War on Poverty Campaign Progress Report. Portfolio Committee on Social Development 13 th October 2009

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1 War on Poverty Campaign Progress Report Portfolio Committee on Social Development 13 th October

2 Purpose To appraise the Portfolio committee on the following: Progress made in the War on Poverty Campaign The role of the Department of Social Development 2

3 Vision Poverty Eradication Strategic Objectives Economic opportunities; Human development; Income security; Access to assets; Basic services social wage; Social inclusion & social capital; Environmental sustainability; Healthcare; Good governance. Background Mission Align, co-ordinate & supervise antipoverty initiatives; Reduce, reverse & prevent poverty; Change the trajectory of anti-poverty programmes; Support able-bodied people to exit poverty & be self-reliant; Provide safety net for vulnerable groups. 3

4 Background Target Beneficiaries Women; Children; Youth; The disabled; The aged; Approach Chronically ill; The unemployed; Working poor; Rural areas, townships, shanty towns & inner cities. Human rights-based approach; Pillars Anti-Poverty Movement; Comprehensive Poverty Analytics; Poverty Information Management System; Anti-Poverty Service Delivery Framework; and Poverty Prevention & Exit Monitoring System; Community solidarity; Household a unit of analysis & action; Area-based approach; and Chronic poverty focus & priority. 4

5 Integrated Service Delivery Framework START: Establish War Rooms, Select poor wards, Norms & Standards & Exit strategy, Buy-in, Community Mobilisation, Change Agents, Train field staff, IDPs, etc Community Profiling CDPs + CDW, etc) to collect missing data + data verification (needs, assets, opportunity) to generate baseline information & feed into IDPs Delivery of nonnegotiable and targeted services to households & community Service Provision Planning Profile Households using door to door approach and Capture Data using Hand Held Devices or Scan Integrated Delivery of Services Short-term (90 days, Medium 91 to 180 days, long-term >6 months) Norms & Stds should be monitored + Exit strategy Verification of Services Delivered Monitoring & Evaluation Reports END: Feedback to Households & Communities Quality Assurance of data collected & storing of data in central database Service Referrals to Implementing agents NEW CYCLE: Revisit deprived wards, profile households, provide service, capture & store data centrally, refer service demands to agencies, verify service delivery, monitor all processes of the system & update it. Implementation Ongoing Updating on the Information Management System, Monitoring & Evaluation, Communication & Change Management 5 5

6 Successes Established national & provincial War Rooms; Identified most deprived wards in 9 provinces; Developed a tool to profile poor HHs; Launched the Campaign in 8 provinces; Identify & train cadres for door-to-door visits; Profiled 330 HHs through door-to-door visits; Identified & referred the needs of profiled HHs to implementing agents; Developed a Poverty Information Management System; Developed a Poverty Referral System; 6

7 Successes Developed a Poverty Monitoring & Evaluation System; Engaged national, provincial & municipal political principals & officials in the door-to-door visits; Mobilise NGOs & private sector to participate; Enlisted the participation of poor HHs; Provide immediate & available interventions; and Facilitate medium to long-term interventions. 7

8 Social needs identified 330 HHs were profiled with a total of 1602 members; A total of 223 social needs were reported by HHs; Social needs ranged from grants to food parcels; and 67% of social needs were delivered 8

9 Lessons Community & HH profiling tools need improvement; Interventions should cover all HHs service needs; All stakeholders need change management support to internalize the War Room approach; CDWs & other field workers need full support to enable the success of integrated service delivery; Government partnership with business & civil society is imperative; Support the capacity of poor HHs to participate; Support the capacity of HH change agents; and Time limits can be set for services delivery. 9

10 Challenges Competing demands on political champions limited their participation in the Campaign; Limited time induced the Campaign to prioritize & leave out of some activities; Limited human resources in the War Rooms; No dedicated budget for the operations of the Campaign; Limited basket of services; Minimal involvement of business & civil society; Lack of active participation from some key departments; Challenges Lack of capacity for community development workers; Insufficient resources to support the development of the IMS; and Appropriate interventions are needed to respond to the serious implications posed by the following during the pilot: The preponderance of young people; Unskilled; Semi-literate; Mostly rural; and With no income. 10

11 NTT : Specific Tasks for DSD Development of a Community Profiling Framework and tools to: Assist in determining the appropriate course of action Provide a common basis upon which policy makers can identify shared aims and priorities Promote generation of new ideas in the public domain for further deliberations Consolidation of the DSD Qualitative HH profiling tool with the STATSA HH profiling tool 11

12 Achievements DSD qualitative HH profiling tool consolidated with the STATSA tool Community Profiling Framework and Guidelines developed and approved by the NTT Developed with the NTT a concept document on Community change agents and their role in household and community profiling Developed a Program of Action on community profiling in the 75 most deprived wards which were identified by STATS-SA as part of the support to the roll out of the Campaign Social grants and other related interventions provided e.g. Food parcels; HH vegi-tunnels 12

13 Achievements Facilitated the identification of Change Agents by Provinces Community profiling of Muyexe Village during the Mandela week as part of the 67 min activities Outcome of the Community Profile to be aligned to IDPs SLA training of CDPs now taking place (27-30 July) 36 CDPs attending (Train-the-Trainer) in preparation for the roll-out to 150 wards 13

14 POST LAUNCH PROVINCIAL ACTIVITIES 14

15 MPUMALANGA The War Room is coordinated by DSD 23 wards are being targeted which are situated within seven (7) Local Municipalities: Nkomazi: 2 wards Bushbuckridge: 3 wards Mkhondo: 2 wards Prixly Ka Seme: 2 wards Albert Luthuli: 2 wards Dr J.S. Moroka: 2 wards Thembisile Hani: 2 wards 15

16 Achievements DSD coordinated establishment of Local War Rooms in all the targeted Local Municipalities Prixly Ka Seme and Mkhondo Local Municipalities are currently operating as fully fledged Local War Rooms 53 data collectors, including Masupatsela and CDWs were trained in Bushbuckridge Local Municipality 10 fieldworkers were trained on household profiling in Prixly Ka Seme Local Municipality 16

17 Achievements-cont In Nkomazi Local Municipality where the War Room was launched: An ECD Centre/Creche and HCBC funded School uniform was provided to 32 households School children were exempted from school fees Social grants, including 3 foster care grants were given to households Food parcels were given to 32 households in partnership with SASSA 200 bicycles for scholar transport A budget of R2.5m has been put aside by DSD to support the War Room activities 17

18 Challenges Limited human resource capacity to roll out the Campaign Coordination of Local War Rooms Involvement of other stakeholders, especially those outside government Budget constraints 18

19 Limpopo The War Room is coordinated from the Office of the Premier The War Room targets 57 wards The Campaign was launched in Ga- Kgatla village in the Blouberg Local Municipality 19

20 ACHIEVEMENTS households have been profiled thus far Short term interventions have been provided to vulnerable households such as food parcels. In Ga-Kgatla, where the War Room was launched: - 20 Vegi-tunnels were provided to 20 households - Participating households are linked to the market and are selling spinach to local clinics and Boxer Store - An ECD Centre was established where 68 children are benefiting and local people employed as practitioners - A Community Development Forum has been established 20

21 ACHIEVEMENTS-Cont 21 children from Ga-Kgatla village who come from households that benefit from social grants have been linked to educational opportunities They are based at Manyeleti Training Academy where they receive vocational training courses such as brick laying, carpentry and even courses on Tourism Trainees receive stipends from the Academy 21

22 Challenges Capacity of Community Development Practitioners to conduct profiling and data analysis Inadequate human and financial resources for medium to long term interventions Involvement of other key stakeholders, especially those outside government 22

23 THANK YOU 23

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