Strategic Plan for Social Development (2012–2015)

1.1 Vision A caring and integrated system of social services that facilitates human development and improves the quality of life.

1.2 Mission To ensure the provision of comprehensive social services which protect the poor and vulnerable within the framework of the South African Constitution and subsequent legislation; create an enabling environment for sustainable development; and deliver integrated, sustainable, and quality services in partnership with all those committed to building a caring society.

1.3 Values The Department of Social Development is determined to deliver high quality services characterised by care for the people, and excellence in partnership with stakeholders.

1.3.1 People Upholding the Constitution, ensuring accountability to the Minister and Parliament, and serving the people of South Africa.

1.3.2 Excellence • Maintaining high performance standards in our quest for excellence, including equity, professionalism and fairness in the delivery of services. • Striving for the highest levels of service excellence that will ensure courteous treatment, care for our clients, responsiveness, and cost-effective delivery.

1.3.3 Partnerships • Working together with civil society, business, academia and the international community. • Ensuring that quality services are delivered to our clients through extensive partnerships with the NGO sector and our implementing agencies. 12 STRATEGIC PLAN 2012–2015 | Department of Social Development 2 Legislative and other mandates

2.1 Legislative mandates

2.1.1 Older Persons Act, 2006 This Act, which was operationalised by a Presidential Proclamation on 1 April 2010, establishes a framework for empowering and protecting older persons, and promoting and maintaining their status, rights, well-being, safety and security. It provides for older persons to enjoy good-quality services while staying with their families in their communities for as long as possible. Chapter 3 of the Act deals specifically with the development of community- based care and support programmes. These fall into two broad categories, namely prevention and promotion programmes, aimed at ensuring that older persons live independent lives within their communities; and home- based care, aimed at ensuring that frail older persons receive maximum care within their communities through a comprehensive range of integrated services. The Act recognises the wisdom and experience of older people and the need to protect their knowledge and skills. It also promotes the active participation of older people in community affairs.

2.1.2 Fund-Raising Act, 1978 The Fund-Raising Act, 1978 provided for the establishment of various relief funds. Except for its relief fund chapter it was repealed in 1997 by the Non-Profit Organisations Act. The Department is in the process of repealing the remaining part of the Act.

2.1.3 Social Service Professions Act, 1978 This Act, formerly known as the Social Work Act, provides for the establishment of the South African Council for Social Work, and defines its powers and functions. The Act was amended in 1995 to provide for the establishment of the South African Interim Council for Social Work and for the rationalisation of certain laws relating to social workers that remained in force in the various areas of the country. It was also amended in 1996 in order to make the South African Interim Council for Social Work more representative of South African society as a whole. The 1998 amendment established the South African Council for Social Service Professions as well as professional boards for social service professions. The Act will again be revised in the period covered by this Strategic Plan.

2.1.4 Children’s Act, 2005 This Act, which was operationalised by a Presidential Proclamation on 1 April 2010, gives effect to the rights of children contained in the Constitution. It sets out principles relating to the care and protection of children, and defines parental responsibilities and rights. It deals with early childhood development, prevention and early intervention, children in alternative care, foster care, child and youth centres and drop-in centres, the adoption of children, and inter-country adoption. It also gives effect to the Hague Convention on International Child Abduction, provides for surrogate motherhood, and creates new offences relating to children.

2.1.5 Prevention and Treatment of Drug Dependency Act, 1992 This Act provides for the establishment of programmes for the prevention and treatment of drug dependency, the establishment and registration of treatment centres and hostels, and the committal of certain persons to detention, treatment and training in such centres. The Act was amended in 1996 to extend its application to the whole country, and again in 1999 to establish a Central Drug Authority. The Act was then reviewed and a new Act entitled the Prevention of and Treatment for Substance Abuse Act, 2008 was passed by Parliament and assented to by the President. This Act will be operationalized during the 2013/14 financial year. STRATEGIC PLAN 2012–2015 | Department of Social Development 13

2.1.6 Social Assistance Act, 2004 This Act has been signed into law by the President and will soon become operational. It continues to provide a legislative framework for providing social grants, but excludes provisions for funding non-profit organisations. The Act also provides for shifting the social assistance function to the provincial sphere of government, as well as the establishment of the South African Social Security Agency (SASSA) to manage and administer the payment of social grants.

2.1.7 Non-Profit Organisations Act, 1997 This Act repealed the Fund-Raising Act, 1997, excluding the chapter dealing with relief funds, and provides for an environment in which non-profit organisations (NPOs) can flourish. It also establishes an administrative and regulatory framework within which NPOs can conduct their affairs. The Act was amended in 2000 to effect certain textual alterations.

2.1.8 National Development Agency Act, 1998 This Act established the National Development Agency (NDA), which is responsible for promoting appropriate and sustainable partnerships between government and civil society organisations (CSOs) aimed at eradicating poverty and its causes. The NDA is mandated to grant funds to civil society organisations (CSOs) in order to enhance their capacity to meet the developmental needs of poor communities, and promote development dialogue.

2.1.9 Advisory Board on Social Development Act, 2001 The Act established the Advisory Board on Social Development, aimed at building and consolidating partnerships between government and civil society. The Act is yet to be brought into operation.

2.1.10 Domestic Violence Act, 1998 This Act seeks to provide the victims of domestic violence with the maximum protection the law can provide, and introduces measures aimed at ensuring that the relevant organs of state give full effect to its provisions, thereby conveying the state’s commitment to eliminating domestic violence. The Department is currently helping to develop an integrated manual on the Act which will be used to train social workers, police, and court personnel.

2.1.11 Prevention and Treatment of Substance Abuse Act, No. 70 of 2008 This Act, which came into operation by a Presidential Proclamation on 31 March 2013, repeals the Prevention and Treatment of Drug Dependency Act, No. 20 of 1992. It provides for a comprehensive national response to substance abuse, including prevention, early intervention, treatment and reintegration programmes, as well as the registration and establishment of treatment centres and halfway houses.

2.2 Policy mandates

2.2.1 White Paper for Social Welfare, 1997 This White Paper sets out the principles, guidelines, policies and programmes for developmental social welfare in South Africa. It has provided the foundation for social welfare in the post‑1994 era.

2.2.2 White Paper on Population Policy for South Africa, 1998 This White Paper is aimed at promoting the sustainable development of all South Africans by integrating population issues with development planning in all spheres of government and all sectors of society. Its mandates the DSD to plan, implement, and monitor population policy and its impact on population trends and dynamics in the context of sustainable human development. It states that government departments and their counterparts in civil society should 14 STRATEGIC PLAN 2012–2015 | Department of Social Development be capacitated and supported to understand the vital linkages between population and development, and integrate population issues in development planning, through research and the dissemination of data and information.

2.3 Relevant court rulings The year 2012 saw an important court ruling in respect of the rights of children. This was a review by the South Gauteng High Court of a decision by the Krugersdorp Child Commissioner against granting a foster care grant in respect of a child in the care of relatives. The case involved a 12‑year‑old boy who has been cared for by his late mother’s maternal aunt and uncle, Ms Nontobeko Lamani and Mr Mbuzeli Lamani, since the age of two. They receive a child support grant on his behalf. In 2007, following the death of his mother, they applied to the Department of Social Development to be registered as the child’s foster parents and to receive a foster care grant in addition to the child support grant. They live on very limited means. Due to backlogs, the application was only attended to in 2010. The social worker who investigated the case recommended that the application be approved, and the Centre for Child Law applied to the Children’s Court in the district of Krugersdorp for a foster care order on behalf of the child. In January 2011, the Child Commissioner rejected the application on the grounds that, given that the child was already in the care of relatives, he did not meet the criteria for foster care set out in the Children’s Act, No. 38 of 2005. The Act states that, in order to qualify for foster care and therefore foster care grants, a child needs to be ‘in need of care and protection’. According to Section 150(1)(a), a child is in need of care and protection if he /she has been ‘abandoned or orphaned and is without any visible means of support’. In this instance the Child Commissioner ruled that the child was not in need of care and protection as envisaged by the Act because he was already in the care of the Lamanis, and there was no need to formalise such a family-related placement. The Centre for Child Law lodged an appeal against the decision, which was heard in the South Gauteng High Court in April 2012. The Minister of Social Development (on behalf of the Department) joined the matter as second respondent in the interests of securing an accurate interpretation of the Children’s Act which could be applied in a uniform way. All the parties agreed that the Child Commissioner had erred in his judgment. In a judgment handed down in August 2012, the Court found that the Child Commissioner had erred in ruling that because the child was in the care of de facto caregivers, he had ‘visible means of support’ and was not in need of care and protection. On this interpretation, many relatives who stepped in to care for orphaned or abandoned STRATEGIC PLAN 2012–2015 | Department of Social Development 15 children would be cut off from social services via the foster care process. The finding that because the minor child had a caregiver he could not be placed in foster care was ‘completely at odds with the spirit of the Children’s Act’. It would not be in the interests children to interpret Section 150(1)(1) in a rigid and overly formalistic way, and the Children’s Courts should adopt a flexible approach appropriate for determining the best interest of the child in each case. The role of judicial officers was to interpret Section 150(1)(a) in a constitutionally compliant way. In this respect the judge pointed out that the Constitutional Court had observed in a similar case that a truly principled child-centred approach required a close examination of the real-life situation of the particular child. ‘To apply a predetermined formula for the sake of certainty, irrespective of the circumstances, would be contrary to the best interests of the child concerned,’ the Constitutional Court had stated. The judge ordered that the child be placed in the Laminis’ care until age 18, and that they should receive a foster care grant for the duration of the order, backdated to 20 January 2011 when the Children’s Court handed down its judgment. The judgment is significant as it means that relatives who care for children who have been orphaned or abandoned by their biological parents could more easily access foster care grants in addition to child support grants, thus assisting them to care for those children. It will also assist Children’s Courts to adopt a consistent approach to these types of applications.

2.4 Planned policy initiatives

2.4.1 Policy on the National Social Development Council Once approved, this Policy will provide for the promotion of social development services to the people of South Africa, the determination of a national policy for social development, and the establishment of a National Social Development Council. It is envisaged that this Policy will culminate in an Act of Parliament. 3 Situation analysis

3.1 Performance delivery environment Reducing poverty, unemployment and inequality remain South Africa’s greatest challenges, and the Department’s policies and programmes are aimed at making a significant contribution to the government-wide fight against poverty which affects millions of South Africans, including children, youths, families, women, people with disabilities, and elderly people. Poverty, unemployment and inequality disproportionately affects black Africans, youths, women, people living in rural areas and people with disabilities. Vulnerabilities associated with poverty include food insecurity, HIV and AIDS, the abuse of women and children, and the abuse of alcohol and other substances. The Department is intensifying its efforts to address them via comprehensive social assistance, developmental social welfare services, and community development efforts. This is in line with the National Development Plan 2030 which calls for the strengthening of social protection to ensure that no household lives below a predetermined social floor, and that all areas of vulnerability are addressed. Besides addressing the various dimensions of poverty, and strengthening social capital, the Department is actively addressing the shortage of social service professionals, among others by providing bursaries to social work students. Furthermore, our renewed focus on ECD services will enable us to reach our goal of investing in the development of children as one of the primary means of improving human capital and reducing intergenerational poverty. Improving ECD services is a key step towards a number of positive outcomes, and will enable the Department to help improve the quality of basic education. 16 STRATEGIC PLAN 2012–2015 | Department of Social Development

3.2 Organisational environment In 2010 the Department decided to embark on an organisational review and redesign process. The process was conducted in line with the Public Service Regulations which require state departments to review their organisational structure every year in order to align themselves with current government strategies and priorities. Changes in the Department’s environment have prompted changes to the strategy in the previous and current financial year, which compelled the Department to assess its internal environment and organisational capacity. The primary aim of the organisational review was to determine whether the Department was well positioned to support its strategy, address gaps in the organisational structure, and amalgamate the pockets of structural changes introduced since the last organisational restructuring process in 2008. It was also aimed at strengthening the Department’s capacity and deepening the implementation of its core functions.

3.3 Departmental priorities Collaborating with other role players active in social development remains a strategic anchor for the Department, and a key step in ensuring that social development goals are achieved. The following priorities will therefore be implemented in partnership with civil society, the donor community, and all other role players committed to building a caring society.

3.3.1 Food for all The Cabinet has established an Inter-Ministerial Committee (IMC) on Food Security, jointly led by the Ministers of Social Development and of Agriculture, Forestry and Fisheries, aimed at fighting food insecurity, hunger and malnutrition. The IMC has been tasked with delivering an integrated, intersectoral programme food security programme based on the Brazilian ‘Fome Zero’ (Zero Hunger) programme which has played a key role in addressing citizens’ rights to food. Efforts to observe this right will generate demand for the supply of nutritious food, and the government intends to use the state procurement of food as a catalyst for local food production and procurement. Female-headed households, children, people with disabilities, and people who fall prey to gaps in social assistance will be prioritised.

3.3.2 Anti-substance abuse Despite notable progress in providing social welfare services, South Africa continues to experience high levels of social crime, particularly violence against women and children. As a result, the Department will review policies and legislation which regulate the marketing of alcohol, and will step up its anti-substance abuse and social crime prevention programmes. A key part of its strategic thrust during the first year covered by this Strategic Plan will be STRATEGIC PLAN 2012–2015 | Department of Social Development 17 to provide more resources to organisations which seek to reduce the number of children in conflict with the law, combat gender-based violence, and run educational campaigns about the dangers of substance abuse.

3.3.3 Early Childhood Development (ECD) As part of its ongoing efforts to improve the foundation phase of education in South Africa, the Department will intensify its efforts to raise awareness of and increase access to its ECD services. These services play a vital role in in the development of children by placing them in an educational environment that helps to shape their social, cognitive and emotional skills. Global evidence indicates that investment in ECD leads to better educational outcomes and greater earnings as adults.

3.3.4 Child and Youth Care Services The Department will expand its Child and Youth Care Services using a model known as ‘Isibindi’. This model has proven to be effective in addressing the needs of orphans and vulnerable children through the appointment of Child and Youth Care Workers who provide children with direct support in their homes, and support at the community level through safe parks and life skills programmes. Up to 1.3 million children will benefit from direct supervision and psychosocial support services when the model is rolled out. The Department will also seek to boost youth development by means of youth leadership programmes; skills development, via its bursary programme; and the profiling of CSG primary caregivers. All these measures are aimed at improving the access of young people to social and economic opportunities. 4 Description of the strategic planning process The strategic planning process was preceded by a pre-planning session attended by senior managers, including representatives of all entities which report to the Minister of Social Development. The basis for the discussion was that strategy in the social development context must be about how leaders use their authority to exercise control over sets of circumstances to achieve commonly agreed objectives or outcomes aimed at fulfilling the Department’s mandate. During these sessions, senior managers were asked to reflect on key strategic issues relevant to planning in the social development sector. The pre-planning session was an important starting point for a series of engagements with senior managers in the sector, beginning with the national Department and aimed at expanding the social development discourse. The process is then expected to expand to senior managers in the provinces. 5 Strategic outcome-oriented goals The Department’s strategic goals in the medium term are to; • Reduce income poverty by providing social assistance to eligible individuals. • Increase household food security. • Improve service delivery by standardising social welfare services. • Prevent new HIV infections, address the structural and social drivers of HIV and tuberculosis, and mitigate the impact of these diseases • Create an enabling and conducive environment within which Non-Profit Organisations can operate. • Improve the quality of early childhood development services and increase their accessibility. • Reduce the demand for illegal and addictive substances within communities. • Facilitate social change and sustainable development, targeting youth and adults within their communities. 18 STRATEGIC PLAN 2012–2015 | Department of Social Development PART B PROGRAMME PERFORMANCE 6 Programme 1: Administration

6.1 Purpose To provide leadership, management and support services to the Department and the Social Sector.

6.2 Description This programme consists of the following sub-programmes: • The Ministry of Social Development provides overall political leadership to the Department and sector, and liaises with other ministries and the Office of the President. • Departmental Management promotes effective planning, improves operational efficiency, and oversees the implementation of policies through monitoring and evaluation as well as entity oversight. • Corporate Management provides administrative support to line functions within the Department. • Finance plans and monitors the national and provincial budgets and expenditure, and manages the Department’s accounting and procurement system. • Internal Audit is an independent and objective appraisal function which provides assurance to the Accounting Officer, Senior Management and the Audit Committee in respect of the adequacy and efficacy of the risk management, control and governance processes in operation. • Office Accommodation ensures the provision and maintenance of office accommodation, lease administration, and cleaning services.

6.2.1 Executive Support Government outcome An efficient, effective and development-oriented public service and an empowered, fair and inclusive citizenship DSD outcome Effective decision-making processes and structures in the Department and Social Cluster Strategic objectives High-level outputs Baseline Provide executive secretariat support to Effective secretariat services by the 39 DSD management meetings ensure the effective management of the Office of the Director-General convened Department 11 Social Cluster meetings provided with executive secretariat support on an annual basis Support the functioning of FOSAD, the Effective functioning of FOSAD, the 50 (100%) of FOSAD, Social Cluster and Social Cluster and DSD management Social Cluster and DSD management DSD management decisions monitored and reported on Improve administrative support on Improved coordination All reports to intergovernmental intergovernmental issues of correspondence from institutions submitted within inter­governmental institutions prescribed time frames All resolutions implemented within the prescribed time frames

6.2.2 International relations Government outcome Create a better South Africa, a better Africa and a better world DSD outcome Effective participation in key bilateral and multilateral initiatives Strategic objectives High-level outputs Baseline Provide strategic support and advice on Promotion of bilateral relations in Facilitation, signing and implementation international engagements respect of social development of bilateral agreements Participation in key international social DSD participation in SADC, AU, UN, ISS, development commitments ISSA, PPD, BRICS and EU 20 STRATEGIC PLAN 2012–2015 | Department of Social Development

6.2.3 Stakeholder Management Government outcome An efficient, effective and development-oriented public service and an empowered and inclusive citizenship DSD outcome Strengthened collaboration with stakeholders in order to enhance service delivery Strategic objectives High-level outputs Baseline Improve relations with development Efficient stakeholder coordination No baseline partners and other stakeholders in Partnerships with stakeholders in No baseline support of service delivery support of DSD initiatives and projects

6.2.4 Strategy Development and Business Government outcome An efficient, effective and development-oriented public service and an empowered, fair and inclusive citizenship DSD outcome Improved Social Development Sector planning Strategic objectives High-level outputs Baseline Improve Social Development Sector Social Development plans aligned with DSD APP improved but not optimally planning processes by March 2015 National Treasury (NT) regulations aligned with the DSD Strategic Plan and NT Frameworks Integrated Service Delivery Model (ISDM) ISDM launched in 2005 for the Social Dev Sector reviewed Report on target setting in the Social Preliminary report on target setting Dev Sector Risk Management Reports Risk Assessment Report 2012/13 Government outcome An efficient, effective and development-oriented public service and an empowered, fair and inclusive citizenship DSD outcome Customer-centred local front offices and facilities Strategic objectives High-level outputs Baseline Transform the social infrastructure Infrastructure spatial optimisation model DPS Accessibility Study in Ethekwini and portfolio in support of service delivery Johannesburg, 2012/2013 20 worst Social Dev Sector offices 25 DSD and 194 SASSA offices improved in each province (180 in total) Customer-centric culture reform 90 officials trained in 3 provinces programme Facilitate the participation, Implementation of DSD customer Biannual Social Dev Sector call empowerment and inclusion of DSD empowerment and participation centre reports customers in the DSD value proposition programme 20 public participation help desk management reports Government outcome An efficient, effective and development-oriented public service and an empowered, fair and inclusive citizenship DSD outcome Gender responsive policies, planning, budgeting and programmes, and women’s empowerment Strategic objectives High-level outputs Baseline Promote gender equality, gender Business management workshops No baseline mainstreaming and women’s empowerment Legal rights awareness workshops No baseline Promotion of DSD services to rural No baseline women Gender mainstreaming guidelines Reviewed working hours policy, sexual updated harassment policy, dress code policy, employment equity plan Gender-based review of DSD No baseline programmes STRATEGIC PLAN 2012–2015 | Department of Social Development 21

6.2.5 Performance Monitoring Government outcome An efficient, effective, and development-oriented public service, and an empowered, fair, and inclusive citizenship DSD outcome Improved Social Development Sector performance Strategic objectives High-level outputs Baseline Ensure effective monitoring and Effective M&E systems for the Social Indicator catalogues for NFD, Social Dev evaluation (M&E) in the Social Dev Sector Sector priorities and social security Development Sector by 2015 Monitoring reports produced and Service Delivery Monitoring Reports disseminated All Institutional Performance Reports produced Quarterly Social Security Trends, Annual Maternal Orphan Reports, Annual Facts and Figures for Social Development Development of a Multi-Year No baseline Evaluation Plan and Strategy for the Social Dev Sector

6.2.6 Entity Oversight Government outcome An efficient, effective and development-oriented public service and an empowered fair and inclusive citizenship DSD outcome Integrated oversight management of public entities Strategic objectives High-level outputs Baseline Effective oversight of public entities Implementation of Public Entities Public Entities Oversight and reporting to the DSD Oversight and Management Strategy Management Strategy Implementation of Performance Draft performance scorecard Scorecard for Public Entities Introduction of Performance Information No baseline Management System (PIMS) for public entities

6.2.7 Legal Services Government outcome An efficient, effective and development-oriented public service and an empowered, fair and inclusive citizenship DSD outcome Efficient and effective legal services for the Social Development Sector Strategic objectives High-level outputs Baseline Ensure effective litigation strategy and Implementation of litigation strategy by Response rate of 65% contract management protocols by 2015 national and provincial departments of Social Development Implementation of contract management Revised contract management system protocol 22 STRATEGIC PLAN 2012–2015 | Department of Social Development

6.2.8 Communications Government outcome An efficient, effective and development- oriented public service and an empowered, fair and inclusive citizenship DSD outcome Informed, educated, mobilised stakeholders and public in support of DSD mandates Strategic objectives High-level outputs Baseline Improve public access to DSD Online presence for DSD 50 000 people reached through online information and services media Proactive media engagements R2 million free publicity received Public liaison activities 32 for both the Minister and the Deputy Minister Marketing and advertising 25 million people reached through marketing and advertising initiatives Corporate identity (CI) of national and CI aligned in 6 provinces provincial departments aligned Brand Reputation Survey No baseline Improve and sustain employee DSD newsletter published No baseline engagement with DSD activities

6.2.9 Internal Audit Government outcome An efficient, effective and development- oriented public service and an empowered, fair and inclusive citizenship DSD outcome Compliance with relevant legislation and policies Strategic objectives High-level outputs Baseline Audit risk-based projects as per the Risk-based Internal Audits 18 risk-based projects audited Internal Audit Coverage Plan

6.2.10 Human Capital Management Government outcome An efficient, effective and development-oriented public service and an empowered, fair and inclusive citizenship DSD outcome An adequately resourced and skilled Department that is able to deliver on its mandate Strategic objectives High-level outputs Baseline Ensure adequate capacity and capability Posts filled within 4 months 11% vacancy rate in the Social Development Sector to Development of a Social Dev Sector Annual HRP for the Social Dev Sector deliver on the DSD’s mandate Human Resources Plan (HRP) for 2013/14 to 2019/20 Implementation of Annual Work Place Indication of need for training from 423 Skills Plan DSD officials 327 (77%) provided with training opportunities Assessment of Employee performance Assessments of 628 of 672 (93%) qualifying employees (except for Ministry and CD: Strategy) Maintain sound labour relations Grievances, complaints, disputes and 55 of 67 (82%) grievances, complaints disciplinary cases concluded within the and disputes and disciplinary cases prescribed time frames concluded within the prescribed time frames STRATEGIC PLAN 2012–2015 | Department of Social Development 23

6.2.11 Finance Government outcome An efficient, effective and development-oriented public service and an empowered, fair and inclusive citizenship DSD outcome Effective and efficient financial management by means of fully compliant financial management services Strategic objectives High-level outputs Baseline Improve adherence to finance, internal Development of Service standards Norms and standards in place control and Supply Chain Management Integrated Departmental procurement Fragmented, ad hoc procurement and (SCM) prescripts by 2015 and asset plans assets plans Empower rural SMMEs and cooperatives SMME and cooperative support strategy Strategy for supporting and empowering rural SMMEs and cooperatives Improve cash flow management and Improved cash flow management and General Departmental spending rate expenditure monitoring by 2015 expenditure monitoring above 95% of voted funds; varying rates per programme and economic classification Implementation of Activity-based cost ABC implemented in eight Departmental (ABC) accounting units Monitor adherence by the Department, Compliance with financial prescripts in Draft annual report on compliance and public entities and other funded respect of transfer payments, special financial performance institutions to the PFMA and other public funds and donor funding financial prescripts

6.2.12 Information Management and Technology Government outcome An efficient, effective and development-oriented public service and an empowered, fair and inclusive citizenship DSD outcome Efficient and effective provision of ICT services Strategic objectives High-level outputs Baseline Promote the effective utilisation of ICT Integrated Service Delivery Information Decentralised SDIMS version 1 solutions Management System (SDIMS) Integrated database (IDB) developed Current use of NISIS to profile households throughout the country Corporate service business processes Workflow system automated Sound record management programme 280 staff trained on the use of file plan and record management practices DSD officials provided with mobile Limited accessibility to DSD information network connectivity network Comply with IMST governance in line Policies, strategies, standards, Low level of compliance with industry best practice frameworks and processes for governing IMST implemented

6.2.13 Office Accommodation Government outcome An efficient, effective and development-oriented public service and an empowered, fair and inclusive citizenship DSD outcome Sufficient office accommodation for the Department according to Public Works Norms and Standards Strategic objectives High-level outputs Baseline Construct shared offices for the DSD, Shared offices for the DSD, SASSA and Assessment of the DSD’s total SASSA and the NDA by 2015 the NDA accommodation needs 24 STRATEGIC PLAN 2012–2015 | Department of Social Development

6.3 Resource considerations Most of the expenditure on this programme over the next three years will consist of compensation of employees, comprising an average of 54,7% of annual budgets, and leases for office accommodation, comprising an average of 10,3% of annual budgets. Spending on this programme increased steadily in the previous MTEF period and will continue to do so in the current period, mainly due to improved conditions of service. This programme also coordinates the Department’s strategic vision and provides overall monitoring support through the Departmental Management subprogramme. Expenditure on Internal Audit increased significantly in 2012/13 to provide for the strengthening of departmental oversight structures and mechanisms as required by the Auditor- General. Expenditure on office accommodation increased significantly between 2009/10 and 2012/13 due to the acquisition of additional office space.

6.4 Risk management Number Risk Plan of action 1. Lack of financial management skills and capacity Collaborate with partners to enhance financial management capabilities and leverage financial resources 2. Inadequate implementation of provincial realignment Develop MoUs between national and provincial plan departments 3. Lack of skills and resources for conducting internal Obtain additional financial resources to recruit audits personnel with the requisite skills; outsource IT and forensic audit projects STRATEGIC PLAN 2012–2015 | Department of Social Development 25 7 Programme 2: Social Assistance

7.1 Purpose To provide social assistance to eligible beneficiaries in terms of the Social Assistance Act (No. 13 of 2004) and its regulations.

7.2 Description This programme consists of the following sub-programmes: • Older Persons provides income support to people aged 60 and older earning less than R49 920 (single) and R98 840 (married) a year, whose assets do not exceed R831 600 (single) and R1 663 200 (married). • War Veterans provides income support to men and women who fought in World War II or the Korean War. • Disability provides income support to people with permanent or temporary disabilities earning less than R49 920 (single) and R98 840 (married) a year, and whose assets do not exceed R831 600 (single) and R1 663 200 (married). • Foster Child provides grants for children placed in foster care. • Care Dependency provides income support to caregivers earning less than R151 200 (single) and R302 400 (married) a year in order to help them care for children who are mentally or physically disabled. • Child Support provides income support to parents and caregivers of children under 18 earning less than R34 800 (single) and R69 600 (married) a year from 1 April 2013, and R36 000 (single) and R72 000 (married) a year from 1 October 2013. • Grant-in-Aid provides additional grants to recipients of the elderly persons grant, disability grant or war veterans grant who require regular care. These grants will cost about R248 million in 2013/14. • Social Relief of Distress provides temporary income support, food parcels, and other forms of relief to people experiencing undue hardships. This assistance will cost about R220 million in 2013/14.

7.2.1 Social Assistance Government outcome A long and healthy life for all South Africans DSD outcome Poor and vulnerable people are protected against income poverty Strategic objectives High-level outputs Baseline Reduce income poverty by providing income Social grants for eligible Older persons grant 2 852 747 support to eligible individuals individuals War veterans grant 596 Child support grant 11 452 152 Disability grant 1 178 664 Care dependency grant: 129 762 Foster care grant 601 074 Grant-in-aid: 68 010

7.3 Resource considerations Child support grants, older person’s grants and disability grants make up the bulk of expenditure on this programme, and reflect the government’s commitment to supporting the most vulnerable members of our society, namely children, the elderly and the disabled. The number of social grant beneficiaries increased from 15,2 million in March 2012 to more than 15,9 million at 31 December 2012, and are projected to increase to about 17,2 million by end March 2016. Spending increased significantly from 2009/10 to 2012/13, mainly due to the extension of the age limit for the child support grant to 18 years, and the equalisation of access to the older person’s grant at 60 years. In 2011/12, the asset and income threshold for the older person’s grant was increased as part of a broader social security reform 26 STRATEGIC PLAN 2012–2015 | Department of Social Development process. Greater awareness is being generated of the grant-in-aid and care dependency grant, and expenditure is therefore projected to increase over the current MTEF period. The budget provides for inflation-related increases in grant values, and for projected growth in beneficiary numbers. The number of beneficiaries is expected to grow more slowly than during the previous three years, given that most eligible people now receive grants, and the child population is levelling off.

7.4 Risk management Number Risk Plan of action 1. Lack of financial resources Model budgets to ensure trade-offs STRATEGIC PLAN 2012–2015 | Department of Social Development 27 8 Programme 3: Social Security Policy and Administration

8.1 Purpose To provide for social security policy development, administrative justice, the administration of social grants, and the reduction of incorrect benefit payments.

8.2 Description This programme consists of the following sub-programmes: • Social Security Policy Development develops and reviews policies and legislation in respect of social assistance as well as contributory income support aimed at protecting households against life cycle contingencies such as unemployment, ill health, retirement, disability, or the death of a breadwinner • Social Grants Administration provides SASSA with its operational funds. • Social Grants Fraud Investigations funds fraud investigations by the Special Investigations Unit. • Appeals Adjudication seeks to provide a fair and just adjudication service for social assistance appeals. Funding is for the development of an Integrated Appeals Business Information System. Operational funding is based on the projected number of appeals per year, and the reduction / elimination of appeals which are older than 90 days. • The Inspectorate for Social Security maintains the integrity of the social assistance framework and systems.

8.2.1 Social Security Policy Development Government outcome An efficient, effective and development-oriented public service and an empowered, fair and inclusive citizenship DSD outcome An efficient, effective and transparent social security system that promotes active citizenship Strategic objectives High-level outputs Baseline An effective and efficient social security Adherence to norms and standards for One oversight report system that protects poor and vulnerable the social assistance programme people against income poverty Improved administration of and access Research on the impact of social grants to social grants Provide uniform and coherent Annual survey report on social No baseline information on social expenditure assistance Information on social expenditure and No baseline revenue Social Security Review No baseline

8.2.2 Appeals Adjudication Government outcome An efficient, effective and development-oriented public service and an empowered, fair and inclusive citizenship DSD outcome An effective, efficient and accessible social assistance appeals service Strategic objective High-level outputs Baseline Provide all applicants for and Timely adjudication of Social 45% of appeals (766 of 1 672) beneficiaries of social assistance with Assistance Appeals adjudicated within 90 days of receipt access to internal remedies Integrated Appeals Business Appeals Business Information System Information System 28 STRATEGIC PLAN 2012–2015 | Department of Social Development

8.2.3 Inspectorate for Social Security Government outcome An efficient and development-oriented public service and an empowered, fair and inclusive citizenship DSD outcome A transparent and accountable social assistance system Strategic objectives High-level outputs Baseline Establish an Inspectorate for Social A functional inspectorate No inspectorate for social security Security to ensure the integrity of the Social Assistance Framework and Systems by March 2016

8.3 Resource considerations Most funds will continue to be disbursed to SASSA to provide for its administration as well as the social grants disbursed by the agency. SASSA is projected to pay social grants to about 17,2 million beneficiaries by 2015/16, and is also due to continue improving its fraud management system. Administration costs constituted 6,9% of the budget allocation for social grants in 2009/10, but this is projected to decline to 5,4% in 2015/16 partly due to the new payment contract implemented in 2012/13. Expenditure on appeals adjudication will also increase in order to speed up the adjudication of appeals, increasing the number of appeals adjudicated within 90 days to 65% in 2015/16. The significant increase in expenditure on Social Security Policy in 2010/11 was due to once-off expenditure on hosting the international social security conference. The decline in expenditure on Appeals Adjudication in 2009/10 and 2012/13 was due to reduced expenditure on litigation related to social assistance appeals. The projected growth in expenditure on this programme over the MTEF period provides for the development of an integrated appeals business information system.

8.4 Risk Management Number Risk Plan of action 1. Lack of policy framework for social security inspection Develop policy framework for social security inspection STRATEGIC PLAN 2012–2015 | Department of Social Development 29 9 Programme 4: Welfare Services Policy Development and Implementation Support

9.1 Purpose To create an enabling environment for the delivery of equitable developmental welfare services through the formulation of policies, norms and standards and best practices, and support implementing agencies.

9.2 Description This programme consists of the following sub-programmes: • Service Standards ensures the transformation and standardisation of social welfare services through the development and coordination of overarching policies and legislation that promote integrated, quality-driven, professional and accountable service delivery. • Social Work Scholarships provides full scholarships for social work students. • Substance Abuse develops, supports and monitors the implementation of policies, legislation, and norms and standards for combating substance abuse. • Older Persons develops, supports and monitors the implementation of policies, legislation, and norms and standards for social welfare services to older people. • People with Disabilities develops, supports and monitors the implementation of policies, legislation, and norms and standards for social welfare services to people with disabilities. • Children develops, supports and monitors the implementation of policies, legislation and norms and standards for social welfare services to children. • Families develops, supports and monitors the implementation of policies, legislation and programmes for services aimed at strengthening families. • Social Crime Prevention and Victim Empowerment develops, supports and monitors the implementation of policies, legislation and programmes aimed at protecting, empowering, and supporting victims of crime and violence. • Youth develops and facilitates the implementation of policies, legislation and programmes aimed at protecting vulnerable youths. • HIV and AIDS develops, supports and monitors the implementation of policies, programmes and guidelines aimed at preventing and mitigating the impact of HIV and AIDS in line with the 2012–2016 National Strategic Plan for HIV, STIs and TB.

9.2.1 Service standards Government outcome An efficient, effective and development-oriented public service and empowered fair and inclusive citizenship DSD outcome Standardised social welfare services aimed at improved service delivery by 2015 Strategic objectives High-level outputs Baseline Improve the delivery of social Review of the implementation of the White Paper on Social Welfare welfare services by reviewing the White Paper for Social Welfare Social Welfare Services Framework implementation of the White Paper for Social Welfare and the Framework for Implementation of Generic intervention Generic intervention processes Social Welfare Services processes in the Social Dev Sector implemented in five provinces Scholarship programme 4 750 scholarships awarded Assessment of the scholarship No baseline programme 30 STRATEGIC PLAN 2012–2015 | Department of Social Development

9.2.2 Social Service Provider Management and Support Government outcome An efficient, effective and development-oriented public service and empowered, fair, and inclusive citizenship DSD outcome Standardised social welfare services aimed at improved service delivery by 2015 Strategic objectives High-level outputs Baseline Develop a regulatory framework for Professionalised and regulated social Approved Policy on Social Service social service practitioners by March service practitioners Practitioners 2016 Introduce an effective regulatory system National Policy on Financial Awards to Implementation Plan for the PFA for funded NPOs Service Providers (PFA) implemented

9.2.3 Older Persons Government outcome All people are safe in South Africa DSD outcome Improved protection and quality of life of older persons Strategic objectives High-level outputs Baseline Create an enabling environment for the Compliance of registered community- 14 protection and promotion of the rights of based care (CBC) services with norms older people and standards Compliance of registered residential 412 residential facilities registered and care facilities with prescribed norms and 13 assessed for compliance with the standards norms and standards Amendments to the Older Persons Act, Older Persons Act 2006

9.2.4 People with Disabilities Government outcome Sustainable human settlements and improved quality of household life DSD outcome Improved quality of life for people with disabilities Strategic objectives High-level outputs Baseline Promote and protect the rights of Legislation on social development Policy for providing social development people with disabilities services to people with disabilities services to people with disabilities Implementation of norms and standards Policy guidelines on residential facilities for residential facilities

9.2.5 Children Government outcome A quality basic education DSD outcome Improved access to Early Childhood Development (ECD) programmes Strategic objective High-level outputs Baseline Improve the quality of Early Childhood ECD policy developed and implemented No baseline Development (ECD) services by 2015 Phase 1 of National Integrated Plan for No baseline ECD implemented Comprehensive audit of ECD centres in 5 487 ECD centres audited all provinces STRATEGIC PLAN 2012–2015 | Department of Social Development 31 Government outcome All people in South Africa are and feel safe DSD outcome A safe and friendly society for children Strategic objective High-level outputs Baseline Strengthen child protection services Improved access to child care and 2 625 adoption cases registered through the implementation of child care protection through adoption services and protection measures by 2015 Foster Care Project Plan implemented Foster Care Project Plan Transformation plan for Child and Youth Transformation Plan for CYCCs Care Centres (CYCCs) implemented Guidelines for the registration of Drop-in Draft guidelines for the registration Centres in terms of the Children’s Act of Drop-in Centres in terms of the Children’s Act Employees working with children 10 000 employees screened screened against the Child Protection Register (CPR) Part B Amended Children’s Act Children’s Act Protect and improve the quality of life of Implementation of the Isibindi Model Implementation Plan for the Isibindi orphans and other vulnerable children monitored in the provinces Model through the Isibindi Model

9.2.6 Families Government outcome Sustainable human settlement and improved quality of household life DSD outcome Strengthened families and more cohesive communities Strategic objective High-level outputs Baseline Strengthen families by providing White Paper on Families implemented White Paper on Families implemented in comprehensive social services all provinces Increased capacity for implementing Approved Integrated Parenting family development programmes Framework

9.2.7 Social Crime Prevention and Victim Empowerment Government outcome All people in South Africa are and feel safe DSD outcome Reduced incidence of scial crime Strategic objectives High-level outputs Baseline Reduce the incidence of social crime Policy Framework on Accreditation of 63 panel members identified under through programmes, policies and Diversion Services implemented Regulation 32 of the Child Justice Act legislation by March 2016 Policy Framework implemented in the provinces for the Accreditation of Diversion Services Stakeholders capacitated on social 5 therapeutic programmes developed crime prevention programmes Integrated Social Crime Prevention Integrated Social Crime Prevention Strategy Action Plan implemented Strategy Improve victim empowerment services Draft Bill on victim empowerment All provinces and six national through programmes, policies and support services departments consulted legislation by March 2016 Gender-based Violence (GBV) prevention GBV Training Manual programmes implemented Implementation of Policy framework Draft policy framework for the for the accreditation of organisations accreditation of organisations rendering rendering services to and managing services to and managing programmes programmes for victims of human for victims of human trafficking trafficking 32 STRATEGIC PLAN 2012–2015 | Department of Social Development Government outcome All people in South Africa are and feel safe DSD outcome Reduced incidence of scial crime Strategic objectives High-level outputs Baseline Improve interdepartmental coordination Development of intersectoral strategy National Policy Guidelines for the VEP within the Victim Empowerment for the VEP Programme (VEP) sector Development of VEP monitoring system VEP baseline study and generic indicator set

9.2.8 Substance Abuse Government outcome All people in South Africa are and feel safe DSD outcome Reduced incidence of substance abuse in communities Strategic objectives High level outputs Baseline Reduce the demand for substances in National Anti-Substance Abuse POA implemented by national communities by providing prevention Programme of Action (POA) implemented departments and treatment services Prevention and Treatment of Substance Prevention and Treatment of Substance Abuse Act No. 70 of 2008 and Abuse Act No. 70 of 2008 and Regulations implemented Regulations not yet proclaimed and promulgated Comprehensive Social Mobilisation Approved Social Mobilisation Strategy Strategy implemented NDMP 2006–2011

9.2.9 Youth Government outcome Vibrant, equitable and sustainable rural communities contributing towards food security for all DSD outcome Youths influencing and contributing to social change Strategic objectives High level outputs Baseline Empower youths for sustainable More young people participating in youth 2 747 participants development and social change development programmes 2 000 participants Youth skills development and 125 participants employability 650 participants Youth forums 3 provincial youth forums established

9.2.10 HIV and AIDS Government outcome A long and healthy life for all South Africans DSD outcome Decrease in risky sexual behaviour among targeted populations Strategic objectives High-level outputs Baseline Develop and facilitate implementation Social and behaviour change 500 000 youths reached of social and behaviour change programmes developed and 532 gBs trained programmes implemented 2 700 mPintshis trained No baseline 60 community conversations facilitated STRATEGIC PLAN 2012–2015 | Department of Social Development 33 Government outcome A long and healthy life for all South Africans DSD outcome Increased access to psychosocial support services Strategic objectives High-level outputs Baseline Mitigate the psychosocial impact of Psychosocial Support Services (PSS) No baseline HIV and AIDS and TB on targeted key rendered to target groups populations Government outcome A long and healthy life for all South Africans DSD outcome Community capacity and systems strengthened Strategic objectives High-level outputs Baseline Strengthen community-based systems Strengthened community-based Reports from 431 CBOs reporting CBO management capacity-building 48 CBOs trained programme implemented Officials trained to manage the HIV and Approved curriculum on HIV and AIDS AIDS programme management programme Operational research reports on the HIV No baseline and AIDS programmes Evaluation reports on the HIV and AIDS No baseline programmes

9.3 Resource considerations Most funds will continue to be disbursed to loveLife, enabling it to increase and extend its HIV / AIDS awareness programmes, and on scholarships for social work students. By 2015/16, the number of students benefiting from these scholarships is expected to reach 4 248. From 2009/10 to 2012/13, expenditure on Social Crime Prevention and Victim Empowerment increased significantly in order to provide for the implementation of the Child Justice Act (2008). Similarly, expenditure on the Substance Abuse subprogramme increased in 2011/12 and 2012/13 in order to provide for the development of regulations under the Prevention and Treatment of Substance Abuse Act (2008). Expenditure on goods and services increased substantially in 2011/12 and 2012/13, mainly due to additional allocations for an ECD audit and the establishment of systems to facilitate the rollout of the Isibindi Model. In those years the Department also embarked on a series of outreach programmes aimed at increasing public awareness of its services. This resulted in increased spending on advertising, catering, travel and subsistence, and venues and facilities. 34 STRATEGIC PLAN 2012–2015 | Department of Social Development

9.4 Risk Management Number Risk Plan of action 1. Lack of cooperation from Department of Justice on Develop MoU with the Department of Justice compiling relevant statistics 2. Lack of resources and infrastructure for supporting Develop alternative models of service delivery child care and protection services 3. Litigation emanating from delays in financing NPOs Review, approve and facilitate implementation of the Policy on Financial Awards to service providers (PFA) Monitor provincial compliance with the PFA 4. Social workers emigrating or leaving the profession Review the current recruitment and retention strategy Adopt best practice models from the South Africa/ UK social work exchange programme Expand social work exchange programme to more countries STRATEGIC PLAN 2012–2015 | Department of Social Development 35 10 Programme 5: Social Policy and Integrated Service Delivery

10.1 Purpose To support social policy development and institutionalise evidence-based policy-making by social service departments and implementing agencies. To register and monitor NPOs and community development. To coordinate the incubation and innovation of Departmental and social cluster strategic initiatives such as the EPWP.

10.2 Description This programme consists of the following sub-programmes: • Social Policy Research and Development provides strategic guidance in respect of social policy development, coordination and evaluation. • Special Projects and Innovation provides for the coordination, incubation and innovation of Departmental and social cluster initiatives such as the EPWP. • Population and Development supports, monitors and evaluates the implementation of the White Paper on Population Policy for South Africa by conducting research on the country’s population trends and dynamics; raises awareness of population and development concerns; and supports and builds the technical capacity of national, provincial and local government and other stakeholders to implement the Population Policy strategies. It also monitors progress made with implementing the Population Policy in different spheres and sectors of government, and reports on progress made to the Cabinet, the Southern African Development Community, the African Population Commission and the United Nations Commission on Population and Development. • Registration and Compliance Monitoring of Non-Profit Organisations registers and monitors NPOs in terms of the Non-profit Organisations Act of 1997. • Substance Abuse Advisory Services and Oversight monitors the implementation of policies, legislation and norms and standards aimed at combating substance abuse. • Community Development develops and facilitates the implementation of policies, guidelines, norms and standards for ensuring the effective and efficient delivery of community development services and programmes. • National Development Agency provides grants to civil society organisations to implement sustainable community-driven projects that address food security and create employment and income opportunities. An amount of R171,7 million is due to be disbursed to the NDA in the 2013/14 financial year. 36 STRATEGIC PLAN 2012–2015 | Department of Social Development

10.2.1 Social Policy Research and Development Government outcome An efficient, effective and development-oriented public service and an empowered, fair and inclusive citizenship DSD outcome Deepening of social policy discourse and evidence-based policy-making Strategic objectives High-level outputs Baseline Evidence-based social policy Officials trained in social policy and 350 officials trained development in the Department and the policy analysis Social Development Sector Evidence-based social policies 6 evidence-based social policies developed and reviewed developed and reviewed Research Coordination and Management RCMS Strategy (RCMS) Research and policy briefs disseminated 4 research and policy briefs developed

10.2.2 Special Projects and Innovation Government outcome Decent employment through inclusive economic growth DSD outcome Increased work opportunities, skills and income levels in the Social Development Sector Strategic objectives High-level outputs Baseline Increase job opportunities, skills and Coordinated implementation of Social 26 462 job opportunities income levels in the Social Development Cluster Public Employment Programmes 2 908 FTEs Sector 26 206 non-EPWP jobs Promote community-driven development Integrated social services provided to 0 communities 5 sites Provide social protection to military Social protection provided to military 3 services (psychosocial counselling, veterans veterans SRD and jobs)

10.2.3 Population Policy Promotion Government outcome An efficient, effective and development-oriented public service, and an empowered, fair and inclusive citizenship DSD outcome Population issues integrated into development plans and activities Strategic objectives High-level outputs Baseline Increased capacity to integrate Portfolio of capacity-building courses/ 7 capacity-building programmes population factors into development initiatives implemented plans and programmes Population Learner and Teacher Support Population LTSM developed and Material (LTSM) produced disseminated to education advisors in 18 education districts 50 bursaries awarded for population HWSETA funding bursary available for 50 studies at North West and Walter Sisulu students in population studies Universities Trilateral religious leaders project Training manual on building the capacity of religious leaders to advocate HIV & AIDS and Sexual Reproductive Health Services and the prevention of GBV Evaluation report on this four-year project Population and Development capacity- Evaluation report on the APSTAR building portfolio aligned with the programme National Skills Development Framework Evaluation report on the Integrated HIV & AIDS course for civil society and government planners Evaluation report on local-capacity building workshops on gender STRATEGIC PLAN 2012–2015 | Department of Social Development 37 Government outcome An efficient, effective and development-oriented public service, and an empowered, fair and inclusive citizenship DSD outcome Population issues integrated into development plans and activities Strategic objectives High-level outputs Baseline Increased understanding of SA Thematic papers on the implementation 13 draft thematic papers on population trends and dynamics of the Population Policy for South Africa implementing the Population Policy and and the ICPD Programme of Action the ICPD Programme of Action Research report on factors associated Field work in five provinces with teenage pregnancies in SA Population Policy research agenda and Portfolio of population research, M&E framework monitoring and evaluation projects Updated research report on Building Report on Building Sustainable Sustainable Livelihoods in the ISRDP and Livelihoods in the ISRDP and URP Nodes, URP Nodes 2008 Increased awareness of Population Assessment report on levels of Policy +10/ICPD +15 synthesis report Policy and implications for policy-making awareness and understanding of the Awareness study reports 1999 & 2006 and planning Population Policy Evaluation report on Population Information and Knowledge, 2010 Advocacy and knowledge activities on 23 advocacy workshops and seminars population conducted Printed reports and advocacy materials Promote dialogue, collaboration and Partnerships for promoting Population UNFPA CSP cooperation in support of Population and and Development integration and Draft ASRHR Framework Strategy Development integration collaborative projects Draft Population Climate Change Strategy Sonke Gender Justice ASRHR work plan PASA MoU NYDA MoU IPPF partnership

10.2.4 Registration and Monitoring of Non-Profit Organisations Government outcome An efficient , effective and development-oriented public service and an empowered , fair and inclusive citizenship DSD outcome A conducive environment for civil society organisations and communities Strategic objectives High-level outputs Baseline Create an enabling environment for Efficient registration system and 18 448 applications received non-profit organisations (NPOs) regulatory framework for NPOs 17 573 processed within two months 50% Policy framework for amending the NPO Draft Policy Discussion document Act Improved NPO governance and 1 500 NPOs trained on governance and compliance with the NPO Act compliance with the NPO Act 200 provincial officials trained 38 STRATEGIC PLAN 2012–2015 | Department of Social Development

10.2.5 Community Development Government outcome A skilled and capable workforce to support an inclusive growth path DSD outcome Skilled workforce to deliver quality community development services Strategic objectives High-level outputs Baseline Support and monitor the implementation Community Development services and 1 303 CDPs trained of community development services and programmes implemented 886 CBOs trained programmes Community development qualifications NQF Levels 4, 5, 8 community implemented development qualifications Household profiling reports 200 000 households profiled Community mobilisation programmes 100 wards reached facilitated 1000 change agents in targeted wards Create an enabling environment for Community Development Occupational Draft Community Development community development practice Framework implemented Occupational Framework Norms and standards for community Discussion document development developed Community Development Policy Draft Community Development Policy Framework implemented Framework Government outcome Vibrant, equitable, sustainable rural communities contributing towards food security for all DSD outcome Improved access to diverse and affordable food Strategic objectives High-level outputs Baseline Facilitate and monitor the 900 000 households to access DSD food 200 000 households accessing implementation of food security security programmes by 2015 nutritious food programmes Food bank networks developed 327 358 people access food through food banks

10.3 Resource considerations Most spending on this programme in the current MTEF period will comprise transfers to the NDA, which is meant to use the funds to support NPOs that work to improve food security and create job opportunities. Spending on Community Development will also increase significantly due to an additional allocation of R120 million to FoodBank South Africa, aimed at strengthening the Food for All programme. The programme is meant to feed 3 million people by 2015/16. Increased expenditure on Community Development in 2011/12 and 2012/13 was due to expenditure on a series of Departmental outreach programmes aimed at increasing awareness of social services offered to communities as well as the review of the NDA, which was conducted by independent consultants. The NPO summit and dialogues held in 2012/13 resulted in increased expenditure on goods and services items such as catering, venues and advertising, as well as increased spending on the registration and monitoring of NPOs in 2012/13. STRATEGIC PLAN 2012–2015 | Department of Social Development 39

10.4 Risk Management Number Risk Plan of action 1. Lack of partnerships with institutions of higher Establish strategic partnerships with institutions of learning towards the professionalisation of community higher learning development Develop MoUs 40 STRATEGIC PLAN 2012–2015 | Department of Social Development PART C LINKS TO OTHER PLANS 1 Links to the long-term infrastructure and other capital plans The Government Immovable Asset Management Act (No. 19 of 2007) requires the government to move away from its current position of property consumer to that of immovable asset manager. The asset management functions and components envisaged for the social sector are set out in the diagram below. The sector will continue to prepare for these functions as part of a broader change management strategy to be implemented during the 2013/2014 financial year. The sector’s infrastructure portfolio encompasses child and youth care centres, early childhood centres, children’s homes, reform schools, places of safety, secure care facilities, school of industries, old age homes, homes for people with disabilities, protective workshops, shelters for women who are victims of abuse, substance dependency treatment centres, SASSA pay points, service centres for older persons, one-stop community centres and youth development centres. In order to reduce the demand for new infrastructure, social development departments are meant to share facilities with other departments and agencies such as clinics run by the Department of Health, and the Thusong Service Centres managed by Government Communication and Information Services. In order to ensure that the DSD has the facilities it needs to meet its mandate, priority plans are in place at the provincial and national level. Supporting management Planning Asset portfolio management functions Asset operations management Programme and project management Infrastructure planning – Implementation planning Procurement management Contract management Financial management State land management Maintenance management including demand management (capital works) Facilities management 42 STRATEGIC PLAN 2012–2015 | Department of Social Development

1.1 Provincial level An infrastructure plan is in place to provide the facilities needed to meet service delivery targets during the current MTEF period. Provinces are being assisted to strengthen the management of their infrastructure portfolios, notably the acquisition of new buildings and the maintenance, repair, and upgrading of existing facilities. Each provincial department has its own user asset management plan which is aligned to sectoral priorities.

1.2 National level During the period covered by this Annual Performance Plan, the national office will audit 7 513 ECD centres in all provinces, develop a spatial Infrastructure Optimisation Model, develop an ECD-focused Infrastructure Policy, and facilitate the improvement of 25 social sector offices. 2 Public entities The Department is introducing a performance scorecard for public entities which will initially be piloted with SASSA. The scorecard will provide top management with a tool for rapidly assessing how the organisation in question is performing, and what aspects require attention. In this financial year, we will also develop the Performance Information Management and Tracking System (PIMS System) which will ensure the alignment of high-level strategies, performance measures and management reporting with the Performance Scorecard. We are also in the process of reviewing the mandate of the National Development Agency (NDA). This process is due to be completed by April 2014. STRATEGIC PLAN 2012–2015 | Department of Social Development 43 Annexure A: Summary of Post Establishment as on 31 January 2013 Component/subcomponent Filled To be filled Contract Total P1: Administration Minister 1 0 0 1 Deputy Minister 1 0 0 1 Office of the Director-General 16 6 1 23 CD: Communication 23 3 2 28 Chief Information Officer 55 5 8 68 CD: Human Capital Management 46 3 1 50 CD: Legal Services 11 4 1 16 Ministerial Services 14 1 2 17 Deputy Ministerial Services 6 0 0 6 CD: Financial Management and Administration 68 5 0 73 CD: Financial Planning and Monitoring 15 3 2 20 D: Internal Audit 12 1 0 13 D: Security Management 13 1 0 14 CD: Strategic Planning, Development and Risk Management 17 1 4 22 CD: Monitoring and Evaluation 18 1 1 20 CD: Entity Oversight 4 0 2 6 Office of the Chief Operation Officer 3 1 0 4 Office of the Chief Financial Officer 2 1 0 3 Total: Administration 325 36 24 385 Component/subcomponent Filled To be filled Contract Total P3: Social Security Policy and Administration CD: Social Assistance 26 1 0 27 CD: Social Insurance 14 1 2 17 ITSAA 37 15 4 56 DDG: Comprehensive Social Security 3 1 0 4 Total: Social Security Policy and Administration 80 18 6 104 44 STRATEGIC PLAN 2012–2015 | Department of Social Development Component/subcomponent Filled To be filled Contract Total P4: Welfare Services Policy Development and Implementation Support D: Service Standards and Social Service Provider Man & Sup 21 0 3 24 D: Substance Abuse and CDA 9 0 0 9 D: Care and Services to Older Persons 7 1 0 8 D: Services to People with Disabilities 7 1 0 8 CD: Children 56 3 4 63 D: Families 8 1 0 9 D: Victim Empowerment & Social Crime Prevention 21 4 0 25 CD: HIV/Aids 31 3 0 34 D: Youth Development 7 0 0 7 DDG: Welfare Services 3 1 0 4 CD: Welfare Services Transformation 5 1 0 6 CD: Social Crime Prevention and Substance Abuse 3 0 0 3 Total: Welfare Services Policy Dev & Implementation Support 178 15 7 200 Component/subcomponent Filled To be filled Contract Total P5: Social Policy and Integrated Service Delivery DDG: Social Policy 3 0 1 4 CD: Special Projects 8 0 2 10 CD: Population and Development 38 0 0 38 CD: Nonprofit Organisation 36 12 5 53 CD: Community Development 27 1 0 28 Substance Abuse Advisory Services and Oversight 4 0 0 4 Program Management 1 2 0 3 Total: Social Policy and Integrated Service Delivery 117 15 8 140 Component/subcomponent Filled To be filled Contract Total TOTAL: SOCIAL DEVELOPMENT P1: Administration 325 36 24 385 P3: Social Security Policy and Administration 80 18 6 104 P4: Welfare Services Policy Dev and Implementation Support 178 15 7 200 P5: Social Policy & Integrated Service Delivery 117 15 8 140 TOTAL: SOCIAL DEVELOPMENT 700 84 45 829 STRATEGIC PLAN 2012–2015 | Department of Social Development 45 Notes 46 STRATEGIC PLAN 2012–2015 | Department of Social Development Notes STRATEGIC PLAN 2012–2015 | Department of Social Development 47 Notes 48 STRATEGIC PLAN 2012–2015 | Department of Social Development Photographs supplied by UNICEF Enquiries: Chief Directorate Communication Tel: +27 12 312 7653 Department of Social Development Fax: +27 12 312 7988 Private Bag X901, Pretoria Toll Free Number: 0800 60 1011 Republic of South Africa Website: www.dsd.gov.za RP76/2013 ISBN: 978-0-621-41672-5