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DEPARTMENT OF SOCIAL DEVELOPMENT

our NPOs. Our abilities have certainly expanded and
are now better-placed to embrace more collaborative
approaches to social development, working will all
social partners.

Several strategic shifts are emerging, which are forcing
us to move away from the current trajectory of laborious
systems and archaic processes that have not served our
people very well. We have embraced a “Transformation
Wheel” which clearly depicts our new aspirations or re-
imagined DSD, as we strive for excellence and promotion
of execution diligence. We are developing the discipline,
the thrill and shared culture of getting things done by
building cross-functional teams, deeply seeding ethical
leadership and a high-performance culture within
the organization. Our newly adopted mantra is to
“build cohesive, resilient families and communities by
investing in people to reduce poverty and vulnerability
and create sustainable livelihoods”. We will at every
turn make use of all opportunities at our disposal to
ACCOUNTING OFFICER STATEMENT collaborate with stakeholders and partners in making
this a reality, with the primary goal of improving
I am pleased to present the Annual Performance Plan the quality of life of every citizen. This is a necessary
(APP) of the Department of Social Development (DSD) ingredient to reduce poverty, vulnerability and increase
for the 2022/2023 financial year. This plan forms part of job pathways through social entrepreneurship, which is
the Medium-Term Strategic Framework of government needed to promote sustainable livelihoods.
and provides a strategic direction to the Department,
provinces, our portfolio of entities, statutory bodies We are moving away from theory into action, adding
and the sector as a whole inclusive of our social, and substance to our performance plans, which must be
business partners. The APP is premised on governments measured in terms of impact and the difference we
priorities as espoused in the MTSF and builds towards are making to those whom we serve. In this regard, we
the attainment of our aspirations in the National have adopted the “Results-Based Approach”, to ensure
Development Plan (NDP): Vision 2030. that our interventions speak to the felt needs of society
and make a long-lasting impact. We are committed to
The Department is tabling this APP at a time when the promoting evidence-based planning, research and
country is successfully navigating its way through the an impact agenda which will enable us to quantify
COVID-19 pandemic. We have braced various waves the investments that we make and promote social
and risk adjustment levels of the COVID-19 pandemic accountability.
which has resulted in a worldwide economic slowdown,
affecting development programmes, trade, businesses, A new dynamic in our planning is the inclusion of
investment, growth and employment, causing a science, participatory approaches, and voices from
tremendous challenge for our communities and society stakeholders. The build-up to this APP has been
at large, more-so to the most vulnerable. The increase characterized by a series of round-table discussions
in social ills, poverty levels and slow economic growth with a myriad of stakeholders and partners from
resulted in unemployment, and a loss of livelihoods government, business and civil society organisations.
for millions of people. Whilst we have certainly faced
hard conditions, a lot of wins and insights were equally We brought in experts and thought leaders, strategically
recorded through the new normal which forced us to selected to mutually tap into each other’s comparative
think innovatively, more imaginatively and pushed advantage and create a platform where we could
us to be more agile in the execution of our mandate. dialogue in a frank and open manner around the
We have successfully introduced new access channels future of the social sector. This was done in the spirit of
in our services environment across our programmes creating a social compact with all social partners. Several
ranging from welfare services, community development threads have since emerged from these conversations
and social security measures. We have successfully which are intertwined with our Minister’s Executive
used and adopted new technology platforms in our Performance Scorecard, the overall governments NDP
grant administration system having ensured that we 2030 Vision and MTSF plans, Government Plan of Action
continued to pay all grants to the right recipients, and pronouncements made in the various State of the
early childhood development management and in Nation Addresses, as well as the National Strategic
part, continue to explore new payment platforms for Annual Planning framework. We are committed to a
rethink in the following areas:
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ANNUAL PERFORMANCE PLAN