ANNUAL PERFORMANCE PLAN 2014/2015 - Sassa
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ANNUAL PERFORMANCE PLAN 2014/2015
TABLE OF CONTENTS ACRONYMS AND ABBREVIATIONS 1 FOREWORD BY THE MINISTER 2 OVERVIEW BY THE CHIEF EXECUTIVE OFFICER 4 OFFICIAL SIGN-OFF 6 PART A: STRATEGIC OVERVIEW 8 1 SITUATIONAL ANALYSIS 9 1.1 Performance Delivery Environment 9 1.2 Organisational Environment 9 2. OVERVIEW OF 2014/15 BUDGET AND MTEF ESTIMATES 11 2.1 Expenditure Estimates 11 2.2 Relating Expenditure Trends To Strategic Outcome-Oriented Goal 14 PART B: PROGRAMMES AND SUB-PROGRAMMES 15 3. PROGRAMME 1: ADMINISTRATION 16 3.1 Strategic Objective(s) for programme 1 16 3.2 Programme Performance Indicators and Annual Targets for Programme 1 17 3.3 Quarterly Targets for 2014/15: Programme 1 20 3.4 Reconciling Performance Targets with the Budget and MTEF: Programme 1 23 4. PROGRAMME 2: BENEFITS ADMINISTRATION AND SUPPORT 24 4.1 Strategic Objectives for programme 2 24 4.2 Programme Performance Indicators and Annual Targets: Programme 2 25 4.3 Quarterly Targets for 2014/15: Programme 2 27 4.4 Reconciling Performance Targets with the Budget and MTEF: Programme 2 28 PART C: LINKS TO OTHER PLANS 29 5.1 Links to the Long-Term Infrastructure and Other Plans 30 PART D: ANNEXURES 31 6.1 Annexure A: Vision Mission And Values 32 6.2 Annexure B: Technical Indicator Descriptions 32
ACRONYMS &
ABBREVIATIONS
ACB Automated Clearing Bureau M&E Monitoring and Evaluation
AGSA Auditor-General South Africa MANCO Management Committee
AoD Acknowledgement of Debt MIS Management Information System
CEO Chief Executive Officer MISS Minimum Information Security Standard
CDG Care Dependency Grant NPR National Population Registration
CPS Cash Paymaster Services OAG Old Age Grant
CSG Child Support Grant OHSA Occupational Health and Safety Act
DG Disability Grant PFMA Public Finance Management Act
DSD Department of Social Development PMDS Performance Management and Development
EXCO Executive Committee System
ENE Estimates of National Expenditure SAPO South African Post Office
GIA Grant-in-Aid SARS South African Revenue Service
HANIS Home Affairs National Identification System SASSA South African Social Security Agency
HCM Human Capital Management SIU Special Investigating Unit
ICT Information and Communication Technology SOCPEN Social Pension
ICROP Integrated Community Registration SRD Social Relief of Distress
Outreach Programme UNICEF United Nations Children’s Fund
IGAP Improved Grant Administration Process WVG War Veteran Grant
1
FOREWORD BY
THE MINISTER
The South African Social Security Agency touches the lives of most South Africans
through the provision of social assistance. The provision of social assistance is a
Constitutional imperative and the main purpose is to combat poverty, especially
amongst the poor and the most vulnerable members of our society. Since 1994,
the South African government had embarked on an extensive programme
to attack poverty on all fronts. As we celebrate 20 years of democracy, it is
important to reflect on the impact that the social assistance programme has had
on the lives of poor and vulnerable South Africans.
There is extensive empirical evidence that the social assistance programme in
South Africa has been effective in alleviating child and adult poverty amongst the
vulnerable who otherwise would have been subjected to destitution.The number of people receiving social grants has increased
from approximately 2 million in 1994 to approximately 16 million people in 2014, comprising 30% of the population. It is also
important to note that 11 million of these beneficiaries are children; having started from a very low base of approximately 30
000 children in 1998 when the Child Support Grant was introduced. These considerable achievements can be attributed to the
incremental extension of social assistance coverage to include the marginally excluded in line with the Constitution. By putting
money directly in the hands of the poor, particularly women, we have empowered them to make positive life choices that have
improved the lives of South African children, particularly on important matters such as improved nutrition, better educational
outcomes, healthcare and activation of job-seeking behaviour.
In 2013/14, SASSA delivered R113 billion in payments on behalf of government to eligible South Africans.This figure represents
3.2 % of GDP. The Old Age, Care Dependency and Disability Grants increased from R1 010 in 2009/10 to R1 290 per month in
2013/14. There will be a further increase of R80 in 2014/15. The Child Support Grant and Grant in Aid increased from R240 in
2009/10 to R300 per month in 2013/14. Both grant types increased by an average of 6.8 percent from R300 to R310 a month
in 2014/15, with a further increase of R10 at midyear to R320. The increase in the value of social grants was welcomed across
the country, given the difficult economic climate occasioned by high cost of food, petrol and other basic necessities.
In April 2012, SASSA introduced a new biometric based payment system. The new payment system sought to address some
of the challenges that the Agency previously experienced, which included amongst others, fragmentation in the payment system;
locking beneficiaries to specific pay-point and payment dates, long queues, high levels of fraud, and high transactional costs for
payment. The new payment solution has accrued many benefits for SASSA, the beneficiaries and Government as a whole.
Some of the benefits include improvement in beneficiary experience of services; reduction in the cost for transacting (from
average of R30 to R16.44 per transaction per month), improved data integrity and fraud reduction.
The new biometric-based payment system has also brought many unforeseen challenges that have opened a window of
opportunity for unscrupulous businesses, including loan sharks who prey on the most vulnerable. The agency has been faced
with allegations of unauthorised and unlawful deductions that are made on the beneficiaries’ social grants. Meetings were held
with critical stakeholders in government, the financial sector, and non-governmental organisations with the objective of finding
2
a workable solution that will serve the interest of the beneficiaries. A joint task team has been established to assess the issues
adversely affecting the beneficiaries of social grants. One of the immediate interventions is for social grant beneficiaries to
recover monies lost through unlawful and unauthorised deductions. The task team will also explore other measures to end the
real or perceived exploitation of the social grant beneficiaries.
In October 2013, DSD, SASSA and NDA launched the Cooperative Shop Project – a project aimed at combating poverty by
linking social grant beneficiaries (particularly the care givers of children receiving child support grants) and other vulnerable groups
to meaningful socio-economic opportunities. The project is in line with government’s developmental agenda and is an opportunity
for social grant beneficiaries to supplement their income. However, if the project is successful, social grants beneficiaries who are
workers in the cooperatives could generate incomes and sustainable livelihoods for themselves and their families.
The Department, SASSA and NDA will, over the next year, identify co-operatives that need support with the intention to
develop the skills of the co-operative members to ensure that they are able to produce goods of quality. Although the co-
operatives may produce a range of goods, this project seeks to equip beneficiaries with the skills to make school uniforms, which
will be sold to the parents of the children attending the specific school, at affordable prices. In this way the cooperative will
have a sustainable market for its goods.
The government of South Africa, through the Department of Social Development plans to highlight the need for more efficient,
effective and adequate social protection programmes that promote the well-being of vulnerable groups such as children, youth,
women, people with disabilities and older persons. In 2013, I initiated Project Mikondzo, a service delivery improvement initiative,
aimed at improving access to the services of my Department and its Entities in the poorest wards of the country. Through this
project we have been able to identify service delivery challenges particularly in the social development sector. Next year the
focus will be on implementation of intervention strategies to address the challenges that were identified.
When SASSA was established, government’s intent was to implement the full responsibility for the administration and payment
of social assistance, gradually taking responsibility for the payments of other social security benefits. The new payment system
was designed to serve as a catalyst for the future payment system of all social security benefits. Significant progress has been
made over the last twenty months in addressing implementation challenges that SASSA previously experienced with the
payment of social assistance. The priority for SASSA over the next five years, 2017 will be to implement a payment system for
social assistance.
Ms Bathabile Olive Dlamini, MP
Minister of Social Development
Date: 6 March 2014
3
OVERVIEW BY THE CHIEF
EXECUTIVE OFFICER
As we begin the new planning cycle, SASSA will continue through leaps and
bounds to discharge its mandate of ensuring the provision of comprehensive
social security services against vulnerability and poverty within the constitutional
and legislative framework.
Highlights of the past five years
We saw an average increase of 5.3% in the total number of social grants over
the past five years despite a fall in the annual percentage growth from the
2010/11 to 2012/13 financial years.The number of grants in payment increased
from 13 072 173 in 2008/09 to 16 106 110 in 2012/13, reducing poverty
amongst 30% of the population. However the number of grants in payment decreased by approximately 640 000 by
December 2013 as a result of the efficiency gains of the re-registration project As expected, the War Veteran’s Grant has
decreased due to natural attrition. There has also been a gradual decrease in the number of disability grants as a result of
the grant reviews.
Despite the continued increase in the take up of social grants, especially the 3.79% increase in the take up of the Child
Support Grant, studies show that some 2.35 million eligible children continued to be excluded from accessing the Child
Support Grant. The study commissioned by SASSA in partnership with UNICEF to determine the location of the “missing”
children, and reasons for the non-access found that children 0-1 years and those 12- 18 years were the most excluded. The
study actually identified urban and per-urban exclusion more than rural exclusion. Follow up studies for the periods 2012/13
would be undertaken to assess the rate of exclusion and the progress made towards full inclusion.
In 2012, SASSA migrated onto a new payment system that gives beneficiaries access to various payment channels including
point of sale, automated banking facility, cash pay-points, and retail merchants. The key objectives of the new social grant
payment system is to ensure that the right beneficiary is paid the correct amount at the right time and place. At least 10
million SASSA branded biometric payment cards have been issued to all social grants recipients. The card contains both pin
and biometric capability and thus recipients can use it to access payment anywhere, anytime, using multiple payment channels.
In order to improve the conditions under which beneficiaries are served, and the working conditions of employees, the
project on local office improvement and pay point upgrading was initiated in 2012. To this end, 269 local offices have been
improved and over 1058 pay points have been upgraded, inclusive of the upgrading of ablution facilities, purchasing of chairs,
construction of access ramps to improve access for people with disabilities and the erection of fencing.
The close working relationship of SASSA with law enforcement agencies in dealing with fraud and corruption has resulted
in officials suspended from duty and others arrested. In 2012/13 financial year, 52 of the Agency’s officials being suspended
from duty, 25 have been dismissed from the Agency.
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Some of the achievements in the past five years include the following:
• Re-registration of 20.7 million beneficiaries including children and procurators;
• Unqualified audit report in the last three years;
• Reduction in litigation cases; and
• Successful implementation of fraud prevention strategies.
Future plans
The key objective for SASSA in the next 3 years is to develop an in house future payment system for social assistance
benefits, which will eventually strengthen the position of SASSA as payment provider for social security benefits. In doing so,
SASSA will optimise the positive lessons from the current system whilst strengthening the capacity for SASSA to achieve
strategic independence as a payment provider. Pursuant to that key objective SASSA will focus on the following:
• Create integrated payment database;
• Massive acquisition of software and hardware for payment;
• Building an ICT payment system; and
• Building Human Resource capacity for payment including massive recruitment of youth.
In conclusion, I would like to acknowledge the invaluable contributions of the Minister, Deputy Minister and the Director-
General of Social Development during our Strategic Planning session.
Ms Virginia Petersen
Chief Executive Officer
Date: 7 March 2014
5
OFFICIAL SIGN-OFF
It is hereby certified that this Annual Performance Plan:
• Was developed by the management of the South African Social Security Agency (SASSA), under the guidance of Minister
Bathabile Olive Dlamini, MP;
• Was prepared in line with the current Strategic Plan of SASSA.
• Accurately reflects the performance targets which SASSA will endeavour to achieve given the resources made available
in the budget for 2014/15.
Ms Lorraine Thovhakale Ms Raphaahle Ramokgopa
Chief Financial Officer (Acting) Head Official Responsible for Strategic Planning
Approved by:
Ms Virginia Petersen Minister Bathabile Olive Dlamini, MP
Chief Executive Officer Executive Authority
6
7
PART A:
STRATEGIC
OVERVIEW
8PART A:
STRATEGIC OVERVIEW
1 SITUATIONAL ANALYSIS
1.1 PERFORMANCE DELIVERY ENVIRONMENT
South Africa has over the years built a comprehensive social security system that is benefitting millions of South Africans.The
social assistance programme, managed through SASSA, remains one of the critical elements of this social security system.
The strength of the social assistance programme is that it targets people who are not expected to be economically active
namely the elderly and children. Evidence suggests that in the absence of the social assistance programme, poverty and
inequality in South Africa could be higher. Labour force statistics show a trend of increasing unemployment rates and an
increasing number of poor households. All of this combined with other social ills such as substance abuse, increasing number
of orphans, child headed households and abandoned children suggest that the demand on the social assistance programme
is likely to continue.
In the past 5 years SASSA made significant progress in increasing the take up rates of social grants and in improving services
to citizens. The number of grants in payment increased from 13 072 173 in 2008/09 to 16 106 110 in 2012/13, reducing
poverty amongst 30% of the population. However the number of grants in payment decreased by approximately 500 000
by end of 2013 as a result of the efficiency gains of the re-registration project.
Despite the continued increase in the take up of social grants, especially the 3.79% increase in the take up of the Child
Support Grant, studies show that some 2.35 million eligible children continued to be excluded from accessing the Child
Support Grant. The study commissioned by SASSA in partnership with UNICEF to determine the location of the “missing”
children, and reasons for the non-access found that children 0-1 years and those 12- 8 years were the most excluded.
Follow up studies for the periods 2012/2013 would be undertaken to assess the rate of exclusion and the progress made
towards full inclusion.
The convenience of the beneficiary and user friendliness of our facilities was uppermost with the renovations of 269 local
offices country wide, since 2011.The improvements ensured more comfortable and dignified waiting areas, modern ablution
facilities, clear signage, clean walls, floors and proper ventilation. 2014/15 will see SASSA extending these improvements to
include service points. In addition to improvements in local offices, pay-points were improved to provide a dignified service
to beneficiaries. This ensured the provision of shelter, comfortable seats, clean drinking water and appropriate ablution. The
objective is to eradicate pay-points in the open fields by 2016.
SASSA is especially sensitive to its older beneficiaries and people with disabilities. In addition to implementing a citizen
engagement service at all its offices and service points to fast track services for the old, frail, people with disabilities and the
sick, it has an outreach programme that visits citizens who are unable to get to a service point due to ill health. Citizens that
meet the criteria for outreach services are visited at their homes and a full range of services is provided.
1.2 ORGANISATIONAL ENVIRONMENT
SASSA revised its budget structure for the financial year 2014/15 to two programmes, which cover the following:
• Programme 1: Administration
The Administration programme provides leadership, as well as management and support services, which include the following
sub programmes: Executive Management, Corporate Services, Financial Management, Information & Communication
Technology, Strategy and Business Development and Office accommodation
• Programme 2: Benefits Administration and Support
The benefits administration and support programme provides an efficient and effective grant
administration service to implement social protection floors. The programme manages the
full function of grant administration from application to approval and beneficiary
maintenance, benefit payment, customer care, strategic direction
and guidance pertaining to grant operations. It monitors
and evaluates improvements, innovations and
9PART A: STRATEGIC OVERVIEW (CONTINUED)
service delivery networks and offers strategic guidance and support to ensure that an effective and efficient social security
customer care service is provided to beneficiaries in a dignified manner. It also provides payment vendor and service point
management, formulates grant projections to ensure the adequate availability of funds to be transferred to beneficiaries, and
is responsible for disability administration and management.
In the last financial year (2013/14) SASSA achieved significant milestones in the improvement of delivery of services. The
most important of which was the implementation of a new payment system. This system necessitated the re- registration of
20.7 million beneficiaries, procurators and children in the social grant payment system.
Whilst the re-registration successfully eliminated fraud and enabled timeous life confirmation, it was pioneering in many
areas such as capturing of biometrics for children, and; voice recording to confirm life. The new payment system created
opportunities for beneficiaries to access financial markets that previously precluded them. It improved the organisational
capacity of SASSA to be able to identify and locate its beneficiaries thus enabling SASSA to increase opportunities to its
beneficiaries by making a wider range of services and benefits available to them. Beneficiaries also had access to more
options to access social grants namely banks, ATMs, points of sale, merchants, cash etc.
SASSA has more than 10 million SASSA cards in circulation, making it the biggest payment participant in terms of market
share. More than 30% of beneficiaries have a SASSA card indicating an increasing number of people using the banks who
were previously unbanked. The main objective is to develop a new payment system for social assistance benefits, which will
eventually strengthen the position of SASSA as payment provider for social security benefits.
SASSA is responsible for the provision of income support to vulnerable groups through the following types of social grants
and relief:
• Older Persons Grant - grant given to persons 60 years and older.
• Disability Grant - for persons with disability between 18 to 59 years.
• Grant-in-Aid - for both disabled and older people who require care.
• Child Support Grant - for children between the ages 0 to 18 years.
• Foster Child Grant - for children in need of protection and placed in foster care.
• Care Dependency Grant - children who are care dependent, 0-18 yrs.
• Social Relief of Distress - is temporary assistance for 3 months extended to 6 months, in stipulated situations of destitution
and hardship.
In 2013/14, SASSA delivered R113 billion in payments on behalf of government to eligible South Africans.The Old Age, Care
Dependency and Disability Grants increased from R1 010 in 2009/10 to R1 290 per month in 2013/14. There will be a
further increase of R80 in 2014/15. The Child Support Grant and Grant in aid also increased from R240 in 2009/10 to R300
per month in 2013/14. Both grant types will go up with an average of 6.8 percent from R300 to R310 a month in 2014/15,
with a further increase of R10 at midyear to R320.
The table below represents trends in the total number of grants in payment from 2006 when SASSA was established to end
of financial year 2012/13.
Total number of Grants in Payment
Grant Type 2006/7 2007/8 2008/9 2009/10 2010/11 2011/12 2012/13
Old Age 2 195 018 2 229 550 2 390 543 2 546 657 2 678 554 2 750 857 2 873 197
War Veterans 2 340 1 924 1 500 1 216 958 753 587
Disability 1 422 808 1 408 456 1 286 883 1 264 477 1 200 898 1 198 131 1 164 192
Grant In Aid 31 918 37 343 46 069 53 237 58 413 66 493 73 719
Foster Child 400 503 454 199 474 759 510 760 512 874 536747 532 159
Care 98 631 102 292 107 065 110 731 112 185 114 993 120 268
Dependency
Child 7 863 841 8 189 975 8 765 354 9 570 287 10 371 950 10 927 731 11 341 988
Support
Total 12 015 059 12 423 739 13 072 173 14 057 365 14 935 832 15 595 705 16 032 391
102. OVERVIEW OF 2014/15 BUDGET AND MTEF ESTIMATES
2.1 EXPENDITURE ESTIMATES
Average Expenditure/ Average Expenditure/
Revised Medium-term
Audited outcome growth total: growth total:
estimate expenditure estimate
rate (%) Average (%) rate (%) Average (%)
R thousand 2010/11 2011/12 2012/13 2013/14 2010/11 - 2013/14 2014/15 2015/16 2016/17 2013/14 - 2016/17
Administration 1 718 817 1 397 941 1 674 086 1 885 613 3.1% 29.6% 2 230 618 2 331 080 2 381 697 8.1% 32.0%
Benefits
administration 3 457 503 3 875 643 4 108 279 4 427 470 8.6% 70.4% 4 659 120 4 796 314 4 816 541 2.8% 68.0%
support
Total expense 5 176 320 5 273 584 5 782 364 6 313 083 6.8% 100.0% 6 889 738 7 127 394 7 198 238 4.5% 100.0%
Statement of Average Expenditure/ Average Expenditure/
Revised Medium-term
financial Audited outcome growth total: growth total:
estimate expenditure estimate
performance rate (%) Average (%) rate (%) Average (%)
R thousand 2010/11 2011/12 2012/13 2013/14 2010/11 - 2013/14 2014/15 2015/16 2016/17 2013/14 - 2016/17
Revenue
Non-tax revenue 7 669 16 018 4 161 4 454 -16.6% 0.1% 4 695 4 944 5 206 5.3% 0.1%
Sale of goods and
services other
712 778 748 788 3.5% 0.0% 831 875 921 5.3% 0.0%
than capital assets
of which:
Sales by market
712 778 748 788 3.5% 0.0% 831 875 921 5.3% 0.0%
establishment
Other non-tax 15
6 957 3 413 3 666 -19.2% 0.1% 3 864 4 069 4 284 5.3% 0.1%
revenue 240
Transfers
5 631 387 6 143 657 6 119 770 6 311 048 3.9% 99.9% 6 567 589 6 830 486 7 193 032 4.5% 99.9%
received
Total revenue 5 639 056 6 159 675 6 123 931 6 315 502 3.8% 100.0% 6 572 284 6 835 430 7 198 238 4.5% 100.0%
1112
PART A: STRATEGIC OVERVIEW (CONTINUED)
2. OVERVIEW OF 2014/15 BUDGET AND MTEF ESTIMATES
2.1 EXPENDITURE ESTIMATES (CONTINUED)
Statement of Average Expenditure/ Average Expenditure/
Revised Medium-term
financial Audited outcome growth total: growth total:
estimate expenditure estimate
performance rate (%) Average (%) rate (%) Average (%)
R thousand 2010/11 2011/12 2012/13 2013/14 2010/11 - 2013/14 2014/15 2015/16 2016/17 2013/14 - 2016/17
Expenses
Current
5 157 030 5 263 487 5 763 097 6 291 469 6.9% 99.7% 6 867 043 7 103 655 7 171 258 4.5% 99.7%
expenses
Compensation of
1 623 468 1 781 597 2 068 437 2 355 405 13.2% 34.6% 2 526 145 2 700 507 2 870 639 6.8% 37.9%
employees
Goods and
3 472 322 3 407 506 3 625 596 3 870 936 3.7% 63.9% 4 272 517 4 341 497 4 219 681 2.9% 60.7%
services
of which:
Agency and
support/
86 595 94 083 95 624 146 019 19.0% 1.9% 153 904 162 104 162 104 3.5% 2.3%
outsourced
services
Consultants and
professional 68 497 49 292 15 245 44 633 -13.3% 0.8% 46 485 48 995 48 995 3.2% 0.7%
services
Payment
2 265 086 2 203 602 1 935 842 2 090 000 -2.6% 38.0% 2 193 025 2 211 551 2 209 460 1.9% 31.7%
contractors
Communication 101 976 90 685 107 957 187 100 22.4% 2.1% 323 683 341 162 359 243 24.3% 4.4%
Computer
254 451 202 177 326 451 287 534 4.2% 4.7% 300 491 314 792 330 532 4.8% 4.5%
services
Travel and
25 114 28 404 31 252 128 803 72.5% 0.9% 137 053 144 397 144 397 3.9% 2.0%
subsistence
59 74 69 64 67 60 79
Depreciation 2.6% 1.2% 7.5% 1.0%
441 373 062 270 483 712 948
Interest, dividends
1 799 11 2 858 -21.9% 0.0% 898 938 991 4.9% 0.0%
and rent on land
Transfers and 19 10 19 21 22 23 26
3.9% 0.3% 7.7% 0.3%
subsidies 290 097 266 614 695 739 979
Total expenses 5 176 320 5 273 584 5 782 364 6 313 083 6.8% 100.0% 6 889 738 7 127 394 7 198 238 4.5% 100.0%
Surplus/(Deficit) 462 736 886 091 341 567 2 419 -82.6% – (317 455) (291 964) – -100.0% –2. OVERVIEW OF 2014/15 BUDGET AND MTEF ESTIMATES
2.1 EXPENDITURE ESTIMATES (CONTINUED)
Statement of Average Expenditure/ Average Expenditure/
Revised Medium-term
financial Audited outcome growth total: growth total:
estimate expenditure estimate
performance rate (%) Average (%) rate (%) Average (%)
R thousand 2010/11 2011/12 2012/13 2013/14 2010/11 - 2013/14 2014/15 2015/16 2016/17 2013/14 - 2016/17
Statement of financial position
Carrying value
450 576 476 476 476 960 391 361 -4.6% 36.2% 365 560 348 962 367 457 -2.1% 34.0%
of assets
of which:
Acquisition of
24 018 126 734 44 640 255 259 119.9% 7.9% 5 580 5 580 5 876 -71.6% 4.9%
assets
Inventory 13 703 8 837 14 765 11 889 -4.6% 1.0% 9 984 10 027 10 558 -3.9% 1.0%
Receivables and 34 32 22 38 40 41 44
3.3% 2.7% 5.0% 3.8%
prepayments 646 793 255 196 106 951 174
Cash and cash
199 043 1 039 611 1 646 748 978 797 70.1% 60.1% 712 318 518 294 545 764 -17.7% 61.2%
equivalents
Total assets 697 968 1 557 717 2 160 728 1 420 243 26.7% 100.0% 1 127 968 919 234 967 953 -12.0% 100.0%
Accumulated
(137 537) 748 433 1 106 776 850 009 -283.5% 33.2% 573 005 365 666 385 046 -23.2% 47.6%
surplus/(deficit)
Finance lease 2 533 2 781 2 853 3 502 11.4% 0.2% 3 599 3 605 3 796 2.7% 0.3%
Trade and other
511 095 437 071 673 880 167 641 -31.0% 35.7% 157 342 156 956 165 275 -0.5% 15.0%
payables
Provisions 321 877 369 429 377 219 580 756 21.7% 30.9% 587 605 597 043 628 687 2.7% 55.7%
Total equity and
697 968 1 557 714 2 160 728 1 601 908 31.9% 100.0% 1 321 551 1 123 271 1 182 804 -9.6% 118.6%
liabilities
13PART A: STRATEGIC OVERVIEW (CONTINUED) 2.2 RELATING EXPENDITURE TRENDS TO STRATEGIC OUTCOME-ORIENTED GOAL The strategic focus of the South African Social Security Agency remains the administration, management and payment of social assistance grants.Thus, the bulk of expenditure over the medium term is on compensation of employees and payments towards the cash contractor who has been contracted to disburse grant monies to beneficiaries. These two items on average make up about 34.9 per cent and 31.7 per cent of the total budget over the medium term. The agency is investigating options to build its own capacity in preparation for the new payment tender whereby the Agency will operate as a paymaster. A key focus point and cost driver of the agency in 2012/13 and 2013/14 was the re-registration project driven by the benefits administration support programme. The main aim was to ensure data integrity and root out fraud and corruption in the social grant system and lay the platform for a new payment solution. All social grants beneficiaries, including children, were required to re-register for their social grants. The agency embarked on significant media and communication campaigns to inform beneficiaries of the re-registration process. The appointment of a single cash contractor in 2012/13 has not only reduced the cost of paying out social grants from an average of R30 to a standard fee of R16, but also transformed how social grants are paid out. All beneficiaries are provided with a biometric and pin enabled bank card which they can use to withdraw their social grants from ATMs and at points of sale such as local supermarkets. Expenditure in the benefits administration support programme is also driven by the statutory requirement that the agency is obliged to meet.The Social Assistance Act (2004) requires the agency to perform certain activities in relation to the administration of grants, such as reviewing the status of grant beneficiaries to determine their eligibility status. A key project under this programme has been the standardisation project which began in 2011/12. By the end of 2012/13, all but three offices were implementing the four-step standardised grant process, resulting in 91 per cent of applications being processed within 21 days. A key initiative under the administration programme has been the Agency’s approach to fraud management. In 2012/13, 78 per cent of fraud cases were investigated and 98 per cent of suspicious grants were verified for validity. The monetary value of cases finalised amounted to R59.4 million. In its drive to enhance accessibility of services, the Agency has a significant geographic footprint of local offices throughout the country. Lease payments therefore make up a sizeable portion of the goods and services expenditure in this programme. The Agency’s focus will also be on enhancing its service delivery environment through continual improvements to its local offices and pay points. 310 pay points and 72 local offices will be improved in each year over the MTEF period. The work of the Agency is driven by ICT costs related to the social pension payment system which is budgeted for under this programme and makes up the bulk of the spending in computer services. Over the MTEF period, the Agency will continue to modernise social grant administration and payments through numerous ICT interventions such as automating the grant application process, biometrically authenticating social pension payment system users, integrating different grant administration systems and enhancing interfaces with other government departments such as the Department of Home Affairs’ national identification system. After two years of overspending as a result of personnel related costs, the entity turned around its financial position from an accumulated deficit in 2010/11 to a surplus of R1.1 billion by end of 2012/13. These costs are expected to decline over the medium term as the entity invests in the development of its payment systems and technologies, and because of an increase in filled posts to build its own capacity as the paymaster, doing away with third party payment services. In a drive to improve service delivery, the Agency embarked on a standardisation of business operations across provinces. This led to the development of a new capacity model, which resulted in 1 489 prioritised posts being filled in 2011/12, including those of 300 expanded public works programme workers who assist with queue management and enquiries. There has been a marked improvement in service delivery to beneficiaries, in particular the turnaround time from application to approval. The majority of the posts were filled within the benefits administration support programme. At the end of November 2013, a total of 9 313 posts were filled out of 10 188 funded posts, leaving 875 vacant funded posts. The posts were vacant because of the delay in the filling of the posts, following a human capacity assessment drive which was undertaken to determine the requisite capacity and possible trade-offs on the posts. 14
PART B:
PROGRAMMES AND
SUB-PROGRAMMES
1516
PART B: PROGRAMMES
AND SUB-PROGRAMMES
3. PROGRAMME 1: ADMINISTRATION
Purpose: To provide leadership, management and effective support services to SASSA.
3.1 STRATEGIC OBJECTIVE(S) FOR PROGRAMME 1
Strategic To uphold good Effective ICT To provide human capital management, facilities and Effective financial
Objectives governance (1.1) operations (1.2) auxiliary services (1.3) Management (1.4)
Objective Effective Fraud, Reduction To achieve a fully To ensure effective Human Ensure a safe and To provide effective
Statements internal theft and of litigation automated and integrated resource services secure service delivery and efficient financial
audit corruption social assistance service. environment Management services
Management
Baseline • Functional governance structures • Social Pensions System • SASSA had a total of • SASSA footprint as at • 2012/13 unqualified audit
• Fraud prevention and management (SOCPEN) enhanced 8 498 filled posts as at March 2013 includes: report
strategy developed to support social grants end of March 2013. – 9 provincial offices, • The transaction costs
• Code conduct and ethics developed application to payment • More than 70% of the – 44 District offices, for payment of grants
• The number of litigation cases has process staff complement is in – 366 local offices; reduced from average
reduced from 15 224 in 2008/09 to • MIS registry functional operations focusing on – 917 service points; R30 to R16.44
81 in 2012/13 throughout SASSA core business in the – 9900 pay points • Social Grant Debtors
• ICT infrastructure (wide- regions register stand at R260 m
area network) have • 259 local offices have as at January 2014
been upgraded from been upgraded to align
64 to 512 kilo bytes per with standardised busi-
second ness processes
• ICT strategy developed3.2. PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR PROGRAMME 1
Sub-programme: Management
Strategic Objective: To promote good governance in the management of the Agency
Audited/Actual Performance Estimated Medium Term Target
Objective State- Performance Strategic Plan
performance
ments Indicator Target 2010/11 2011/12 2012/13 2014/15 2015/16 2016/17
2013/14
Effective Number 100 internal 100% 35 internal 37 internal 20 internal 40 internal 40 internal 40 internal
internal audit of internal audit reviews implementation audit reviews audit reviews audit reviews audit reviews audit reviews audit reviews
audit reviews conducted on of the annual conducted on conducted on conducted on conducted on conducted on conducted on
conducted on high-risk areas internal audit plan high-risk areas high-risk areas high-risk areas high-risk areas high-risk areas high-risk areas
high-risk areas
Management of Number of fraud, 180 fraud, * * * * 36 fraud, theft 36 fraud, theft 36 fraud, theft
fraud, theft and theft and corrup- theft and and corruption and corruption and corruption
corruption tion awareness corruption aware- awareness awareness awareness
programmes ness programmes conducted conducted conducted
conducted conducted
Percentage 60% of reported * * 78% of identi- 60% of 60% of 60% of 60% of
of reported fraud, theft and fied fraud cases identified reported reported reported
fraud, theft and corruption cases investigated fraud cases fraud, and fraud, and fraud, and
corruption cases investigated investigated corruption cases corruption cases corruption cases
investigated investigated investigated investigated
Ensure effective Litigation Implementation of 1 944 litigation 249 litigation 89 litigation 70 litigation Litigation Litigation Litigation
litigation and reduction litigation reduction cases finalised cases finalised cases finalised cases finalised reduction reduction reduction
contract measures measures in measures measures measures
management implemented order to achieve implemented implemented implemented
60% reduction in
litigation cases by
2019
Percentage 100% of letters * * * * 100% of letters 100% of letters 100% of letters
of letters of demand of demand of demand of demand
of demand responded to responded to responded to responded to
responded to timeously timeously timeously timeously
timeously
Percentage of 100% of * * * * 100% of 100% of 100% of
contracts vetted contracts vetted contracts vetted contracts vetted contracts vetted
within 10 days within 10 days within 10 days within 10 days within 10 days
Improved Number of 100 beneficiary * * * * 20 beneficiary 20 beneficia- 20 beneficiary
public beneficiary education education ry education education
awareness of education programmes programmes programmes programmes
SASSA services programmes conducted conducted conducted conducted
and products conducted
Number of 100 public * * * * 20 public 20 public 20 public
public awareness awareness awareness awareness awareness
programmes programmes programmes programmes programmes
17
conducted conducted conducted conducted conducted18
PART B: PROGRAMMES AND SUB-PROGRAMMES (CONTINUED)
3.2. PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR PROGRAMME 1 (CONTINUED)
Sub-programme: Corporate Services
Audited/Actual Performance Estimated Medium Term Target
Objective Performance Strategic Plan
performance
Statements Indicator Target 2010/11 2011/12 2012/13 2014/15 2015/16 2016/17
2013/14
Efficient Key functions * * * * * Review of Revised 40 internal audit
Human identified and functions and reviews conduct-
Resource resourced skills gap analysis ed on high-risk
(HR) areas
services Number of 18 HCM Policies * * * * Six (6) HCM Three (3) HCM Three (3) HCM
delivered HCM policies reviewed Policies reviewed: Policies reviewed Policies reviewed
reviewed – Staffing
Practices
– Bereavement
– Resettlement
– Performance
Management
– Study Aid
Employee labour Implementation * * * * Employee Labour Implementation of Implementation of
relations model of labour Relations model Employee Labour Employee Labour
developed and relations model developed Relations model Relations model
implemented
Percent of 100% of identified * * * * 100% of identified 100% of identified 100% of identified
identified employees vetted employees vetted employees vetted employees vetted
employees vetted each year each year each year each year
each year
Ensure a safe Number of local 366 local offices * 92 local offices 95 local offices 72 local offices 72 local offices 72 local offices 72 local offices
and secure offices improved improved identified improved improved improved improved improved improved
service Number of pay 1150 pay points * 300 pay points 310 pay points 310 pay points 310 pay points 310 pay points 310 pay points
delivery points improved improved improved improved improved improved improved improved
environment Number of 366 Local * * * * 34 local offices 72 local offices 72 local offices
Local offices offices audited audited in line audited in line audited in line
audited in line in line with the with the MPSS with the MPSS with the MPSS
with the MPSS MPSS
Biometric Biometric * * * * Phased-in Phased-in Implementation
Access system systems for staff implementation of implementation of the biometric
for SASSA biometric access biometric access access systems
buildings to buildings for to buildings for
implemented staff staff3.2. PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR PROGRAMME 1 (CONTINUED)
Sub-programme: Financial Management
Strategic Objective
Strategic Performance Strategic Plan Audited/Actual Performance Estimated perfor- Medium Term Target
Statements Indicator Target 2010/11 2011/12 2012/13 mance 2013/14 2014/15 2015/16 2016/17
Effective Average cost of 100 internal R30 R29 R31 R36 R36 R37 R36
Financial administering audit reviews
management social assistance conducted on
high-risk areas
Percentage of 100% of social _ 28% of social 2.58% of social 15% of social 10% of social 20% of social 35% of social
social assistance assistance debts assistance assistance debts assistance debts assistance debts assistance debts assistance debts
debts recovered recovered and/ debts recovered. recovered and/or recovered and/or recovered and/or recovered and/or
and/or written off or written off recovered written off written off written off written off
Sub-programme: Information and Communication Technology
Audited/Actual Performance Estimated Medium Term Target
Strategic Performance Strategic Plan performance
Statements Indicator Target 2010/11 2011/12 2012/13 2014/15 2015/16 2016/17
2013/14
Automation Biometric Biometric * * * Biometrics Phased-in implementation Integration of Implementation of the
of systems authentication systems for for of biometric biometric systems for biometric authentication
systems in staff and beneficiaries authentication system authenticating staff and systems
place and beneficiaries collected (SOCPEN – users) beneficiaries
implemented and stored in
SASSA data
base
Develop and Digitalised * * * Manual Blue-print of the Phase- one of solution Digitalised document
implement document registry solution for digitized implemented storage system fully
solution for storage system system document storage system operationalised
scanning and developed
storage of
documents
Develop and Single digital * * * Enterprise Feasibility for replacement Development of ICT
implement Platform to architecture of legacy system systems based on
an integrated manage full for digital (SOCPEN) outcomes of the feasibility
end-to-end value chain of beneficiary Payment Architecture Integration of SASSA report and Ministerial
system that SASSA services developed applications with key Advisory Committee
incorporates platform Integration of internal external entities recommendations
the full value developed applications with each
chain of SASSA (excluding other (e.g. SOCPEN, MIS,
Payment) beneficiary biometric
database, livelink etc)
1920
PART B: PROGRAMMES AND SUB-PROGRAMMES (CONTINUED)
3.3 QUARTERLY TARGETS FOR 2014/15: PROGRAMME 1
Management
To promote good governance in the management of the Agency
Quarterly Targets
Performance Indicator Reporting Period Annual Target 2014/15
Q1 Q2 Q3 Q4
Number of internal Quarterly 40 internal audit 10 internal audit reviews 10 internal audit reviews 10 internal audit reviews 10 internal audit reviews
audit reviews conducted reviews conducted on conducted on high-risk conducted on high-risk conducted on high-risk conducted on high-risk
on high-risk areas high-risk areas areas areas areas areas
Number of fraud, Quarterly 36 fraud, theft and 9 fraud, theft and corrup- 9 fraud, theft and corrup- 9 fraud, theft and corrup- 9 fraud, theft and
theft and corruption corruption awareness tion awareness conducted tion awareness conducted tion awareness conducted corruption awareness
awareness conducted conducted conducted
Percentage of reported Quarterly 60% of reported fraud, 60% of reported fraud, 60% of reported fraud, 60% of reported fraud, 60% of reported fraud,
fraud, theft and theft and corruption theft and corruption cases theft and corruption cases theft and corruption cases theft and corruption cases
corruption cases finalised cases finalised finalised finalised finalised finalised
Litigation reduction Annual Litigation reduction Assessment report on Development of training Implementation of the Implementation of the
measures implemented measures implemented causes of litigation programme training programme training programme
Percentage of letters of Quarterly 100% of letters of 100% of letters of 100% of letters of 100% of letters of 100% of letters of
demand responded to demand responded to demand responded to demand responded to demand responded to demand responded to
timeously timeously timeously timeously timeously timeously
Percentage of contracts Quarterly 100% of contracts 100 % of contracts vetted 100% of contracts vetted 100% of contracts vetted 100% of contracts vetted
vetted within 10 days vetted within 10 days within 10 days within 10 days within 10 days within 10 days
Percentage of lodged Bi-annual 80% of lodged cases 80% of lodged cases 80% of lodged cases
cases successfully successfully concluded successfully concluded successfully concluded
concluded
Number of Quarterly 20 public awareness 5 public awareness 5 public awareness 5 public awareness 5 public awareness
public awareness programmes programmes conducted programmes conducted programmes conducted programmes conducted
programmes conducted
conducted
Number of beneficiary Quarterly 20 beneficiary 5 beneficiary education 5 beneficiary education 5 beneficiary education 5 beneficiary education
education programmes education programmes programmes conducted programmes conducted programmes conducted programmes conducted
conducted conducted3.3 QUARTERLY TARGETS FOR 2014/15: PROGRAMME 1 (CONTINUED)
Corporate Services
Quarterly Targets
Performance Indicator Reporting Period Annual Target 2014/15
Q1 Q2 Q3 Q4
Key functions identified Annual Review of functions Review of functions and
and resourced and skills gap analysis skills gap analysis
Number of HCM Quarterly Six (6) HCM Policies 1 HCM Policy reviewed 2 HCM Policy reviewed 2 HCM Policy reviewed 1 HCM Policy reviewed
policies reviewed reviewed: – Bereavement – Study Aid Policy – Employee Labour – Staffing Practices
– Staffing Practices – Resettlement Relations Model
– Bereavement – Performance
– Resettlement Management
– Performance
Management
– Study Aid
Employee labour Quarterly Employee Labour Draft Employee Labour Consultations with Man- Consultations with labour Approved Employee
relations model Relations model Relations developed agement Labour Relations
developed and approved developed
Employee labour Quarterly Employee Labour 100% of labour relations 100% of labour relations 100% of labour relations 100% of labour relations
relations model Relations model cases finalised within cases finalised within pre- cases finalised within pre- cases finalised within
developed and developed prescribed time frame scribed time frame scribed time frame prescribed time frame
approved
% of labour relations Quarterly 100% of labour 50% of identified 50% of identified
cases finalised within relations cases finalised employees vetted each employees vetted each
prescribed time frame within prescribed time year year
frame.
Number of local Quarterly 72 local offices 12 local offices improved 20 local offices improved 20 local offices improved 20 local offices improved
offices improved improved
Number of pay points Quarterly 310 pay points 36 pay points improved 100 pay points improved 100 pay points improved 74 pay points improved
improved improved
Number of Local Quarterly 34 local offices audited 8 local offices audited in 10 local offices audited in 10 local offices audited in 6 local offices audited in
offices audited in line in line with the MPSS line with the MPSS line with the MPSS line with the MPSS line with the MPSS
with the MPSS
Biometric Access Quarterly Biometric access Approved terms of Procurement process Implementation plan
system for SASSA system to SASSA reference completed developed
buildings implemented buildings procured
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PART B: PROGRAMMES AND SUB-PROGRAMMES (CONTINUED)
3.3 QUARTERLY TARGETS FOR 2014/15: PROGRAMME 1 (CONTINUED)
Financial Management
Quarterly Targets
Performance Indicator Reporting Period Annual Target 2014/15
Q1 Q2 Q3 Q4
Average cost of Quarterly R36 R36 R36 R36 R36
administering social
assistance (R/
beneficiary*12)
Percentage of social Quarterly 10% of social assistance 10% of social assistance 10% of social assistance 10% of social assistance 10% of social assistance
assistance debts recovered debts recovered debts recovered debts recovered debts recovered debts recovered
Percent reduction in Annual 50% reduction in 50% reduction in in
the audit findings in financial management financial management
financial Management related audit findings audit findings
ICT
Quarterly Targets
Performance Indicator Reporting Period Annual Target 2014/15
Q1 Q2 Q3 Q4
Biometric Quarterly Phased-in Due diligence completed Project initiation report Proof of concept com- Implementation of
authentication implementation of (planning and design pleted biometric access to
systems in place and biometric access to of infrastructure SOCPEN users
implemented systems requirements)
Develop and implement Quarterly Blue-print of the solution Due diligence completed Evaluate the architecture Planning and design Blue-print of the solution
solution for scanning and for digitized document for the digitized storage of infrastructure for digitized document
storage of documents storage system develop system requirements developed
Develop and implement Annual Feasibility for Feasibility report for
an integrated end replacement of legacy replacement of SOCPEN
to-end system that system (SOCPEN) developed
incorporates the full Annual Payment Architecture Payment Architecture
value chain of SASSA developed developed
Quarterly Integration of internal Data and systems Acquisition of integration Proof of concept com- Integration of internal
applications with requirements documented infrastructure pleted applications with
each other (SOCPEN, completed (SOCPEN,
MIS, and beneficiary MIS, and beneficiary
biometric database) biometric database)3.4 RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF: PROGRAMME 1
2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17
Audited Audited Audited Revised Budget Budget Budget
Rand thousand Outcome Outcome Outcome Approved budget estimate estimate estimate
Administration 1,718,817 1,397,941 1,674,086 1,885,613 2,230,618 2,331,080 2,381,697
Economic classification
Current payments 1,699,528 1,392,808 1,669,863 1,876,262 2,220,578 2,321,989 2,370,956
Compensation of employees 590,440 529,370 606,189 781,546 846,969 918,748 976,629
Goods and services 1,024,734 775,220 989,005 1,029,589 1,305,228 1,341,591 1,313,389
Transfers and subsidies 19,290 5,133 4,222 9,350 10,040 9,091 10,741
- Corporate Services 425,306 387,371 312,159 456,540 482,522 511,899 544,507
Current payments 406,016 387,371 310,585 452,936 478,725 508,098 540,707
Compensation of employees 119,360 128,223 134,902 236,425 251,556 267,656 284,518
Goods and services 225,417 194,427 105,849 151,383 158,788 167,371 175,250
Transfers and subsidies 19,290 - 1,574 3,603 3,798 3,800 3,800
- Executive Management 354,999 224,696 344,187 419,734 445,059 471,922 499,733
Current payments 354,999 223,107 342,398 416,982 442,159 468,866 496,727
Compensation of employees 192,631 138,802 208,667 265,971 282,994 301,105 320,075
Goods and services 162,368 84,305 133,731 151,011 159,166 167,761 176,652
Transfers and subsidies - 1,589 1,788 2,751 2,900 3,057 3,006
- Finance 343,522 325,275 281,240 350,130 371,121 393,378 408,384
Current payments 343,522 325,275 281,240 347,725 368,586 390,707 405,568
Compensation of employees 196,214 178,089 169,939 208,371 221,707 235,896 250,757
Goods and services 147,308 147,186 111,301 139,354 146,879 154,811 154,811
Transfers and subsidies - - - 2,405 2,535 2,672 2,816
- Information and Communication Technology 310,179 198,972 248,798 321,374 339,286 358,200 378,038
Current payments 310,179 198,972 248,394 320,816 338,698 357,581 377,163
Compensation of employees 46,465 48,466 46,298 55,733 59,300 63,095 67,070
Goods and services 263,715 150,506 202,096 265,083 279,398 294,485 310,093
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PART B: PROGRAMMES AND SUB-PROGRAMMES (CONTINUED)
3.4 RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF: PROGRAMME 1 (CONTINUED)
2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17
Audited Audited Audited Revised Budget Budget Budget
Rand thousand Outcome Outcome Outcome Approved budget estimate estimate estimate
Transfers and subsidies - - 404 558 588 620 875
- Office Accomodation 235,177 186,482 314,798 450,655 487,279 523,872 553,773
Current payments 235,177 186,482 314,798 450,655 487,279 523,872 553,773
Compensation of employees - - - - - - -
Goods and services 235,177 186,482 314,798 450,655 487,279 523,872 553,773
Transfers and subsidies - - - - - - -
- Strategy and Business Development 49,634 75,266 167,373 137,179 145,037 153,349 156,573
Current payments 49,634 75,125 167,204 136,971 144,818 53,118 156,330
Compensation of employees 35,771 35,789 39,893 45,046 47,928 50,996 54,209
Goods and services 13,863 39,336 127,311 91,926 96,890 102,122 102,122
Transfers and subsidies - 141 169 208 219 231 243
4 PROGRAMME 2: BENEFITS ADMINISTRATION AND SUPPORT
Purpose: To provide a grant administration service and to ensure that operations are integrated within SASSA
4.1 STRATEGIC OBJECTIVES FOR PROGRAMME 2
Strategic To improve the effectiveness and efficiency of the administration of the social assistance programme
Objectives
Objective To ensure that eligible beneficiaries receive their benefits timeously with To institutionalise the payment system for social assistance within SASSA
Statements respect to all social assistance benefits
Baseline • 10 633 186 million beneficiaries receiving 15 644 273 social grant benefits as • Establishment of credible payment database is being finalised: Improved the
at December 2013. payment database. through the Re-registration of 20.7 million individuals
• The take –up rates for new grants is on average 1 200 000 per annum completed by end of May 2013
• There is an attrition rate of at least 500 000 beneficiaries per annum due to • 10 million SASSA branded biometric payment cards (endorsed by
death, reviews and voluntary cancellations MasterCard) issued.
• Research indicates that 2.35m eligible children under the age of 18 are • SASSA payment MasterCard has transformed the industry by ensuring more
excluded from the CSG. people who were previously unbanked are integrated in mainstream economy.4.2 PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS: PROGRAMME 2
Programme: Benefits Adminstration and Support
Strategic Objective: To improve effectiveness and efficiency of the administration of the social assistance programme
Audited/Actual Performance Estimated Medium Term Target
Objective Performance Strategic Plan
performance
Statements Indicator Target 2010/11 2011/12 2012/13 2014/15 2015/16 2016/17
2013/14
To provide Projected number
social assistance of new social
5 600 000 1 372 686 1 199 940 1 200 000 1 200 000 1 100 000 1 100 000 1 200 000
to eligible grants applications
beneficiaries processed
Projected number 17 120 000 by
of social grants in end of 2018/19 14 935 832 15 595 705 16 069 007 16 582 582 16 052 000 16 309 000 16 520 000
payment
Projected number 1 000 000 social
of social relief of relief of distress
* * * * 160 000 160 000 180 000
distress applications awards
awarded
Progressive increase 75% of eligible
52% of eligible
in the take-up rates children between
children below
of Children’s grants 0 - 1 year 48% 50% 55% 57% 60%
1 accessing
for eligible children accessing social
social grants
below 1 year grants by 2019
Percentage of new Progressive 58% of 89% of 90% of 90% of 90% of 95% of 100% of
grant applications reduction in the new grant new grant new grant new grant new grant new grant new grant
processed within 21 turn-around time applications applications applications applications applications applications applications
working days for processing of processed processed processed processed processed processed processed
grant applications within 21 days within 21 days within 21 days within 21 within 21 within 15 within 10
(target to reach working days working days working days working days
5 - 10 days by
2019)
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PART B: PROGRAMMES AND SUB-PROGRAMMES (CONTINUED)
4.2 PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS: PROGRAMME 2
Programme: Benefits Administration and Support
Strategic Objective: To improve effectiveness and efficiency of the administration of the social assistance programme
Audited/Actual Performance Estimated Medium Term Target
Objective Performance Strategic Plan
performance
Statements Indicator Target 2010/11 2011/12 2012/13 2014/15 2015/16 2016/17
2013/14
Develop Credible payment Centralised Biometric Biometric On-going Interactive
SASSA database developed credible data of 20.7 Data clean- biometric database
in-house and operationalised database million people up (including enrolment of
* * *
payment created within collected investigations) new beneficiaries
capacity SASSA and stored in taken over by
SASSA SASSA
Options for SASSA SASSA’s Draft Proposal Detailed Plan Payment Piloting of the
payment system payment system on SASSA on payments Control and new payment
investigated developed * * * payment model system for reconciliation system
SASSA capability system
developed
Opportunities Payment Research Payment Consultative Payment
for new Payment distribution report on distribution process on distribution
distribution channels channels piloted the feasibility channels potential new channels piloted
investigated and rolled out options for investigated/ social grants
the SASSA researched payment
payment system distribution
* * * Partnerships channels
established to
facilitate linking
of SASSA
payment
system to other
benefits
2
The objectives and indicators set are linked to automation in programme 1.You can also read
