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South African Social Security Agency Strategic Plan 2006/7- 2008/9

South African Social Security Agency Strategic Plan 2006/7- 2008/9. Presentation to the Portfolio Committee on Social Development 15 March 2006. OUTLINE OF PRESENTATION. The Presentation covers the following Introduction and background

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South African Social Security Agency Strategic Plan 2006/7- 2008/9

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  1. South African Social Security AgencyStrategic Plan 2006/7- 2008/9 Presentation to the Portfolio Committee on Social Development 15 March 2006

  2. 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

  3. 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)

  4. 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.

  6. 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

  7. 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

  8. 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

  9. 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

  10. Finance • Financial management and accounting systems: • Financial Policies, procedures and processes in place • Accounting practice and guidelines in place

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

  12. 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

  13. Strategic Plan 2006/7 – 2008/9

  14. Vision To provide world-class social security services

  15. 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;

  16. 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.

  17. Core Values The following values inform our work: • Promotion and protection of human dignity • Confidentiality • Integrity • Fairness • Transparency • Equity

  18. Customer Service Ethos • Informed by our core values SASSA’s services will be geared towards treating beneficiaries with respect and dignity.

  19. Theme of SASSA • Paying the right grant amount, to the right person, at the right time.

  20. Legislation informing the mandate of SASSA • South African Social Security Agency Act, 2004 • Social Assistance Act, 2004

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

  22. Key Strategic Priorities • Improving financial management and administration • Management of Payment Contractors • Minimization of fraud

  23. KeyStrategic 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

  24. 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

  25. Ensure a High Performance Institution (cont.) • Implement Organisational Structure • Finalise and implement Policies, processes & delegations • Review contracts and establish new contract management frameworks

  26. 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

  27. 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)

  28. 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

  29. 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

  30. Service Delivery Improvement • Develop & implement alternative service delivery models • Enhance data improvement quality programme • Development and implement forecasting models (micro and macro)

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

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

  33. 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

  34. 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

  35. Good Governance • Implement a code of conduct and ethics • Strengthening partnerships and collaborations • Maintain risk management plan

  36. 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

  37. 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

  38. 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

  39. 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

  40. 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

  41. 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

  42. 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

  43. 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

  44. 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

  45. Programme 5: Information Communication Technology • Key Measurable Objectives: • Provide and manage of information communication and technology (ICT) resources

  46. 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

  47. 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

  48. Programme 6: CustomerServices • 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

  49. 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

  50. 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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