South African Social Security Agency Strategic Plan

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South African Social Security Agency Strategic
Plan 2006/7- 2008/9
Presentation to the Portfolio Committee on Social
Development 15 March 2006
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OUTLINE OF PRESENTATION

• The Presentation covers the following
• Introduction and background
• Progress on the Establishment and
  Operationalisation of the Agency
• Strategic Plan for 2006/07 to 2008/09,
  particularly
• Key Priorities and Objectives
• Different Programmes, and
• Medium Term Expenditure Framework for the period

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Institution building Phased Approach

• The Agency establishment is a phased approach
  comprising
• Preparation Phase (April 2005 April 2006),
• Consolidation Phase (April 2006 April 2007),
• Standardisation Phase (April 2007 onwards),
• Optimisation Phase (April 2008 onwards)

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Preparation Phase

• Key elements within preparation phase
• Listing of the Agency as Schedule 3A Public
  Entity
• Operationalisation of the Agency Head Office
  include
• Infrastructure set-up
• Appointment of critical personnel
• Finalisation and approval of policies, processes,
  procedures and systems
• Transfer of national DoSD grants administration
  personnel and financing responsibilities to the
  Agency.
• Establishment of Regional offices include
• Establishing systems
• Ring-fencing and migration of staff
• Regional Infrastructure.

5
Consolidation Phase

• Key elements within consolidation phase
• Finalising the establishment of the regional
  structures
• Transfer and integration of the social assistance
  administration function into the Agency on a
  phased approach.

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Progress on Establishment and Operationalisation

• The following capacities are in place
• Head Office
• Infrastructure set-up
• Appointment of key and critical personnel
• Implementation of appropriate policies,
  processes, procedures and systems

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Progress on Establishment and Operationalising of
Agency

• Regional Office level
• Systematic separation and integration of social
  assistance administration into Regional structure
• Regional Office infrastructure establishment
• Ring- fencing of personnel and assets complete
• Appointment of additional personnel
• Implementation of appropriate information and
  Technology systems in certain regions

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Human Capital Management

• Staff
• Head Office executive management team in place
• CEO Performance Agreement and Shareholder Compact
  signed with the Minister
• Human Resource Policies and Processes are
  approved and are implemented

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Human Capital Management

• Staff
• Job evaluation of all posts are completed
• Critical posts are being filled at Head Office
  and in the Regions
• SASSA Persal system implemented

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Finance

• Financial management and accounting systems
• Financial Policies, procedures and processes in
  place
• Accounting practice and guidelines in place

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Finance

• Basic Accounting System in place
• Developing in-year accounting warning system

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Information and Communications Technology

• Information and Communications Technology
  standards, processes and delegations are being
  implemented
• Information and Communications Technology
  strategy is being implemented
• Information and Communications Technology
  Infrastructure is being rolled out in the Regions

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Strategic Plan 2006/7 2008/9
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Vision

• To provide world-class social security services

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Mission

• To administer quality social security services,
  cost effectively and timeously using appropriate
  best practices by
• Developing and implementing policies, programmes
  and procedures for an effective and efficient
  social grants administration system

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Mission

• Paying the right grant amount, to the right
  person, at the right time.
• Delivering innovative, cost effective and
  efficient services to individuals, their families
  and community groups.

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Core Values

• The following values inform our work
• Promotion and protection of human dignity
• Confidentiality
• Integrity
• Fairness
• Transparency
• Equity

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Customer Service Ethos

• Informed by our core values SASSAs services will
  be geared towards treating beneficiaries with
  respect and dignity.

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Theme of SASSA

• Paying the right grant amount, to the right
  person, at the right time.

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Legislation informing the mandate of SASSA

• South African Social Security Agency Act, 2004
• Social Assistance Act, 2004

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Key Strategic Priorities

• Key Priorities for the Agency are
• Improving service delivery quality
• Enhancing grant process integrity
• Organizational capacity

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Key Strategic Priorities

• Improving financial management and administration
• Management of Payment Contractors
• Minimization of fraud

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Key Strategic Objectives

• Strategic Objective 1 Ensure a High Performance
  Institution
• Strategic Objective 2 Service Delivery
  Improvement
• Strategic Objective 3 Improvement of Operational
  Excellence
• Strategic Objective 4 Good Governance

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Ensure a High Performance Institution

• Create/Establish a High Performance Institution
• Implement a Business Continuity Transition Plan
• Establishing offices
• Staffing recruitment, migration and change
  management
• Design and implement Information Communication
  Technology systems/enablers established and in
  place

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Ensure a High Performance Institution (cont.)

• Implement Organisational Structure
• Finalise and implement Policies, processes
  delegations
• Review contracts and establish new contract
  management frameworks

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Ensure a High Performance Institution (cont.)

• Develop and operationalise high performing,
  efficient effective institution
• Implement and integrate a high performance system
  and culture
• Enhance all policies and procedures
• Implement Communications Strategy

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Ensure a High Performance Institution (cont.)

• Consolidate a high performance institution
• Develop consolidation processes with strategic
  review
• Alignment with other outputs (consolidate through
  reviews evaluate, consolidate position and
  re-align)

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Ensure a High Performance Institution

• Ensure Agency compliance with legislative
  mandates
• Development of uniform training programmes that
  address compliance
• Implement Training Programme
• Setting up structures and mechanisms based on
  compliance requirements

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Service Delivery Improvement

• Improve administration of social security-
• Implement standardised and coherent norms and
  standards
• Design and implement strategy for back office
  integration, including Enterprise Resource
  Planning system
• Roll-out priority Information Communication
  Technology systems

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Service Delivery Improvement

• Develop implement alternative service delivery
  models
• Enhance data improvement quality programme
• Development and implement forecasting models
  (micro and macro)

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Service Delivery Improvement

• Improve delivery of social security
• Implement norms and standards
• Implement Service Delivery Model (pilot)
• Design and implement standardise contracts and
  guidelines

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Service Delivery Improvement

• Optimise (incrementally) infrastructure to
  improve access to social assistance
• Develop customer relationship strategy
• Introduce call centres
• Develop customer charter for beneficiaries

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Improvement of Operational Excellence

• Build Capacity in the Agency
• Recruitment, appointment and training of staff
• Design and implement appropriate systems
• Implementation of Policies and Procedures
• Develop and implement systems to benchmark and
  measure performance

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Good Governance

• Alignment of policies, processes and procedures
  with relevant legislation
• Implement a communication strategy
• Implement a complaints mechanism
• Implement a fraud prevention strategy
• Implement structures, systems and procedures in
  line with legislation, King Report on Corporate
  Governance and state owned entity protocols

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Good Governance

• Implement a code of conduct and ethics
• Strengthening partnerships and collaborations
• Maintain risk management plan

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Programme 1 Administration

• Purpose
• Overall management of the Agency
• Key Measurable Objectives
• Regular reports to principal stakeholders
• Quality internal audit reports on risk management
  and control
• Quality internal audit reports on governance
  strategy
• Implementation of fraud prevention strategy

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Programme 2 Corporate Services

• Purpose
• Overall management of human capital, delivery of
  auxiliary services and the provision of legal
  services
• Key Measurable Objectives
• Human Resource Strategy and Policies
• Implementation of new Performance Management
  System
• Capacity building based on HR development
  strategy

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Programme 2 Corporate Services

• Key Measurable Objectives
• Effective Facilities Management, strategy and
  systems
• Transport and Fleet Management, strategy and
  systems
• Provision of secure office space and work
  environment
• Legal and Legislative Services

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Programme 3 Communications, Marketing and Change
Management

• Purpose
• Provision of advice on marketing and
  communication
• Media liaison and public relations
• Key Measurable Objectives
• Provide of communications support to the Agency
  and the CEO
• Establish and manage a shared service centre for
  beneficiaries

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Programme 3 Communications, Marketing and Change
Management

• Key Measurable Objectives
• Creating awareness of the SASSA brand
• Maintain strong relationships with internal and
  external stakeholders (civil society, parliament,
  Regions)
• Manage the change management process

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Programme 4 Finance and Supply Chain Management

• Purpose
• The provision of Financial Management Services
• Key Measurable Objectives
• Finalise the transfers of budgets, assets and
  liabilities
• Financial accounting policies and systems and
  delegation of Authority
• Budget structure and SCOA for transfers and
  operations
• Funds flow model finalised
• Monitor and review contracts for payment
  contractors

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Programme 4 Finance and Supply Chain Management

• Key Measurable Objectives
• Implement policies for suppliers of goods and
  services
• Develop the outsourced model for non-core
  services
• Develop Risk Management plan applicable to finance

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Programme 5 Information Communication Technology

• Purpose
• The provision of Information and Communications
  Technology Services
• Key Measurable Objectives
• Implement ERP systems
• Automate Grants processes (ECM)
• Implement data warehouse

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Programme 5 Information Communication Technology

• Key Measurable Objectives
• Socpen Enhancement
• Implement a CRM solution
• Implementation of e-Government and portal
  services
• Implementation of a Business Intelligence (BI)
  solution

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Programme 5 Information Communication Technology

• Key Measurable Objectives
• Provide and manage of information communication
  and technology (ICT) resources

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Programme 5 Information Communication Technology

• Key Measurable Objectives
• Implementation of interim ERP system (BAS,
  PERSAL, LOGIS)
• Provisioning of enterprise wide area network
  services
• User support and service management
• Acquisition of hardware, software and management
  of contracts and agreements

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Programme 5 Information Technology

• Key Measurable Objectives
• Develop and implement a Governance Plan
• Develop and Implementation of the Master
  Information Systems Plan
• Development of enterprise information technology
  architecture, principles and standards
• Develop and implement information technology
  organisational structure
• Implement information technology Security and
  Risk Management Plan

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Programme 6 Customer Services

• Purpose
• Grant administration that improves delivery of
  social security services
• Key Measurable Objectives
• Improve service delivery to restore the dignity
  of beneficiaries
• Design and introduce standardised contracts

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Programme 6 Customer Services

• Key Measurable Objectives
• Improve access to social assistance through the
  optimisation of infrastructure
• Implement a customer relationship strategy
• Plan and introduce appropriately located call
  centres
• Develop customer charter for beneficiaries
• Service delivery integrity
• Improvement of data quality

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Programme 7 Strategy and Business Development

• Purpose
• To develop innovative strategies and mechanisms
  to improve service delivery
• Key Measurable Objectives
• Integrate of social assistance function at
  national and regional levels.
• Facilitate learning and knowledge management in
  support of operations

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Programme 7 Strategy and Business Development

• Key Measurable Objectives
• Manage, implement monitor institutional
  operations and projects
• Implement research and development projects on
  specified grants administration and service
  delivery areas

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Programme 7 Strategy and Business Integration

• Key Measurable Objectives
• Manage new and existing partnerships to enhance
  service delivery.
• Design and develop models (macro/micro economic
  and simulation) based on social assistance
  policies

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Programme 7 Strategy and Business Integration

• Key Measurable Objectives
• Accurate costing of social security policies
• Integrated strategic and operational plans guide
  work of the Agency.
• Development of effective monitoring and
  evaluation processes within SASSA

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Programme 7 Strategy and Business Integration

• Key Measurable Objectives
• Evaluation of social security impact.
• Provide strategic support through monitoring and
  evaluation.
• Systemic monitoring and evaluation ensures
  strategic coherence
• Exemplary Corporate Governance codes procedures
  and ethics guide the work of the agency.

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2006 MTEF Social Assistance

• Over 2006 Medium Term Expenditure Framework
  Social Assistance System is financed through
• Social Assistance Transfers
• Social Assistance Administration
• Social Assistance Transfers, that is, social
  grants are funded via the national Department of
  Social Development
• Payments of social grants are generated through
  the Social Pension System (SOCPEN)
• Agency will generate a voucher/payment extraction
  for funds to be transferred to eligible
  beneficiaries

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2006 MTEF Social Assistance

• From 1 April 2006 Social Assistance
  Administration is funded through a transfer to
  the Agency via national Department of Social
  Development
• Through this financing mechanism, SASSA, is fully
  responsible and accountable for Social Assistance
  Administration
• 2006 Strategic Plan shows that the Social
  Assistance Administration funds comprise
• SASSA Establishment and Operational Funds
• Social Assistance Administration
• Grants Administration Integrity

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2006 MTEF Social Assistance

• Social Assistance Administration grows from
  R3,6billion in 2006/07 to R4,1billion in 2008/09
• SASSA Establishment and Operationalisation fund
  grows from R135m in 2006/07 to R167million in
  2008/09
• Grants Administration Integrity increases from
  R96million in 2006/07 to R158million in 2008/09

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2006 MTEF Social Assistance

• Social Assistance Administration funds mainly
  covers expenditures in current provinces
  regions on
• Compensation of Employees
• Goods and Services such as Payment Contractors
  (Handling Fees, which is budgeted slightly above
  R2billion per annum)
• Transfers and subsidies
• Payments for Capital Assets such as
  Infrastructure (Rental and maintenance for
  buildings, etc)

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Projected Expenditure - Regions
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Projected Expenditure - Branches
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CONCLUSION

• This presentation has covered
• Progress on the Establishment
  Operationalisation of the Head and Regional
  Offices
• Progress Report on Human Capital Development,
  Information Communication Technology, Service
  Delivery and Financial Administration and Systems
• Strategic Plan for 2006/07 to 2008/09,
  particularly
• Key Priorities and Objectives
• Different Programmes and Projects to be
  implemented,
• and the Medium Term Expenditure Framework

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THANK YOU