Performance Trends: Building a Caring Society Together

1. DSD Performance Trends for the period October 2012 – March 2013Presentation to Portfolio Committee on Social Development September 2013 "Building a Caring Society. Together"

2. Outline • Purpose • Key Priorities • Key Achievements • Overall Performance • Challenges • Interventions

3. PURPOSE This presentation provides summary and analysis of performance trends and challenges encountered with respect to the implementation of some of the Ministerial priorities as reflected in the Department’s Annual performance Plan (APP) 2012-2013 financial year. "Building a Caring Society. Together" 3

4. KEY PRIORITIES Promote ECD Expand Child and youth care services Combat substance abuse Provision of food to poor households (Food for all) "Building a Caring Society. Together" 4

5. KEY ACHIEVEMENTS FOR REPORTING PERIOD OCTOBER 2012 - DECEMBER 2012 and JANUARY 2013 – MARCH 2013 "Building a Caring Society. Together" 5

6. Performance trends: Children "Building a Caring Society. Together"

7. Performance trends: Children "Building a Caring Society. Together"

8. Performance trends: Children "Building a Caring Society. Together"

9. Performance trends: Children "Building a Caring Society. Together"

10. Performance trends: Anti-Substance Abuse "Building a Caring Society. Together"

11. Performance trends: Anti-Substance Abuse "Building a Caring Society. Together"

12. Performance trends: Zero hunger/ Food for All "Building a Caring Society. Together"

13. Performance trends: Zero hunger/ Food for All "Building a Caring Society. Together"

14. Performance trends: support to child headed households and Orphans and vulnerable children "Building a Caring Society. Together"

15. Performance trends: support to child headed households and Orphans and vulnerable children "Building a Caring Society. Together"

16. Performance trends: support to child headed households and Orphans and vulnerable children "Building a Caring Society. Together"

17. Performance Trends: Services to Older Persons "Building a Caring Society. Together"

18. Performance Trends: Services to Older Persons "Building a Caring Society. Together"

19. OVERALL PERFORMANCE

20. Standard Reporting Format and Rating System "Building a Caring Society. Together" • For the quarterly report, and for ease of analysis an additional colour coded column, (green, amber and red), is used to determine progress towards meeting pre-determined targets and objectives. On course– no major action needed. Moderaterisk that some problems exist and as a result the target will not be achieved in the planned time frames- remedial action is needed to avoid this. Certainty that the target will not be achieved or was not achieved in the planned timeframes- major remedial action and urgent intervention is required 20

21. OVERALL PERFORMANCEOCTOBER 2012 – DECEMBER 2012

22. Summary of Overall Performance "Building a Caring Society. Together" 22

23. Summary of Overall Performance • During the third quarter reporting period ( October- December 2012. • A total of 45% of the planned targets were fully met. Targets that are in-progress (partially met) are 32% in the third quarter. • The number of targets that were completely not achieved were 23% in the reporting period. • Different reasons such as delays in appointment of service providers, delays in policy approvals, delays in submission of reports or responses from provinces and other stakeholders, financial constraints and lack of capacity, to mention a few, were stated as reasons for not achieving the targets as planned.

24. OVERALL PERFORMANCEJANUARY 2013 – MARCH 2013

25. Summary of Overall Performance "Building a Caring Society. Together" 25

26. Summary of Overall Performance • During the fourth quarter reporting period (January – March 2013). • The overall performance improved as compared to that of the previous quarters of the financial year. • A total of 62.7% of the planned targets were fully met. • Targets that are in-progress (partially met) were at 19.7% and those which were completely not achieved decreased from 23% in quarter three to 17.6% in the third quarter. • Different reasons such as cancellation of meetings, delays in appointment of service providers, consultation taking longer than expected, delays in submission of reports or responses from provinces and other stakeholders, financial constraints and lack of capacity, to mention a few, were stated as reasons for not achieving the targets as planned.

27. CHALLENGES

28. CHALLENGES - Internal The entire Supply Chain Management value chain is slow due to systemic weaknesses (Poor Terms of Reference, delayed submissions, non-quorating meetings, lack of project management skills) Poor Planning and non-alignment of budgets to planned projects (no proper costing of activities, lack of and late submission of procurement and expenditure plans) Limited capacity due to the termination of service by many senior managers in the second and third quarters The Inspectorate for social security is not yet fully fledged or operational. As such the lack of capacity has affected it work during the period under review. "Building a Caring Society. Together" 28

29. CHALLENGES The implementation of the Department’s programmes is affected by a number of challenges. The Department works with other institutions both governmental and non-governmental in implementing some of its projects, as such delays created by other institutions have an impact on the rate at which the Department delivers on its mandate. -Projects affected by this include the delayed approval of comprehensive social security reforms. Reporting lines with provinces need to improve in order to address challenges such as lack of timely reporting by some provinces. "Building a Caring Society. Together" 29

30. INTERVENTIONS

31. INTERVENTION /CORRECTION/ WAY FORWARD The Department held a two-day Performance Review session in January The following actions were agreed to as part of improving performance. Programmes will prioritise projects: Spending and Procurement plans of the Programme Managers will be analyzed to identify progress on key projects There will be special meetings to clear all commitments: Continuous follow up on the progress of outstanding LOGIS commitments with Supply Chain Unit for integration in the expenditure report to the Budget Committee meetings. The department’s delegations of authority will be revised to allow DDG’s and other senior manager to have authority of approval "Building a Caring Society. Together" 31

32. INTERVENTION /CORRECTION/ WAY FORWARD Programme Managers committed to fast-track projects that are in the amber/ yellow zone or those that are partially achieved. Bid Adjudication and Bid Evaluation committees will meet frequently to fast track procurement approval processes and for follow-ups on all identified key projects The department will develop a standard approach to processes such as writing of TOR, etc. and offer capacity building on those to avoid delays in approval of such processes The department will develop turn-around times on submission of working documents (Policies, TOR, Request for purchase, etc.) for approval and adhere to these times Management will meet fortnightly to review progress on the commitments made at the review session. The Department has improved working relations with provinces, through amongst others, Joint Sector Planning Sessions and HSD meetings "Building a Caring Society. Together" 32

33. End • Thank you