DSD Strategic Plan 2010 - 2015

Building a Caring Society. Together.
social development
Department:
Social Development
REPUBLIC OF SOUTH AFRICA
STRATEGIC PLAN
20102015
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1 Strategic Plan 20102015 | Department of Social Development

Table of contents
Ministers foreword 2
Deputy Ministers statement 3
Director-Generals overview 4
Ofcial sign-off 6
Part 1: Strategic overview 7
1 Vision, mission and values 8
2 Legislative and other mandates 9
3 Situational analysis 12
4 Core functions of the Department 14
5 Strategic goals and priorities 15
Part 2: Strategic objectives 19
6 Programme 1: Administration 00
7 Programme 2: Comprehensive Social Security 00
8 Programme 3: Policy Development, Review and Implementation Support for Welfare Services 00
9 Programme 4: Community Development 00
10 Programme 5: Strategy and Governance 00
Part 3: Links to other plans 00
11 Links to the Long-term Infrastructure and Other Capital Plans 00
12 Risk Management Plan 00
13 Aligning resources with the plan 00
Annexures 00
Acronyms and abbreviations 00
National Department of Social Development Vote 16
S
ince the dawn of democracy in South Africa 16 years ago,
the Government has put in place a number of measures to
address the challenges of poverty and unemployment
among vulnerable South Africans. As part of its contribution to the
creation of a better life for all, the Department of Social
Development has developed and implemented an array of
programmes that protect South Africans against poverty and other
forms of deprivation. These initiatives are inspired by and seek to
realise the birth of a society which is both inclusive and attentive
to the rights or needs of its most vulnerable members. As levels of
poverty and unemployment remain high, the Department
continues to give effect to its Constitutional mandate by providing
leadership in the development of policies and related anti-poverty
strategies through an integrated social development package
which includes social assistance in the form of cash transfers
targeting the poor, marginalised and vulnerable groups, as well as
developmental welfare services.
At the heart of the creation of a caring and inclusive society
has been the creation and implementation of a comprehensive
social security system. The expansion of the social safety net
to more than 13 million South Africans, most of them children,
speaks volumes about our commitment to tackling child and
adult poverty. The year 2010 sees the implementation of the nal
phase of the removal of disparities in the qualifying age for old
age grants between male and female applicants. This and other
concrete efforts such as the progressive extension of the Child
Support Grant to children up to their 18th birthday will go a long
way towards tackling child and adult poverty. Evidence suggests
that the income support we provide to millions of South Africans
has reduced poverty in a majority of affected households. Together
with our partners in government, we will continue to implement
key job creation initiatives such as the Expanded Public Works
Programme.
The evolution of our programmes has been anchored on a number
of strategic themes through which the Department seeks to
contribute to the greater government goal of creating a better life
for all. The key priorities and goals spelled out in this Strategic
Plan will be implemented in order to meet a number of outcomes
whose overall objective is to build a better life for all. The shift
in government focus from outputs to outcomes will enable us to
assess the extent to which our programmes respond to overall
national objectives. The Strategic Plan identies a number of
sector-specic interventions which will form the bedrock of our
contribution to the eradication of poverty and unemployment. The
extent to which we meet these goals will speak volumes about our
determination to improve the lives of the people we serve.

Mrs BEE Molewa, MP
Minister of Social Development

Ministers foreword
I
n his State of the Nation address in February this year,
President Jacob Zuma declared this year to be the year of
action. This is a clarion call to us all to put our shoulders to the
wheel and work harder, smarter and faster. An intensied response
to the challenges that the majority of our people face on a daily
basis cannot be delayed. As South Africas communities continue
to grow, ordinary South Africans are constantly challenged by both
social and economic needs to develop and improve their standard
of living. South Africa is a complex society and its challenges
are also complex, requiring thoroughly thought-out strategies to
respond to them.
Since the dawn of democracy 16 years ago, we have made great
strides in freeing the most vulnerable of our fellow citizens from
the shackles of poverty and underdevelopment. A great deal still
needs to be done, but we have certainly laid a solid foundation.
This year, guided by the outcomes of the Cabinet Lekgotla as well
as the State of the Nation address, we will place more emphasis
on Early Childhood Development (ECD). This is one programme
that will help us to develop the cognitive skills of children at a very
elementary level, thus preparing them for formal school.
South Africa is plagued by the scourge of drug and substance
abuse. This is a cause of all sorts of criminal activities contributing
to the high crime rate, the breakdown of families, and the general
neglect of children. The Department will, through the Central Drug
Authority, give more attention to this area of our work, given that
we are hosting the 2010 World Cup, and that the supply of and
demand for drugs and other prohibited substances will therefore
inevitably increase.
Our elderly play an important role in maintaining stable families,
thus helping to build and maintain cohesive communities. We
need to preserve them, and in pursuit of this the Department will
continue to put in place programmes designed to take care of
their social, physical and economic needs.
As part of the mandate of the Department, particular attention will
be paid to vulnerable groups, such as women, children and people
living with disabilities.
I therefore urge all our partners in all spheres of human endeavour
to take ownership of this Strategic Plan, and assist the Department
and the entire government to make a difference in the lives of our
people.

Ms B Dlamini, MP
Deputy Minister of Social Development

Deputy Ministers statement

Director-Generals overview
O
ver the past 15 years, the Department of Social
Development has implemented a number of policies
that contribute towards making South Africa an inclusive
society which is responsive to the rights and needs of its most
vulnerable members. The Departments strategy is to implement
appropriate policy interventions which respond to the immediate
needs of individuals and communities, while engaging in policy
research and development that explores longer-term strategies
for addressing systemic poverty and inequality. Given that there
are no easy solutions to the complex social problems faced by
most communities in South Africa, the Department will have to
reect more deeply on its work, consolidate lessons from the
past 16 years of democracy, and emerge with more practical
and effective strategies that will make a real difference to South
African citizens.
Expansion of social security
Extensive research conducted by the Department shows that
there are signicant gaps in social insurance which, in turn,
place a direct burden on social assistance grants. In particular,
the absence of mandatory pensions for formerly employed
people has resulted in 3 million South Africans being unable to
access insurance coverage in the event of retirement, death or
disability. To ll these gaps, a number of policy proposals for
reforming retirement provisions have been formulated, and will be
introduced in the medium term in accordance with the resolutions
of the Interministerial Committee on Social Security Reforms.
The social assistance safety net has also been expanded by
adjusting the mean tests for all grants in 2008, and adjusting the
qualifying ages for men for old age grants and children for child
support grants. These adjustments continue to be phased in over
the Medium-Term Expenditure Framework (MTEF) period, and it
is estimated that the total number of beneciaries will grow to
16 million in 2013.
The Appeals Service Centre, which ensures the provision of an
accessible, fair, just and equitable social assistance appeals
adjudication service, was operationalised in 2009.
Improving service delivery and the
administration of social assistance
In the medium term, the South African Social Security Agency
(SASSA) will continue to improve the delivery and administration
of social grants. It will focus on improving access to social grants,
improving grants administration and payments, and implementing
systems that will enhance operational efciency, and improve
the application of the different means tests for the various social
grants.
The creation of decent work
South Africa faces many challenges as a result of poverty,
unemployment, and limited access to opportunities for
sustainable livelihoods and economic development by the poor
and other vulnerable people, mainly women, youths, and people
in Africa, and providing support in post-conict reconstruction
areas; and developing skills and human capital through the
expansion of services to vulnerable children, particularly through
Early Childhood Development (ECD).
Improving performance
The Department is seeking to align its planning with the new
planning framework led by The Presidency by moving away
from an output-based approach to outcomes relevant to social
development. This approach will allow the assessment of
qualitative differences resulting from social development policies,
legislation and programmes. The real impact of government
service delivery will also promote an integrated and closer working
relationship between the Department, its social sector partners,
other government departments, civil society, and business.

Mr Vusi Madonsela
Director-General
Department of Social Development
with disabilities. While people in these categories are spread
throughout the country, people in rural areas are particularly
badly affected. As a result, rural development, access to decent
work, inclusive growth, and building cohesive communities are
among the governments most important priorities. In response to
these challenges, the Department plays a vital role by developing
policies and community development strategies that contribute to
the creation of new work opportunities. These interventions are
particularly important because they target youths and young adults
who are currently outside the labour market.
Social cohesion
The Department will contribute to social cohesion by strategically
tackling core challenges such as substance abuse, which gives
rise to violent and abusive behaviour, as well as social crimes
such as gender-based violence. Building sustainable and
cohesive communities will require a combination of strategies
ranging from existing social security measures to developmental
welfare services and community development interventions.
The Department also needs to scale up its programmes aimed
at caring for and protecting the growing numbers of households
affected by HIV and AIDS, especially those headed by children and
youths.
Sector capacity-building
The Department will contribute to building capacity in the social
sector by recruiting and retaining social service professionals;
strengthening the administration of non-profit organisations
(NPOs), and deepening partnerships with them; increasing its
participation in and sharing of best practices with various regions
It is hereby certied that this Strategic Plan:
Was developed by the Department of Social Development under the guidance of
Minister B E E Molewa.
Takes into account all the relevant policies, legislation and other mandates for which
the Department of Social Development and its respective entities are responsible,
and accurately reects the strategic goals and objectives which the Department will
endeavour to achieve over the next ve years starting from 2010.

Mrs D Snyman
Acting Chief Financial Ofcer

Mr Z Dangor
Chief Operations Ofcer

Mr V Madonsela
Director General: Social Development

Approved by:

The Honourable Mrs BEE Molewa
Minister of Social Development

Ofcial sign-off
Strategic overview
Part
1
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 following values and ethos have been identied for
Social Development:
The people we serve come rst in performing our
duties.
We will ensure equity and freedom from
discrimination and harrassment in the workplace.
We will work in partnership with the people we serve
and with other stakeholders.
We will use the resources entrusted to us to deliver
on priorities in the most efficient, effective and
innovative ways.
We will be transparent and accountable for our
decisions, actions and performance.
We will share our knowledge and expertise with other
departments and the broader social sector, and learn
from them.
In performing our duties, we will uphold the
Constitution of the Republic of South Africa, the laws
governing the Public Service, and the Code of Conduct
for the Public Service.

1. Vision, mission and values
2.1 Legislative mandates
The constitutional mandate of the Department is to
provide sector-wide national leadership in social
development.
The Department derives its mandate from numerous
policy statements and laws, including the White Paper for
Social Welfare (1997) and the White Paper on Population
Policy (1998). In this context, the Department develops
and implements programmes for the social protection
and development of poor, vulnerable, and marginalised
people. It implements its programmes via partnerships
with its primary customers/clients as well as others
sharing its vision.
Aged Persons Act, 1967 / Older Persons Act,
2006
The Aged Persons Act provided for the protection and
welfare of certain aged and debilitated persons, the care
of their interests, the establishment and registration of
certain institutions, and the accommodation and care of
older persons in such institutions. The Act was amended
a number of times before April 1994. It was amended in
November 1994 in order to repeal certain discriminatory
provisions, and again in November 1998 to provide for the
establishment of management committees for homes for
the aged, require reporting on the abuse of aged persons,
and regulate the prevention of the abuse of aged persons.
The Aged Persons Act was repealed by the Older Persons
Act, which was passed into law in 2006. It was meant to
be promulgated in the 2007/ 8 nancial year.
This Act deals effectively with the plight of older persons
by establishing a framework for the empowerment
and protection of older persons and the promotion and
maintenance of their status, rights, well-being, safety
and security. It provides for older persons to enjoy
quality services while staying with their families as long
as possible. Chapter 3 of the Act deals specically with
the development of community-based care and support
programmes falling in two broad categories: prevention
and promotion, which ensures the independent living of
older persons in the community; and home-based care,
which ensures that frail older persons receive maximum
care within the community through a comprehensive set
of integrated services. It further recognises the wisdom
and experience of older people, and the need to protect
their knowledge and skills, and promotes their active role
and participation in community affairs.
Fund-Raising Act, 1978
This Act provided for control of the collection of
contributions from the public and for the establishment
of various relief funds. Except for its relief fund chapter, it
was repealed in 1997 by the Non-Prot Organisations Act,
1997. The Department is in the process of amending the
remainder of the Act.
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 denes 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 various parts of the
Republic. It was amended again 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

2. Legislative and other mandates

Legislative and other mandates
competence). In the absence of any procedure in
Parliament to deal with mixed Bills, the Childrens Bill had
to be split into two, i.e. the section 75 component and
the section 76 component. The section 75 component
was passed by the National Assembly, and the President
signed it into law in October 2005. It is now known as
the Childrens Act, 2005. The section 76 component was
tabled in the Natiuonal Council of Provinces (NCOP) as
the Childrens Amendment Bill, which will amend the
Childrens Act, 2005.
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 of treatment centres and hostels,
the registration of institutions as treatment centres
and hostels, and the committal of certain persons to
detention, treatment and training in such treatment
centres or registered treatment centres. The Act was
amended in 1996 to extend its application to the entire
national territory of the Republic, and in 1999 to establish
the Central Drug Authority. The Act was reviewed in the
past nancial year, and the Department will introduce the
Prevention of and Treatment for Substance Abuse Bill for
consideration in Parliament.
Social Assistance Act, 2004
This Act has been signed into law by the President, and
will soon become operational. It continues to provide the
main legislative framework for the provision of social
assistance grants, but excludes provisions for funding
NPOs. It also provides the legal instruments for shifting
the social assistance function to the national sphere of
government, and provides for the management and
administration of social grants by the Social Security
Agency.
boards for social service professions. This Act will be
revised in the period covered by this Strategic Plan.
Child Care Act, 1983 / Childrens Act, 2005
The Child Care Act, 1983 provides for the establishment of
childrens courts and the appointment of commissioners
of child welfare, the protection and welfare of certain
children, the adoption of children, the establishment of
certain institutions for the reception of children, and the
treatment of children after reception. It was amended
in 1996 to provide for legal representation for children,
and the registration of shelters. It was further amended
in 1998 to provide for the rights of natural fathers in
respect of the adoption of children born out of wedlock,
and for notice to be given. It was again amended in 1999
to provide for the establishment of secure care facilities
and the prohibition of the sexual exploitation of children
for commercial purposes.
This Act provides for the establishment and
implementation of programmes aimed at combating
crime, and for the rendering of assistance to and
treatment of certain persons involved in crime. The
Probation Services Amendment Bill was approved by
Parliament in August 2002, and the Probation Services
Amendment Act, 2002 (Act No. 35 of 2002) came into
operation on 7 November 2002.
The Child Care Act, 1983, has been under review for the
past few years, leading to the drafting of a comprehensive
Childrens Bill, which tabled in Parliament in 2003.
Subsequently, the Bill was found to have a mixed
character in that it combined aspects conferring rights
(falling under section 75 of the Constitution dealing with
matters in the functional area of national legislative
competence) and services (falling under section 76 of
the Constitution dealing with matters in the functional
area of concurrent national and provincial legislative
through the integration of population issues and
development planning in all spheres of government and
all sectors of society. It proposes that the Department of
Social Development should monitor the implementation
of the policy and its impact on population trends
and dynamics in the context of sustainable human
development. Government departments and their
counterparts in civil society should be capacitated and
supported to understand the vital linkages between
population and development, and to integrate population
issues and development planning through research and
the dissemination of data and information.
Domestic Violence Act, 1998
Provincial social workers and lay counsellors require
training in the implementation of the Domestic Violence
Act. The national Department is participating in the
development of an integrated manual on the Domestic
Violence Act, which will be used to train social workers,
members of the South African Police Service, and court
personnel.
2.2 Planned policy initiatives
The following areas have been earmarked as priorities
in the medium term: developing comprehensive policies
on retirement provisions, disability and survivor benets;
developing policies on an overarching institutional
arrangement for social security; developing regulations
on substance abuse; aligning social services policies and
programmes related to people with disabilities with the
United Nations Convention on the Rights of Persons with
Disabilities; developing a social service professions policy;
and developing and implementing a policy framework
for statutory services to child-headed households and
children living on the streets.
Non-Prot Organisations Act, 1997
This Act repealed the Fund-Raising Act, 1997, excluding
the chapter that deals with relief funds, and provided
for an environment in which NPOs can ourish. It also
established an administrative and regulatory framework
within which NPOs can conduct their affairs. It was
amended in 2000 to effect certain textual alterations.
National Development Agency Act, 1998
This Act provides for a national funding, capacity-building
and co-ordination structure known as the National
Development Agency (NDA). The NDA is mandated to
grant funds to civil society organisations (CSOs) in order
to enhance their capacity and promote development
dialogue, while also meeting the developmental needs of
poor communities.
Advisory Board on Social Development Act,
2001
This Act provides for a national advisory structure in the
social-development sector with the aim of building and
consolidating partnerships between government and
civil society, and to establish an Advisory Board on Social
Development.
White Paper for Social Welfare, 1997
This White Paper sets out the principles, guidelines,
proposed policies and programmes for developmental
social welfare in South Africa. As the primary policy
document, the White Paper serves as the foundation for
social welfare in the post-1994 era.
White Paper on Population Policy for South
Africa, 1998
This White Paper aims to promote sustainable human
development and quality of life for all South Africans
B
etween 1996 and 2007 the South African population grew
by 20%, while the number of households grew by 38%.
The average size of households declined by 15% in the
same period. The combined effect of urbanisation, migration and
HIV / AIDS has led to the unbundling of the household structure
reected in these gures. This has further eroded the disposable
income of households, and signicantly increased the number of
households with incomes below the poverty line.
Despite signicant progress with regard to the coverage and
reach of social grants, income poverty remains a serious
challenge. The proportion of poor households remains high, and
continues to account for a disproportionate share of poverty.
Although socio-economic improvements are evident for male- and
female-headed households, the head count rate for female-headed
households remained 22% higher than for male-headed households
in 2005. South Africa remains a highly unequal society, marked
by gender disparities, with the wealthiest 10% of the population
earning more than 50% of total household income, and the poorest
40% less than 7%. Inequality, as measured by the GINI Coefcient,
increased from 0.64 in 1995 to 0.69 in 2005.
The proportion of children declined from 40.1% in 1996 to 37.5%
in 2001, and is projected to decline further to about 36% by 2014.
This trend is largely due to a low and declining level of fertility.
This observation is supported by an increase in the median age of
the South African population from 22.1 years to 24.3 years
between 1996 and 2007. Hence it is important that the
Department focuses on improving the quality and reach of
services to children, as dened in the current Childrens Act.
In contrast, the proportion of youths (aged 1435) increased from
40.3% in 1996 to 40.5% in 2001, and is expected to increase
further to 41.5% by 2014. Given this, and the challenges of youth
unemployment, the Department will work hard to facilitate the
skilling of the youth and the creation of work opportunities by
scaling up programmes such as Masupatsela and the National
Youth Service. In addition, organisations working on youth
development will receive more attention in recognition of the fact
that challenges surrounding the youth cannot be addressed by
government alone, but should be addressed through collaborative
strategies that complement and support youth development.
The elderly population (over 60 years of age) is expected to
increase markedly over the next ve years. Between 1996 and
2007, this section of the population grew from 7.1% of the total
population to 7.8%, and will increase further to 8.3% by 2014.
Although levels of ageing in the African population group remains
relatively modest compared to the White and Indian population
groups, ageing among Africans will contribute nearly two-thirds
of all growth by 2014. More will be done to ensure that South
Africa has active and well-placed elderly people who can help
to facilitate the development of children and youths through
intergenerational programmes.
The overall HIV prevalence rate is approximately 10.6%. The
comparable rate for adults aged 1549 is an estimated 17%.
According to Statistics South Africa, approximately 5.2 million
people are living with HIV.
3.1 Description of the strategic planning
process
The Departments Strategic Plan is informed by political
imperatives and by robust engagement with various
stakeholders in the social sector. Its formulation was led by
the Heads of Social Development (HSD), a sector
intergovernmental forum which provides leadership and
strategic direction to the Department and its associated
entities. The ve-year Strategic Plan has been drafted in
the context of the key priorities identied in the 2009
Manifesto, the Medium-Term Strategic Framework (MTSF),
and recently stated government outcomes. Given this, the
Department has carefully developed goals and objectives
characterised by clear deliverables designed to give effect
to government outcomes. At a technical level, the strategy
unit held a number of consultative meetings, in
collaboration with the monitoring and evaluation unit.
Provincial planning units and planners from SASSA and the

3. Situational analysis
Through intensive discussion and reection, the following key
priorities have emerged in support of the broader outcomes
identied in the Presidents State of the Nation Address for 2010.
These priorities are supported by specic goals and interventions
covering welfare, comprehensive social security, and community
development services. The Department will facilitate the
implementation of these services through its provincial partners,
public entities, statutory bodies and civil society, especially non-
governmental organisations (NGOs).
Key priorities
Caring for and protecting vulnerable groups, especially
children, women, and people with disabilities.
Strengthening families and communities.
Transforming social relations, with a specic focus on gender
and victim empowerment.
Providing comprehensive social security, including income
support, and a safety net for the destitute.
Strengthening institutional capacity to deliver quality services.
Reinforcing participation in key bilateral and multilateral
initiatives that contribute to poverty eradication.
The Department has the following core functions:
To provide comprehensive social security
systems
This comprises the development of comprehensive social
security policies that focus on income support to vulnerable
groups and seamless social assistance service delivery
through the South African Social Security Agency (SASSA) and
Appeals Tribunal.
To provide developmental social welfare
services
This comprises the creation of an enabling environment for
the delivery of equitable developmental welfare services
through the formulation of policies, standards, best practice,
and support to social service professional bodies and delivery
partners.
To provide community development services
This comprises the development of an enabling environment
for empowering the poor and vulnerable through the
promotion and support of community development work, the
strengthening of institutional arrangements, and dialogue with
civil society.

4. Core functions of the Department

5. Strategic goals and priorities
NDA helped to formulate the strategy, while line function
managers helped to shape the content of the Strategic
Plan. Thus the Department is well placed to deliver the vital
outcomes relevant to its mandate through the
implementation of plans and strategies and the constant
monitoring and review of its work, both quarterly and
annually.

Strategic goals and priorities
5.1 Sector-specic goals
Goals Justication Outcomes
Improve the incomes, assets and
capabilities of poor families and
communities
While social grants have helped to increase the incomes of
poor households, levels of inequality remain high, and have
not improved since the end of apartheid. Hence social policy
should increase equality through community works, the social
wage, and co-operatives
Decent employment through inclusive
economic growth
Reduce income poverty among poor and
vulnerable South Africans
The EPWP is central to government efforts to ght poverty and
unemployment. According to the MTSF, it is meant to improve
incomes, and reduce inequality
Help create decent jobs through the
Expanded Public Works Programme (EPWP)
Implement youth programmes that will
help youths to access decent jobs and
participate in the formal economy
Considering the size of SAs youth population, and levels of
unemployment, developing the skills of young people is vital
to creating a sustainable growth and development path for the
country
Support and strengthen family and
community interventions that foster social
cohesion
Families are vital components of all societies. Given this, the
Department is prioritising the strengthening of families as part
of building strong communities and a strong nation
Sustainable human settlement;
improved quality of household life
Invest in and ensure the provision of quality
social welfare services to children, including
those in need of care and protection
Government is responsible for protecting the most vulnerable
members of society, particularly children, many of those rights
are constantly being violated
All people in South Africa are and feel
safe
Create an environment that enables the
protection and promotion of older persons
rights
Given SAs socioeconomic challenges, older people have a
vital role to play in nation-building by sharing their skills and
experience across generations
safe
Protect and promote the rights of people
with disabilities, including social security
rights
We need to improve the quality of life of disabled people All people in South Africa are and feel
safe
Signicantly reduce social crime The Department plays an important role in the criminal justice
system which ensures the effective protection of vulnerable
groups
safe
Reduce the risk of sexual and physical
violence against women (gender-based
violence)
We need to deal proactively with the underlying causes of
gender violence and abuse
safe
Promote gender equality with a view to
dismantling patriarchy, including addressing
issues of masculinity
We need to ensure greater equality between men and woman
in our communities
Reduce the incidence of HIV / AIDS, and
minimise its psychosocial impact
In order to deal effectively with HIV / AIDS, we need to reduce
new infection rates as well as its psychosocial impact
A long and healthy life for all South
Africans; improved quality of household
life
Reduce substance abuse among all
vulnerable groups
Substance abuse leads to other social ills, and impact
negatively on social cohesion
Sustainable human settlement;
Create a sustainable environment
for service delivery partners (NPOs)
through capacity-building, partnerships,
collaboration, and agency agreements
Governance gaps have resulted in poor accountability,
reporting, and management of public entities
An effective, efcient and
development-oriented public service
Improve sector performance through
rigorous research, planning, and business
process improvements
This will enhance the service delivery capacity of government An effective, efcient and
Provide social infrastructure that supports
integrated service delivery
Social infrastructure development is vital for ensuring the
delivery of quality services to communities, especially those on
the periphery
An effective, efcient and
Promote and support participation in key
bilateral and multilateral initiatives that
make the most effective contribution to
poverty reduction
DSD involvement will facilitate access to technical and
development support for the strengthening of international and
regional social development agenda
Create a better South Africa, a better
Africa and a better world
5.2 National goals
Manage and co-ordinate stakeholder and
donor support for the department
Will create an enabling environment for the POB and top
management to deliver on their mandates
An efcient, effective and
development-oriented public service,
and an empowered, fair and inclusive
citizenship
Provide communication support services to
the department
Will promote the Department internally as well as externally An efcient, effective and
citizenship
Institutionalise evidence-based policy-
making in the DSD and the social
development sector
Will promote a uniform sector-wide approach to policy
development
citizenship
Facilitate nancial decision-making and
the availability of adequate resources for
service delivery
Will help to provide adequate nancial resources An efcient, effective and
citizenship
Facilitate the economic use of resources
in the delivery of integrated social
development services
Will optimise limited resources and provide value for money An efcient, effective and
citizenship
Will facilitate the achievement of strategic goals (objectives,
outputs and targets)
citizenship
Improve internal controls and sound
nancial management
Will maintain and improve the current audit outcome An efcient, effective and
citizenship
Promote the participation of historically
disadvantaged individuals, disabled persons
and youths through broad-based black
economic empowerment
Will improve the participation of HDIs, disabled persons and
youths
citizenship
Will build research and social policy capacity in the department
and the social sector
Promote evidence-based policy-making
in the region in the Departments of Social
Development and Social Affairs
Will promote regional collaboration and integration Create a better South Africa, a better
Africa and a better world
Build IMST capability and capacity in order
to enable the DSD to deliver on its mandate

Strategic goals and priorities
Improve the HR base of the sector, and
promote social dialogue with organised
labour
Will improve citizens access to quality services An efcient, effective and
citizenship
Enhance sustainable human development
by promoting equilibrium between
population trends, environmental factors,
and development at the local level
Will help to reduce poverty in both rural and urban areas
maintained by entrenched patterns of settlement and
migration, while local development is frustrated by the
unsustainable utilisation of environmental resources and the
impact of climate and environmental change
Supports the achievement of MDGs
(1&2) and MTSF Priorities 1,2 & 7
Promote youth development as a strategy in
order to reap the demographic dividend
Due to South Africas changing population structure, youths
form the largest part of the population, which has major
health, educational and economic implications. Addressing
these impacts and the linkages between them is an urgent
imperative
A skilled and capable workforce to
support an inclusive growth path
Provide evidence and build capacity in
order to integrate HIV / AIDS and key health
concerns into development planning and
service delivery
The AIDS epidemic is altering the national mortality rate,
and slowing the demographic transition. Achieving the goals
and targets of the National HIV / AIDS and STI Strategic Plan
(20072011) requires signicantly expanding HIV & AIDS
programmes as well as monitoring and evaluation, using
relevant indicators
A long and healthy life for all South
Africans
Promote gender equality, equity and the
empowerment of women by mainstreaming
gender as a major population factor in
development planning
Despite the various legislative frameworks aimed at redressing
gender inequalities, womens rights and potential have not
been fully realised, and men have not been sufciently involved
An empowered, fair and inclusive
citizenship
Promote the population policy through
capacity-building and research
Population issues are poorly integrated into development
planning. Capacity-building and research will improve on
services through the integration of population and development
into local IDPs
Sustainable human settlements and
Promote population policy implementation
through the Population Strategy 20102014
Will help to align population trends with sustainable human
development
Sustainable human settlements and
Implement a comprehensive social
insurance system
Will help to mitigate the decline in minimum living standards of
employed people
Speed up economic growth and
transform the economy to create
decent work and sustainable
livelihoods
Formulate and implement a coherent policy
on social relief provision
Will contribute to the uniform implementation of SR policy An efcient, effective and development-
oriented public service and an
empowered, fair and inclusive citizenship
Establish a system for the adjudication of
social assistance appeals
Will contribute to the progressive realisation of socio-economic
rights, particularly the right of access to social security
An efcient, effective and development-
oriented public service and an
empowered, fair and inclusive citizenship
Implement a Litigation Management
Protocol and Contract Management Protocol
Will help to reduce litigation and centralise the DSDs contracts An efcient, effective and development-
oriented public service
Draft and review legislation, including
subordinate legislation
Will contribute to the achivement of the DSDs strategic
priorities
An efcient, effective and development-
oriented public service
Strategic objectives
Part
2
6.1 Purpose
To provide the Department and Ministry with efcient
administrative and support services.
6.2 Situational analysis
Human Capital Management
The Occupation Specic Dispensation (OSD) for Social
Service Professions has been nalised and implemented.
This included finalising the detailed costing of the
dispensation, extensive negotiations with organised
labour, and implementation in November 2009. About
10 700 employees have been affected by the OSD. Like
any other exercise of this magnitude, its implementation
has presented some challenges, but these have largely
been addressed. A unied Performance Management
Development System (PMDS) for the sector which takes
the provisions of the OSD into account will be developed
in the 2010/11 nancial year.
The Department has continued to reduce its vacancy rate,
which currently stands at about 8%. This is a marked
improvement over the rate of more than 20% a few years
ago. In the coming year, continued efforts will be made
to reduce the rate even further, thereby contributing to
improved service delivery.
The Departments Work Place Skills Plan has been
implemented and a Human Resource Development
Strategy developed in accordance with the HR Strategic
Framework Vision 2015 of the Department of Public
Service and Administration (DPSA). The Department is
also participating in the HR Connect Project, driven by the
DPSA, and aimed at standardising skills audits and job and
occupational proles in the public sector. Furthermore, the
Department will continue to lead the implementation of the
human capital strategy in the social sector.
Cluster Co-ordination and Executive Support
Via this unit, the Department has concretised efforts to
promote greater alignment and co-ordination in order to
improve service delivery. It is represented in all Forum
of South African Directors-General (FOSAD) Clusters
and in some FOSAD Cluster Task Teams. It continues
to play a leading role as chair of the Social Protection
and Community Development Cluster, and acts as a
secretariat to the latter. The Department continues to
prioritise the work of the FOSAD Clusters. It has 11
Programme Activities on the Social Protection and
Community Development Cluster Programme of Action
(POA). The Departmental FOSAD Cluster Strategy has
been developed and fully implemented. The Department
also facilitates and co-ordinates the implementation of
the partnership signed between the National Religious
Leaders Forum and government.
The Unit Executive Support in the Ofce of the Director-
General continues to provide the DG with professional
executive and administrative support. About 1 200
submissions and 98 parliamentary questions were
processed in the past year. It also provides secretariat
services to all management meetings. In the past year,
90% of scheduled management meetings were convened,
and decisions were communicated to managers within
twodays.
International Relations
Technical and development co-operation with developed
countries provides the Department with access to vital
intellectual, technical and nancial resources as well
as international networks. An agreement with China
has been concluded, and the IBSA Social Development
Strategy has been nalised. The Department has hosted
six Cuban professors responsible for the Masupa Tsela
Youth Pioneer Programme aimed at training youths as
social activists. It has also signed an agreement with Mali,
while collaboration is continuing with the DRC, Angola,
Mauritius and Zimbabwe.
Stakeholder Management and Donor
Co-ordination
One of the greatest achievements of the Unit has been to
change from working in a largely reactive and ad hoc way
to a proactive approach. It has also adopted a broader
perspective on stakeholder matters, thus enabling it to
align donor interest with Departmental priorities. During
the past year a Stakeholders Analysis and Planning
Toolkit, Engagement Strategy, and Donor Co-ordination
Guidelines were developed to support the work of the
Department. Two Ministerial Round Table meetings were
held. The Unit also maintains good relations with all
stakeholders, particularly organisations that are actively
involved in the service delivery value chain of social
development.
In the forthcoming year the Ministers Office will
further develop a Corporate Social Responsibility (CSR)
Strategy aimed at driving and directing Corporate
Social Investment (CSI), particularly in respect of social
development. Among other things, this will ensure that
CSR is well co-ordinated, and that corporate resources
are invested in the most effective localities as well as in
programmes with the greatest need.
Communication
Communication plays a vital role in the Department, and
is a key enabler of services and programmes. In line with
the Governments broader communication strategy, the
Chief Directorate seeks to develop policies and guidelines
that instil a positive image and organisational culture and
promote effective media relations and marketing, as well
as direct communications with the public and stakeholders.
Information Management System and
Technology (IMST)
The IMST has nalised the automation of the submissions
workow process for the Department, which will be
rolled out in the rst quarter of 2010/11. Automated
submissions will go a long way towards reducing the
turnaround time for the approval of projects.
The Social Development Information Management System
(SDIMS) is being enhanced to incorporate other business
processes such as NPO registration, Home Community
Based Care M&E, and the Child Protection Register, and to
conform with the requirements of the Childrens Act. The
probation case management system has been mapped,
and will be built into the SDIMS in this nancial year.
The data warehouse system is being tested. When
implemented it will support the reporting needs of the
business units within the Department, and serve as a hub
to integrate data from various databases/systems and
improve data quality.
The records management implementation programme is
under way. IMST recognises that records management is
a core business process, and therefore seeks to introduce
best practice in terms of records management to ensure
that records are managed efciently and effectively in line
with the National Archives and Records Service (NARS)
prescripts.
The Knowledge Management strategy has been developed,
and the Department now needs to adopt a systematic
approach to its implementation. Our approach to
Knowledge Management will focus on people, processes
and technology. The IMST has developed a sector-
wide intranet which will assist national and provincial
Departments of Social Development to collaborate and
share information through a centralised information hub.

Programme 1: Administration
management. Among other things, they include the
progressive change from a cash basis of accounting to an
accrual basis of accounting, and the Governments Broad
Based Black Economic Strategy (BBBES) as directed by
the National Treasury.
Progressive improvements are being made in the areas of
costing, nancial management, administration, monitoring
and oversight, as well as supply chain management. The
Business Process Re-engineering (BPR) process for key
supply chain management functions is nearly complete;
it will improve service delivery to clients, and inform
possible functional and structural changes. Key nancial
management and administration policies have been
identied for review and/or development, and the process
is under way. Key Departmental nancial delegations
have been amended in order to improve internal controls
and accountability by all Departmental role-players. Since
April 2009, the Department has introduced a number
of cost-saving measures in line with the Governments
commitment to reducing operational expenditure
and improving the effectiveness and efciency of the
utilisation of its limited nancial resources in line with its
agreed objectives, outputs and targets. A cost-efciency
strategy has also been developed, and is in the process
of implementation in order to further facilitate an ongoing
process of decreasing excess operational costs and
improving the efciency, effectiveness and economic
spending of nancial resources.
Progress has also been made with the reconciliation and
clearing of social assistance grant debtors in line with
the directives of the National Treasury in partnership
with SASSA and the provincial Departments of Social
Development. Creating the human resource capacity
to fast-track the outstanding matters and effectively
Legal Services
In 2009 the Legal Service Unit nalised amendments to
the Social Assistance Amendment Act, and prepared the
Prevention of and Treatment for Substance Abuse Act for
the tabling in Parliament. It was subsequently passed into
law. The unit also drafted regulations in terms of the Older
Persons Act, nalised and implemented the litigation
management protocol, the contract management
protocol, and amendments to the regulations under the
Social Assistance Act. In the course of supporting the
Departments strategic objectives, the unit will be involved
in drafting and vetting a number of laws and policies. In
addition to drafting laws, it will play a prominent role in
overseeing the legal aspects of the appeals adjudication
process.
Finance
The flow of funds arrangement in respect of social
assistance grants remains a vital aspect of the social
grants system. SASSA is responsible for administering
funds received for the payment of social assistance
grants, and the Department remains accountable for the
funding in the consolidated set of nancial statements
produced at the end of each nancial year.
This arrangement contains strategic and operational
risks for the Department, as any weakness in SASSAs
management of these funds could impact directly on
audited nancial statements. The continuous strengthening
and improvement of the strategic and operational
governance arrangements between the Department and
SASSA is a key factor in facilitating the effective functioning
of the institution, and mitigating the risks involved.
The Department continues to implement reforms
in financial management, including supply chain
Audit Committee continued to function effectively. The
diverse skills and knowledge of its members continued to
add value to the process of assessing the effectiveness of
the control systems within the Department.
manage and administer the social assistance grant
debtors, specically by SASSA, is a challenge, and is
further affected by the lack of resources to employ more
appropriately skilled staff.
Internal Audit
Internal auditing is an independent and objective
appraisal function set up within the Department as a
service to management. The primary role of Internal
Audit is to provide assurance to the Accounting Ofcer,
Senior Management and the Audit Committee about the
adequacy and effectiveness of the risk management,
control and governance processes in operation.
In the past year, all audits were carried out in compliance
with the Standards of the Institution for Internal Auditors
(IIA) and those laid down in the Departments Audit
Charter. The objective of the audit reviews was to
assess the effectiveness of key controls, which provide
assurance that units within the Department are effectively
managed and operate in accordance with its policies and
procedures. System and control weaknesses identied
as a result of audit examination were fully discussed,
together with appropriate recommendations for remedial
action. A formal report detailing the audits ndings and
recommendations was issued to all appropriate levels of
management. Management was instrumental in ensuring
that corrective action was taken to address identied
deciencies.
Treasury Regulations 27.1.1 provides for the establishment
of an Audit Committee that complies with and operates in
accordance with regulations and instructions prescribed
in terms of sections 76 and 77 of the Public Finance
Management Act (PFMA), Act 1 of 1999, as amended. The
6
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2010/11 2011/12 2012/13
Programme 1: Administration
R000 R000 R000
Minister 1 816 1 916 2 012
Deputy Minister 1 496 1 578 1 657
Management 7 135 7 887 7 983
Corporate Services 146 954 152 688 157 851
Communication 13 087 13 678 14 365
Information Technology, Management and Systems 28 434 29 108 30 276
Human Capital Management 17 800 18 601 19 421
Legal Services 7 748 8 143 8 584
Cluster and Executive Support 12 400 12 965 13 662
Financial Management and Administration 32 661 33 640 34 355
Financial Planning and Monitoring 10 531 10 985 11 334
Ministry 14 493 15 237 15 247
Internal Audit 4 008 4 202 4 433
Security Services 5 793 6 130 6 172
Property Management 23 317 24 956 26 827
Government Motor Transport 48 800 844
TOTAL 180 766 189 825 197 174
7.1 Purpose
To develop comprehensive social security policies, and
provide income support to vulnerable groups.
Extensive research conducted by the Department has
revealed that signicant gaps in our social insurance
place a direct burden on social assistance. In particular,
the absence of mandatory benefits for the formerly
employed has resulted in about 3 million South Africans
being unable to access insurance coverage in the event of
retirement, death or disability. To address these gaps, the
Department completed extensive policy proposals for the
reform of retirement provisions, which were evaluated by
an international panel of social security experts.
By March 2009, the Department completed extensive
policy proposals for social security reform, consolidated in
a report entitled Creating our Shared Future. It contains
an extensive analysis of existing social security provisions,
spanning both social assistance and social insurance. It
identied all the gaps and institutional weaknesses in the
current system, and made far-reaching proposals for the
extension of social assistance to those who are currently
excluded, as well as the introduction of mandatory
retirement provisions and institutional reform to achieve
a more cohesive, efcient and responsive social security
system. This report will form the basis of the government-
wide reform agenda which is being developed under the
auspices of the Inter-Ministerial Committee on Social
Security and Retirement Reform. Over the next ve years,
the Department will progressively expand its social safety
net to ensure that all those eligible for social grants are
able to access the benets, including distress relief.
The Appeals Tribunal for Social Assistance Appeals was
established to deal with social assistance appeals as
contemplated in section 18 of the Social Assistance Act,
2004 (Act 13 of 2004) as amended. Key to the mandate of
the Appeals Tribunal is the need to give effect to the right
of access to social assistance by providing an effective
and efcient internal remedy.
The Minister for Social Development has appointed 128
panelists consisting of medical and legal professionals
assisted by members of civil society, as well as a
dedicated secretariat. An Appeals Service Delivery Model
has also been developed, providing for a three-stage
adjudication process entailing:
Pre-Adjudication Services
Adjudication Services
Post-Adjudication Services
A Collaborative Framework of Engagement has been
developed. It provides for the administrative and
participatory involvement of key stakeholders such as
SASSA, civil society organisations, and members of the
legal fraternity representing appellants.
7.3 The programme consists of the following
sub-programmes:
Social Assistance: provides for the development of
policies for non-contributory income support through
social assistance.
Social Insurance: provides for the development
of policies and legislation for contributory income
support related to employment-based risks and other
contingencies.
Policy Implementation: supports the development
and implementation of strategies for nancing social
insurance programmes to enhance self-reliance.
Social Assistance Transfers: provides for social
assistance transfers to households.
SASSA: provides for the administration and integrity
improvement costs related to the payment of social
assistance grants, and for the operational costs of the
agency.
SASSA: provides for the establishment and operation
of the Management Information System.

7. Programme 2: Comprehensive Social Security
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Programme 2: Comprehensive Social Security
R000 R000 R000
Social Assistance 20 170 21 510 22 676
Social Insurance 35 153 17 463 18 423
Appeals Tribunal 72 455 53 942 45 639
Social Assistance Grants 89 368 151 98 594 167 106 808 024
SASSA 5 611 387 6 077 813 6 132 676
SASSA MIS 20 000 20 000 20 000
Contributions and Afliations 1 000 1 059 1 118
Administration 8 181 8 690 9 191
TOTAL 95 136 497 104 794 645 113 057 747

8. Programme 3: Social Welfare Services
8.1 Purpose
To create an enabling environment for the delivery of
equitable developmental welfare services through the
formulation of policies, standards, best practice, and
support to social service providers.
Welfare services cover a wide range of policies and
programmes designed to address the needs of vulnerable
members of society, particularly children, older people,
victims of violence, and people with disabilities. Over the
past two years the Department has prioritised welfare
services, particularly the development of key laws and
building capacity in terms of social service professionals.
Much more still needs to be done to improve capacity
through the Recruitment and Retention Strategy, which
focuses on providing scholarships to youths interested in
pursuing careers in social work. A total of 6 373 needy
and previously disadvantaged undergraduate students
beneted from the scholarship programme during the
2009/10 nancial year. A total of 635 graduates were
placed in different provinces in February 2009.
In the past nancial year, the South African Council for
Social Service Professions (SACSSP) focused on key
developmental areas such as the professionalisation of
the sector, education, development and training, aqnd
professional conduct. This was done via the following
projects and programmes: the organising Framework for
Occupations, the Professionalisation of new occupations,
policy guidelines for employers, and promoting the council
and board in the SADC region and internationally.
Great strides have been made in developing norms and
standards for addressing the lack of uniformity in the delivery
of social welfare services. These will be nalised soon.
The underfunding of service delivery partners (NGOs)
remains a challenge, and the economic recession has
worsened the situation. This area will receive attention in
the medium term.
The regulations under the Older Persons Act have been
nalised, and will enhance the implementation of the Act.
The Department has begun to align policies in respect
of people with disabilities with the UN Convention. This
initiative is aimed at ensuring that all people with disabilities
enjoy full and equal human rights and freedoms, and
promoting respect for their inherent dignity.
The Department is working towards implementing the
Childrens Act, Act 38 of 2005. The Act provides legal
remedies to ensure the protection of children. All children
have a right to live and grow in a safe and protective
environment which is free of violence or any other
physical, emotional, or psychological threats. Promoting the
protection of children as a key strategy in various sectors of
society continues to enjoy prominence.
Adoption as a preferred option for children has not been
widely utilised in South Africa. The annual number of
adoptions has remained static over the past ve years,
at about 2 450 a year. A total of 12 257 children were
adopted over all ve years. Therefore, adoptions need to be
promoted nationally as a preferred mode for the permanent
placement of children.
In South Africa foster care is the most common way of
providing needy children with care and protection. In
September 2009 a total of 537 785 children were in foster
care, compared to 215 765 in September 2000. This
represents an increase of 20% since 1996 and a staggering
96% since 2004. The increase in the number of children
who require foster care calls for measures to ensure that
foster care placements are of a good quality and address
the best interest of the children in question.
According to a census conducted by the National Alliance
for Street Children (NASC), 13 275 children were living and
working in the streets in 2004.
implemented during the year 2010/11, and the Department
needs to ensure the provision of diversion programmes by
nalising the accreditation system and the National Policy
framework.
8.2 Programme description
Service Standards: co-ordinates overarching
policies, legislation, programmes, and norms and
standards for social welfare services delivered by
government and the non-government sector.
Substance Abuse and Central Drug Authority:
develops and monitors policies, legislation, and
norms and standards for substance abuse.
Older Persons: develops and monitors policies,
legislation, and norms and standards for social
welfare services to older people.
People with Disabilities: develops and monitors
policies, legislation, and norms and standards for
social welfare services to people with disabilities.
Children: develops, monitors and facilitate the
implementation of policies, legislation and programme
to protect, empower and support children.
Family: develops, monitors and facilitates the imple-
mentation of policies, legislation and programmes to
empower families.
Victim Empowerment: develops, monitors and
facilitates the implementation of policies, legislation
and programmes to empower victims of crime and
violence.
Social Crime Prevention: develops, monitors and
facilitates the implementation of policies, legislation
and programmes to protect, empower and support
children, youth and adult offenders, and victims in the
criminal justice system.
Service Provider Support and Management: provides
management and support to national councils and
other professional bodies, and administer payments to
these institutions.
Street children are a manifestation of the social and
economic problems which erode family life and and make it
more difcult for them to harbour and care for children.
The Department plays a signicant role in the Justice, Crime
Prevention and Security (JCPS) cluster, and is providing
leadership towards the implementation of the Victim Support
Service and Diversion programmes. In its attempt to address
social crime, the Department will focus on the following:
Strengthen the provision of services to children and
young persons in conict with the law;
Victim Empowerment programmes;
Substance Abuse; and
Promotion of Family values.
Healthy working relationship with other departments and
NGOs (NICRO, Khulisa, and Restorative Justice Centre)
are central to DSDs service delivery. Human resource
shortages undermines the implementation of probation
services and social crime prevention. Additionally, secure-
care facilities for children awaiting trial are inadequate,
resulting in children awaiting trial in police cells and
correctional facilities.
There is also a need for capacity-building in respect
of Victim Empowerment and family issues in order to
enable service providers to provide quality services in the
prevention of gender-based violence. Initial steps in this
regard include the rollout of the Men and Boys strategy,
the shelter strategy, the establishment of three one-stop
centres, and the development of a database and victims
survey mechanism for victims of crime and violence.
Capacity will also be built in Family Preservation Services,
Marriage Preparation and Marriage Enrichment, Parenting/
Primary Care-giving, and Families in Crises .
Substance abuse has become a key issue and it is
important to nalise the regulations for substance abuse
legislation to be able to strengthen services while reviewing
the national interventions. The Child Justice Act will be fully
8
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Programme 3: Policy Development, Review and Implementation
2010/11 2011/12 2012/13
Support for Welfare Services
R000 R000 R000
Service Standards 239 190 260 861 274 461
Substance Abuse and CDA 12 932 14 020 14 763
Older Persons 7 592 7 843 8 259
People with Disabilities 5 096 5 413 5 701
Children 26 403 28 441 29 953
Families 6 531 6 892 7 258
Victim Empowerment 6 470 6 859 7 200
Social Crime Prevention 7 623 8 046 8 473
Service Provider Support and Management 23 525 24 936 26 261
Contributions and Afliations 202 223 235
TOTAL 346 047 374 652 394 272

9. Programme 4: Community Development
9.1 Purpose
To create an enabling environment for empowering the
poor and vulnerable through the promotion of and support
for community development work, strengthening of
institutional arrangements, and dialogue with civil society.
9.2 Situation analysis
Through the Community Development Programme,
the Department is developing policies, strategies,
programmes and tools for empowering and building the
capacities of the poor and vulnerable as well as affected
communities to unleash their potential for sustainable
community development. The programme will focus on
the development and implementation of programmes to
assist the poor and vulnerable groups to access decent
work and improve their incomes, assets, and capacities
to enhance their livelihoods. Given its contribution
to building cohesive communities, the Community
Development Programme is leading the process of
developing the national community development policy
framework. This process will facilitate the development
of norms and standards for community development
practice to ensure the delivery of responsible and
effective community development services. In order to
achieve these objectives, the programme will facilitate the
improvement of the capacity of the sector, including the
capacity of Community Development Forums to stimulate
and support community-driven development initiatives.
While registration is voluntary, many NPOs choose to
register and be accountable to donors and communities.
The NPO registration therefore provides a much-needed
base for civil society organisations to manage their
affairs effectively and accountably. Since inception, new
applications have increased drastically and have created
a burden to the Department, as available staff could not
deal with all applications in time. Many NPOs do not
comply with the NPO Act due to lack of capacity, and are
bound to be struck from the register. During the next few
years the unit will focus on simplifying registration and
strengthening the capacity of NPOs.
One of the key developments in respect of HIV / AIDS is the
development and expansion of an integrated Monitoring
and Evaluation system for home and community-based
care at all levels of governance and service delivery in
the country. This is being done in collaboration with the
Department of Health, and drawing on technical and
financial assistance from the Japanese International
Co-operation Agency. The project was initiated following
observations and recommendations in research studies
on how the two Departments could address the challenge
of collating, analysing, and disseminating quality HCBC
information in a way that would be useful to policy-makers
and implementers. The HCBC M&E system has been
implemented in four provinces, and will be expanded to
the remaining ve in the 2010/11 nancial year.
A three-year partnership with the German Development
Bank (commonly known as KfW Banking Group) has been
secured for implementing a care and support project
targeting child- and youth-headed households in two
provinces, namely Limpopo and KwaZulu Natal. The
overall goal of the partnership is to implement a skills
development programme for child and youth-headed
households, and help to improve their living conditions.
Sustainable Livelihoods: develops and provides
support for the implementation of programmes,
strategies and tools for sustainable livelihoods, and
manages service delivery partners.
Community Development Policy and Service
Standards: devel ops and faci l i tates the
implementation of policies, guidelines, norms and
standards to ensure the effective and efficient
delivery of community development services and
programmes.
Youth: develops and facilitates the implementation
of policies, legislation and programmes to protect
vulnerable youth.
Non-Prot Organisations: builds capacity of NPOs
and ensures efciency in the registration of NPOs
and monitoring of their compliance to the Non-prot
Organisations Act (1997).
HIV and AIDS: develops, supports and monitors
the implementation of policies, programmes and
guidelines to prevent and mitigate the impact of
HIV and AIDS in line with the 20072011 National
Strategic Plan for HIV and AIDS, STIs, TB and Malaria.
National Development Agency: provides grants to
civil society obligations to implement sustainable
community-driven projects that address food security,
and create employment and income opportunities.
9
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2010/11 2011/12 2012/13
Programme 4: Community Development
R000 R000 R000
Sustainable Livelihood 8 409 8 787 9 234
Community Development and Service Standards 8 134 8 605 9 028
Registration and Institutional Capacity Building of NPOs 17 013 17 641 19 013
Youth 5 747 6 114 6 416
HIV and AIDS 64 764 68 161 70 516
National Development Agency 83 469 163 724 171 910
Contributions and Afliations - - -
TOTAL 194 389 280 277 293 715
10.1 Programme purpose
The purpose of the Strategy and Governance programme
is to lead the strategic planning process in the national
as well as provincial Departments; ensure that the
national Departments core strategic functions are well
supported operationally and integrated into various
strategic plans, including those of public entities; promote
and provide social policy insight; integrate population
and development issues into planning processes; and
co-ordinate the social sector aspects of the Expanded
Public Works Programme (EPWP).
The Strategy and Governance unit has developed a Sector
Strategic Objective Framework (SSOF) which identies
key priorities and indicators for the next ve years.
These centre on social development areas that require
improvement, and on fast-tracking the government
priorities set out in the MTSF. This work will be supported
by considering the suitability of the current social
development service delivery model, enhancing social
infrastructure, improving services provided to customers,
optimising business processes, and ensuring adequate
nancing mechanisms.
Achieving these priorities will require the strengthening
of monitoring and evaluation capacity within the social
sector. To this end, the Department hosted a ve-day
training course known as the International Programme
for Development Evaluation Training (IPDET) offered
by Carleton University, Canada, and the World Bank.
This capacity-building initiative will continue to prepare
ofcials to undertake high-quality planning, monitoring,
and evaluation of outcomes.
The Department has accelerated its participation in
the EPWP. The sector exceeded its allocated target of
creating 150 000 work opportunities a year ahead of the
scheduled period, and the nal recorded performance
was 174 255. Over the next three to ve years it will focus
on further expansion in order to reach the targets set by
the President, and improve the quality of the employment
opportunities created via the EPWP.
The Department has developed a performance and
compliance reporting framework for public entities as
contemplated in the Public Finance Management Act
(PFMA) and Treasury Regulations. This initiative will be
enhanced by the development of additional instruments
such the Corporate Governance Framework for public
entities, statutory bodies and boards. While the short-
term focus will be on this enhancement exercise, it will
subsequently shift to more strategic interventions such as
reviewing the founding legislation, and the formulation of
strategies to support entity performance.
Population and development research undertaken during
2008/09 generated useful evidence for informing policy-
making and planning in different government sectors,
including the DSD. Capacity-building programmes
continued in the areas of population studies; population,
environment and development integration; and HIV &
AIDS, targeting all three spheres of government as well
as civil society. The key strategic areas for the next ve
years will include the promotion of gender and equality,
youth development, HIV / AIDS, and other health-related
concerns.
Since its inception in 2006, the Social Policy unit has
introduced, championed and institutionalised Evidence-
Based Policy-Making (EBPM) in the DSD and the social
sector by working with line function directorates on
various research initiatives and policy development
endeavours. It has succeeded in injecting social policy
thinking and perspectives at the start of research and
policy development initiatives.
It has also extended its work in the social sector by
playing a leading role in key interventions, such as the

10. Programme 5: Strategy and Governance
Entity Oversight oversees all entities, agencies and
boards reporting to the Department.
Social Policy Co-ordination is tasked with
introducing, championing and institutionalising
Evidence-Based Policy-Making (EBPM) in the DSD
and the social sector.
Special Project Co-ordination provides co-ordination,
incubation and innovation of Departmental and social
cluster initiatives such as the EPWP.
Population and Development provides policy,
monitoring and planning advice on the governments
population policy.

Programme 5: Strategy and Governance
ght against poverty. It has achieved this by training
senior government officials in the Department, the
broader social sector, and the Presidency. To date, 250
senior public ofcials have been trained in social policy
and social policy analysis. The Social Policy Programme
has faced challenges including a lack of co-operation
in the way in which directorates have responded
to its efforts. Some still do not appreciate the value of
the social policy approach and EBPM, and the need for
systematic and co-ordinated research. This has led to
some directorates bypassing the Social Policy Programme
and commissioning research that has not added value to
the Departments mandate. The over-reliance by certain
directorates on consultants in conceptualising and
executing their research is also another challenge that
has, at times, resulted in poor research outcomes.
Strategy Development and Management develops
the Departments strategic plan, promotes effective
planning in the social sector, improves operational
efciency, and considers mechanisms to improve
customer satisfaction across the sector.
Monitoring and Evaluation develops and oversees
the implementation of a comprehensive monitoring
and evaluation system aimed at improving service
delivery across the sector.
1
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Programme 5: Strategy and Governance
R000 R000 R000
Strategy Development and Management 13 652 14 807 16 323
Monitoring and Evaluation 12 904 13 909 14 653
Entity Oversight 9 345 10 533 11 123
Social Policy Co-ordination 4 378 4 987 5 255
Special Projects Co-ordination 6 897 6 634 6 987
Population Development 19 798 20 488 21 581
TOTAL 71 361 76 004 80 815
Links to other plans
Part
3
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Asset operations
management
Supporting management
functions
The Government Immovable Asset Management Act (GIAMA)
(Act 19 of 2007) calls for a paradigm shift in terms of which
government is meant to move from its current position of property
consumer to that of an immovable asset manager. In this context,
the various asset management components in the social sector
are set out in the diagram below. The sector will focus on
initiatives aimed at preparing it to assume these functions as part
of a broader change management strategy over the period of this
Strategic Plan.
The DSD therefore has two areas of focus within the infrastructure
programme. At a provincial level, an infrastructure plan is in place
to address infrastructure matters as they relate to the provision
of facilities to enable service delivery. To this end, the social
sector utilises different types of facilities aligned to legislative
requirements. These include Child and Youth Care Centres,
childrens homes, reform schools, places of safety, secure care
facilities, schools of industries at old age homes, homes for
people with disabilities, protective workshops, shelters for abused
women and victims of crime, substance dependency treatment
centres, SASSA pay points, service centres for older persons, and
community centres/halls and ofces. In addition, some services
are rendered using other government facilities, e.g. Department
of Health clinics, and Thusong service centres managed by
Government Communication and Information Services (GCIS).
Leadership and support are provided to provinces in respect
of the management of the infrastructure portfolio as it relates
to the acquisition of new buildings, maintenance, repairs, and
the upgrading of existing facilities. Each provincial department
therefore has its own infrastructure plan which is aligned to the
sector goals.
The other area of focus is at a national level. During the period
covered by this Strategic Plan, steps will be taken to secure
shared ofce accommodation for DSD, SASSA and the NDA. The
Department of Public Works has been contacted in this regard,
and, once plans have been nalised, funding applications to
National Treasury will follow in 2010/11.

11. Links to long-term infrastructure and other capital plans
The DSD recognises risk management as an integral part of
responsible management, and therefore adopts a comprehensive
enterprise approach to the management of risks. We dene risk
as any event that may have an impact on the achievement of
objectives; therefore, all risk management efforts will be focused
on supporting the DSDs objectives. Equally, it must ensure
compliance with relevant legislation, and full the expectations
of employees, communities, and other stakeholders in terms of
corporate governance.
DSD subscribes to the fundamental principles that all resources
will be applied economically to ensure:
The highest standards of service delivery;
A management system containing the appropriate elements
aimed at minimising risks and costs in the interest of all
stakeholders;
Education and training of all staff to ensure continuous
improvement in knowledge, skills and capabilities which
facilitate consistent conformance to the stakeholders
expectations; and
Maintaining an environment, which promotes the right attitude
and sensitivity towards internal and external stakeholder
satisfaction.
In view of the above, the DSD has adopted an entity-wide
approach to risk management, which implies that every major
risk in each section of the DSD will be included in a structured
and systematic process of risk management. It is anticipated

12. Risk Management Plan
ENTERPRISE RISK MANAGEMENT FRAMEWORK
Oversight
Framework
Executive Authority;
Risk Management
Committee;
Audit Committee
National Treasury;
Parliamentary
Committees
Assurance
Internal Audit
External Audit
Technology and
Tools
Information Systems
Templates
Guidelines
Support
Chief Risk Offcer
Risk Champions
National Treasury
Implementation
Accounting Offcer
Management
Other Personnel
Process
Framework
Internal Environment
Objective Setting
Risk Identifcation
Risk Assessment
Risk Response
Control Activities
Information and
Communication
Monitoring
Drivers
Legal Framework
National Departments
Corporate
Governance
Guidelines
Service Delivery
Imperatives
Enablers
Risk Management
Policy
Risk Management
Strategy
Resources
Funding for ERM

Risk Management Plan
The DSD risk assessment process is undertaken annually, and
follows the steps depicted in the diagram below.
All business units within DSD are subjected to this process based
on an assessment of both strategic and operational objectives.
This would culminate in a business units risk plan which is then
analysed and consolidated into an annual DSD risk assessment
report, usually during the first quarter of the new financial
year. Monitoring of progress in respect of risk management is
undertaken by the Risk Management unit located in the Chief
Operations Ofcers branch, and reporting is done regularly to the
executive and audit committees.
that the risk management processes will become embedded into
DSD systems and processes, ensuring that our responses to risk
remain current and dynamic.
Monitor Risks
Identify
Risks
Analyze
Risks
Evaluate
Risks
Resolve
Risks
Planning for
Risk
Management

13. Aligning resources with the Strategic Plan
2010/11 2011/12 2012/13
Social Development R000 R000 R000
P 1: Administration 180 766 189 825 197 174
P 2: Comprehensive Social Security 95 136 497 104 794 645 113 057 747
P 3: Policy Development, Review and implementation support for Welfare Services 346 047 374 652 394 272
P 4: Community Development 194 390 280 277 293 715
P 5: Strategy and Governance 71 361 76 006 80 816
TOTAL 95 929 061 105 715 405 114 023 724
2010/11 2011/12 2012/13
Programme 1: Administration R000 R000 R000
Minister 1 816 1 916 2 012
Deputy Minister 1 496 1 578 1 657
Management 7 135 7 887 7 983
Corporate Services 146 954 152 688 157 851
Communication 13 087 13 678 14 365
Information Technology, Management and Systems 28 434 29 108 30 276
Human Capital Management 17 800 18 601 19 421
Legal Services 7 748 8 143 8 584
Cluster and Executive Support 12 400 12 965 13 662
Financial Management and Administration 32 661 33 640 34 355
Financial Planning and Monitoring 10 531 10 985 11 334
Ministry 14 493 15 237 15 247
Internal Audit 4 008 4 202 4 433
Security Services 5 793 6 130 6 172
Property Management 23 317 24 956 26 827
Government Motor Transport 48 800 844
TOTAL 180 766 189 825 197 174

Aligning resources with the Strategic Plan
2010/11 2011/12 2012/13
Programme 2: Comprehensive Social Security R000 R000 R000
Social Assistance 20 170 21 510 22 676
Social Insurance 35 153 17 463 18 423
Appeals Tribunal 72 455 53 942 45 639
Social Assistance Grants 89 368 151 98 594 167 106 808 024
SASSA 5 611 387 6 077 813 6 132 676
SASSA MIS 20 000 20 000 20 000
Contributions and Afliations 1 000 1 059 1 118
TOTAL 95 136 497 104 794 645 113 057 747
Programme 3: Policy Development, Review and Implementation 2010/11 2011/12 2012/13
Support for Welfare Services R000 R000 R000
Service Standards 239 190 260 861 274 461
Substance Abuse and CDA 12 932 14 020 14 763
Older Persons 7 592 7 843 8 259
People with Disabilities 5 096 5 413 5 701
Children 26 403 28 441 29 953
Families 6 531 6 892 7 258
Victim Empowerment 6 470 6 859 7 200
Social Crime Prevention 7 623 8 046 8 473
Service Provider Support and Management 23 525 24 936 26 261
TOTAL 346 047 374 652 394 272
2010/11 2011/12 2012/13
Programme 4: Community Development R000 R000 R000
Sustainable Livelihood 8 409 8 787 9 234
Community Development Service Standards 8 134 8 605 9 028
Registration and Institutional Capacity Building of NPOs 17 013 17 641 19 013
Youth 5 747 6 114 6 416
HIV and Aids 64 764 68 161 70 516
National Development Agency 83 469 163 724 171 910
Contributions and Afliations to Other Bodies
Community Development Administration 6 854 7 245 7 598
TOTAL 194 390 280 277 293 715
2010/11 2011/12 2012/13
Programme 5: Strategy and Governance R000 R000 R000
Strategy Management and Development 13 652 14 807 16 323
Monitoring and Evaluation 12 904 13 909 14 653
Entity Oversight 9 345 10 533 11 123
Social Policy Coordination 4 378 4 987 5 255
Special Projects Coordination 6 897 6 634 6 987
Population Research 19 798 20 489 21 581
Contributions and Afliations to Other Bodies 533 556 586
Strategy Administration 3 854 4 091 4 308
TOTAL 71 361 76 006 80 816
Annexure 1: Personnel per programme and subprogramme
Programme Component/subcomponent Filled Vacant Total
P1: Administration Minister 1 0 1
Deputy Minister 1 0 1
Management 6 0 6
Communication 23 3 26
Chief Financial Ofcer 46 5 51
Human Capital Management 41 7 48
Legal Services 13 1 14
Cluster Co-ordination 19 3 22
Ministerial Services 10 2 12
Deputy Ministerial Services 5 1 6
Finance and Risk 55 7 62
Financial Planning 15 2 17
Internal Audit 9 1 10
Security Services 14 1 15
P1: Administration 258 33 291
P2: Comprehensive Social Security Administration 3 0 3
Social Assistance 21 2 23
Social Insurance 14 0 14
Policy Implementation 4 1 5
P2: Comprehensive Social Security 42 3 45
P3: Policy Development, Review and Imple-
mentation of Welfare Services
136 7 143
Welfare Services and Transformation Directorate: Service Standards 9 2 11
Directorate: Social Service Provider Management
& Support
11 0 11
Directorate: Care & Service to Older persons 7 1 8
Directorate: Service to People with Disability 7 0 7
Directorate: Families 9 0 9
Chief Directorate: Welfare Services
Transformation
5 0 5
Welfare Services and Transformation 48 3 51

Annexures
Children Directorate: Child Protection 20 1 21
Directorate: Adoptions and International Social
Services
15 1 16
Directorate: Orphans, Vulnerable Children
and ECD
10 0 10
Chief Directorate: Children 4 0 4
Children 49 2 51
Social Crime Prevention & Substance Abuse Directorate: Substance Abuse & CDA 13 0 13
Directorate: Victim Empowerment Programme 10 0 10
Directorate: Social Crime Prevention 10 2 12
Chief Directorate: Families & Social Crime
Prevention
3 0 3
Families & Social Crime Prevention 36 2 38
Welfare Services Administration 3 0 3
Welfare Services 3 0 3
P4: Community Development
Community Development Chief Directorate: Community Development 4 1 5
Directorate: Community Dev. Policy & Service
Standards
11 0 11
Directorate: Youth Development 6 1 7
Directorate: Sustainable Livelihood 12 0 12
Community Development 33 2 35
NPOs and Partnerships Chief Directorate: NPO and Partnerships 3 0 3
Directorate: Registration and Compliance Facility 19 0 19
Directorate: Database Man. & Stakeholders
liaison
2 1 3
Directorate: Institutional capacity Building 4 1 5
NPOs and Partnerships 28 2 30

Annexures
Annexure 1: Personnel per programme and subprogramme
HIV and AIDS Directorate: Prevention 11 0 11
Directorate: Care & Support 16 1 17
Chief Directorate: HIV / AIDS 5 0 5
HIV and AIDS 32 1 33
Integrated Development
Administration 3 0 3
Integrated Development 3 0 3
P4: Community Development 96 5 101
P5: Strategy and Governance Chief Directorate: Special Projects 6 1 7
Chief directorate: Strategy, Planning,
Development & Risk Management
10 2 12
Chief Directorate: Monitoring & Evaluation 17 2 19
Chief Directorate: Entity & Oversight
Management
4 0 4
Chief Directorate: Population & Development 36 4 40
CD: Economics of Soc Pro 1 1 2
Appeals Centre 14 0 14
Administration 6 1 7
P5: Strategy and Governance 94 11 105
TOTAL SOCIAL DEVELOPMENT 2009/10 P1: Administration 258 33 291
P2: Comprehensive Social Security 42 3 45
P3: Policy Dev, Review & Implementation of
Welfare services
136 7 143
P4: Community Development 96 5 101
P5: Strategy and Governance 94 11 105
TOTAL SOCIAL DEVELOPMENT 2009/10 626 59 685
Annexure 2: Monitoring and reporting
According to the Public Finance Management Act (PFMA), the
Department is required to submit quarterly performance reports
to the Minister on progress made towards implementing the
goals set out in the Strategic Plan. Quarterly reporting enables
senior managers to identify and address potential impediments
to service delivery. The Department also reviews programme
performance by means of mid-term reviews that enable senior
managers to review progress in implementation, adjust their
plans, and formulate revised implementation strategies for the
remainder of each nancial year. Programme managers also
submit monthly reports to the Director-General, and key aspects
of these reports are discussed at the monthly meetings of the
Departments Executive Committee (EXCO).
At the end of each nancial year, the DSD produces a detailed
annual report which is tabled in Parliament as required by the
PFMA. The Department also reports regularly to other structures
such as the government clusters on cluster-specic issues. Heads
of Social Services meetings, comprising the Heads of Social
Development and the Director-General of Social Development
as Chairperson, are held monthly to discuss social sector issues.
Ministers and Members of Executive Councils (MINMEC), with the
Minister of Social Development as chairperson also meet regularly
to discuss the implementation of strategic goals and other related
matters.

Acronyms and abbreviations
ADAP Anti-Drugs and Alcohol Programme
AIDS Acquired Immune Deciency Syndrome
APS Anti-Poverty Strategy
ASGI-SA Accelerated and Shared Growth Initiative of South Africa
AU African Union (Formerly OAU)
BBBES Broad Based Black Economic Strategy
BPM Business Process Management
BPR Business Process Reengineering
CBO Community-Based Organisation
CD Community Development
CDA Central Drug Authority
CDF Community Development Forums
CDG Care Dependency Grant
CDP Community Development Policy
CDW Community Development worker
CMP Contract Management Protocol
CP Country Programme
CPR Computer Peripheral Repairs
CSG Child Support Grant
CSI Corporate Social Investment
CSO Civil Society Organisation
CSR Corporate Social Responsibility
DCS Department of Correctional Services
DFID Department for International Development
DPLG Department of Provincial and Local Government
DPSA Department of Public Service and Administration
DRC Democratic Republic of Congo
DRFB Disaster Relief Fund Board
DSD Department of Social Development
EBPM Evidence Based Policy Making
ECD Early Childhood Development
EDMS Electronic Document Management System
ENE Estimates of National Expenditure
EPWP Expanded Public Work Programme
EU European Union
EXCO Executive Committee
FBO Faith-Based Organisations
FOSAD Forum of South African Directors-General
GDS Growth and Development Summit
GIAMA Government Immovable Asset management Act
GIS Geographic Information System
HCBC Home/Community-Based Care
HCM Human Capital Management
HIV Human Immunodeciency Virus
HR Human Resource
HRSRC Human Resource Development Strategy
HSD Heads of Social Development
HSRC Human Science Research Council
HWSETA Health and Welfare Sector Education and Training
Authority
IBSA India, Brazil, South Africa
ICPD International Conference on Population and Development
IDP Independent Development Programme
IDT Independent Development Trust
IEC Information, Education and Communication
IGR Inter-Governmental Relations
IIA Institution for Internal Auditors
IM Information Management
IMCSSRR Inter-Ministerial on Social Security and Retirement Reform
IMST Information Management System Technology
IPDET International Programme for development Evaluation
Training
IPDLGS Integrated Population and Development Local Government
Strategy
ISDM Integrated Service Delivery Management
ISRDP Integrated Sustainable Rural Development Programme
ISS International Social Service
ISSA International Social Security Association
IT Information Technology
JCPS Joint Crime Prevention Strategy
KM Knowledge Management
KZN KwaZulu-Natal
LMP Litigation Management Protocol
MDG Millennium Development Goals
M&E Monitoring and Evaluation
ME&R Monitoring, Evaluation and Reporting
MINMEC Minister and Members of the Executive Committees
Council
MIS Management Information System
MISP Management Information System Plan
MOU Memorandum of Understanding
MSP Municipal Support Programme
MTEF Medium-Term Expenditure Framework
MTSF Medium-Term Strategy Framework
MYPP Masupa-tsela Youth Pioneer programme
NAP National Action Plan
NARS National Archives and Records Service
NDA National Development Agency
NDMP National Drug Master Plan
NEDLEC National Economic Development and Labour Council
NEPAD New Partnership for Africas Development
NFES National Food Energy Scheme
NGO Non-Governmental Organisation
NISIS National Integrated Social Information System
NPO Non-Prot Organisation
NSG National Specic Goals
NSP National Social Policies
NSSF National Social Security Fund
NT National treasury
NYSP National Youth Service Programme
OSD Occupational-Specic Dispensation
OVC Orphans and Vulnerable Children
PDE Population Development and Environment
PDIS Population and Development Information Service
PFMA Public Finance Management Act
PMDS Performance Management Development System
POA Programme of Action
PPM Programme in Project Management
PPP Public-Private Partnership
PQ Parliamentary Questions
PRP Poverty Relief Programme
PSETA Public Service Education and Training Authority
QA Quality Assurance
QMP Quality Management Plan
RFB Refugee Relief Fund Board
RI Rehabilitation International
SA South Africa
SACSSP South African Council for Social Services Professions
SADC Southern African Development Community
SADHS South African Demographic and Health Survey
SAPS South African Police Services
SASSA South African Social Security Agency
SDIMS Social Development Information Management System
SDLC Software Development Life Cycle
SDS Social Development Strategy
SGB Standards Generating Body
SHD Sustainable Human Development
SHS Sustainable Human Settlement
SLA Service-level Agreement
SLA Sustainable Livelihoods Approach
SOCPEN Social Security Pension System
SPCDC Social Protection and Community Development Cluster
SPFB State President Fund Board
SPO Specic Project Ofcer
SRFB Social Relief Fund Board
SSOF Sector Strategy Objective Framework
STI Sexually Transmitted Infection
TOR Terms of Reference
TUT Tshwane University of Technology
UIF Unemployment Insurance Fund
UN United Nations
UNC United Nations Convention
UNFPA United Nations Population Fund
URP Urban Renewal Programme
VAPO Volunteer Assistant Probation Ofcer

Notes

Notes
Enquiries:
Tel:
Fax:
Toll Free Number:
Website:
RP225/2009
Chief Directorate Communication
Department of Social Development
Private Bag X901, Pretoria
Republic of South Africa
+27 12 312 7653
+27 12 312 7988
0800 60 1011
www.dsd.gov.za
ISBN: 978-0-621-38897-8

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