The Budgetary Review and
Recommendation Report of the Portfolio Committee on Social Development on the
performance of the Department of Social Development for the 2010/11 financial
year, dated 18 October 2011
The Portfolio Committee on Social Development having assessed the
performance of the Department of Social Development for 2010/11, reports as
follows:
1.
Introduction
1.1 The role of the Committee
The Committee’s mandate
as prescribed by the Constitution of South Africa and the Rules of Parliament is
to build an oversight process that ensures a quality process of scrutinising
and overseeing Government’s action and that is driven by the ideal of realising
a better quality of life for all people of South Africa. It is also required to facilitate public
participation, monitoring and oversight over the legislative processes relating
to social development and also to confer with relevant governmental and civil
society organs on social development matters. It also enhances and develops the capacity of its Members to exercise effective
oversight over the Executive Authority in social development. It monitors whether the Department of Social
Development fulfils its mandate.
The Committee also processes and approves
legislation and international protocols and conventions relating to social
development. It participates in the National and International social
development conferences. It confers with the National Council of Provinces on
social development legislation affecting the Provincial Legislatures, and engages
in any activities and programmes aimed at the development and delivery of
quality social development to all South Africans.
1.2 Purpose of the
report
In
terms of Section 5 of the Money Bills Amendment
Procedures and Related Matters Act, No. of 2009, the National Assembly (NA) through
its committees must annually assess the performance of each national
department. Portfolio Committees must thus annually submit Budget Reviews and Recommendation
Reports (BRRRs) for tabling in the NA in order for Parliament to compile a
report for the Medium Term Budget Policy Statement. The purpose of this report
is therefore to assess the performance of the Department of Social Development
and provide recommendations.
1.3. Sources of
information
The Committee as part of exercising its oversight function received a
briefing from the Auditor General on the audit outcomes of the 2010/11 annual
report of the department. It also received a presentation from the Researcher
on the analysis of the annual report of the Department of Social Development. The Committee also used the following
source documents for its analysis:
1.4 The mandate of the Department
The department derives its mandate from several pieces of legislation
and policies, including the White Paper for Social Welfare (1997) and the
Population Policy (1998). The Constitutional mandate of the department is to
provide sector-wide national leadership in social development by developing and
implementing programmes for the eradication of poverty and social protection
and development amongst the poorest of the poor and most vulnerable and
marginalized.
The department’s mission is “to
ensure the provision of comprehensive social protection services against
vulnerability and poverty within the constitutional and legislative framework,
and to create an enabling environment for sustainable development. The department
further aims to deliver integrated, sustainable and quality services, in
partnership with all those committed to building a caring society.”[1]
2. Department’s Strategic Priorities
and Measurable Objectives
2.1 Strategic Plans of the Department
The department’s key strategic objectives for the period 2010-13 include:
[2]
·
Caring for and protecting vulnerable groups, especially
children, women and people with disabilities;
·
Strengthening families and communities;
·
Transforming social relations, with a specific focus on
gender and victim empowerment;
·
Providing comprehensive social security, including income
support, and a safety net for the destitute;
·
Strengthening institutional capacity to deliver quality
services; and
·
Reinforcing participation in key bilateral and multilateral
initiatives that contribute to poverty eradication.
Furthermore, the department contributes to the realisation of some of the following 12 government
outcomes:[3]
1.
Improved
quality of basic education;
2.
A long
and healthy life for all South Africans;
3.
All
people in
4.
Decent
employment through inclusive economic growth;
5.
A skilled
and capable workforce to support an inclusive growth path;
6.
An
efficient, competitive and responsive economic infrastructure network;
7.
Vibrant,
equitable and sustainable rural communities with food security for all;
8.
Sustainable
human settlements and improved quality of household life;
9.
A
responsive, accountable, effective and efficient local government system;
10.
Environmental
assets and natural resources that is well protected and continually enhanced;
11.
Create a
better
12.
An
efficient, effective and development-oriented public service and an empowered,
fair and inclusive citizenship.
3.
Measurable objectives of
the Department
Five (5)
critical programmes determine the work of the department. Within each of these programmes, the
department identified a number of measurable objectives, which relate
specifically to the mandate of the department:
3.1
Programme 1:
Administration
The aim of this programme is to provide policy and strategic direction
to the Ministry and top management, and to provide overall management and
support services to the department.[4]
This
programme focuses on policy formulation, corporate governance, support
services including human resource
management, financial and risk management, information technology and
management, legal services, security services, internal audit and communication
services as well as executive management services, including ministerial
services, deputy ministerial services, and services to the Office of the
Director-General.
3.2
Programme
2: Comprehensive Social Security
The strategic goal of this programme is to ensure the provision of a
comprehensive package of social security measures and interventions, focusing
on income support.
This
programme develops policies and programmes to provide income support to the
children, elderly, disabled and households in distress through social
assistance and policies that mandate employed persons to contribute to social
insurance, in order to prevent reversal in the fortunes of the employed and
their dependents in the event of loss of income as a result of contingencies
such as unemployment, sickness, disability, death, etc.
For over
the MTEF period, under this programme the department had set objectives and
measures to do the following:
Expand the social assistance safety
net
The
department aimed to phase in, over the MTEF period, the extension of the Child Support
Grant (CSG) to eligible children under the age of 18 years. It also aimed at providing for the final
phase of the age equalisation for the Old Persons Grant (OPG). It aimed to facilitate
the reduction of people’s vulnerability to life cycle hazards by developing
proposals for mandatory social insurance measures that will provide income
support in the event of disability, the death of the bread winner and old age
by March 2011.
Improve access to social assistance
and the fair application of social assistance legislation by:
3.3
Programme 3 Policy
Development, Review and Implementation Support for Welfare Services
The aim of this programme is to create an enabling environment for empowering
poor, vulnerable and previously marginalized groups, including youth, women and
people with disabilities to achieve sustainable livelihoods.[5]
For over
the MTEF period, under this programme the department had set objectives and
measures to do the following:
Support and strengthen families and
communities by
Reduce the risk of sexual and
physical violence against women (gender based violence) by:
Reduce social crime
The
department aimed to reduce social crime by strengthening the capacity of civil
society organisations in the victim empowerment area over the MTEF period. It also planned to develop a responsive
secure care models (blue print, minimum norms and standards) for victim
empowerment by March 2012. It set a
target to have a national policy framework and accreditation system for
diversion programmes tabled in Parliament for implementation by non-profit
organisations and government by March 2011.
Reduce substance abuse and related
criminal acts leading to a drug free society
In
relation to the above measurable objective the department had set a target to finalise
the Regulations on Substance Abuse by March 2011. It planned to facilitate the rollout of the
Ke Moja campaign by March 2011. It also planned to develop a monitoring and
assessment tool for substance abuse services by March 2012. It set a target to review and coordinate the
implementation of the Mini Drug Master Plan by March 2011.
Create an environment that enables
the promotion, development and protection of older person’s rights by:
·
Piloting a community based model in 3 provinces by March
2011; and
·
Facilitating the implementation of the Older Persons Act
(2006), with a key focus on the care and protection of older persons in
accordance with the South African plan of action for older persons by March
2011.
Protect and promote the rights of
people with disabilities by
Create sustainable environment for
social development service
The
department planned to implement the recruitment and retention strategy for
social workers over the MTEF period. It
will also develop and facilitate the implementation of the minimum norms and
standards for social welfare services by March 2013. It further planned to develop
and facilitate the implementation of a costing model (with funding norms) for
the delivery of social welfare services by June 2011. By June 2010 the department had planned to develop
a social development funding policy and guidelines for NPO. The funding policy
was developed and presented to Parliament in August 2011.
Facilitate the provision of quality
social welfare services to children, including those in need of care and
protection, by ensuring:
3.4 Programme 4: Community
Development
For over
the MTEF period, under this programme the department had set objectives and
measures to do the following:
Enhance the livelihoods of poor
households and communities by:
Develop and facilitate the
implementation of responsive and focused youth development programmes by:
Contribute to reducing the incidence
and minimise the psycho-social impact of HIV and AIDS as well as the burden of
the disease by:
3.5
Programme 5: Strategy and
Governance
The mandate of this programme is to lead the strategic planning process
across the national and provincial departments. It ensures that the
department’s core strategic functions are integrated into its oversight,
monitoring and evaluation capacity. It also has the responsibility of improving
social policy planning and strengthens policy implementation by all entities
reporting to the department.
Under this
programme the department aimed to achieve the following objectives and measures
Improve the sector’s performance in
line with the demands for social
development services and products by
4. Analysis of the Department’s
Annual Report and Financial Statements
The
department remained focused on ensuring that it delivered on the commitments it
made in the strategic plan of the period under consideration.
4.1 Programme 1: Administration
The aim of this programme is to provide policy and strategic direction
to the Ministry and top management, and to provide overall management and
support services to the department.[6] It focuses on policy
formulation, corporate governance, support services including human resource management,
financial and risk management, information technology and management, legal
services, security services, internal audit and communication services as well
as executive management services, including ministerial services, deputy
ministerial services, and services to the Office of the Director-General.[7]
This programme spent 96.7 per cent of its
budget of R201.677 million in the 2010/11 financial year which is 3.3 per
cent less than the total allocation after 12 months. The lower spending mainly
related to the efficiency savings on travelling, accommodation, venues and
facilities.
4.1.1
Human
Capital Management
The department’s vacancy rate was reduced from 9%
to 8%. A total of 135 appointments were made, while 74 officials left the department. In order to enhance the formal skills base of
the department, 105 officials received bursaries to further their studies in
various fields. The internship programme continued to be implemented and 45
interns were placed in various positions and 8 interns secured full time
employment within the department.
A total of 61 learners completed the Child and Youth Care Learnership,
in partnership with the Gauteng Provincial Government and the Health and
Welfare Sector Education and Training Authority (HWSETA). All the graduates
secured permanent employment.
As part of the department’s recruitment and retention strategy, the department,
in partnership with the HWSETA and the South African Council for Social Service
Professions (SACSSP), implemented the first Social Work Exchange Programme. It
was launched by the Minister in February 2011, and the first phase of the
programme was completed when eight local social workers and eight social
workers from the
4.1.2
International
Relations
The department continued to play an active role in advancing and
promoting the social development agenda internationally. It has bilateral
agreements with
The department successfully hosted the World Social Security Forum in
4.1.3
Information Management
System and Technology (IMST)
The department through this sub-programme developed services to complete
the Child Protection Register (CPR) and Child and Youth Care Administration
(CYCA) in compliance with the Children’s Act and Child Justice Act.
4.2 Programme 2: Comprehensive Social Security
The strategic goal of this programme is to ensure the provision of a
comprehensive package of social security measures and interventions, focusing
on income support.
This
programme develops policies and programmes to provide income support to the
children, elderly, disabled and households in distress through social
assistance and policies that mandate employed persons to contribute to social
insurance, in order to prevent reversal in the fortunes of the employed and
their dependents in the event of loss of income as a result of contingencies
such as unemployment, sickness, disability, death, etc.[8]
4.2.1
Social
Assistance
The department increased the number of
beneficiaries in the social assistance programme, from 14 012 143 in March 2010 to 14 782 190 in March 2011, marking an
overall increase of 5. 2%. During 2010/11, access to social assistance improved
further for children and older persons mainly due to the amended social
assistance policy.
4.2.2
Social
Transfers
Table 1: Social Grants and Target
Achievements
Type of
Grant |
Estimated Beneficiary Number by
2011 |
Actual Output March 2011 |
Older
Person’s |
2 540 257 |
2 658 969 |
War
Veterans |
1 218 |
969 |
Disability |
1 291 264 |
1 218 916 |
Foster
Child |
506 284 |
479 058 |
Care
Dependency |
119 532 |
116 039 |
Child
Support Grant |
9 539 516 |
10 308 239 |
Total |
139 98071 |
14 782
190 |
4.2.3 Older Persons Grants (OPG)
Recipients of the OPG increased by 4. 67% to 2. 65 million. In the final
phase of age equalisation, which began in the 2008/9 financial year, males aged
60 years started accessing the OPG. At the end of March 2011, 53 787 males
aged 60 years to 64 years were receiving the OPG, increasing the number of
males aged 60-64 years receiving the OPG to 283 765. The National Treasury
approved the universalisation (removal of the means test) of the OPG, to be
phased in by gradually raising the means test ceiling up to the tax threshold.
4.2.3
War Veterans Grant
As a result of natural attrition, recipients of the War Veterans Grant
declined by 20, 44%, from 1 218 to 969.
4.2.4 Disability
Grant
Recipients of the Disability Grant declined by 5.60%, from 1 291 264 to
1 218 916. The decline was largely due to the review of the temporary
disability grant.
4.2.5 Foster
Child Grants
Foster Child Grants (FCGs) were lapsed with a view to review them and
hence the decline in the number for foster care recipients. FCG recipients
decreased by 5. 38%, from 506 284 to 479 058.
4.2.6 Care
Dependency Grants
Recipients of the Care Dependency Grant (CDG) decreased by 2. 92%, from
119 532 to 116 039.
4.2.7 Child
Support Grants
The Child Support Grant was extended to children aged 16 years and 17 years,
and beneficiaries increased by 8. 06%, from 9 539 516 to 10 308 239. An
agreement was reached with the Department of Basic Education to work with the Department
of Social Development to ensure that children of school going age who receive
the CSG attend school.
4.2.8 Policy
and Legislation
The National Treasury approved the universalisation of the OPG to be
phased in by raising the means test ceiling and ultimately eliminating it. This
will bolster the government’s attempts to address poverty among older people.
Other policy initiatives included the approval by MINMEC of a consolidated
policy on social relief and a Social Relief Bill; the finalisation of the Green
Paper on the Family; the development of a transformation strategy for child and
youth care centres, and norms and standards for cluster foster care for the
care and protection of children in alternative care.
The Social Assistance Amendment Bill, 2010 was passed by Parliament,
assented to by the President, and came into force in September 2010 as the
Social Assistance Amendment Act, 2010 (Act No. 5 of 2010).
Proclamations relating to the commencement of the Children’s Act, 2005,
the Older Persons Act, 2006 and the Children’s Amendment Act, 2007 were
approved by the President and published in the Government Gazette on 1 April
2010. The two Acts came into force in April 2010.
A policy for the Care Dependency Grant (CDG) will
be developed and costed and presented to Cabinet in the 2011/12 financial year.
This policy will develop an assessment tool for Care Dependency Grant
applicants.
4.2.9
Social
Insurance and Social Security Reform
The policy on mandatory retirement was drafted and approved by the
Inter-Ministerial Committee on Social Security on 8 February 2011. The department,
working together with the Interdepartmental
Task Team on Social Security Reform, is in the throes of
developing a revised approach to social security that could deal with
[international and local] economic shocks. This includes developing a revised
social security institutional framework (blueprint currently completed) as well
as a National Social Security Fund.
The department proposed that the policy-making function for social
security should be consolidated under one department and that a new social
insurance fund (the National Social Security Fund) should be created to provide
retirement, disability and survivor benefits to all formally employed
contributors who will be mandated by government to contribute. Furthermore, it
proposed that the different social security agencies currently providing
similar benefits should be streamlined in order to achieve efficiencies and
economies of scale.
4.2.10 Appeals Tribunal
During the period under review, the Appeals Tribunal achieved the
following:
·
By end of
March 2011, the Tribunal had processed 41 162 appeals more than the annual
target of 40 000 set in the Estimate of National Expenditure (ENE). The
turnaround strategy for dealing with appeals, which included hiring personnel
via the Expanded Public Works Programme, increased the number of appeals
adjudicated from 400 to 4 000 a month. Outstanding cases (about 20 000) were
due to be dealt with within the first six months of the next financial year.
·
All new
appeals relating to SASSA decisions after 1 April 2010 were dealt with within 90
days. In terms of the ENE Target, 15 000 new appeals should have been
considered. However, the Social Assistance Amendment Act, 2010 (Act 5 of 2010)
stipulates that all appeals have to be reconsidered by SASSA before being
adjudicated. As a result, all new appeals received after the 16 September 2010
were referred back to SASSA for reconsideration prior to them being adjudicated
upon as appeals. This process has since resulted in the reduced intake of new
appeals for adjudication.
·
The
Tribunal established provincial offices in all nine provinces, thereby ensuring
public access to appeal services.
4.3
Programme
3 - Policy Development, Review and Implementation Support for Welfare
Programme
3 creates an enabling environment for the delivery and accessibility of
integrated social welfare services in partnership with all relevant
stakeholders.[9]
4.3.1
Service Standards
The department developed generic norms and standards for social welfare
services. The social welfare sector was broadly consulted on the norms and standards,
which are meant to guide the delivery of social welfare services in different
settings.
4.3.2
Service Provider Support Management
NPOs assist the government to deliver social welfare services in both
urban and rural settings and therefore receive significant government funding.
In the year under review, the department allocated funds to 22 national NGOs.
In order to address disparities in the funding of NGOs, both on a national and
provincial level, the Minister and Members of the Executive Committee (MINMEC)
reviewed and approved a policy on financial awards to service providers (PFA)
in March 2011. The policy was presented to Parliament in August 2011.
The South African Council for Social Service Professions (SACSSP) and the
Professional Board for Social Workers (PBSW) were established and inaugurated
in December 2010. An Interim Structure for Child and Youth Care was established
to help prepare for the establishment of a Professional Board on Child and
Youth Care Workers (PBCYC) and the registration of child and youth care
workers.
A policy on social services and occupations was drafted in consultation
with all the relevant stakeholders, including the SACSSP. This will serve as
the basis for developing a new legislation to replace the Social Service
Professions Act, 1978 (as amended).
4.3.3
Older Persons
The Older Persons Act (No. 13 of 2006) came into force on 1 April 2010.
In order to ensure compliance with its provisions on community-based care, a
situational analysis of these services was completed in the
In recognition of the need for an integrated approach to service
delivery, programmes for promoting intergenerational solidarity and cohesion
were piloted and audited in the
4.3.4
People with Disabilities
The department finalised the amalgamation of all policies on people with
disabilities in line with the United Nations Convention on the Rights of People
with Disabilities.
4.3.5
Social Crime Prevention
The blueprint for minimum norms and standards on secure care was finalised
and approved by the Heads of Social Development (HSD) in August 2010. These
norms and standards complement the requirements of the Child Justice Act.
A strategy on social crime prevention aimed at enabling the social sector
to contribute to crime prevention and ensuring coordination and partnerships
with key stakeholders is in progress.
The following five social crime prevention therapeutic programmes were
developed to ensure the stimulation of children awaiting trial in communities
and in secure care facilities:
·
Sexual
offences;
·
Substance
abuse;
·
Personal
development/life skills;
·
After
care and reintegration; and
·
Restorative
justice.
Personnel in all nine provinces were trained to implement these
programmes. A total of 420 practitioners in all provinces were trained on
implementing the probation practice guidelines.
4.3.6
Substance Abuse
Regulations under the Prevention of and Treatment for Substance Abuse
Act (No 70 of 2008) were drafted and submitted for consultation with the stakeholders
in all nine provinces. Inputs were consolidated and incorporated in the draft.
A community-based model for dealing with substance abuse was implemented on a
trial basis in Limpopo and
Door to door visits coupled with surveys were conducted in all nine
provinces, aimed at creating awareness of substance abuse and related
challenges. The survey was aimed at assessing community awareness of substance
abuse, and identifying ways of addressing this scourge. The door to door
campaign was followed by provincial substance abuse summits in all provinces
excluding
The second Biennial Summit on Substance Abuse was held in
4.3.7
Families
The families programme contributes to the Government Outcome 8, namely
sustainable human settlements and improved quality of household life. It also
contributes towards achieving the sectoral goal of supporting and strengthening
family and community interventions that foster social cohesion.
The department drafted a Green Paper on Families which was presented to
departmental structures for approval. The Green Paper provides strategic
guidance on the integrated provision of services to families. The department
also developed an integrated plan for services to families, an integrated
parenting framework, and a monitoring and evaluation framework for services to
families.
4.3.8 Victim Empowerment
A final report on developing legislation for victim support services was
completed. A costing model or a victim empowerment programme was developed,
aimed at standardising victim empowerment services and funding. The strategy
for engaging men and boys in preventing gender-based violence was implemented
in all nine provinces.
4.3.8
Children’s Act
The Children’s Act came into force on 1 April 2010. Norms and standards
and practice guidelines aimed at guiding the uniform implementation of the Act
were finalised.
4.3.9 Child
Protection and Alternative Care
Parts A and B of the Child Protection Register (CPR) were introduced as
specified by the Children’s Act. Cases of abuse, neglect and exploitation were
entered in the register and heard by the Children’s Courts.
Challenges arose in respect of the new responsibility of the Department
of Justice and Constitutional Development for foster care and alternative care,
where court orders had to be extended by the Children’s Courts. The Department
of Social Development Chief Directorate: Children, worked with the Department
of Justice and Constitutional Development (DOJ&CD), South African Social
Security Agency, and the provincial departments to address these challenges.
4.3.10 Adoptions
and International Social Services
The Register of Adoptable Children and Prospective Adoptive Parents
(RACAP) was operationalised and 740 parents and 936 children appeared on the Register.
A total of 2 236 national adoptions and 200 inter-country adoptions were
registered. The department accredited 23 child protection organisations for
adoption services. The year under review saw an increase in cases involving
unaccompanied minors, especially from African countries.
4.3.11 Orphans and
Vulnerable Children (OVC) and Early Childhood
Development (ECD)
The Strategy and Guidelines for children living and working on the
streets were implemented and service providers were capacitated. Furthermore,
provincial coordinators were trained on norms and standards related to Child
and Youth Care centres and Drop in centres.
4.4 Programme
4: Community Development
The aim of this programme is to create an enabling environment for
empowering poor, vulnerable and previously marginalized groups, including
youth, women and people with disabilities to achieve sustainable livelihoods.[10]
4.4.1 HIV and AIDS
A total of 19 895 Home
and Community Based Carers (HCBC) were trained, as part of the EPWP. There are
currently 2 000 HCBC organisations in existence across the country.
Furthermore, the department was actively
involved in the HIV counselling and testing campaign (HCT)) announced by the
President on World AIDS Day in 2009.
4.4.2 Community Development and
Service Standards
The department finalised a Memorandum of Understanding with HWSETA on
training Community Development Practitioners on integrated development plans
(IDPs), community-based planning (CBP), the sustainable livelihoods approach
(SLA), and a toolkit for sustainable livelihoods.
4.4.3 Youth Development
Youth work was successfully handed over to the National Youth
Development Agency (NYDA) in February 2011.
The norms and standards for implementing the Masupatsela Youth Pioneer
Programme (MYPP) were developed, and a booklet was produced.
4.4.4 Sustainable Livelihoods
The department trained 354 Community Development Practitioners and
supervisors on the use of the sustainable livelihoods concept and the toolkit
for facilitating community development.
Workshops were held to build the capacity of Community Development
Practitioners (CDPs), CDP managers, and Masupatsela Youth Pioneers on the
concept of social cooperatives and the implementation guidelines.
The department helped four provinces
to establish Food Banks. A delegation from the
The Department continued to support the “War on Poverty” campaign,
championed by Deputy President Motlanthe.
4.4.5 Non-Profit Organisations (NPOs)
The department undertook four major projects, namely developing an NPO
policy, developing and implementing an NPO capacity building framework, and
developing NPO management guidelines, norms and standards for NPO governance,
and NPO funding guidelines. The department continued its efforts to improve NPO
registration: The NPO unit received 15 232 new applications for registration. A
total of 10 238 organisations were registered and 4 723 failed to meet the
requirements set out in the NPO Act. This translated into 69% registration
compliance by organisations.
Monitoring the on-going compliance of registered NPOs with the NPO Act
is a key function of the NPO unit. A total of 12 625 notices were issued to
non-compliant organisations (which failed to submit annual reports) as opposed
to 6 987 in the previous year, marking an increase of 45%. A total of 11 172
annual reports were submitted.
4.5 Programme
5: Strategy and Governance
The programme’s mandate is to lead the strategic planning process across
the national and provincial departments. It ensures that the department’s core
strategic functions are integrated into its oversight, monitoring and
evaluation capacity. It also has the responsibility of improving social policy
planning and strengthens policy implementation by all entities reporting to the
department.
4.5.1 Strategy,
Planning, Development and Risk Management
The department developed a model for sharing local offices with SASSA.
These facilities will be disability-friendly; child care and old age friendly,
and will have dedicated sick bays; reception facilities, and queue management
systems. Implementation of the model started in the
4.5.2 Monitoring and Evaluation
The department embarked on a major exercise to align its monitoring and
evaluation systems with the government’s new outcomes-based approach. A
catalogue of indicators for the social sector was reviewed, and specific
outcome statements, social sector indicators, and tools for measurement were
developed and linked to the 12 Government Outcomes.
4.5.3 Population and Development
The unit produced a research report entitled Population Trends Analysis
on HIV and AIDS and Health Issues with Demographic Implications (March 2011).
The research encapsulated evidence from two research reports dealing with
aspects of HIV and AIDS and other health concerns with demographic
consequences. The unit also produced HIV and AIDS Case Study Volume 3 and
disseminated it to provincial population units (PPUs) and municipal districts
which participated in the research.
A paper on discovering and developing the untapped economic and social
potential of young people was prepared and presented to a stakeholder meeting
in May 2010. A study of factors associated with teenage pregnancies was piloted
in
The research proposal for a gap analysis of youth services was revised
to accommodate the social sector infrastructure demand model (SSIDM). A gap
analysis concept paper on the delivery of services to youths was completed as
part of the project.
An overview of the state of gender equality, equity, and the empowerment
of women in
Capacity-building and training workshops were held as part of the
initiative to introduce population issues into local development plans. A
strategy was approved to help municipalities roll out a guide on integrating
population information into IDPs, and four local workshops were held on
applying the guidelines for mainstreaming gender into IDPs.
4.5.4 Social Policy
The unit made further progress in institutionalising evidence-based
policy-making in the country by ensuring that all new policies were based on
research evidence.
4.5.5 Entity Oversight and Management
The Minister and the National Development Agency (NDA) Board signed a Memorandum
of Agreement aimed at strengthening the NDA’s accountability in respect of
performance and reporting. Powers related to the PFMA and powers under Treasury
regulations were delegated to the NDA.
4.5.6 Special Projects
The department, through the Special Projects Office, continued to play a
vital role in coordinating EPWP initiatives for the social sector. This will
enable the department to contribute to the creation of decent employment
through inclusive growth.
Among the most notable achievements in the reporting period (for the
Social Sector) was the expansion of EPWP beyond the pilot programmes of HCBC
and ECD to include the mass literacy campaign Kha-Ri-Gude, the National
School Nutrition Programme, the Mass Participation Programme in Sport, and the
Community Safety Programme.
The social sector created 110 653 jobs, exceeding the annual target of
96 000. Some 61 322 of these were full-time equivalents. This achievement will
contribute significantly to the sector target of creating 750 000 jobs by 2014.
The revised Ministerial Determination and Code of Good Practice were
completed and submitted to NEDLAC. These instruments are meant to protect EPWP
workers against exploitation as they prescribe minimum conditions of work, for
example, the minimum daily pay for EPWP workers.
National Treasury approved a R5. 3 billion EPWP incentive grant across
all sectors for creating more jobs and expanding service delivery. The social
sector received R243 million for this purpose in the year under review.
The department worked on providing services to destitute war veterans
and their dependents, including: supporting the South African Military Veterans
Association (SANMVA); providing psychosocial support and trauma counselling to
veterans or/and families of veterans; assisting with the profiling of veterans;
and providing Social relief of Distress grants to those requiring such support.
The Kwanda Social Mobilisation Programme, run in partnership with
5. Analysis of Section 32 Expenditure
Reports
The Department
of Social Development spent 99, 1% of its total budget of R95. 941 billion by
the end of March 2011. The reason for the under-spending of 0.9% was due to
efficiency savings on travelling, accommodation, venues and facilities. Social
assistance transfers underspent because of the lower than expected beneficiary
uptake. The department also underspent because of Appeals Tribunal projects
that were not finalised before the closure of the 2010/11 financial year. The
low spending also related to the delays in the implementation of planned
projects and invoices from service providers that were submitted late.
Programme spending trends
Social Development Programmes |
Voted Amount 2010/11 |
Total Expenditure as at 31 March 2011 |
|
R'000 |
R'000 |
%
Spending |
|
Administration |
201,677 |
195 082 |
96.7% |
Comprehensive Social Security |
95,140,156 |
94,298,757 |
99.1% |
Policy Development, Review and Implementation Support for
Welfare Services |
345,791 |
336,512 |
97.3% |
Community Development |
186,534 |
177, 032 |
94.9% |
Strategy and Governance |
66,903 |
60,942 |
91.1% |
TOTAL |
95,941,061 |
95,068,325 |
99.1% |
Programme
1: Administration
This programme spent 96.7% of its budget of
R201.677 million in the 2010/11 financial year which is 3.3 per cent less
than the total allocation after 12 months. The lower spending mainly related to
the efficiency savings on travelling, accommodation, venues and facilities.
Programme
2: Comprehensive Social Security
This programme spent 99.1% of its budget of
R95.140 billion in the 2010/11 financial year. The lower spending mainly related
to the social assistance transfers because of the lower than expected
beneficiary uptake rate. The Appeals Tribunal projects were not finalised
before the closure of the 2010/11 financial year.
Without transfer payments, this programme
spent 82.9% of its budget of R134.018 million. As already mentioned, the
low spending related to the Appeals Tribunal projects that were not finalised
before the closure of the 2010/11 financial year and because of the efficiency
savings on travelling, accommodation, venues and facilities.
Programme
3: Policy Development, Review and Implementation Support for Welfare Services.
This programme spent 97.3% of its budget of
R345.791 million in the 2010/11 financial year. The under-expenditure was mainly
due to the savings realised on operational costs as a result of the cost saving
measures implemented on travelling, consultancy fees, venues and facilities.
Without transfer payments, this programme
spent 91.0% of its budget of R101.306 million. The low spending related
mainly to the delays in the implementation of the planned projects and invoices
from service providers that were received late. The under spending also related
to the cost saving measures implemented on travelling, consultancy fees, venues
and facilities.
Programme
4: Community Development:
This programme spent 94.9% of its budget of
R186.534 million. The reason for low spending related mainly to the savings on
accommodation and consultancy fees due to efficiency savings implemented and
payments not transferred to the National Association of Burial Societies of
South Africa (NABSSA) and National Association of People Living with HIV and
Aids (NAPWA) due to outstanding compliance aspects.
Without transfer payments, this programme
spent 85.9% of its budget of R56.945 million in the 2010/11 financial year. The
low spending related mainly to the savings on accommodation and consultancy
fees due to the efficiency savings implemented.
Programme
5: Strategy and Governance.
This programme spent 91.1% of its budget of
R66.903 million in the 2010/11 financial year. The low spending related mainly
to the savings realised on the operational costs as a result of the cost
savings measures implemented on travelling, accommodation and consultancy fees.
Economic classification spending
trends
Compensation
of employees: The
department spent 96.9% of the budget of R254.939 million by the end of the
2010/11 financial year. The reason for underspending was mainly due to the vacant
posts not filled in time.
Goods
and Services: The department spent 86.1% of the budget of
R294.162 million by the end of March 2011.
The under-expenditure was mainly due to the
savings realised on the operational costs as a result of the cost savings
measures implemented on travelling, consultancy fees, venues and facility
costs.
Transfers
and subsidies: The
department spent 99.1% of the budget of R95.381 813 billion by the
end of March 2011.
The lower spending mainly related to the
social assistance transfers because of the lower than expected beneficiary
uptake rate and the Appeals Tribunal projects were also not finalised before
the closure of the 2010/11 financial year.
Underspending was also due to payments not
transferred to the National Association of Burial Societies of South Africa
(NABSSA) and National Association of People Living with HIV and Aids (NAPWA) as
a result of outstanding compliance aspects.
Capital
Assets: The low spending
mainly related to the stricter measures that were put in place in terms of the
acquiring the new office equipment and furniture due to the modification and
standards of office branding that were to be implemented.
6. Consideration of Reports
of Committee on Public Accounts
The 2009/10 report of the Committee on Public Accounts noted that the department
received a qualified audit report[11]
and it made the following resolutions regarding AG’s audit
report on transfers and subsidies:
The Accounting Officer should ensure that:
Pertaining to the dual accountability between
the department and SASSA, it made these resolutions:
The Accounting Officer should ensure that:
The department received a qualified opinion
for 2010/ 11 due to the matters of emphasis highlighted above. The department during
its briefing on 2010/11 Annual Report[12]
to the Committee reported that it was still waiting for a directive from the
National Treasury on how the issue of dual accountability and flow of funds
should be addressed. Nevertheless, it reported that it will improve its
oversight over SASSA by conducting physical audit to verify beneficiary files
instead of it relying on reports from SASSA. The department will also develop
systems and guidelines to standardize the implementation of policies across
SASSA offices.
To improve its internal controls and
management of files, SASSA in partnership with the Minister of the Department
of Social Development and Director General of the department contracted Ernst
& Young accounting firm at a cost of R15 million to train SASSA employees
on the above until May 2012. This resulted in SASSA receiving an unqualified
audit report for 2010/11.
7. Consideration of Other Sources of
Information
7.1 Review of the 2010 State of the
Nation Address
The 2010 State of the Nation Address was delivered within the context of
the economic downturn that started in 2008, and in 2009
The department had during the
2009/10 financial year embarked on a number of projects and initiatives that
were set as its goals to be met. These were the commitments identified by the
2010 State of the Nation Address. This section summarises some of the goals and
review the department’s performance in this regard.
Extension
of the Child Support Grant (CSG)
The State of the Nation Address
indicated few strategies meant to alleviate poverty and offset the negative
impact of the global financial crisis. This included the extension of the CSG
for children over the age of 14 years to those under the age of 18 years. By
the time the 2010 SONA was being delivered, the Social Assistance Regulations
were again in a process of being amended to effect the policy changes in the
extension of the CSG. According to the December 2009 Regulations, only children
born on or after 1 October 1994 were eligible for the CSG.
However, a few challenges occurred
from those Regulations, including the possibility of excluding some children
and misinterpretation of the Regulations. By March 2010, amended Social
Assistance Regulations had been released and they stated that: All children born after December 1993 are
eligible for the CSG (that is other eligibility criteria permitting).
These latest Regulations implied that as from the 1st of January
2010 children under the age of 17 years qualified for the CSG and as from the 1st
of January 2011 children under the age of 18 years also qualified for the CSG.
At the end of December 2010, there was
a total of 10.05 million CSG beneficiaries (of which 230 000 were those between
the ages of 16 and 17 years). The 10.05 million beneficiaries represent a 7.9%
growth when compared to December 2009. It is also worth noting that since the
implementation of the extensions, the total number of children over the age of
14 year mounted to 1.2 million. Overall, the CSG covers between 70 – 80% of
children living in poor households (using the R350 per month poverty line).
With the extension to children under 18, this percentage is likely to rise in
the next coming few years. In terms of population numbers, about 54% of all
children under the age of 18 years in
Eradicating fraud and corruption
The department implemented an Anti-Corruption and Fraud
Policy. The Anti-Corruption and Fraud
Policy is the departmental policy document which forms part of the Anti-Corruption
and Fraud Prevention (ACFP) Strategy as required by the
Treasury Regulations and the Public Service Anti-Corruption Strategy. The Anti-corruption Strategy advocates that
the fight against corruption be conducted in an integrated and coherent manner.
This Strategy recognizes the importance of detection, prevention and combating.
It further recognizes that solid
management practices are as important as the laws that allow investigation and
prosecution. This strategy is aimed at fighting corruption in a holistic and
preventative manner.
Awareness booklets were distributed
to all personnel of the department via the email to provide a better
understanding of the department’s Anti-corruption and Fraud Strategy namely:
·
Anti-corruption
and Fraud policy of the department. This guide is targeted at personnel of the
department to provide an overview of the Anti-corruption and Fraud Strategy.
·
A
guide for managers: Promoting Public Sector Accountability, Implementing the
Protected Disclosures Act was implemented. This guide
is targeted at managers in order to prepare them to be able to respond
adequately to whistle blowers.
·
Guide
for Managers and Employees (Fraud Awareness and Preventative Compliance
Framework) was implemented. The departmental responsibilities in relation to
the management of fraud risk are set out in this booklet. The purpose of this
booklet is to show how the principles of sound risk management, governance and
control apply to fraud and other irregular activities that might lead to fraud.
·
Understanding the Prevention and Combating of Corrupt Activities
Act was also implemented. This booklet explains the Prevention and Combating of
Corrupt Activities Act of 2004
International
anti-corruption day: 09 December 2010
On 31 October 2003, the United
Nations Assembly, declared the 9th of December to be celebrated as a
World Anti-Corruption Day. The Planned Social Development Programme will be an
ongoing initiative that was launched on the 9th December 2010
coinciding with the International Anti-Corruption Day. The Human Science Research
Council (HSRC) in partnership with the Department: Social Development and its
entities namely; the South African Social Security Agency (SASSA) and the
National Development Agency (NDA) is educating employees on corruption and thus
raising awareness.
The theme
of the 9th December event was “Blow the whistle on Corruption” and
it was aimed at raising awareness on corruption and the role of the various
role-players in combating and preventing it. The department launched its Anti
Fraud and Corruption Policy at the event. Furthermore, all officials attending
the event were requested to sign a pledge to “blow the whistle on Corruption”.
A campaign of this nature provided
an opportunity for the department and its entities to express their commitment
in line with the Cabinet’s efforts to eradicate corruption within the public
service.
Reducing
serious and violent crimes
The department implemented the social
crime prevention strategy. This strategy seeks to promote joint efforts, share
a common understanding and vision on how to tackle crime, bringing together
concerted interventions within the department as core in relation to social
crime prevention initiatives.
The Strategy was presented at various fora within the department. It was
further discussed within the JSCPS Cluster departments and was supported; hence
a cluster task team was established to develop an action plan by the end of
January 2011.
Blue print, minimum norms and
standards for secure care centre
In the past few years a range of new
laws and policies had been introduced regarding the treatment of children in
conflict with the law. Foremost among these is the Child Justice Act (No 75 of
2008), which has established a comprehensive procedure for dealing with
children in the criminal justice system. It
became crucial for the department to develop a blue print, minimum norms and
standards for secure care centre as the Act clearly outlines procedures of
treating children in conflict with the law. This was done in order to
standardize the provision of services to children across the country. It was
presented at all departmental structures and was finally approved by Heads of
Social Development Sector on the 5th of August 2010.
Policy framework for accreditation
of diversion services
The policy was developed
in line with the requirements of Child Justice Act.,. Section 56 of the Act
requires the Cabinet member responsible for social development to create a
policy framework to develop the capacity in all levels of government and the
non-governmental sector to establish, maintain and develop programmes for
diversion.
Policy was approved by
the department in March 2010 and was tabled in Parliament on 31 May 2010. On the 20th of August 2010 a
Notice was published in the Government Gazette requesting diversion service
providers to apply for accreditation as the organization as well as the content
of the programme and closing date was 30th of November 2010. Three
structures (Accreditation, Quality Assurance and Site Verification) were set up
in all provinces. Training was conducted
in all provinces and completed on the 24th of November 2010.
Guidelines for Probation Officers, Assistant Probation
Officers and Child and Youth Care Workers
The department in
partnership with UNICEF developed guidelines for Probation Officers, Assistant
Probation Officers and Child and Youth Care Workers to provide appropriate
services to children in conflict with the law. The guidelines are there to
provide practical advice on the appropriate services to all role players. A
total of 150 Master trainers received training and furthermore a total of 270 probation practitioners were trained
in all provinces.
Building
a performance oriented state
In support of government’s effort to
build a performance-based state, the department partnered with the Technical
Assistance Unit of the National Treasury to review its planning processes and
capacity of the Strategy Unit. The scope of the partnership included strategic
facilitation and better understanding of development theories which would bring
about the desired change to communities. Strategic Information Analysis is also
another critical element of the partnership and would contribute to the
integrity of performance data and high quality analysis of performance
information including evaluation which would in turn be used to strengthen
planning and investment by the department. Training on the collection of
baseline information, indicator formulation and target setting was extended to
managers at national office, provinces and entities.
In the past two years over 30 technical staff
were trained on result based monitoring and evaluation which was important in
performance planning. As part of efforts to promote accountability and better
performance, the department conducted rigorous quarterly programme performance
reviews which served as means to assess performance against predetermined
targets as contained in the Strategic Plan; identify critical areas that needed
timely interventions and identify obstacles to service delivery.
In addition, the department will
publish annually a Service Delivery Improvement Plan with the strategic plan in
accordance with the Public Service Regulation. This will amongst other things
establish and sustain a service delivery improvement program for the department
and set out the service standards that citizens can expect.
Expanded
Public Works Programme Expansion
The social sector managed to expand
beyond the two pilot projects of Home Community Based Care (HCBC) and Early
Childhood Development (ECD). The programme is reported through the following
additional programmes:
·
·
·
Mass
Participation Programme in Sport.
A Community Safety Summit was held in November
2010 in order to mobilise all provincial Community Safety departments to
account and report on their job creation initiatives as part of the Social
Sector EPWP. The summit was concluded successfully with a commitment from all
the attending provinces to enrol with the social sector.
Sector
performance
Comprehensive
EPWP Incentive Grant
The social sector managed to
mobilise R56 million for HCBC in the 2010/11 financial year and a further R243
million for all qualifying social sector programmes in the 2011/12 financial
year. The sector was also finalising the review of findings and proposals
from the study concerning a “desirable dispensation” for EPWP extension workers
which is meant to advise government on an appropriate mechanism for employment
of all categories of workers that provide social service delivery through EPWP.
Challenges
The issue of a minimum daily wage
within EPWP in general and social sector in particular was identified as a
major challenge for implementing departments EPWP. While the departments were
expected to use line function budgets to create work opportunities, the
resources had not been sufficient to pay at the prescribed minimum daily wage
in line with EPWP standards. In response to these and other challenges the EPWP
introduced an Incentive Grant allocation which allowed for the elimination of
unpaid beneficiaries while also contributing to the expansion of work
opportunities.
7.1 Report of the Auditor General of
The Auditor General (AG) gave the Department of Social Development a
qualified audit opinion for the following reasons:
The AG was
unable to satisfy himself as to the occurrence of social assistance grant
expenditure with an approximate value of R891 million (2009/10:R10.5 billion).
A number
of grant beneficiary files requested from SASSA were not presented for audit
purposes. Furthermore, numerous files presented by SASSA did not contain the
necessary information that is required to form the basis for a valid grant
payment.
A dual
accountability relationship exists between the department and SASSA over the
social assistance grants. The status of the current relationship therefore
results in actions of SASSA having an impact on the audit report of the department regarding matters concerning
social assistance grant expenditure.
7.2 Technical
Aspects of the Report
The Department’s Annual Report was well structured. Also, it
was easy to read making it user- friendly. It was also submitted on time or as
required by Parliament and in accordance with the Treasury guidelines for
submission of annual reports.
8. Report on Millennium Development
Goals (MDGs)
The department plays a critical role in the achievement of Goals 1 (Eradicate
extreme poverty and hunger), Goal 2 (Achieve universal primary education), Goal 3 (Promote gender equality and empower women), Goal
4 (Improve maternal health), Goal 6 (Combat HIV and AIDS, malaria and other diseases)
and 8 (Develop a global partners partnership for development).
Goal 1: Eradicate extreme poverty
and hunger
The department contributes significantly in the reduction of poverty
through the social assistance programme. Studies on
The number
of beneficiaries of the social grants increased from 2. 5 million in 1994 to over
14 million in 2011. The rapid expansion of the social assistance programme
accounted for the growth in expenditure levels of the poor. The most notable
expansion had been that of the CSG and the OPG, which had increased to over 10
million and 2 million respectively in 2011. This was due to the implementation
of the age equalisation in the OAP, which lowered the eligibility age from 65
years to 60 years for men. The eligibility age for CSG was increased to 18 years;
hence there was an increase in the CSG beneficiaries.
The social
assistance programme has had remarkable impact in the eradication of poverty in
the following way:
The department further contributed to the attainment of this Goal through
the distribution of food parcels and community Food Banks to the needy households through
the Social Relief of Distress. In
2010/11, the department supported five provinces (
Through
the continuous implementation of the EPWP through the HCBC and ECD, the department contributed
towards
Goal 2: Achieve
universal primary education
The department does not directly
contribute to the achievement of Goal 2. It however indirectly contributes
through the ECD programme, which however cannot be measured by the indicators
of this Goal. The indicators for Goal 2 do not include children in
the 0-4 age cohort, which the department is responsible for in the
implementation of the ECD programme. Nevertheless, the ECD programme is widely
believed to provide a firm foundation for a life-long learning, which is a key
element of a dynamic, literate, and knowledge based society. Hence, by March 2011, the
department registered 9 000 ECD centres with 790 000 children benefitting from
ECD services. Seven hundred and twenty thousand (720 000) children were
directly subsidised by the State.
In addition, the CSG contributed in
the attainment of Goal 2. According to the Statistics South
Africa’s General Household Survey report 2003-2007 released in July 2009, the
most notable impact of the expansion of the CSG was that children benefitting
from the grant were likely to go to school. In 2007, the percentage of low
income households that received any kind of grant and were sending their
children aged 5-19 years to school increased from 73% in 2003 to 81% in 2007. The
school attendance ratio for individuals aged 5-19 years was higher in
households who received grants than those who did not receive them.
Goal 3: Promote gender equality and empower women
Similarly to
the achievement of Goal 2, the expansion of the CSG indirectly contributed to
the attainment of Goal 3 and 4. The CSG was designed with the intention of targeting women
as recipients with the expectation that women would be more likely to spend on
essential items that will benefit the child.
Goal
4: Improve maternal health
The department contributes towards
the achievement of Goal 4 through the Victim Empowerment Programme (VEP) and
HCBC. Through these programmes the department provides psycho-social support to
families. It is a generally acknowledged fact that women and children are
mostly the victims of domestic abuse. Also, women are the ones who attend to
ill family members. Such responsibilities often times have an impact on the
mental health of women. Thus VEP and HCBC are important in helping women handle
their responsibilities.
In relation to the above, the
department in the year under review, has finalised and presented a Green Paper
on the Family to the departmental structures for approval. The Green Paper
seeks to promote and strengthen family life through a coherent, well
coordinated framework for all government policies, programmes and civil society
initiatives. In addition, it capacitated 81 service providers on the Manual for
Families in Crises in three provinces. It capacitated 258 service providers on
Marriage Preparation and Marriage Enrichment in nine provinces. It also
capacitated 123 service providers on Family Preservation Services and 54
service providers were capacitated on the implementation of the department’s
Strategy for Families in two provinces.
The
implementation of the VEP has been critical in providing shelter, counseling
and protection for abused women and children. The department trained 270 social
workers to implement the Shelter Strategy for abused women and children in nine
provinces. It also completed a research report on feasibility of developing a
Victims Support Services legislation, which will provide basis for developing a
VEP legislation.
Goal 6: Combat HIV and AIDS, malaria and other diseases
The
department contributed to the achievement of this Goal through a number of HIV
prevention programmes which include among others, a number of awareness and
advocacy programmes that are it runs. Through a partnership with LoveLife, the
department contributed to the government strategy to reduce new HIV infections
by 50% as contained in the National Strategic Plan for HIV and AIDS, STI,
Malaria and Tuberculosis for 2007-2011. To reduce the incidence of and minimise
the psychosocial impact of HIV and AIDS, the department launched a maternal
health orphan surveillance system in
Goal 8:
Develop a global partners partnership for development
The department in line with the
country’s foreign policy, plays an active role in advancing and promoting the
social development agenda internationally, which is in keeping with the MDG 8.
It participates in the
SADC Labour and Social Affairs Sector and the SADC Population and Development
Commission. The Minister participates in the AU Ministers of Social Development
and the African Population Commission.
It also participates in
the following UN Commissions: UN Commission on Social Development, UN Commission
on Population and Development, UN Commission on Status of Women, UN Commission
on Commission on Narcotic Drugs.
9. Committee’s Observations
The Committee commends SASSA for
the unqualified audit report. However it draws attention to the AG’s remarks
that a
number of grant beneficiary files requested from SASSA were not presented for
audit purposes. Furthermore, numerous files presented by SASSA did not contain
the necessary information that is required to form the basis for a valid grant
payment.
The Committee noted with concern the existing dual accountability between
the department and SASSA over the flow of funds (transfers and subsidies),
which resulted in the department receiving an qualified audit report in 2009/10
and 2010/11 financial years.
The Committee further noted that the department will strengthen its
oversight over SASSA by developing internal audit processes and financial
inspections. This is critical to ensure that the department strengthens its
governance over its entities.
The Committee noted with concern the low or non reporting by the
Department of Justice and Constitutional Development (DoJ&CD) on the
convicted cases of child abuse to be uploaded to Part B of the Child Protection
Register (CPR). Thus far only one case of unsuitability was recorded. The
Committee was informed that the determination to verify that a person is not
suitable to work with children has been a challenge and has not been done by
the DoJ&CD.
The Committee expressed its satisfaction for the improvement of SASSA’s audit
report from a disclaimer to unqualified audit opinion.
10. Conclusion
Despite the above mentioned observations the Committee is satisfied with
the Department’s overall achievements in meeting its targets. It is also
satisfied with efforts undertaken by SASSA in conjunction with the department
to ensure that SASSA received an unqualified audit report. Nevertheless, the
issue of dual accountability needs to be urgently addressed as it will continue
to impact on the audit opinion of the department.
11. Recommendations
In line with the observations made above, the Committee recommends that
the Minister of Social Development should ensure the following:
·
The audit committees of the department and SASSA
should meet regularly to monitor, review and recommend improvements with
regards to internal controls and systems.
·
The department and SASSA should ensure that there
should be skills transfer from contractors to SASSA employees so that there
would be sustained effective functioning of SASSA.
The Committee refers back to the recommendation below which it made in
its 2010 Budgetary Review and Recommendation Report:
12. Resolution
The Committee made the following resolutions:
Report to be considered
Reference list:
Briefing by the Department of Social Development on
its 2010/11 Annual Report, to the Portfolio Committee on Social Development, 12
October 2011, RSA Parliament
Department
of Social Development Annual Report 2011.
Department
of Social Development Strategic Plan 2010/11 – 2014/15.
Zuma, 2010.
State of the Nation Address. Government Printers.
[1] Department of Social
Development Annual Report 2010/11
[2] ibid
[3] ibid
[4] Department of Social
Development 2010/11 Annual
[5] Department of
Social Development (2011)
[6] Department of Social
Development (2009).
[7] ibid
[8] Department of
Social Development (2011)
[9] Department of Social
Development (2011)
[10] Department of Social
Development (2011)
[11] Details are available on
the 2009/10 Budgetary Review and Recommendation Report of the Portfolio Committee
on Social Development
[12] Briefing on the
Department of Social Development 2010/11 Annual Report, 2011