Ms SH Ntombela Executive Authority of Department of Social Development

Transcription

1 Annual Plan 2012/ /15 BUILDING A CARING SOCIETY TOGETHER

2 FOREWORD The Annual Plan of the Department of Social Development which sets out the strategic performance priorities and plans for the 2012/13 period is hereby presented. Over the past year the Department has made significant strides towards an increased quality of life for the people of the province and in accordance with the five key national priorities as well as the service delivery outcomes of National Government as well as the commitment of the Free State Provincial Government to achieving the Millennium Development Goals (MDGs). The Free State Growth and Development Strategy (2005) identified four priority areas to meet the objectives of the strategy; namely, economic growth, investment and employment; human and social development; justice, crime prevention and security; and stable and well-managed governance and administrative structures. The Department proudly contributed to the attainment of these goals by focussing on the care, support and needs of the Youth, Women, Persons with Disabilities, Older Persons and Children as will be evident from this Annual Plan. Whilst we have made tremendous progress in the past few years there are some specific service delivery areas which still require further attention. These are outlined below. Substance abuse by young people in particular is growing and remains as one of our development concerns. This is particularly important as because the provincial demographic profile of youth provides a dividend and trajectory for long term socio-economic development. Since young people are the asset to province, greater investment in programmes that develop youth and prevent them from falling into cracks and delusions through abuse of substance will be crucial. Above all the department must respond to the clarion by the Premier to deliver cooperatives as strategic vehicle to address poverty and job creation will be the departmental flagship. Cooperative formation will target youth and women in the main. Youth have highlighted the call for economic freedom. The department is bound craft a totality of integrated development packages for youth. The devastating impact of HIV and AIDS increases the dependency ratio. Elder persons often carry the burned of providing care and financial support the family with their social grant. The proposed role out of Isibindi will alleviate this burden on the elderly. The department will use the year 2012 to finalized planning and programme will be implemented in Isibindi programme will be crucial in strengthening the capacity of the department to provide effective response and support to child headed households 2

3 Programmes addressing people with disabilities needs to be revamped completely. Focus should be given in developing model of excellence for day care centres providing care and support to children with disabilities. Greater engagement with the disability sector with is pivotal in redefining and creating responsive programme packages for people with disabilities. The department has a challenge to upscale programmes dealing with girl child and human trafficking. The United Nations Global Initiative to Fight Human Trafficking was born out of a renewed commitment by world leaders to the battle against human trafficking and to end this crime. Being one of the most serious violations of human rights in the world today it is a heinous crime. The most vulnerable members of the global community - women and children - are targeted by traffickers for exploitation. The International Organisation for Migration contends that global human trafficking is the third most lucrative criminal activity after the narcotics and weapons trades. However, due to the hidden nature of trafficking activities, gathering statistics on the magnitude of the problem is complex and difficult. It is estimated that between and children are currently prostituted in South Africa. In respect of the Free State, it is indicated that little is known about the trafficking of men and boys. However, the study highlights Bloemfontein and the Lesotho/Maseru border as one of the hotspots for human trafficking. It also found substantial evidence for the trafficking of men and boys from Lesotho for illegal mining in the Welkom area and for smuggling drugs and other criminal activities. A number of our flagship projects will be developed around some of these development concerns. This Annual plan however provides a full package of developmental social welfare service which respond to the analysis and appreciation of broader challenges and vulnerabilities faced by the poor and marginalized. Lastly, the department has reviewed its monitoring and evaluation, performance information management and governance structures to ensure effective delivery of our programme of action. The department will also build the capacity of NPO`s to manage and account for public funds transferred to them to deliver services. I commit and am convinced that achievements recorded by the Department will accordingly spill over to the building of a brighter and prosperous future of our Province and, consequently, that of our country. 3

4 It is against this background that as the MEC for Social Development, I commit myself to render political support for the achievements of the output as contained in the Annual Plan. Ms SH Ntombela Executive Authority of Department of Social Development 4

5 OFFICIAL SIGN-OFF It is hereby certified that this Annual Plan: Was developed by the management of the Department of Social Development under the guidance of Ms SH Ntombela Was prepared in line with the current Strategic Plan of the Department of Social Development Accurately reflects the performance targets which the Department of Social Development will endeavour to achieve given the resources made available in the budget for Mr. L Maphalala Signature: Executive Manager: District and Institutional Support, Strategic Management and Integrated Monitoring and Evaluation Mr. MB Motsie Chief Financial Officer Signature: Ms MSS Maboe Accounting Officer Signature: Approved by: Ms SH Ntombela Executive Authority Signature: 5

6 APPROVED MACRO ORGANISATIONAL STRUCTURE DEPARTMENT OF SOCIAL DEVELOPMENT: FREE STATE MEMBER OF THE EXECUTIVE COUNCIL: DEPARTMENT OF SOCIAL DEVELOPMENT MEC SUPPORT STAFF HEAD OF DEPARTMENT: SOCIAL DEVELOPMENT EXECUTIVE SUPPORT SERVICES ORGANISATIONAL RISK MANAGEMENT INTERNAL AUDIT COMMUNICATION STRATEGIC SUPPORT AND DISTRICT MANAGEMENT RESEARCH AND POPULATION DEVELOPMENT SOCIAL WELFARE SERVICES COMMUNITY AND PARTNERSHIP DEVELOPMENT DISTRICT AND INSTITUTIONAL SUPPORT MANAGEMENT FINANCE CORPORATE SERVICES POPULATION DEVELOPM,ENT CHILDREN SERVICES COMMUNITY DEVELOPMENT XHARIEP DISTRICT INSTITUTIONAL SUPPORT FINANCIAL PLANNING AND MONITORING SECURITY MANAGEMENT SOCIAL RESEARCH AND POLICY COORDINATION SPECIAL NEEDS YOUTH DEVELOPMENT MOTHEO DISTRICT STRATEGIC MANAGEMENT FINANCIAL ACCOUNTING AND ADMINISTRATION HUMAN CAPITAL MANAGEMENT SOCIAL RELIEF SERVICES REMEDIAL SERVICES NPO DEVELOPMENT AND SUPPORT LEJWELEPUTSWA DISTRICT FEZILE DABI DISTRICT INTEGRATED MONITORING AND EVALUATION SUPPLY CHAIN MANAGEMENT LEGAL SERVICES APPROVED BY :..: SH NTOMBELA :MEC: DEPARTMENT OF SOCIAL DEVELOPMENT DATE:. THABO MOFUTSANYANA DISTRICT ICT, PHYSICAL PLANNING AND AUXILIARY SERVICES 6

7 CONTENTS PART A: STRATEGIC OVERVIEW... ERROR! BOOKMARK NOT DEFINED. UPDATED SITUATIONAL ANALYSIS... ERROR! BOOKMARK NOT DEFINED. 1.1 delivery environment... Error! Bookmark not defined. Socio-economic and demographic profiles of targeted communities... Error! Bookmark not defined. Population Size... Error! Bookmark not defined. Fertility rate Population Structure... Error! Bookmark not defined. Epidemiological and Health Profile... Error! Bookmark not defined. Migration Patterns Economic and Poverty Profile State of civil society (partners organizations) readiness in delivering social development services Priority Context Outcomes Approach STRATEGIC GOALS OF THE DEPARTMENT SOCIAL PROTECTION COMMUNITY DEVELOPMENT GOOD GOVERNANCE DEPARTMENTAL GOALS ORGANIZATIONAL ENVIRONMENT REVISIONS TO LEGISLATIVE AND OTHER MANDATES LEGISLATIVE MANDATES OLDER PERSONS ACT, NO 13 OF CHILD CARE ACT, NO. 75 OF 1983 / CHILDREN S ACT, NO. 13 OF REVISIONS TO POLICY MANDATES POLICY ON FINANCIAL AWARDS TO SERVICE PROVIDERS: FREE STATE POLICY ON MANAGING PERFORMANCE INFORMATION PLANNED POLICY INITIATIVES DECENTRALIZED DISTRICT MANAGEMENT SYSTEM COMMUNITY DEVELOPMENT POLICY STRATEGIC MANAGEMENT POLICY OVERVIEW OF 2012 BUDGET AND MTEF ESTIMATES Expenditure Estimates Relating expenditure trends to strategic outcome orientated goals Tackling child poverty (Outcome 1: Quality basic education) Early Childhood Development: Social cohesion (Outcome 3: All people in South Africa are and feel safe) Crime prevention and support Substance abuse prevention and rehabilitation Youth development (Outcome 4: Decent employment through inclusive economic growth) Tackling adults and older persons poverty (Outcome 2: A long healthy life for all) Services to families (Outcome 8: Sustainable human settlements and improved quality of household life) PART B: PROGRAMME AND SUBPROGRAMME PLANS PROGRAMME 1 ADMINISTRATION STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2012/

8 4.1 Sub-programme: Office of the MEC Sub-programme: Corporate Management... Error! Bookmark not defined. Human Resource Physical Planning Information Technology (IT) Financial Accounting; Administration and Budgeting Strategic Planning Integrated Monitoring and Evaluation Service Delivery Improvement Security Services Legal Services Internal Audit Risk Management Communications RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF Programme summary PROGRAMME 2 SOCIAL WELFARE SERVICES Strategic objective annual targets for 2012/ Sub-Programme: SUBSTANCE ABUSE, PREVENTION AND REHABILITATION Sub-Programme: CARE AND SERVICES TO OLDER PERSONS Sub-Programme: CRIME PREVENTION AND SUPPORT Sub-Programme: PERSONS WITH DISABILITIES Sub-Programme: CHILD CARE AND PROTECTION SERVICES Sub-Programme: VICTIM EMPOWERMENT Sub-Programme: HIV AND AIDS Sub-Programme: SERVICES TO FAMILIES Reconciling performance targets with the Budget and MTEF Programme summary PROGRAMME 3: DEVELOPMENT AND RESEARCH Strategic objective annual targets for 2012/ Sub-Programme: YOUTH DEVELOPMENT Sub-Programme: SUSTAINABLE LIVELIHOODS Sub-Programme: INSTITUTIONAL CAPCITY BUILDING AND SUPPORT Sub-Programme: RESEARCH AND DEMOGRAPHY Sub-Programme: POPULATION CAPACITY DEVELOPMENT AND ADVOCACY Sub-Programme: GENERIC ISSUES Reconciling performance targets with the Budget and MTEF Programme summary Summary of economic classification PART C: LINKS TO OTHER PLANS LINKS TO THE LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS CONDITIONAL GRANTS PUBLIC ENTITIES PUBLIC-PRIVATE PARTNERSHIPS PART D: STRATEGIC PLAN OVERVIEW VISION VALUES REVISED STRATEGIC OBJECTIVES OF THE DEPARTMENT STRATEGIC GOALS OF THE DEPARTMENT SOCIAL PROTECTION COMMUNITY DEVELOPMENT

9 GOOD GOVERNANCE DEPARTMENTAL GOALS PART E: TECHNICAL INDICATOR DESCRIPTIONS AND EXAMPLES TO CONTACT US:

10 PART A: STRATEGIC OVERVIEW 1. UPDATED SITUATIONAL ANALYSIS 1.1 delivery environment Socio-economic and demographic profiles of targeted communities The following analysis indicates areas of demands, growth, and decline in services. This serves as a basis to guide planning, resource allocation and development of appropriate interventions. Population Size The population of the Free State is which constitutes a 5, 46% of the country`s population which is The province has been registering a negative population growth since Table 1: Mid-year population estimates by province, 2011 Population estimate Eastern Cape Free State Gauteng KwaZulu-Natal Limpopo Mpumalanga Northern Cape North West Western Cape Total % of total population , , , , , , , , , ,00 During the State on the Province Address, on the 16 th Feb 2012, the Honourable Premier of the province made the following remarks statistics show that there is a gradual decline in the population growth of our province. In 2001, the Free State housed 6 % of the country s population, but this declined to 5.4 % in This adversely affects the provincial fiscal envelope and makes it increasingly difficult to achieve the service delivery standards that we have set for ourselves. The distribution of the population within the five districts of the province is not even. Xhariep District Municipality is sparsely populated, poor and with limited prospects of economic growth. Motheo District Municipality, which included Bloemfontein in 2009, is heavy populated. In 2010 Bloemfontein together with surrounding towns become a Metropolitan Municipality. In the same year districts were reconfigured by a municipal demarcation process. This will require that the department align its districts according to municipal demarcation and consider financial implications of such a reconfiguration. 10

11 Table 2: Population distribution by municipality Municipality Census 2001 Community Survey(CS) 2007 Population Households Average household size Population Households Average HH size DC16: Xhariep 130,759 38, ,872 37,245 3,3 DC17: Motheo 705, ,360 3,4 820, ,026 3,6 DC18: Lejweleputswa DC19: Thabo Mofutsanyane 636, ,469 3,4 632, ,91 3,1 710, ,049 3,9 684, ,115 3,7 DC20: Dabi Fezile 441, ,544 3,7 463, ,095 3,1 Total 2,624, ,302 3,6 2,725, ,872 3,4 Source: Stats SA, Source: Mid-year Population Estimates, 2010 Fertility rate The decline in fertility rate accounts as one of the principal factors for population decline. The decline in fertility rates is attributed to a number of positive socio-economic variables. According to the Free State Population Report: 2010 the decline in fertility could be attributed several factors such as increase in literacy and educational levels, particularly among women; increased use of contraceptives; increased accessibility to reproductive health care; increased access of women to the labour market; and the higher economic status of women Table 3: Provincial average total fertility rates for the periods and

12 It is unfortunate that greater access to reproductive health care is negated by increases in the rate of mortality of infants and children less than five years. The net impact of the two variables contributes to the negative population growth. Population Structure The population pyramid reflects the population of the province is relatively young and youthful. This represents a demographic divided for the province. The youthfulness of the population provides a potential for socio economic development through investment in education and skills to support growth. The greatest challenge is to create decent jobs for people in the working age cohort. In 2008 more than half of the youth population, 58.1% was unemployed. The situation has not changed. Table 4: Population Pyramid of the Free State Province Number of persons in age group Females Males Source: Udjo, E and Kembo J (2010) Equally the province has a large proportion of children between 0-4 years. This places tremendous responsibility to the department to provide universal access to early childhood education. The department is currently providing services to about children against a backdrop of just below children in the age-cohort of 0-4 years. Epidemiological and Health Profile A number of health indicators such as life expectancy, mortality and HIV/AIDS have impacted negatively on the demography of the province. According to the State of the Population Report: 2010 (Free State) the net result of these combined influences has seen the Free State population showing the lowest annual population growth rate of any province since 2001 and the steepest decline in life expectancy of all the provinces for the period

13 Table 5: Provincial average life expectancy at birth and (males) Mortality rate for infants and children under five is a major health concern in the province. The tables above and below shows that the province is far above the national average with regard to percentage to under five mortality rates. This has serious implications for country`s ability to reduce child mortality by 2015 as one the 8 targets of set by for the Millennium Development Goals. The department has had to introduce nutrition programmes in funded crèches as one of a cross range of integrated interventions of provincial government to address the problem. Table 6: Under five mortality rates i for the Free State and South Africa, Free State South Africa The current provincial HIV and AIDS prevalence rate is 30.6%.Free State is third province with the highest prevalence of HIV and AIDS. The strategic focus of the department is to mitigate the impact of HIV and AIDS with a particular focus on servicing orphans and vulnerable children. 13

14 The province has equally a very high proportion of children affected and orphaned by HIV and AIDS. The two table below indicate that in 2007 there were child headed households and children and double orphans. The department is expected to extend social protection measures to these children numbers in thousands South Africa Free State Table 7: Child-headed households in the Free State and South Africa, Source: UCT Children s Institute, 2008 Table 8: Double orphans in the Free State and South Africa, numbers in thousands South Africa Free State UCT Children s Institute, 2008 Sou rce: 14

15 Disability is another important demographic variable since the department has prioritized services to persons with disabilities. Statistics indicate that since 1996 the province has had higher levels of disability occurrence which is above the national norm. Specialized services for people with disabilities rendered by the department include Day Care Centres for children with disabilities; Protective Workshops. The multifaceted nature of disability requires a range of properly differentiated services for people with disabilities. More resources will be required to provide quality and responsive services. Table 9: Prevalence of disability Free State 1996 (Census 1996) (CASE disability survey) (CASE disability survey) (Community Survey) (CASE disability survey) Source: Health Systems Trust, 2010 South Africa Migration Patterns Migration is an important demographic factor in determining distribution of the population. The diagram below reflects that the province has registered a net migration of people. The out migration and migration from rural to rural areas has been influenced by factors such as unemployment, poverty, and access to social services. The internal movement, pull factor, is putting pressure on resources particularly to poorly resourced municipalities. This leads to patterns of human settlements largely characterized by poverty and associated social problems. The boarder movement between Lesotho and the province is not properly researched nor documented. There is however a sizeable number of citizens of Lesotho who have taken residence in the province and are receiving social grants. It can be assume that very few workers form Lesotho and other provinces are leaving the province after being retrenched from mines in the Goldfields. Some these workers have secondary families in the province. The state must provide safety nets when they experience undue hardships due to loss of their livelihoods. Table 10: Estimated provincial migration, Free State, Provinc e In 2006 Province in 2011 EC FS GP KZN LP MP NC NW WC Outmigrati on Inmigrati on Net migrati on EC - 14,100 82,400 75,400 9,100 11,500 3,300 28, , , , ,6 00 FS 7,400-55,600 5,700 9,500 6,200 5,000 23,200 9, ,000 92,00-29,40 0 GP 33,100 32,400-59,200 34,900 42,900 7,900 49,700 49, , ,00 364,

16 KZ N 18,700 8, ,200-6,300 17,200 1,800 7,900 17, , ,900 1,800 LP 3,500 5, ,700 5,500-26, ,500 4, ,400 96, ,0 00 MP 6,400 3,900 99,800 15,300 16,900-5,200 11,500 5, , ,700-44,20 0 NC 11,600 6,900 11,700 1,900 2,900 2,500-10,900 13,100 61,500 43,000-18,50 0 N W 4,800 15, ,000 21,600 12,100 10,600 9,300-3, , ,000-16,00 0 WC 30,100 6,000 40,300 13,300 4,500 3,500 9,600 4, , ,100 94,60 0 NE T IN Source: StatsSA, Source: Mid-year Population Estimates, 2010 Economic and Poverty Profile The global economic recession has impacted negatively on a number of economies. In 2009 the province registered a 1,8% negative growth. In 2010 the economy recovered and registered 2.1% growth. This growth has not been able to create job opportunities. Statistics reveals that of the 1, 86 million people of working age in the province. About of them were unemployed in 2009 compared to about in Table 11: Unemployment expressed by means of the expanded definition of unemployment, Official unemployment rate (excluding discouraged workers) NET OUT African/Black Coloured White SA Total FS Total Source: Statistics South Africa, 2010 Unemployment translates to no income particularly for households. In 2001 about 24.3% of households had no income compared to 7.6% in This significant reduction is attributed to provision of social grants. Records from South African Social Security Agency (SASA) indicate that individuals received a form of government grant by Aug 2010 compared to in 2005.In 1995 just

17 people were receipt of grants. Since there is a national consensus that the system is not sustainable the department will be expected to provide exit opportunities for grant recipients. Table 12: Changing household income trends in the Free State, Income category per Free State 1996 Free State 2001 Free State 2008 annum N % n n n % No income Source: Statistics South Africa The distribution patterns of households without income indicate that Thabo Mofutsanyane and Lejweleputswa have the highest numbers of households without income. Whilst Thabo Mofutsanyane remains a Presidential Development Node the situation of poverty is deepening in Lejweleputswa owing to the impact of the global recession which saw the closure of some mines. Table 13: An overview of households with no income per district in the Free State, 2010 Percentage of the FS s share District Percentage of households earning no income of households earning no income Xhariep Motheo Lejweleputswa Thabo Mafutsanyana Fezile Dabi Source: Statistics South Africa Whilst income at a household level has improved the overall poverty levels in the province remains high. Statistics indicates the province registers 51.7% poverty which is above the national average of 44.4%. This has serious implications for the department which has a mandate of extricating people from poverty and associated vulnerabilities. 17

18 Table 14: The poverty rate (percentage) in the Free State and South Africa, 1996, 2000, 2003 and Free State South Africa Source: Department of Treasury, 2008 State of civil society (partners organizations) readiness in delivering social development services The Department of Social Development funded 1750 NPOs during 2010/11. Resources to expand services of the department are limited resulting in insufficient transfer funding to the NPO sector and identified needs not being adequately addressed. Demand for services in communities are increasing because of, inter alia, a higher prevalence of people affected with/by HIV & AIDS (orphans, child headed households), disintegrated families, children as secondary victims of domestic violence, poverty (high rate of unemployment and its impact on children and malnutrition). It is estimated that NGO caseloads average 1200 per NGO. Research is needed to develop appropriate programmes to address the needs of communities and the implementation thereof calls for rigorous capacity building programmes. Regular consultative sessions need to take place between the Department, stakeholders and NGOs to address challenges pertaining to the utilisation of funds and services provided. Funds and services provided need to be audited and non-compliance should be sanctioned. Some NGO s lack appropriate management structures and staff, with the necessary skills and dedication, to implement some programmes. Rigorous capacity building programmes needs to be undertaken by the department to capacitate and advocate organisations to address issues holistically and appropriately. Roles of different departments and other stakeholders, to address conflicting expectations, need to be clarified e.g. within the Anti-Poverty Campaign, Early Childhood Development Centres, Secure Care Centres. Programmes and expected deliverables need to be clearly defined and officials capacitated to implement it. Accordingly Norms and Standards for all services need to be developed and made available. Training of NGOs and Social Service Professionals within the Department needs to be intensified. Appropriate awareness, prevention and early intervention 18

19 programme outcomes (based on research) needs to be affected. Programmes need to be redesigned in order to provide the most efficient, effective and economical interventions. Furthermore, district CDP s and Social Workers do monitoring and evaluation of service delivery issues of NPO s. An electronic NPO Monitoring system still needs to be finalised as part of the SDIMS to enhance M & E. Priority Context Frameworks or priorities that have guided the review of the strategic plan and development of APP 2012/13 are: Electoral Mandate (Manifesto) s Five Priorities Ten Medium Term Strategic Framework (MTSF) Priorities Twelve Strategic Outcomes New development plan: vision 2030 President s State of the Nation Address State of the Province Address Departmental Compact Priorities Outcomes Approach In 2010 the State President of RSA introduced twelve outcomes which were translated into government programme of action. The deliverables of these outcomes were packaged into service delivery agreements which had to be signed by Minister and Premiers with the President. In provinces these contracts were cascade to cover Members of the Executives who entered into contracts with Premiers. On the January 2012 the department convened a strategic planning review session during which departmental compact of priorities were identified guided by the twelve outcomes. GOVERNMENT OUTCOME Quality Basic Education DEPARTMENTAL PRIORITY FOCUS STRATEGIC DELIVER FOCUS Childhood education Rehabilitation of infrastructure A long and healthy life for all South Africans HIV AND AIDS Training of ECD practitioners Nutrition programme Excess for rural children Funding of ECD centres Services to OVC `s Prevention programmes Surveillance of OVC`s and child headed households. 19

20 -Partnership and coordination -Capacity building SUBSTANCE ABUSE -Prevention programmes All people in South Africa are and feel safe Decent employment through inclusive economic growth Skilled and capable workforce to support an inclusive growth path An efficient, competitive and responsive economic infrastructure network. Vibrant, equitable, sustainable rural communities contributing towards food security for all Sustainable human settlements and improved quality of household life Responsive, accountable, effective and efficient Local Government System SOCIAL CRIME INCOME GENERATION HRD N/A FOOD SECURITY N/A -Tertiary programmes -Partnership and coordination Capacity building -Institutional care -Diversion programme -Victim empowerment -Prevention programmes -EPWP -Capital formation (cooperatives) -Skills development -Bursaries -HRD programmes -Learnerships and internships -Recruitment and employment N/A Nutrition programmes Community and household profiling Family programmes Protect and enhance our N/A environmental assets and natural resources Create a better South Africa, a N/A 20

21 better Africa and a better world An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship PUBLIC EMPLOYMENT On the January 2012 the department convened a mid- year strategic review session. The session was attended by the member of executive, public service commission, a cross section of staff from the department and sister departments. Participation was not inclusive of all other key partners because of resource constrains. An overview of the business environment and the strategic profile of the department were presented. The department developed and adopted a compact of priorities guided by its mandate and the outcomes based planning framework. The strategic objectives of the department were also reviewed. Flagship projects to inform the state of the province address were also identified. The product of the session was the reviewed Strategic Plan and Annual Plan for 2012/13. STRATEGIC GOALS OF THE DEPARTMENT SUMMARY OF GOALS To render developmental social welfare services to vulnerable groups of the province in collaboration with partners. SOCIAL PROTECTION Statutory services targeting vulnerable groups Institutional/residential care Community based care and support services Prevention services COMMUNITY DEVELOPMENT Community mobilization NPO development and partnership Income formation projects Human capital formation programmes Social relief Social research To instil good governance through sound business management practices in support of service delivery GOOD GOVERNANCE 21

22 Human capital management Financial planning and management Infrastructure support Business systems management Business communications District and institutional support management Organizational safety DEPARTMENTAL GOALS Strategic Goal 1 Goal statement Justification Links Strategic Goal 2 Goal statement Justification Links Provide safety nets and community development services To render developmental social welfare services to vulnerable groups of the province in collaboration with partners The rationale is to reduce vulnerability, arising from multi-faceted social ills, by restorative, prevention and empowerment programmes which promotes social functioning and self reliance Supports the achievement of MDG (1.2), Provincial Outcomes Based Plan Medium Term Strategic Priority (1, 2 &7), and Development Plan: Vision Promote good governance Instil good governance through sound business management practices in support of service delivery Promote institutional integrity by modernizing business systems to achieve efficiency, effectiveness, cohesiveness and accountability Supports Clean Audit Campaign, compliance to legislative frameworks and increased rate of customer satisfaction 1.2 Organizational environment The Department is in the process of developing organizational structure with a view of developing institutional capacity for district and state institutions to discharge their responsibilities effectively. This will entail migration and decentralization of some functional areas to districts. The current staff complement is Table 17 provides the profile of staff complement in terms of service categories. Table 15: Staff complements 22

23 Child & Youth care worker 6% Social Work Policy Development 1% % Occupational category Community Development Policy Dev 0% Community Development Practioner 5% Social Worker 20% Corporate Support 68% There are glaring distortions in the ratio of support staff versus the professional staff. Management has since taken a decision to prioritize filling of positions of staff rendering direct service delivery. To this end, the department has developed its own recruitment and retention strategy. Greater focus will be given to recruitment and retention of social workers which is classified as scare skill. Monitoring and performance information management plays a pivotal role in achieving accountability and overall good governance. The department will re-orientate Masupatsela and deploy them in communities to undertake monitoring and surveillance functions in funded NPO`s and tracking of developing trends in reported problems. The department has formed working teams based identified cross cutting functions. These teams are meant to eliminate duplications and foster coordination and effectiveness in service delivery. These teams are: Prevention Programmes Infrastructure Human Capital Management Capacity Building Resource Mobilization Risk Management M&E and Information Management 2. REVISIONS TO LEGISLATIVE AND OTHER MANDATES LEGISLATIVE MANDATES OLDER PERSONS ACT, NO 13 OF In 2009 a national audit on residential care facilities was conducted. The purpose of the study was to assess the state of these institutions. This was followed by enacting of the Act in April 2010 when the President of RSA promulgated the regulations. Amongst other things, the regulations delegated competencies for accountability and registration of institutions providing services to older persons to provinces. 23

24 In 2011 the province conducted an assessment of residential facilities which were identified in the audit as risks areas. The department has developed and implementing a plan to ensure compliance to the provisions of the Act. CHILD CARE ACT, NO. 75 OF 1983 / CHILDREN S ACT, NO. 13 OF 2005 Chapter 13 of the Act deals with establishment, registration and management of Child and Youth Care Centres (CYCC). Section 196 (1) (d) addresses the translation of School of Industries into CYCC. This change in legal persona makes former School of Industries a functional competency for Department of Social Development. The department is currently working with the provincial Department of Education to make a determination on modalities regarding the takeover of social services functions. A transfer of the two entities will have serious financial implications to the department for the MTEF cycle. REVISIONS TO POLICY MANDATES POLICY ON FINANCIAL AWARDS TO SERVICE PROVIDERS: FREE STATE The department is currently reviewing some provisions of the provincial policy for financing social welfare services delivered predominately by not for profit organizations (NPO's). This process is complemented by the development of costing model which will guide allocation of resources. Parallel to this process is a national initiative, driven by the national department of development, to review all financing policies. The aim is to develop a national, single and uniform funding regime for social development. POLICY ON MANAGING PERFORMANCE INFORMATION The policy was developed in 2008 and is reviewed annually. The department will embark on the policy review in order to streamline all monitoring and evaluation functions and address all other gaps in the policy. PLANNED POLICY INITIATIVES THE FOLLOWING POLICY INITIATIVES WILL BE INTRODUCED: DECENTRALIZED DISTRICT MANAGEMENT SYSTEM This envisioned governance framework is intended to strengthen the institutional capacity of districts through greater decentralization of functions and management. COMMUNITY DEVELOPMENT POLICY The absence of a national policy framework which defines and guide community development agenda of the country is a serious omission. The province will develop its own policy which will define conceptual and strategic pillars which will engender sustainable development processes and approaches. STRATEGIC MANAGEMENT POLICY The aim of the policy will be to institutionalize planning and strategic management cycles and systems in order to ensure efficacy, cohesiveness and integration. 24

25 3. OVERVIEW OF 2012 BUDGET AND MTEF ESTIMATES 3.1 Expenditure Estimates Table 7.1: Summary of payments and estimates: Social Development Outcome Main appropriation Adjusted appropriation Revised estimate Medium-term estimates R thousand 2008/ / / / / / /15 1: Administration : Social Welfare Services : Development & Research Total payments and estimates Table 3.2: Summary of provincial payments and estimates by economic classification: Social Development Outcome Main appropriation Adjusted appropriation Revised estimate Medium-term estimates R thousand 2008/ / / / / / /15 Current payments Compensation of employees Goods and services Interest and rent on land Transfers and subsidies to: Provinces and municipalities Departmental agencies and accounts Universities and technikons Foreign governments and international organisations Public corporations and private enterprises Non-profit institutions Households Payments for capital assets Buildings and other fixed structures Machinery and equipment Heritage Assets Specialised military assets Biological assets Land and sub-soil assets Software and other intangible assets Payments for financial assets Total economic classification Social Development Relating expenditure trends to strategic outcome orientated goals Tackling child poverty (Outcome 1: Quality basic education) Early Childhood Development: The department supports the development of children in their homes by supporting caregivers in raising children, registering ECD sites and introducing mobile programmes for children in rural areas and informal settlements. Currently children are subsidised at R15 per child per day for 261 days which amounts to R Out of this transfer ECD practitioners were paid a stipend of R per month R A mobile unit was procured and equipment ordered. Social cohesion (Outcome 3: All people in South Africa are and feel safe) Crime prevention and support 25

26 The implementation of crime prevention programmes for children and youth, development of a responsive secure care model and the implementation of a diversion regulatory framework and accredited system were prioritised. Substance abuse prevention and rehabilitation The facilitation of substance abuse awareness and treatment programmes through Ke-Moja (I am fine without drugs awareness programme), individual counselling by social workers in the community, utilizing of in-patient treatment centres, the training of CBO s, NGO s and professional workers on substance abuse service and an empowered, fair and inclusive citizenship was and will always be a priority. Eight (8) NPOs have received funding amounting to R4.3m. Ke-Moja was implemented at 69 schools Youth, in and out of school, were reached and 82 Master Trainers were trained. Forty-eight (48) Clubs implement Ke-Moja. A mini-drug master plan was finalized for the province and a local mini-drug master plan for Jacobsdal is in progress. A partnership commitment has been established with the department of Sports, Arts, Culture and Recreation on positive habits and recreation. Youth development (Outcome 4: Decent employment through inclusive economic growth) Approval has been granted for absorption of Masupatsela pioneers and the process to absorb 298 Pioneers started from 01 April Two Hundred and fifty (250) Young people were recruited as part of the National Youth service and they were undergoing accredited training. Tackling adults and older persons poverty (Outcome 2: A long healthy life for all) The department is responsible for the design and implementation of integrated services for the care, support and protection of older persons. Luncheon clubs have been transformed to community based care to enable older persons to participate in activities that will enhance active ageing, as well as Residential Care. Three Thousand two hundred and sixty-five (3265) beneficiaries were funded in Community Based Programme at R12 per person per day. Seven Hundred and twenty-eight (728) beds were funded in residential care facilities at R2 117 per bed per month. Services to families (Outcome 8: Sustainable human settlements and improved quality of household life) Twenty (20) funded NPOs provided care and support services to families. 26

27 PART B: PROGRAMME AND SUBPROGRAMME PLANS 4. Programme 1 Administration Strategic Goal: Provide efficient, effective and comprehensive support services to the Department Strategic objective annual targets for 2012/ Sub-programme: Office of the MEC Objective of Sub-programme: Provides political and legislative interface between government, civil society and all other relevant stakeholders. Strategic Objective: To render a secretarial support, administrative, public relations / communication and parliamentary support service to the Office of the MEC Strategic Objective Measurable Objective Measure Audited/Actual Estimated Medium-term targets 2008/ / / / / / /15 To render a secretarial support, administrative, public relations / communication and parliamentary support service to the Office of the MEC Provide MEC support services Support services available at all times Daily Daily Daily Daily To `render a secretarial support, administrative, public relations / communication and parliamentary support service as required to the Office of the MEC To `render a secretarial support, administrative, public relations / communication and parliamentary support service as required to the Office of the MEC To `render a secretarial support, administrative, public relations / communication and parliamentary support service as required to the Office of the MEC

28 4.2Sub-programme: Corporate Management Objective of Sub-programme: Provides for the strategic direction and the overall management and administration of the Department Outcome 5: Skilled and Capable Workforce to Support an Inclusive Economic Growth Departmental Outcomes: Increased number of social services professions Implemented scholarship programme Outcome 8: Sustainable Human Settlement and Improved Quality of Household Life Departmental Outcomes: Increased and integrated social development facilities (social infrastructure) Implemented annual medium term infrastructure expenditure plan Outcome 12: An Efficient, Effective and Development Oriented Public Service and an Empowered, Fair and Inclusive Citizenship Departmental Outcomes: Service delivery quality and access o Service-user satisfaction Enhanced complaints management mechanisms to ensure greater responsiveness of the Department to citizens o Responsiveness Improved turnaround times for social development services. o Value for money Improved effectiveness and efficiency of utilisation of resources in service delivery o Access Improved access to social development services Human resource management and development o development, performance agreements and assessment Effective and efficient performance management and development o Recruitment, retention, and career pathing Attracted and retained scares professional skills Improved period to fill a vacancy o Discipline o Effective management of discipline Human resource planning, skills development and cadre development Improved HR planning and skills development. Business processes, systems, decision rights and accountability management PERSAL functionality Improved and accurate PERSAL information for proper decision making SITA effectiveness Improved, effective and efficient IT services and interface with SITA Supply chain management, including procurement Improved Supply Chain, Asset and Inventory Management Delegations and decision rights Appropriated financial, HR and administrative delegations for improved decision making.

29 Implementation of PAIA and PAJA Implemented and Compliant to PAIA Financial management Improved financial management Organisation design Appropriate structure that respond to the needs of the organisation. Business processes Improved social development performance through rigorous research, planning and business process improvement Tackling corruption in the public service Reduced corruption Departmental Outputs: Accommodation provided according to infrastructure and other plans Compliance to the Occupational Health and Safety Act at all times SDIMS integrated with Integrated Information Management System ITC Service Plan updated and implemented A conducive, clean and healthy environment for staff to operate (work) in Security services available on 24-hour basis Daily compliance to MISS and Security Policy Updated and approved organizational structure and staff establishment Workplace Skills Plan and Annual Training Report submitted by 30 June Reliable and effective Management and Development System (Final Report by 30 June) Employee Assistance Program implemented All (100%) existing contracts reviewed Litigation of cases managed (100%) Legal opinions finalized within 10 days Grievances finalized within 30 days Accurate and complete asset register (Annually) Adequate transport system provided and maintained Vehicles available within 4 months after order Timely and accurate Annual Financial Statements submitted by 31 May Allocated and monitored budget resources in line with departmental priorities Published Annual performance plans / Strategic Plans (according to timeframes of Treasury and Legislature) Quarterly performance information reports produced and submitted (according to timeframes of Treasury) Submitted Annual Report (31 August) Approved Service Delivery Improvement Plan (30 March) Efficient and effective Communication Service (for all events of the Department) Effective and efficient Internal Audit and Risk Management Services Audits per Coverage Plan 29

30 Strategic Objective: To provide efficient, effective and comprehensive support services to the department Strategic Objective Measurable Objective Measure Audited/Actual Estimated Medium-term targets 2008/ / / / / / /15 Human Resource To institutionalize good governance through sound business process in support of effective service delivery Provide effective Human Resource Management and Development Service Implemented Employee Health and Wellness (EHW) Program HIV and TB Maintenance and improvement Provided psycho-social support to officials seeking counselling services (self and supervisory referrals). 92 individual cases were handled. Fully implement Employee Wellness programs Implemented HIV & AIDS Workplace Programme. Implement Employee Assistance Program EHW Needs Profile, w corresponding interventions June 2012 Counselling (Continuous) Review Departmental EHW Needs to inform new interventions Counselling (Continuous) Review Departmental EHW Needs to inform new interventions Counselling (Continuous) Implemented HIV & AIDS Counselling and Testing (HCT) Campaign in Xhariep, Thabo Mofutsanyana, Fezile Dabi, Motheo and Provincial Offices. More than 30 % of officials tested for HIV. Condom Distribution (All offices all the time) 100% Awareness in the Department through information Condom Distribution (All offices all the time) 100% Awareness in the Department through information Condom Distribution (All offices all the time) 100% Awareness in the Department through information Promoted enrolment to Government Employee Medical Aid Scheme (23 presentations conducted. STI/Condom Awareness Provincially) STI/Condom Awareness Provincially) STI/Condom Provincially) Awareness Conducted Health Risk

31 Strategic Objective Measurable Objective Measure Audited/Actual Estimated Medium-term targets 2008/ / / / / / /15 Assessments throughout province. the Officials with chronic illnesses enrolled on Medical Aid Disease Management Programme. Monitored compliance in terms of Occupational Health and Safety Act. Provided trauma debriefing to bereaved employees and their families. Conducted Training Supervisors Absenteeism for on EHW assessment reduction Risk and 50% of total staff to be screened 5% Increase in access to treatment, care and support for chronic disease management 50% of total staff to be screened 5% Increase in access to treatment, care and support for chronic disease management 50% of total staff to be screened 5% Increase in access to treatment, care and support for chronic disease management Maintain and Improve SHERQ implementation and compliance 100% Compliance to OHSA 100% Compliance to OHSA 100% Compliance to OHSA Appointment of Safety Reps and 16.2 (SMS)