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PERFORMANCE BY PROGRAMME PART B: PERFORMANCE INFORMATION

meetings reviewed the social grants payment runs and prepared for • DG Murray Trust on the technical support for Social Welfare
subsequent payment cycles. and Community Development programmes.
• Procter & Gamble on initiatives which set to bolster gender
These meetings assisted both SASSA and SAPO to manage some of equality and women empowerment; foster collaboration in
the challenges such as cards replacement, management of queues, initiatives which aim to increase provision of sanitary dignity
provision of dignity services at pay points, fraud, and SRD grant. packs in schools and cooperate on initiatives to support local
These meetings are also intended to manage the Master Services female entrepreneurs.
Agreement (MSA) and Service Level Agreement (SLA) between
SASSA and SAPO by DSD and DCDT. The unit also coordinated Entity A number of meetings were held with stakeholders as follows:
Interface Forums, which are held quarterly to monitor performance • A total of seven (7) stakeholder roundtables were organised
and tackle all governance challenges. Oversight Forums were held on the following topics: Digital Transformation and Innovation,
as scheduled with South African Social Security Agency (SASSA), Improving Service Delivery Excellence Within the NPO Sector,
National Development Agency (NDA), South African Council for Sustainable Livelihoods, Social Welfare Index, State of
Social Service Professions (SACSSP) and Central Drug Authority Children in SA, Future Funding for the DSD Portfolio as well as
(CDA). Practically Implementing the District Development Model for
the DSD Portfolio.
Shareholder (Entity) Agreement: In preparation for the • Participated in a session with UNICEF to discuss partnership
implementation of Entity Governance and Oversight Framework, with the DSD.
the Department sought to develop Shareholder Compacts during • Led a process of consolidation of the Department’s database
the reporting period. Four (4) draft Shareholder Compacts were on signed partnership agreements.
developed and consulted internally. During consultations, it was • Coordinated and participated in a meeting with SARS to
established that the three (3) entities reporting to the Department discuss programmes for the implementation of the signed
of Social Development cannot have shareholder compacts but can MOU between SARS and DSD.
have Entity Agreements and Agency Agreements, because they are • Church of Christ of the Latter-day Saints, Procter & Gamble
not revenue generating entities. After discussions and consultations and We Love U Foundation aimed at building partnerships on
as well as benchmarking with other government departments, supporting young entrepreneurs with training and funding.
the initially planned Shareholders Compacts were changed to be The meetings were held to discuss areas of mutual interest.
Agency Agreement for SASSA and NDA and Entity Agreements for
CDA and SACSSP. Approval was granted for the Agency and Entity Human Capital Management
Agreements to be consulted with the Agencies and Entities. The
Entities have been consulted and the Entity Agreements will be In order to address the employment of Social Service Professionals,
revised, based on the inputs received from the consultations. the Department developed a draft Strategy for the Employment
of Social Service Professions. The draft strategy has been finalised
Governance: The unit facilitated the appointment of the Board following consultation with various sector departments that has
for NDA. This included developing lists, packaging information for the potential to employ Social Service Professionals. In order to
the panel and the Minister. The unit formed part of the panel as institutionalise the arrangements with the sector departments, the
support for secretariat. The process of appointing of the Board is terms of reference for future engagements have been developed
now awaiting finalisation by Cabinet. Other governance process and adopted. Several engagements ensued and the draft strategy
undertaken was assisting in the process of Entity Classification of was finalised and has been supported by the Minister of Social
the South African Council of Social Service Professionals. The unit Development and respective Social Development MEC’s.
also developed a draft Oversight Tool for the Portfolio to be used to
guide Entities on how to report. At a Social Development Sector level, the National Department
supported all the provincial Departments of Social Development
Stakeholder Management and Donor to source funding and facilitate the employment of Social Workers
Coordination on contract basis to provide psychosocial support to those affected
by COVID-19. The National Department was successful in securing
During the reporting period, the Strategy on Stakeholder and Donor funding from National Treasury to employ two thousand (2 000)
Management was developed and approved. The strategy on was unemployed graduates on a ten (10) months contract. The funding
implemented through the signing of Memoranda of Understanding was approved in November 2021 and the appointments could only
(MOUs) and engagements with various stakeholders. MOUs were be made from 1 December 2021 to 31 March 2022. The Portfolio
signed with the following organisations: had to utilise a ten (10) months allocation in four (4) months. As a
• The Financial Intelligence Centre on strengthening and result, five thousand (5 000) Social Workers had to be appointed for
formalising matters of mutual collaboration, assistance and a period of four (4) months to spend the allocation it received. The
exchange of information between the parties, as well as Social Development Sector successfully appointed three thousand
increasing transparency and accountability within the NPO and seventy-three (3 473) unemployed graduates within a month of
sector. receiving the allocation, for a period of four (4) months.
• Nikela Trust for the collaboration on the Rounder Initiative
• The South African Revenue Services on establishing During the reporting period, the Department continued to manage
cooperation between SARS and DSD regarding programs that the transfer of the Early Childhood Development (ECD) function
may directly complement or supplement one another as well from the Department of Social Development to the Department
as leveraging resources by sharing resources, information and of Basic Education. Several workstreams were established to
expertise for common beneficial purposes that will enhance manage this function transfer. The HR workstream was the most
both parties’ organisational strategies and mandates. critical in ensuring the smooth transition of the ECD function. This

DEPARTMENT OF SOCIAL DEVELOPMENT ANNUAL REPORT 2021/22 39