed at addressing social development. These include:
· Poverty alleviation projects, such as the bakery project. The project has not been sustainable because of the infighting between beneficiaries.
· Provision of vouchers to project beneficiaries to purchase materials.
· Lend a Hand Project at Tonga – the MEC of Local Development donated stoves to the project
· Launch of the War Room on poverty at Sikhwahlane. The municipality provided VIP toilets in the community.
· Mayoral Soccer Cup and Silati Super Cup for 180 local teams
· HIV and AIDS Unit, which co-ordinates and organizes HIV and AIDS campaigns
3.17.3 Challenges
3.17.4 Concerns from the delegation
3.17.5 The delegation was concerned about the lack of sustainability of projects. It concluded that there is a need to conduct needs analysis of communities.
3.18 Meeting with traditional leaders
3.18.1 Traditional leaders raised the following challenges:
3.19 Site visit to Middleplaas Roof Tiles
3.19.1 Site visit to ABaduduzi Older Persons Service Centre
3.19.2 Abaduduzi Service Centre was established in 1988 by elderly people who identified a problem of alcohol abuse amongst elderly people. In 2003 it received funding from Government of R50 000 under the Poverty Alleviation programme. The centre provides meals to 40 elderly people. Due to the large number of older persons who were coming to the centre, it was split into two and another centre was established in Schoemansdal. It also expanded its services by initiative home based care. It is assisted by a Social Worker and Social Auxiliary Worker when and where volunteers are not able to provide services.
3.19.3 The centre receives subsidy of R21 177 per quarter from the Provincial Department of Social Development.
3.19.4 Challenges
3.19.5 Recommendations
3.19.5.1 The Department of Social Development should provide kits to the volunteers.
4. Day three: 25 November 2009
4.1 Site visit to Matsulu Pay Point
4.1 The pay point is located at a community hall and the entrance to it is guarded by a security personnel. Payment of grants is done by biometric machines and to ensure that beneficiaries receive correct payment members of the Empilweni Pay Out Service Committee assist them by counting the payment.
4.2 Challenges
4.2.1 Recommendations
4.2.1.1 Service providers should take the responsibility of ensuring that the well being of volunteers is taken care of.
4.2.1.2 Municipalities should enforce by-laws regulating vendors and other businesses operating during pay days.
4.2.1.3 National Prosecuting Authority and South African Police Service should be invited to provide explanation to the Portfolio Committee on Social Development on the reasons of the lack of prosecution of charges of fraud brought forward by SASSA.
4.2.1.4 The Committee should engage with the National Service Commission and insurance ombudsman to ascertain the legality of companies and services that operate in pay points.
4.2 Site visit to Jeppes Reef Pay Point
4.2.1 The pay point uses a similar operation procedures as that used in Matsulu Pay Point. The pay point also has similar challenges as those outlined in the above section.
4.2.3 Site visit to Masisukumeni Women Crisis Centre
4.2.5 Challenges
4.3 Site visit to child headed households
4.3.1 The delegate visited six child headed households. The delegate was divided into two groups and each group visited three child headed households. The following section discusses findings of the delegation:
4.3.2 Findings of delegation A
Household 1
4.3.3 Recommendations
4.3.3.1 The social worker should contact the boy’s uncle who lives in Nelspruit. The uncle should write affidavit explaining that the children were born from separate mothers and clarify the problem of the wrong details in the girl’s identity.
4.3.3.1 Hon. Magagula should make a follow up on the case and should update the Committee on the outcome.
Household 2
4.3.4 Recommendations
4.3.4.1 Social workers should make sure that child headed households get food vouchers every month.
Household 3
Household 4
4.3.5 Recommendations
4.3.5.1 The Department of Social Development should appoint a care giver to look after the children especially that the family has young girls who need mentoring from a mother figure.
4.3.5.2 The Department should on monthly basis provide food parcels to the family.
Household 5
Household 6
4.3.6 Recommendation
4.3.6.1 The delegation recommended that the Department of Social Development should regularly monitor household 6 by visiting it as it is in dire need of assistance. In addition, the Department should appoint a care giver to look after the children.
4.4. Site visit to National Development Agency (NDA) projects
4.4.1 Visit to Triple Option Furniture
4.4.2 The project was established in 2002 and it received funding to the value of R250 000 from NDA in 2005. Since 2005, the project has been self sustainable. The project manufactures household furnisher, office furniture and school desks. Its monthly income is R50 000. It has a contract with Mica and it supplies Mica with 100 pine doors on a monthly basis.
4.4.3 Challenges
4.4.4 Recommendation
4.4.4.1 NDA should assist the project team to get a contract with the Department of Education.
4.4.4.2 The project should also write a proposal of hospital bed refurbishment to the Department of Health.
4.4.4.3 NDA should assist the project members in securing space in which project products can be displayed.
4.4.4.4 The Department of Economic Affairs should work together with the Department of Social Development and assist the project on product promotion to ensure that projects become commercially viable.
4.5 Visit to Likusasalethu Leather Fern project
4.5.1 The project was started in 1989 by local farmers of Driekoppies. For the period of 14 years the project was funded by Development Bank of South Africa (DBSA). After the funding period came to an end, the project secured funding from NDA in 2005. The project worked in partnership with Mr Brandt for five years and he thereafter he offered the project members to buy the premises as well as the equipments. Mr Brandt thereafter became in charge of marketing and exporting the leather fern. He is also in charge of movable assets and he earns 15% from the income generated. Over the years the project demonstrated exponential growth and as of 1 September 2009 it owns 37 hectares of farm land. It produces and exports leather fern to Netherlands (80%) and to local markets such as Interflora, which is based in Johannesburg.
4.5.2 The project has a staff compliment of 150 workers. The staff compliment is predominantly female. They make up approximately 75% of the employees. The project pays a basic salary of R8 00 and the highest paid employee earns R1 000.
4.5.3 Concerns from the delegation
4.5.4 Challenge
· The project members indicated that the project is in need of new shade cloths. They requested NDA to assist them in acquiring new ones.
5. Conclusion
The delegation having conducted the oversight visit and considered the issues that were highlighted concluded on the following:
· Monitoring and evaluation on projects should be done on regular basis by government.
· Quality assurance and adherence to service standards are very important to be monitored, particularly that projects receive funding from government.
· The Department of Social Development should engage with the traditional leaders especially those reside in the border areas to explore ways to prevent abuse of social grants by foreigners. Thus there is a need to closely monitor border control.
· There should be a good partnership between the Department and funding companies to avoid duplication of funding of projects and NGOs.
· The Department of Home Affairs should interact with SASSA and investigate the issue of fraudulent marriages as this is a nationwide problem.
Report to be considered.
[1] The delegation questioned the accuracy of the age cohort of children who are guardians. The Department promised to verify the age and report back to the delegation, which by the end of the visit the report back was not received. Secondly, the reason is not clear why the statistics separates guardians from orphans as these children may be orphans themselves.
[2] The following are the schools children go to: Cathulani Primary, Lekweti Primary, Kamagugu Inclusive School, Masihambisane Primary, Tekwane Primary, Thandulwazi Primary, Klipspringer Primary and Nelspruit Primary