ATC180504: Report of the Portfolio Committee on Social Development on the Budget Vote 17, the Annual Performance Plans of the Department of Social Development and its Entities for 2018/19 dated 04 May 2018
Social Development
REPORT OF THE PORTFOLIO COMMITTEE ON SOCIAL DEVELOPMENT ON THE BUDGET VOTE 17, THE ANNUAL PERFORMANCE PLANS OF THE DEPARTMENT OF SOCIAL DEVELOPMENT AND ITS ENTITIES FOR 2018/19 DATED 04 MAY 2018
The Portfolio Committee on Social Development having considered and deliberated on the Budget Vote, the Annual Performance Plans of the Department of Social Development (DSD), the South African Social Security Agency (SASSA)and the National Development Agency (NDA) on 02 May 2018, wishes to report as follows:
- Introduction
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 that is driven by the ideal of realising a better quality of life for all people of South Africa.
The following institutions briefed the Committee: the Department of Social Development (DSD), the South African Social Security Agency (SASSA) and the National Development Agency (NDA).
- The Department of Social Development the Annual Performance Plan (APP)[1]
The Committee was briefed on the Annual Performance Plan (APP) of the department and the following was presented:
The APP 2018/19 was a product of the department’s strategic plan 2015 -2019 and was aligned with the government programme of action and the Medium Term Strategic Framework (MTSF) towards the achievement of the National Development Plan (NDP).
2.1 The mandate, vision and the mission of the department
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 the development amongst the poorest of the poor and most vulnerable and marginalized.
The department therefore derives its mandate from several pieces of legislation and policies that are aligned to the Constitution. These include the White Paper for Social Welfare (1997) and the Population Policy (1998), which set out the principles, guidelines, policies and programmes for developmental social welfare in South Africa. The White Paper for Social Welfare has provided the foundation for social welfare in the post-1994 era. The White Paper on Social Welfare is being reviewed to expand to make it more inclusive of a wide variety of social welfare services.
The vision of the department is to enable a caring and self-reliant society.
The department’s mission is to “transform our society by building to ensure the provision of comprehensive, integrated, sustainable and quality social development services and create an enabling environment for sustainable development in partnership with all those committed to building a caring society”.[2]
- KEY STRATEGIC GOALS OF THE DEPARTMENT
Policy Priorities for 2018- 2022
The department will focus on the following sector priorities over the 2018- 2022 Medium Term Expenditure Framework (MTEF):
- Reforming the social welfare sector and services to deliver better results;
- Improve the provision of Early Childhood Development;
- Strengthening community development interventions;
- Deepening social assistance to expand access to social security;
- Strengthening coordination, integration, planning, monitoring and evaluation of services.
These priorities are in line with the National Development Plan (Vision 2030) which inter alia promotes social protection, defined by: [3]
- Protective measures to save lives and reduce levels of deprivation;
- Preventative measures which help people avoid falling deeper into poverty and reduce their vulnerability;
- Promotive measures which enhance the capabilities of individuals communities and institutions;
- Transformative measures which tackle inequities through changes in policies, laws and budgets; and
- Developmental and generative measures, which increase the poor’s consumption, promoting local economic development.
3.1 Reforming the social welfare and services to deliver better results and improving the provision of ECD
Programme 4: Welfare Services Policy Development and Implementation Support
Under this strategic priority, the department has set its strategic goal to achieve the following by 2019:
- strengthened social welfare service delivery through legislative and policy;
- strengthened child protection services and improved the quality of ECD services;
- reduced the incidences of social crime and substance abuse and facilitate the provision of support services;
- contribute to reduction in HIV risky behaviour and promote psychosocial wellbeing amongst targeted key populations;
- promote, protect and empower persons with disabilities through the development and implementation of legislation, policies and programmes.
3.2 Strengthening Community Development Interventions
Programme 5: Policy and integrated Social Service Delivery
Under this strategic priority, the department has set over the Medium Term Expenditure Framework a strategic objective to facilitate management and coordination of cross cutting functions for DSD and social cluster, promote and support the implementation of the Population Policy. By 2019, the department has set targets to create enabling environment for Non-Profit Organisations (NPOs) to deliver effective services, facilitate and coordinate community development efforts to build vibrant and sustainable communities and lastly, contribute to poverty eradication and eliminate hunger through support to community-driven programmes and the provision of food and nutrition security services.
3.3 Deepening Social Assistance to expand access to social security
Programme 2: Social Assistance
The department has set a strategic goal to extend the provision of social assistance to eligible individuals by 2019.
Programme 3: Social Security and Policy Development
Under this strategic priority the department has set a strategic objective to have an effective and efficient social security system that protects poor and vulnerable people against income poverty.
3.4 Strengthening coordination, integration, planning, monitoring and evaluation of services
Programme 1: Administration
Under the above-mentioned strategic priority, the department has set a target to provide strategic support and corporate services, to have an integrated planning and performance management, and to have a good governance and effective financial management.
- PROGRAMME PERFORMANCE (2018/19 ANNUAL PERFORMANCE PLAN)
4.1 Programme 1: Administration
The purpose of this Programme is to provide strategic leadership, management and support services to the department and the social sector.
The department intends to implement key elements of the Sector Human Resource Plan, evaluate Project Mikondzo, assess annual performance of compliance of entities to the Entity Governance and Oversight Framework as well as establishing National Integrated Social Protection Information System (NISPIS). It also plans to facilitate DSD participation in eight (8) international engagement over the next MTEF. In terms of ensuring the implementation of the strategic goal for a good governance and effective financial management, the department has set to have an unqualified Annual Financial Statement on this MTEF. The assessment of Project Mikondzo responds to a call by the committee for impact assessment as this project has over the past years accounted for the increased budget expenditure of the department. In 2017/2018 alone, the department spent R4 million on this project. The establishment of NISPIS contributes to the achievement of the National Development Plan (NDP) target of the department establishing a fully functional NISPIS by 2017.
Expenditure trends
The total allocation for this Programme for 2018/19 is R383.2 million, which increased from R350.7 million in the previous year. This indicates a nominal increase of 9.25 per cent. The increase in the budget allocation for this Programme was due to the additional funding received for ICT infrastructure. Thisincrease reflects the department’s efforts to achieve the NDP target mentioned above. The department signed a 5-year contract with SITA to provide the department with a fully managed IT Turnkey Solution. An amount of R9 million was reprioritised from Line Functions to fund this project.
Notwithstanding the above, the normal trend of the budget allocation under this Programme is that Corporate Management sub-programme has over the years received the bulk budget allocation as it provides administrative support to line functions within the department.
4.2 Programme 2: Social Assistance
The purpose of this programme is to provide social assistance to eligible beneficiaries in terms of the Social Assistance Act (no. 13 of 2004) and its regulations. The below table indicates the targeted number of beneficiaries per grant type:
Table 1: Targeted number of beneficiaries per grant type
|
Type of Grant |
Medium-term targets |
||
|
2018/19 |
2019/20 |
2020/21 |
|
|
Old age grant |
3 513 372 |
3 627 192 |
3 741 013 |
|
Child support grant |
12 402 241 |
12 630 923 |
12 814 676 |
|
War veterans grant |
107 |
83 |
63 |
|
Disability grant |
1 049 811 |
1 040 641 |
1 034 039 |
|
Care dependency grant |
154 353 |
159 509 |
164 781 |
|
Foster care grant |
397 888 |
394 347 |
390 837 |
|
Grant-in-aid |
215 880 |
242 772 |
269 530 |
|
Social Relief of Distress |
252 833 |
252 833 |
271 000 |
Targets set under this Programme are based on projections as reflected by population growth trends. The department increased its target to reach Older Persons Grant (OPG) beneficiaries from 3 400 343 in 2017/2018 to 3 513 372 in 2018/2019, Child Support Grant (CSG) beneficiaries from 12 245 784 to 12 402 241 and Grant-In-Aid beneficiaries from 188 923 to 215 880. The increase in targets set for OPG and CSG is in line with the NDP target shown in the table under department’s progress in achieving NDP targets under Annexure A.
Despite this increase, it is interesting to note that targets for Foster Care Grant (FCG), from 406 503 in 2017/2018 to 397 888 in 2018/2019 and Social Relief of Distress (SRD) have decreased drastically, particularly SRD, from 500 000 to 252 833. These are the two programmes that had experienced implementation challenges over the past years resulting in a number of exclusions and delays. Furthermore, the department has submitted a Social Assistance Amendment Bill [B 8 – 2018] to Parliament on April 2018, which seeks to provide for SRD in the event of a disaster. Therefore, the decrease appears to contradict what the Bill seeks to achieve as well as addressing backlog in the Foster Care System.
Expenditure trends
As per the norm, this programme accounts for the largest departmental expenditure. For 2018/19 it was allocated a budget of R162.960 billion, constituting 94.3 percent of the overall departmental budget of R172.9 billion Compared to R160.3 billion previously. This represents a nominal increase of 1.92 per cent, but a decrease in real terms of -3.39 per cent. (Real increase takes into account the effects of inflation on the monetary value).
The DSD allocation is dominated by Social Assistance programme, which constitutes 94.3 per cent of the overall departmental vote. The strongest growth is recorded for the Welfare Services Policy Development and Implementation Support programme, i.e. 22.3 per cent nominal growth (15.92 per cent real). Over the medium term, the department’s expenditure is set to increase R186.1 billion in 2019/20, and R200.8 billion in 2020/21.
Social Assistance increases from R151.2 billion previously, reaching R162.9 billion in 2018/19. The focus is on providing income support to socially vulnerable groups such as the elderly, persons with disabilities, and caregivers of children. The 2018/19 allocation to the programme stays above inflation, representing a real increase of 2.14 per cent.
Expenditure under this programme is dominated by the Old Age and Child Support sub-programmes, which are allocated R70.5 billion and R60.6 billion respectively. Both sub-programmes also record above-inflation increases, i.e. 3.72 per cent and 2.37 per cent real growth respectively. Most of the social grant sub-programmes experience above-inflation increases for 2018/19, with the exception of the following:
- War Veterans (-21.56 per cent);
- Disability (0 per cent); and
- Foster Care (-9.50 per cent).
The strongest growth in expenditure is recorded for the Grant-in-Aid sub-programme, i.e. 20.78 per cent real growth. Expenditure for this sub-programme reaches R1.0 million in 2018/19. Grant-in-Aid is an additional grant to recipients of the old age, disability or war veterans grants who require regular care from another person due to their physical or mental condition. However, expenditure under the Social Relief of Distress sub-programme decreases from R600.0 million to R410.0 million in 2018/19, constituting -35.23 per cent decline. This grant provides temporary income support, food parcels and other forms of relief to people experiencing undue hardship
The Minister of Finance announced in his 2018 Budget speech the increase in amounts of social grants to beneficiaries as follow[4]:
- Child Support Grants (CSG) for 12.8 million people will increase from the baseline of R380 to R400 on April 1 and to R410 on October 1. The CSG increase is below inflation and therefore declines at -0.22 per cent in real terms.
- Old Age, Disability and Care Dependency Grants for 3.7 million people will increase on 1 April 1 2018 from the existing R1 600 by R90 to R1690, and by a further R10 to R1 700 on 1 October 2018. This is an above-inflation increase of 0.71 per cent inreal terms.
4.3 Programme 3: Social Security and Administration
The purpose of this programme is to provide for social security policy development administrative justice and the administration of social grant and the reduction of incorrect benefits payments.
A total of 5 targets has been set for this programme for the 2018/19 financial year.
For the current year (2018/19), the department is planning to submit the draft Social Assistance Amendment Bill which will provide for the universalisation of the Older Persons Grant and Child Support Grant to Cabinet for approval. It also envisages submitting to Cabinet for approval the policy on mandatory cover for retirement, disability and survivor benefits and a policy on voluntary inclusion of informal sector workers in social security as well as drafting a policy on the universalisation of the Child Support Grant. These targets are in line with the achievement of the NDP targets as reflected under Annexure A.
Expenditure trends
For 2018/19, allocation for the Social Security Policy and Administration programme increases from R7.3 billion previously to R7.8 billion. The increase represents a 2.0 per cent increase in real terms.
The bulk of this programme is allocated to the Social Grants Administration sub-programme, i.e. R7.6 billion. Funding in this sub-programme is transferred to the South African Social Security Agency (SASSA) for its own operational costs, as well as for administrating social grants. Expenditure under the Social Grants Administration sub-programme increases nominally with 7.71 per cent, and real increase of 2.1 per cent.
4.4 Programme 4: Welfare Services Policy Development and Implementation support
The purpose of this Programme is to create an enabling environment for the delivery of equitable developmental welfare services through the formulation of policies, norms and standards, and best practices. It also provides support to the implementation agencies.
This programme set a total of 23 performance targets for the 2018/19 financial year. For the year under review, the department reported that it planned to submit to Cabinet for approval the White Paper on Social Welfare, National Drug Master Plan (NDMP), Integrated South African Programme of Action for Gender Base Violence and the draft Anti-Substance Abuse Policy. It also intends to conduct an Older Persons Parliament and Active Ageing Programme.
The DSD will also develop the demand and supply model for Social Service Professionals. The costing of this model will commence in the first quarter of 2018/19 financial year. The department will also monitor implementation of the Recruitment and Retention Strategy for Social Service Practitioners.
During the same year, the department will build capacity on Teenage Parenting Programme in nine (9) provinces and plans to approve the National Plan of Action for Children in South Africa 2018-2022. A submission to the Cabinet for approval of a policy on Child Care and Protection is the target set for this year. The department also intends to develop a draft integrated Action Plan to respond to the social and structural drivers of HIV, TB and STIs.
The State of the Nation Address (2018) highlighted that, in order to break the cycle of poverty, Government needs to educate children of the poor and insistedthat this should start in early childhood.[5] In line with this, the department will be finalising an Early Childhood Development (ECD) financing strategy with the aim of providing a long-term approach to funding quality improvements and increase coverage across age groups.
Expenditure trends
The budget for Programme 4 increases from R1 billion to R1.2 billion in 2018/19 – which denotes a nominal increase of 22.3 per cent, and a real increase of 15.93 per cent. A total of 7 out of the 11 sub-programmes show a decline in real terms. Only 4 sub-programmes receive increased allocations in real terms.
Programme 4 comprises of 11 sub-programmes, of which the biggest allocations are to:
- Children – R574.0 million (a real increase of 36.5 per cent);
- Social Worker Scholarships – R323.0 million (real increase of 0.28 per cent).
- HIV & AIDS – R121.6 million (13.2 per cent real increase).
- Substance Abuse – R90.7 million (14.6 per cent real increase).
- Social Crime Prevention & Victim Empowerment Programme (VEP) – R65.2 million (-0.96 real decline)
Expenditure in the following sub-programme decline in real terms from the previous financial year, i.e.:
- Older Persons (0.50 nominal and -4.74 real terms).
- People with disabilities (1.35 nominal and -3.94 real terms).
4.5 Programme 5: Social Policy and Integrated Service Delivery
This programme provides support to community development and promotes evidence-based policy-making in the department and the social development sector.
In order to achieve the strategic objectives to facilitate management and coordination of cross cutting function for DSD and Social Cluster, the department has set to develop the Expanded Public Works Programme Social Sector Phase 4 during the year under review. In order to promote and support the implementation of the Population Policy, the department is committed to produce (9) nine reports on the implementation of the White Paper on Population Policy and International Conference on Population and Development. The department, intends to also Draft the Policy Paper on Demographic Youth Dividend by the end of this financial year.
The department has set a target to facilitate the implementation of the DSD Sector Funding Policy and the DSD-NPO Partnership Model as well as submitting the NPO Bill to Cabinet. These are in line with the department’s achievement of the NDP targets.
In terms of youth development, the department will ensure that 1 000 youth are attending the national camp in the year under review and will submit the Social Development Youth Strategy for approval.
The department will facilitate the implementation of the Integrated Food and Nutrition Security Plan and ensure than 415 000 vulnerable individuals are accessing food through the Community Nutrition and Development Centres (CNDCs)
Expenditure trends
Expenditure for Programme 5 increases from R384.7 million to R392.4, denoting a nominal increase of 2 per cent, but declines with -3.32 per cent in real terms.
The National Development Agency (NDA) is located within this programme and its budget increases from R200.9 million previously to R202.6 million in 2018/19. Its allocation therefore declines with -4.41 in real terms.
- FINANCIAL IMPLICATIONS
Below is the table that illustrates the budget allocation for the Medium Term Expenditure Framework:
Table 2: Social Development Operational Programme Budget: 2018/2019
|
Programme |
2018/19
|
2019/20 |
2020/21 |
||
|
R’000 |
R’000 |
% increase |
R’000 |
% increase |
|
|
P1: Administration |
383 246 |
406 374 |
6.03% |
431 987 |
6.30%
|
|
P2: Social Assistance |
162 960 723 |
175 655 593 |
7.79% |
189 773 511 |
8.04%
|
|
P3: Social Security Policy and Administration |
7880 822 |
8 324 872 |
5.63% |
8 784 980 |
5.53% |
|
P4: Welfare Services Policy Development and implement Support |
1 284 493 |
1 359 263 |
5.82% |
1 444 521 |
6.27% |
|
P5: Social Policy and Integrated Service Delivery |
392 303 |
416 464 |
6.16% |
440 234 |
5.71% |
|
TOTAL |
172 901 587 |
186 162 566 |
7.59% |
200 875 233 |
7.90% |
- OTHER MATTERS THAT HAVE IMPLICATIONS ON THE APP
In October 2017, the committee considered the financial and non-financial performance of the department for the financial year 2016/2017 and thereafter compiled a Budget Review and Recommendation Report (BRRR). The following section provides progress the department made in addressing the recommendations of the committee contained in the BRRR, whch during this financial year the committee should ensure that they are implemented:
- The department should on quarterly basis inform the committee on its intentions to shift funds between programmes. The report on virements should reflect reasons for virements, breakdown of their expenditure and impact on the programmes the funds had been shifted from.
Progress:
The department has undertaken to include reports on virements in its regular presentations of Quarterly Reports to the Committee.
- The Minister should make sure that the department improves on its oversight responsibility over its entities, particularly focusing on addressing audit findings.
Progress:
The department developed an Entity Governance and Oversight Framework. The Framework was approved by the Executive Authority in November 2017. As part of operationalizing the Framework, the department is in the process of consulting the Entities, particularly SASSA in developing the Implementation Plan for the Framework. The department is also in a process of establishing Entity Management Forum, which will be playing an oversight role over Entities. The Entities will be assessed on compliance with the framework on regular basis.
- The Minister should ensure that the department complies with Treasury Regulation 8.2.3 and make sure that all payments are paid to creditors within 30 days so as to avoid accruals.
Progress
During 2018/19, the Department will be implementing the invoice tracking system to assist in fast-tracking payment of invoices.
- COMMITTEE DELIBERATIONS AND OBSERVATIONS
- The committee cautioned the department of possible duplications between the community outreach programmes such as Project Mikondzo and ICROP. This has high cost implications in terms of payment of subsistence and travel and other travel costs but there is little evidence of their impact on the lives of the people.
- The committee strongly felt that Community Nutrition and Development Centres (CNDCs) are not efficiently operated as food distribution centres. Its oversight visits to these centres revealed that they are poorly managed, stocked and resourced. Also, the very concept (of providing cooked meals) of CNDCs goes against the intentions of Integrated Food Security, which promotes self-reliance and empowerment of communities. The implementation of the CNDCs does not seem demonstrate evidence of promoting community development.
- The committee supported the targets to monitor the implementation of the Children’s Act and submitting the Child Care and Protection Policy. This was an important step because of the rise of incidences of secondary victimization of children in children’s facilities. There is also a need to ensure that the Act is properly interpreted and implemented.
- It notes the 17.48% budget increase in office accommodation in 2018/2019, 5.04% in 2019/2020 and 4.98% in 2020/2021 financial years. The committee had on numerous occasions raised its concern regarding the poor conditions of office buildings, the use of mobile offices which compromises client confidentiality and office sharing with SASSA.
- It notes with concern that the department functions on an interim organizational structure with no clear indication that it was approved by the Department of Public Service and Administration. Some of the branches and units within the department are not reflected in the structure. This has implications in the implementation of the APP and obtaining funds from National Treasury to implement it.
- It also notes with concern that the department has not made significant progress in addressing the Auditor-General’s finding that it does not have proper consequence management to deal with cases of deviations and non-compliance.
- It welcomed the APP of SASSA and noted improvement in its target setting.
- THE SOUTH AFRICAN SOCIAL SECURITY AGENCY (SASSA) ANNUAL PERFORMANCE PLAN 2018/2019[6]
The mandate for South African Social Security Agency (SASSA) is to ensure the provision of comprehensive social security services against vulnerability and poverty within the constitutional and legislative framework.
SASSA sets its performance plans in line with Government Outcome 13 of the Medium Term Strategic Framework (MTSF). This outcome includes actions to strengthen social welfare service delivery through legislative reforms, expand and accelerate social welfare service delivery to poor, vulnerable and special focus groups, develop a comprehensive social protection infrastructure plan and deepen social assistance; and expand access to social security.[7]
SASSA is instrumental in government achieving its goal of providing comprehensive social security through the reforms in the Old Age Pension and Child Support Grant. This entails universalization of these grants to ensure that old people and children who are currently excluded in the system are included. This comes at a period when SASSA is preparing to implement its core mandate, that of insourcing the payment of social grants over the medium term, which had been outsourced to a private company. During the transition period the payment system will be implemented through a hybrid model which involves partnership with the South African Post Office, commercial banks (for electronic payments) and corporate financial institutions (CFIs). It is expected that the transition period will take five years and thereafter service providers will transfer resources or assets to SASSA. The 2018/2019 APP sets targets aimed at achieving deliverables of this process for over the medium term period.
Priority areas for 2014/15 - 2018/19
- Reduce income poverty by providing income support to eligible beneficiaries
- Improve service delivery
- Improve internal efficiency
- Institutionalise the social grants payment system within SASSA
- Other initiatives to be addressed by SASSA
For 2018/19 financial year, SASSA has prioritised to implement some deliverables of insourcing the new payment system as well as the transition process, namely:
- Implementing Regulation 26A deductions,
- Enrolling new beneficiaries and managing the cash payment service provider,
- Increasing human resource capacity, ICT infrastructure upgrades and increase finances, and
- Reviewing the grant payment value chain;
- Automating the social grant registries by scanning beneficiary files into an electronic system’
- Phase out Cash Paymaster Services (CPS) and phase in a new cash payment service provider.
9. PROGRAMME ANALYSIS
SASSA’s budget structure is implemented through two programmes, namely:
Programme 1: Administration
Strategic Objective
- To uphold good governance.
Sub-programmes
9.1 Fraud, Risk and Internal Audit (formerly, Executive Management)
Under this sub-programme SASSA has set itself targets to maintain an updated strategic risk register, conduct 30 internal audit reviews on high risk areas and investigate 70% of reported fraud, theft and corruption cases. These targets are set for 2017/2018 to 2020/ 2021 financial years. It can be noted that in the 2016/2017 financial year, SASSA achieved the target of conducting internal reviews but under achieved the target of investigating 70% of reported fraud cases. It had an achievement of 65%.
9.2 Corporate Services
As indicated earlier, SASSA has prioritized to increase its human resources capacity in 2018/2019 financial year. Under this sub-programme SASSA set four (4) targets to achieve this priority. These include reviewing the interim organizational structure, reviewing the HR Plan, reviewing the capacity model and filling 95% of funded posts. Most importantly, SASSA has set a target to finalise the draft SASSA Ten-Year Infrastructure Plan. This is important because during its oversight visits the committee found that SASSA’s local offices and service points needed serious upgrade. Also, SASSA had challenges resulting from leasing or sharing office space with the Department of Social Development.
9.3 Information and Communication Technology
Under this sub-programme, SASSA set to achieve eight (5) targets. Most importantly, it set itself targets to deploy a biometric solution for beneficiary (new beneficiaries) enrolment nationally, upgrade network connectivity infrastructure at 116 offices, implement the Enterprise Business Intelligence solution for grant payments and develop SASSA Data Governance Framework. It is important to note that the target to upgrade network connectivity infrastructure was not achieved in 2016/2017 financial year due to delays caused by a prolonged industrial action by Telkom employees.
9.4 Financial Management
SASSA has planned to recover and write off 5% of social assistance debts, receive an unqualified audit outcome, finalise 50% financial misconduct cases (current ones) within 90 days and 90% of the backlog cases.
9.5 Budget and expenditure trend
Programme 1 has a total of 21 targets. Its budget increased to R3.181 million in 2018/19 from R2.578 million in 2017/18. The bulkof the budget (R1 723. 202 million) is allocated to sub-programme Corporate Services, followed by Information and Communication Technology sub-programme, R632. 360 million. These are the two sub-programmes that have key annual priorities (cost drivers) as reported above.
Over and above the aforementioned budget allocation, the following budget has been allocated for the key priority areas[8] for the medium term:
- Number of personnel across provinces will increase from 9 565 in 2017 to 9 794 in 2020/21. Expenditure in compensation of employees will increase is anticipated to increase from R3.2 billion in 2017/18 to R3. 8 billion in 2020/21. For 2018/19 financial year this economic classification is allocated R3. 464 billion.
- Automation of social grants registries is projected to cost R30 million in the year under review.
- Biometric authentication is projected to cost 79 million in the same year.
In addition, SASSA has also set aside a total budget of R515. 504 million from its retained cash surplus for special projects (key priority areas). The highest budget has been allocated to the following projects:
- ICROP - R114 008 million
- Biometrics – R103 466 million
- Transition project – R100 000 million
- Scanning solution – R96 320 million
10. Programme 2: Benefits Administration and Support
Sub-programmes
10.1 Benefit Administration
This programme has a total number of 11 targets for 2018/19 financial year. Most importantly SASSA plans to enrol new beneficiaries biometrically, implement Integrated Communication and Marketing Strategy, process 560 000 applications for children aged 0-1 years and process 130 976 Foster Care Grant reviews. These targets contribute towards the achievement of the NDP targets as shown in Annexure B.
10.2 Payment Administration
This sub-programme is set to achieve eight (8) targets. All these targets relate to the transition processes for securing a service provider for cash payments. The Agency aims to implement Regulation 26A deductions, phase out the current payment service provider (CPS) and phase in the new service provider by 30 September 2018, manage service provider/s for the cash payment, reduce cash pay points by 8%, appoint 45 small locally owned merchants and CFIs as alternative pay points and reduce beneficiaries paid through cash payment by 8%.
10.3 Expenditure Trends and estimates
Programme 2 has a total of 19 targets. It has a total budget allocation of R5.094 million for 2018/19, as opposed to R4.884 million in the previous year. The bulk budget allocation R5 073 million goes to goods and services (R2. 631 million) within the current payments economic classification.
11. OTHER MATTERS THAT HAVE IMPLICATIONS ON THE APP
Annually the Committee considers the annual performance of SASSA based on the targets it set on its annual performance plan of that particular year. Thereafter, it prepares a report in which it makes recommendations in the Budget Review and Recommendations Report (BRRR). These recommendations have implications on the annual performance of SASSA, which the Committee has the responsible to ensure that they are implemented. The following section provides a summary of the recommendations and actions that will be taken by SASSA during the year under review[9]:
- SASSA to obtain feedback on the condonation of irregular expenditure to the amount of R1. 2 billion from National Treasury and Standing Committee on Public Accounts (SCOPA) - SASSA is still awaiting final decision from National Treasury after it submitted requested reports. SASSA and National Treasury are still waiting for the resolutions from SCOPA. Request letters were forwarded to SCOPA on March 2017 and 2018.
- SASSA to strengthen its oversight responsibility over regional offices – Executive management decided to include consequence management on financial misconduct in the APP for 2018/2019 – 2020/21 MTEF period. This is however not reflected in the 2018/2019 APP.
- SASSA to align achievement of targets with budget expenditure - SASSA had not achieved targets related to the new payment system. SASSA has since entered (December 2017) into a protocol agreement with South Africa Post Office (SAPO) and targets to implement the new system have been included in the 2018/19 APP as indicated earlier in the report.
Other interventions include the following:
- SASSA has commenced with a review project of all existing valid contracts to ensure compliance with SCM prescripts, the project is to be concluded by mid May 2018;
- New tenders are pre-audited before they being awarded and orders issued to ensure any non-compliance elements are resolved beforehand;
- SASSA jointly with DTI and CIDB conducted training on local content and CIDB requirements to all SCM officials to ensure compliance to SCM prescripts;
- SASSA and National Treasury conducted training for procurement structures i.e. Bid Committees and SCM officials;
- SASSA SCM policy is under review to ensure it is updated and aligned to SCM prescripts and instruction notes issued by National Treasury;
- SASSA has commenced with the development of an electronic financial misconduct register on Oracle- ERP, the implementation of this initiative should take place before the end of 2018/19 financial year.
- SASSA trained selected officials on investigation and they are currently utilized to investigate and finalise long outstanding financial misconduct cases. The finalization of financial misconduct cases was made a priority during the third quarter and fourth quarter of 2017/18.
During the financial year 2018/19, SASSA will finalise the implementation of Property Management Module on Oracle–ERP which will assist in the management of property leases.
12. COMMITTEE DELIBERATIONS AND OBSERVATIONS
- The committee notes the high vacancy rate in the office of the Chief Executive Officer. The office has eight (8) vacant posts out of nine (9) staff establishment.
- It also notes the changes SASSA is going through because of the transition processes in the social grant payment system. These have caused confusion among beneficiaries especially around the swapping from Grindrod/SASSA card to SAPO/SASSA card and the expiring of the later. It also, raised a serious concern that some SASSA officials at local level mislead beneficiaries by forcing them to migrate from cash payment to online payment through banks. Beneficiaries are told that cash pay points would be closed.
- It raised a concern over the continuing challenge of long queues at local offices and negative attitude of SASSA officials. Long queues are attributed to system being off-line.
13. NATIONAL DEVELOPMENT AGENCY (NDA) ANNUAL PERFORMANCE PLAN 2018/2019
The National Development Agency (NDA or Agency) is a Schedule 3 (A) Public Entity established in terms of Section 2 of the National Development Agency Act (108 of 1998) and reports to the Parliament of the Republic of South Africa through the Minister of Social Development.
The Act requires the NDA to have a board that operates on a 3 year term basis. In February 2016, the Minister of Social Development, as mandated by section 5 of the Act, appointed the new board members for the next 3 years.
13.1 Legislative mandate of the NDA
The NDA’s two-fold legislative mandate, consisting of a primary and a secondary mandate, is in the main to contribute towards the eradication of poverty and its causes. This is achieved through the granting of funds to civil society organisations (CSOs) to enable them to implement development projects in poor communities. The NDA is also charged with strengthening the institutional capacity of other civil society organisations which provide services to poor communities.
Primary mandate
The NDA’s primary mandate is to contribute towards the eradication of poverty and its causes by granting funds to civil society organisations for the purpose of carrying out projects or programmes aimed at meeting development needs of poor communities and strengthening the institutional capacity of civil society organisation involved in direct service provision to poor communities.
Secondary mandate
The NDA secondary mandate of the NDA is to promote consultation, dialogue and sharing of development experience between civil society organisations and relevant organs of state; debate on development policy; and undertake research and publications aimed at providing the basis for development.
13.2 NDA 2018/2019 Annual Performance Plan
The Committee was briefed on the APP of the NDA as well as on its new Business Case Model and the following was presented.
13.4 Organisational environment
The social development cluster developed an Integrated Anti-Poverty Strategy that seeks to ensure coordination and integration of all poverty interventions by the cluster. At its centre, is people’s empowerment for their own development, mobilisation and conscientisation, and strengthening of public-private partnerships. South Africa, is the case with other developing countries, faces the triple challenge of persistent poverty, unemployment and inequality.
13.5 PROGRAMME INFORMATION
Programmes as derived from the 2016-2021 Strategic Plan and the Annual Performance Plan for 2018/19 are the following three:
Programme 1: Governance and Administration
The programme focuses on promoting and maintaining organisational excellence and sustainability through effective and efficient administration that includes performance, employee well-being, cost containment and brand recognition.
Programme 1 has a total of 3 targets planned for the 2018/19 financial year. The NDA plans to approve the Human Resource Model Strategy by the end of this financial year (2018/19). Furthermore, the Civil Society Organisations database and information management system will be developed, so that by the end of 4th term (2018/19) it will be operational.
13.6 Programme 2: Civil Society Organization Development
This programme provides a comprehensive package that aims at developing CSO’s to their full potential so as to ensure that they (especially those operating in poor communities) have capabilities to provide quality services to the communities they serving.
This programme has a total number of 9 targets for 2018/19. The following are some of the sub-programmes under Programme 2:
Civil Society Mobilisation and Formalisation
The main aim of this programme is on CSO engagements, assessments and needs analyses, prioritisations of interventions required by CSOs, facilitating registration of CSO’s that needs support to register with appropriate registration authorities (NPO and Cooperatives).
- The NDA plans to increase the number of CSO’s participating in CSO’s mobilisation engagements and consultation process per year from 3 050 to 8 500.
- Furthermore, the NDA plans to increase the number of CSO’s trained to comply with registration legislation per year from 3750 to 4000.
- A total of R50 million will be raised for grant funding and resources mobilisation in rand value of resources (financial and non-financial).
- NDA indicated that it would assist 940 CSOs to formalise their structures per year this current financial year.
13.7 Programme 3: Research
The focus of this programme is on action research and impact evaluative studies that will be used to inform programme planning, implementation and management of NDA CSO development Programmes.
- The Agency has planned to produce a total of 23 research and policy reports for the 2018/19 financial year.
- Additionally, the NDA will conduct 10 development policy dialogues and consultation sessions per year (2018/19 financial year) as oppose to conducting 7 previously.
14. OVERVIEW OF 2018/19 BUDGET
The NDA receives a transfer from the Department of Social Development, which increases from R200.9 million in 2017/18[10] to R202.5 million.[11] Despite the 0.8 per cent nominal increase, the NDA’s allocation declines in real terms (taking into account the effects of inflation) with -4.43 per cent. The budget declined due to R150 million reduction as well as R30 million budget cut from DSD. The NDA allocation is set to reach R214.4 million in 2019/20 and R226.8 million in 2020/21.
Of the three main programmes, the Civil Society Organisations programme dominates the NDA expenditure, constituting 49.9 per cent (which is to be expected, given the NDA’s mission statement). Civil Society Organisation’s expenditure is, however, set to decline with -7.82 per cent in real terms from the previous year. Its 2018/19 allocation is R101.1 million.
The Research programme shows the most marked decline in both nominal and real terms, declining from R13.2 million to R10.4 million in 2018/19. In real terms the decline is -25.39 percent. Of the R10.4 million allocated to the Research main programme, R2.1 million is dedicated to the actual Research sub-programme, R7.6 million to programme implementation and support, and less than a million (R695 111) to Monitoring & Evaluation. Clarity is required from the NDA on whether allocated funding is adequate for monitoring and evaluation, as well as research purposes.
Administration is the only of the three programmes showing growth in real terms (i.e. 3.1 per cent). Its allocation for 2018/19 reaches R91.0 million. Of this amount, R51.1 million goes towards compensation of employees. This programme is set to reach R100.9 million by 2020/2021.
14.1 COMMITTEE DELIBERATIONS AND OBSERVATIONS
- The welcomed the APP of the Agency. It felt that the targets addressed the mandate of the NDA and it talked to focus of the new business model.
- It also supported the target to link CSOs to sustainable resource opportunities. It viewed this as a positive step towards ensuring sustainability and capacity building of CSOs as these have been challenges facing this sector.
- It expressed a concern over the reduction of the entity’s budget by R150 million. This is over and above the R30 million budget reduction from the Department of Social Development over the medium term period.
15. RECOMMENDATIONS
15.1 Department of Social Development
The Committee recommends that:
- The Minister should ensure that the department develops a business plan for the outreach programmes to eliminate duplications between these programmes.
- The Minister should make sure that the department re-view or overhaul the concept and operations of Community Nutrition and Development Centres to make sure that they are aligned with the principles of Integrated Food Security, which promote community development. This will ultimately ensure that the objectives of a developmental state are achieved.
- The Minister should further ensure that the department rolls out the Isibindi Model as it has prove to be a best practice in delivering comprehensive services to children.
- The Minister should also make sure that the department expedite the finalization of the department’s organizational structure. It should ensure that it is approved by the Department of Public Service and Administration.
15.2 South African Social Security Agency
- The Minister should ensure that SASSA continuously make beneficiaries aware of developments and changes during the grant payment transition period to avoid confusion due to misleading information.
- The Minister should ensure that SASSA implements the committee’s recommendation it made in the 2017 Budget Review and Recommendation Report. It recommended that SASSA head office strengthens its oversight over regional offices to ensure that they comply with National Treasury Regulations as well as adhering to Ubuntu principles and customer care.
15.3 National Development Agency
- The Minister should ensure that the Agency expands its fund raising strategy by partnering with other countries, which can fund its programmes.
- The Minister should also ensure that the Agency strengthens its relations with government stakeholders by making use of Integrated Development Plans. This will help it to form partnerships with relevant stakeholders that will assist it carrying out its mandate. The stakeholder partnership should include traditional leaders.
Report to be considered.
Annexure A: DEPARTMENT’S PROGRESS IN ACHIEVING NATIONAL DEVELOPMENT PLAN (NDP) TARGETS
The department has a responsibility to implement or achieve targets set in the NDP. The programme performance section above gave an analysis on how the department’s targets for 2018/2019 financial year are aligned to the NDP targets. The table below gives a detailed reflection on how the department has performed in terms of achieving the NDP targets within the stipulated timeframes. In overall the table reflects a relatively good performance of the department.
Sub-outcome 1: Strengthening social welfare delivery through legislative, policy reforms, capacity building
|
MTSF Deepening social assistance and expanding access to social security |
NDP Performance Indicator |
NDP Target |
DSD Achievement |
DSD 2018/2019 APP |
|
|
Review social welfare policy and regulations; develop revised White Paper on Social Welfare regulations; develop revised White Paper on Social Welfare. |
Approved White Paper on Social Welfare Services
|
A comprehensive review of social welfare service conducted across 9 provinces by March 2014/15
White Paper on Social Welfare Services approved by 2017/18 |
The White Paper was reviewed between 2014/2015 and 2015/2016. It was revised in 2016/2017 and consulted with stakeholders in 2017/2018. |
White Paper to be submitted to Cabinet for approval |
|
|
Strengthen state-civil society partnerships for delivering welfare services through inter alia developing appropriate accountability mechanisms and quality assurance systems into the partnership models
|
An effective service partnership model between state, private and community sector
|
State-civil society partnership model concluded by 2016/17
|
State Civil Society Partnership Model developed was in place in 2016/2017.
Extended sector consultative sessions were conducted in 2016/2017 |
Implementation of the DSD-NPO Partnership Model to be facilitated |
|
|
Develop demand model for social welfare services and practitioners this includes identifying social welfare services and finalising competences and conditions of service
|
Demand Model developed for social service professionals
|
Demand Model for social service professionals by developed by 2016/17
|
The Model was developed in 2016/2017 |
Implementation plan to be developed |
|
|
Attract, train and retain youth into the social service profession
|
Scholarships offered for social services professionals increased annually
Absorption rate of bursars in the social welfare sector
|
At least 10% additional bursars absorbed annually in to the sector after successfully completing their studies by 2019
|
The department has not been able to meet this target. There is a backlog of 3 736 unemployed social work graduates. Department aims to absorb 566 graduate over medium term period through the Social Worker Employment Grant of R204.5 million per year.
|
No target |
|
|
Develop a regulatory framework for NPOs
|
A regulatory framework for NPOs
|
Regulatory framework for the NPOs produced by 2016/17
|
Draft NPO Amendment Bill was completed in 2015/2016.
Target to table the Bill in Parliament was not met. |
Bill to be submitted to Cabinet |
|
|
Integrate and rationalize the various Home and Community-Based Care (HBC) and other community based workers, as a key group for improving services
|
Policy on use of HBC and other community based workers
|
Policy and guidelines for utilization of community-based workers produced by 2016/17
|
Guidelines were developed in 2016/2017
|
Implementation of the guidelines to be facilitated
Policy Framework on the management of community based workers to be submitted for approval. |
|
|
Improve Social Development Funding by developing a resourcing strategy that will include funding norms and standards
|
A resourcing strategy for social development services
|
A resourcing strategy for social development services developed and published by 2019
|
DSD Sector Funding was to be submitted for approval in 2017/2018. |
Implementation of the DSD Sector Funding Policy to be facilitated. |
|
|
Develop skills enhancement programmes
|
A skills enhancement programme
|
A skills enhancement programme developed by 2015/16
A feasibility study on increasing the cadre of social welfare professionals.
The TOR will include investigating the feasibility of setting up of a Welfare Service Academy by 2016/17
|
No clear performance reported in line with this NDP target. However, the department organised leadership camps and youth clubs.
Target to develop a Social Development Youth Strategy was not achieved from 2014/2015 – 2016/2017. It was planned to be submitted for approval in 2017/2018
No target and reporting on the feasibility study
No target and reporting on the feasibility study
|
Implementation of the Strategy to be facilitated. |
Sub outcome 2: Improved quality and access of ECD services for children aged 0-4
|
MTSF Deepening social assistance and expanding access to social security |
NDP Performance Indicator |
NDP Target |
DSD Achievement |
DSD 2018/2019 APP |
|
|
Comprehensive ECD policy approved
Integrated strategy developed for implementation of the ECD policy addressing elements in the National Action Plan for ECD
Regulatory framework development and published
|
A comprehensive package of quality early childhood development programs and services (ECD)for, all young children from conception [1st 1000 days] until they enter formal schooling developed by November 2014
Plan for the progressive implementation of programmes developed by 2015/16 ECD Infrastructure Plan developed by 2017/18
Integrated Human Resource plan which includes Skills development and training programs for ECD personnel developed by 2015/16. This should include establishing core competencies of ECD workers and a training system which caters for the needs of ECD workers that have basic education to mid-level training
Intersectoral strategy for addressing nutrition and other services for pregnant mothers and children under 3 developed by 2014
Components of the intersectoral incorporated into departmental APPs for 2016/17 FY
Revised funding policy identifying different modalities for ECD programmes developed by 2017
A regulatory framework aligned with new policy developed and published by December 2017
|
ECD Policy was approved in 2015/2016.
ECD Programme of Action was aligned to ECD Policy in 2016/2017.
An approval of the National Integrated Implementation Plan on ECD Policy was to be obtained in 2017/2018
ECD infrastructure plan was drafted in 2016/17 and was to be approved in 2017/2018. |
Implementation of the National Integrated Implementation Plan on ECD Policy to be monitored. |
|
|
Provide ECD programmes in poorest areas including home-based care provision. (This might need defining and setting of minimum standards of home based ECD)
Audit and register (for compliance to norms and standards) Early Childhood Development facilities
|
Percentage of poor children in accessing ECD services and programmes
Audit reports for ECD facilities produced
Percentage of ECD centres registered and complying to norms and standards
|
25% of poor children have access to ECD programmes and services by March 2015 50% increase in number of children accessing quality ECD programmes and services by March 2019
ECD facility report published by August 2014
|
In 205/16 it was reported that a total number of 1 487 639 children were accessing ECD services.
The national audit of ECD centres was concluded in 2014.
2018/2019 annual report should report on this
|
No target
No target
No target
|
Sub Outcome 3: Strengthen community development interventions
|
MTSF Deepening social assistance and expanding access to social security |
NDP Performance Indicator |
NDP Target |
DSD Achievement |
DSD 2018/2019 APP |
|
Develop integrated framework and model for community development
|
A practical framework and model for community development developed
|
A framework and model developed by March 2017
|
In 2014/15 FY the department finalised the Community Development Policy Framework. In 2016/17 it obtained it’s approval from the Community Development Forum |
Implementation of the Community Development Practice Policy to be facilitated |
Sub-outcome 4: Deepening social assistance and expanding access to social security
|
MTSF Deepening social assistance and expanding access to social security |
NDP Performance Indicator |
NDP Target |
DSD Achievement |
DSD 2018/2019 APP |
|
Increase access; reducing vulnerability and addressing barriers to access to social assistance
Developing a strategy to reach potential beneficiaries of the old age grant falling through the cracks
Reviewing the entire social welfare grant system to catalyse access to benefits by orphans
Developing and implementing a strategy to reach potential beneficiaries of the child support grant falling through the cracks
|
Increase in Old Age grant coverage
Discussion paper for increasing coverage
Review of grant system for orphans discussed and approved by cabinet and MINMEC
Expansion of Child Support Grant to Orphans and other Vulnerable Children by 2015/16
Child Support Grant coverage
|
At least 95% of all aged persons who qualify access Old Age grant by 2016/17
Discussion paper (with implementation options) developed and distributed for consultation by 2014/2015
Policy approved by MINMEC [2017/18]
50% increase Child Support Grant to Orphans and other Vulnerable Children by 2018/19
Discussion paper drafted by 2016/17
At least of 95% of all children under the age of 18 who qualify access the CSG by 2019
|
Total number of Old Age Grant was 3 302 202 in 2016/17
The discussion paper with policy proposals was developed in 2014/15 and consulted with different stakeholders.
Policy proposal on expansion of CSG to orphans and vulnerable children was completed in 2015/16 and approved by Cabinet. The Social Assistance Amendment Bill was tabled in Parliament on 13 April 2018. The Bill seeks to make provisions for additional payments of CSG.
No target set
The discussion paper was developed in 2016/17.
SASSA: 2016/17 – 493 723 out of 1 206 306 (41%) children aged 0 -1 years were in receipt of CSG. The target was 55% |
Increase the grant payments to 3 513 372
The draft Social Assistance Amendment Bill to be submitted to Cabinet for approval.
The draft Regulations on Social Assistance Amendment Act to be promulgated.
No target set
Draft policy on the universalisation of the CSG
SASSA: 560 000 applications to be processed |
|
Provide nutritious food to vulnerable households not supported by other programmes
|
Number of household accessing nutritious food from DSD programs
|
1 million households accessing food by 2019
|
Between 2014 – 2016 a total of 1.3 million people accessed food through Community Nutrition Development Centres (CNDCs) |
415 000 vulnerable individuals to access food through CNDCs |
Sub-outcome 5: Optimal systems to strengthen coordination, integration, planning, monitoring and evaluation of social protection services
|
MTSF Deepening social assistance and expanding access to social security |
NDP Performance Indicator |
NDP Target |
DSD Achievement |
DSD 2018/2019 APP |
|
Establish a National Integrated Social Protection Information System (NISPIS).
|
Common set of outcomes and systemic indicators developed on which all stakeholders, including other spheres of government will be assessed
A fully functional NISPIS by 2017
|
Common set of outcomes and systemic indicators developed by December 2017
Develop a fully functional NISPIS by 2017
|
In 2017/18 a target was set to integrate existing welfare services into a Single Information Case Management System
National Integrated Social Information System (NISIS) was upgraded to include community profiles in 2016/17 |
NISPIS Development Governance Framework and enhancement of existing data sources to be established. |
|
Develop a result based framework social protection
|
Integrated M&E framework for Social Protection
|
Develop an integrated framework for social protection by 2015
|
M&E system was updated and aligned to relevant outcomes in 2015/16.
A results-based M&E Framework with indicators was developed and consulted with relevant stakeholders in 2016/17. |
No target |
ANNEXURE B: SASSA’S PROGRESS IN ACHIEVING NATIONAL DEVELOPMENT PLAN (NDP) TARGETS
It is difficult to assess the overall performance of SASSA towards achievement of NDP targets as some of these targets are in percentages. However, it can be said that SASSA failed to achieve the target of implementing a new social grant payment system by 2016. It however, achieved the NDP target of re-registering beneficiaries into the biometric system.
|
MTSF Deepening social assistance and expanding access to social security |
NDP Performance Indicator |
NDP Target |
Achievement |
SASSA 2018/2019 APP |
|
Actions: |
|
|
|
|
|
Developing a strategy to reach potential beneficiaries of the old age grant falling through the cracks
|
Increase in Old Age grant coverage
|
At least 95% of all aged persons who qualify access Old Age grant by 2016/17
|
2016/17 – 3 02 202 OAG recipients. |
No target |
|
Reviewing the entire social welfare grant system to catalyse access to benefits by orphans
|
Review of grant system for orphans discussed and approved by cabinet and MINMEC
|
Policy approved by MINMEC [2017/18]
|
DSD & NT: agreement reached to top up on CSG for orphans and child headed households. SASSA to start preparations to implement this agreement in 2018/19 |
No target |
|
Developing and implementing a strategy to reach potential beneficiaries of the child support grant falling through the cracks
|
Expansion of Child Support Grant to Orphans and other Vulnerable Children by 2015/16
|
50% increase Child Support Grant to Orphans and other Vulnerable Children by 2018/19
|
2016/17 – 493 723 out of 1 206 306 (41%) children aged 0 -1 years were in receipt of CSG. The target was 55% |
560 000 applications to be processed |
|
Improve Grant Administration System
|
Automation of social grant administration information system
|
20.7 million people re-registered onto the biometric system in February 2014
|
Re-registration was done in 2013/14. Twenty one million (21 million) beneficiaries were re-registered (including children and procurators) |
Biometric identity access management system implemented for SOCPEN users. A total of 6 120 users to be biometrically authenticated on SOCPEN.
Biometric solution for beneficiary enrolment deployed nationally (new beneficiaries) |
|
|
Successful registration onto the biometric system
|
|
|
|
|
|
A new social grant payment system
|
Advisory Committee report on international benchmarking by 2014/15
|
The Ministerial Advisory Committee was appointed in 2013/2014. Report was finalised in 2014/2015.
New payment system not achieved by 2016 2017 – new hybrid model agreed on (commercial banks, SAPO & CFIs)
SASSA/SAPO protocol agreement came into effect on 1st April 2018
CPS Cash payment system extended to 30 September 2018 (Court judgment) |
30 September 2018 – phasing out of the current service provider (CPS) and phasing in of the new service provider
45 2nd tier merchants and CFIs appointed as alternative pay points. |
[1] Department of Social Development (2018)
[2] Department of Social Development, (2018)
[3] National Planning Commission (2011).
[4] Minister of Finance, (2018)
[5] SONA, (2018)
[6] SASSA (2018)
[7] National Planning Commission (2011)
[8] National Treasury (2018)
[9] SASSA responses to BRRR. 17 April 2018
[10] National Treasury (2017)
[11] National Treasury (2018)
Documents
No related documents