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Presentation to the Portfolio Committee on Social Development

Annual Report 2013/14. Presentation to the Portfolio Committee on Social Development. Purpose of the Presentation. The purpose of this presentation is to present to the Parliament’s Portfolio Committee on Social Development; SASSA 2013/14 Annual Report; focusing on:

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Presentation to the Portfolio Committee on Social Development

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  1. Annual Report 2013/14 Presentation to the Portfolio Committee on Social Development

  2. Purpose of the Presentation • The purpose of this presentation is to present to the Parliament’s Portfolio Committee on Social Development; SASSA 2013/14 Annual Report; focusing on: • Performance Information; • Budget and Expenditure 2013/14; and • Audit outcomes .

  3. Presentation Outline • Overview; • Programme Performance Information - Achievements against 2013/14 Strategic Priorities; • Budget and Expenditure for 2013/14; • Summary of Audit Outcomes; and • Challenges

  4. Overview

  5. Vision • “A leader in the delivery of social security services” Mission To administer quality customer-centric social security services to eligible and potential beneficiaries. The Agency’s Slogan Paying the right social grant, to the right person, at the right time and place. NJALO!

  6. Key priorities for 2013/14 To deliver quality social security services focusing on the following: • The automation of business processes; • Improvement in the grant payment system; • Excellent customer care; and • Clean Audit.

  7. Strategic Objectives • Strategic Objectives for SASSA for the reporting period were: • to ensure that eligible beneficiaries receive benefits due to them; • to improve the quality of service delivery to our customers; • to achieve a fully integrated and automated social assistance service; and • to ensure that the Agency is optimally capacitated for optimal service delivery.

  8. PERFORMANCE INFORMATION Performance against the 2013/14 Priorities

  9. Implementation of the Social Assistance Programme

  10. Social Grants Trends: growth rates (2013/14 vs. 2013/14)

  11. Number of grant benefits by grant type and region as at 31 March 2014

  12. Implementation of the Social Assistance Programme

  13. Implementation of the Social Assistance Programme

  14. Improvement of Service Delivery

  15. Improvement of Service Delivery

  16. Local Office & Service Points Improvements

  17. Improvements in the Payment Process

  18. Future Payment System • The awarding of the contract for the new payment system, was declared invalid by the Constitutional Court. • This now puts added pressure on SASSA to fast track its intent to become a paymaster and implement an in-house payment system. • An independent Ministerial Advisory Committee on the Future Payment Model for Social Assistance Benefits Work was appointed • The Ministerial Advisory Committee has started with the business case and architecture of an in-house payment system. • A Round-table was held with international experts addressing key aspects of the payment system.

  19. Automation • The Social Pension System (SOCPEN), was enhanced to support the standardised 4-step process for social grant applications. • The enhancement covered the inclusion of a screening process to ensure that all documents and information were submitted and placed on file. • A quality control process was added to ensure that all applications are verified for completeness before an application is approved. • Other major enhancements were made to the SOCPEN system to support the new payment process and the re-registration campaign.

  20. Governace and Fraud Management • The 1st Annual SASSA Anti-Corruption Conference was held in November 2013, it was attended by over 600 attendees including delegates from private and public sector and Law Enforcement Agencies. • a total of 3 571 fraud cases were received, • 3 227 were investigated. • 28 Fraud and Corruption cases were referred to Law Enforcement Agencies with a total of 56 officials implicated. • 21 SASSA officials were dismissed, 24 were suspended and 2 were convicted (both serving 7 years imprisonment). • The monetary value of finalised cases amounts to R22 325 067. • Ethics awareness campaign was conducted as one of the initiatives of promoting and upholding good governance and fraud prevention. The Ethics awareness sessions were facilitated in regional offices, 38 district offices 238 local offices.

  21. Implementation of the Legal Services Model

  22. Human Resource Management • During the 2013/14 FY, conducted a rigorous staffing analysis. The exercise assisted SASSA to determine the number of critical posts it needed to prioritise and fill. • 93% of critical posts were filled (804 out of 867) , • 506 posts by new appointments; • 298 filled by internal employees • In addition, 838 Expanded Public Works Programme (EPWP) employees and 76 interns were recruited • Comprehensive employee wellness service were implemented , focusing on HIV and AIDS management, a healthy lifestyle, as well as promotion of, and education on financial management, addressing the work life balance.

  23. FINANCIAL INFORMATION 2013/14 Audited financial outcomes

  24. Overall expenditure per economic classification (2013/14)

  25. Commentary on expenditure • Compensation of employees • 7% under-expenditure was due to late filling of posts • The under spending on this item results from budgeted vacant positions that were not filled and some were filled late. • Goods and Services • Underspending on leases was as a result of delayed procurement of new offices by Department of Public Works • Underspending on travel and subsistence arose from cost containment measures which is a positive spin-off • Other underspending were under the items computer services, and legal fees, where expenditure is dependent on activities undertaken before payment is made and so is expenditure on legal fees.

  26. Commentary on expenditure cont.. • Transfers: SASSA entered into an MoU with the National Development Agency (NDA) for collaboration on the cooperatives project thus an amount of R8 million was transferred to NDA. This amount forms part of the utilisation of the retained surplus and hence the overspending. • CAPEX: SASSA purchased new motor vehicles for all the regions thereby replacing the motor vehicles leased from GG fleet whose contract expired at end March 2014. This also formed part of the utilisation of the retained surplus and thus the overspending.

  27. CHALLENGES

  28. Challenges • Invalidity of the Current Payment Tender – this is being addressed through the new payment tender 2014 • Complaints regarding on-going deductions on the SASSA Card • In the implementation of fraud Management strategy, the Agency had to close-out some offices due to the number of officials that were implicated in fraudulent activities

  29. Recommendations • It is recommended that the Portfolio Committee on Social Development note and support • SASSA 2013/14 Annual Performance Report; and • SASSA financial statements for 2013/14

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