Page 16 - DSD ANNUAL REPORT 2022-2

PART A: GENERAL INFORMATION REPORT OF THE ACCOUNTING OFFICER

Future Plans of the Department

The Sixth Administration of the South African Government well as Practically Implementing the District Development Model
adopted seven (7) priorities over the 2019 to 2024 Medium Term for the DSD Portfolio.
Strategic Framework (MTSF). These priorities provide a practical
framework within which government is to implement the The key focus was to create a shared understanding of where the
National Development Plan (NDP). The Department is leading the sector is, where it wants to be and how it intends to get there, whilst
coordination of social protection imperatives outlined in the NDP identifying the various actions, projects and initiatives that will be
through Priority 4, namely “Consolidating the social wage through carried out in the 2022/23 financial year and beyond.
reliable and quality basic services”. The Strategy Management
and Transformation unit has a responsibility to coordinate the The roundtables and the Imvuselelo resulted in several outputs
implementation of the commitments in the 2019 to 2024 Medium that will inform future planning within the sector. These outputs
Term Strategic Framework (MTSF), as derived from Priority 4. This include:
programme has a responsibility to facilitate alignment between the • Creating jobs for youth, women and persons with disabilities
MTSF Priority 4, the Strategic Plans and APPs of the DSD sector. • Linking beneficiaries to economic opportunities
• Designing of the sector service delivery model – including the
The DSD has concurrent functions, with a responsibility to shared services model
coordinate the development and review of sector-specific plans, • Designing of organisational structures that will enable greater
standardization of gender-sensitive (including disability) indicators service delivery and customer focus
and provide policy direction that is gender transformative and • Building of sector capacity
establish processes for engaging with provincial departments of • Developing a sector-wide M&E framework
social development and public entities. This is intended to ensure • Developing clearly defined portfolio roles and responsibilities
that plans and related timelines are synchronised with national and • Definition of the link between social development and social
provincial planning timeframes and are aligned to the government welfare
and sector priorities. • Setting a research agenda for the sector
• Developing a Social Welfare Index
The DSD developed a Sector Strategic Plan that articulates the • Designing an integrated social protection information system
mandate, vision, mission, impact, outcomes and indicators for • Identify digitisation opportunities to improve service delivery
the national and provincial departments and entities. Provincial access and quality
departments and entities are expected to contribute to the common • Developing the One Plan for the sector that incorporates the
impact through the outcomes. Since the beginning of the new fifty-two (52) district plans
MTSF, the DSD sector developed the APPs which contribute to the • Developing the State and CSO partnership model
impact of “Improved quality of life for the poor and vulnerable”. In • Promoting the social development brand
ensuring the sector’s contribution, the APPs were assessed to ensure
alignment to the impact and the outcomes. The annual reports The DSD Sector is continuing its path of “re-inventing” by making
of the DSD sector are beginning to reflect on the progress made these strategic shifts from its current trajectory to deliver effectively
towards the achievement of the five-year impact and outcomes. and efficiently on its mandate. The Department continues to take
lessons from the challenges experienced due to COVID-19, the
The Social Development Sector adopted the mantra “Building continuing budget cuts, systemic issues and the increased demand
cohesive, resilient families and communities by investing in for services.
people to reduce poverty and vulnerability to create sustainable
livelihoods” to re-invent the DSD Sector. The development of the Therefore, the realisation of future APP targets will demand the
Sector Strategic Plan and the adoption of the mantra provide sector to be innovative using technology and maximize partnership
evidence of the start of a paradigm shift to ensure that all plans opportunities and improve coordination of the DSD Sector. DSD has
begin to address the needs of the people. begun a fundamental paradigm shift to ensure that all plans begin
The key aspects of this change of “paradigm” are summarised below: to address the felt needs of the people of South Africa.
The details of the above paradigm change are further elucidated in
Then Now the Transformation Wheel picture below:
Business as usual Re-imagined/re-invented DSD
Working in silos Working together as a sector
Digital Agility and Cost reduction
Regional delivery model District delivery model transformation robustness
Focus on outputs Focus on impact Service delivery New ways of
excellence
working
Life cycle / Development of fit
developmental for purpose
To expand on this paradigm shift and unpack the Social approach structures
Development Sector mantra, an Imvuselelo (Revival) was held in Contribution to approach
economic
Portfolio
growth
September 2021 to advance the commitment of re-inventing the Embracing the Re-invented
DSD Sector/Portfolio. The Imvuselelo was preceded by a series DDM DSD Integration and
collaboration
of roundtables on the following topics: Digital Transformation Thought Results/ evidence
based
and Innovation, Improving Service Delivery Excellence within the leadership approaches
NPO Sector, Sustainable Livelihoods, Social Welfare Index, State of Building cohesive and resilient families and communities towards
Children in South Africa, Future Funding for the DSD Portfolio as reducing poverty and creating sustainable livelihoods
16 DEPARTMENT OF SOCIAL DEVELOPMENT ANNUAL REPORT 2021/22