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SASSA Strategic Plan and Annual Performance Plan (2015/16 – 2018/19)

SASSA Strategic Plan and Annual Performance Plan (2015/16 – 2018/19) Presentation to Portfolio Committee on Social Development 17 April 2015. Presentation Outline. Overview Programme Performance Targets Key Projects Financial Plan Risks and Challenges Recommendations. Purpose.

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SASSA Strategic Plan and Annual Performance Plan (2015/16 – 2018/19)

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  1. SASSA Strategic Plan and Annual Performance Plan (2015/16 – 2018/19) Presentation to Portfolio Committee on Social Development 17 April 2015

  2. Presentation Outline • Overview • Programme Performance Targets • Key Projects • Financial Plan • Risks and Challenges • Recommendations

  3. Purpose • The purpose of the presentation is to: • present SASSA Strategic Plan and Annual Performance Plan for 2015/16 to the Portfolio Committee

  4. Overview

  5. Introduction • SASSA is a Schedule 3A Public Entity that was established in April 2006. • The objective of SASSA is to • act, as the sole agent that will ensure the efficient and effective management, administration and payment of social assistance; and • eventually serve as institution to manage broader social security benefits • The social assistance programme and the operation of SASSA is fully funded by government.

  6. VISION “A leader in the delivery of social security services” MISSION To administer quality customer-centric social security services to eligible and potential beneficiaries. SASSA’s Slogan Paying the right social grant, to the right person, at the right time and place. NJALO!

  7. Alignment of SASSA to NDP Outcome 13: “An inclusive and responsive social protection system SOCIAL PROTECTION SUB-OUTCOMES SO1: Reforming the social welfare sector and services. SO2: Improve the provision of Early Childhood Development. SO3: Strengthening community development interventions. SO4: Deepening social assistance and extending the scope for social security. SO5: Establish social protection systems to strengthen coordination, integration, planning, monitoring and evaluation of services SO4: Deepening social assistance and extending the scope for social security. A1: Increase access: Reducing vulnerability and address barriers to access to social assistance Increase Old Age Grant coverage Increase CSG coverage A2: Improve Grant increase access: Reducing vulnerability and address barriers to access to social assistance Automation of social grant administration information system Successful registration onto the biometric system A new social grant payment system

  8. STRATEGIC OUTCOME ORIENTED GOAL OF SASSA

  9. Key priorities for 2015/16 - 2018/19 • The primary focus of SASSA will be on: • Reducing income poverty by providing social assistance to eligible individuals • Improving service delivery • Improving organisational efficiency • Automation of business systems • Institutionalising social grants payment system within SASSA

  10. PP: Social Grants beneficiaries

  11. PP: STATUS OF FRAUD AND CORRUPTION

  12. Key Priorities for the MTEF

  13. Implementation of theSocial Assistance Programme

  14. Implementation of theSocial Assistance Programme

  15. Improved internal efficiency – payment data

  16. Improved internal efficiency – payment data

  17. Improved service delivery

  18. Improved service delivery

  19. Improved organizational efficiency

  20. Automation

  21. Key Projects 2015 • The projects prioritised in 2015 include: • Payment Tender • Automation • Biometric Access for staff (ICT and Building) • Scanning of documents - registries • Insourcing of on-going enrolments • Elimination of open space pay-points • Management of Regulation 26 A – collection of mandates • Plans towards a New Social Grant Payment System

  22. SASSA Financial Plan 2013/14 - 2015/16

  23. Overview of the 2015 MTEF budget appropriation

  24. Reduction to the Agency’s budget appropriation means: • Tight budget ceiling & baseline • “Doing more with less” – Economic problem • Prioritisation and reprioritisation • Prudence and a special emphasis on ‘must haves” and avoidance of frills • APP and budget must be synergetic • Disciplined adherence to planned projects to avoid deviation • Efficiency, economy, effectiveness

  25. Key Strategic Challenges

  26. Risks and Challenges • Payment Tender - delays due to ongoing court challenges • Decreasing financial resources • Fraud, theft and corruption • Disasters – pressure on the SRD • Unintended consequences of the payment process - deductions

  27. Recommendations • It is recommended that Portfolio Committee note and support SASSA’s plans and budget for 2015/16

  28. Thank you

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