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War on Poverty Campaign Progress Report

Portfolio Committee on Social Development13th October 2009

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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

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BackgroundVision

Poverty Eradication

Economic opportunities;Human development;Income security;Access to assets;Basic services – social wage;Social inclusion & social capital;Environmental sustainability;Healthcare; Good governance.

• Align, co-ordinate & supervise anti- poverty 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.

Mission

Strategic Objectives

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Background

Approach

Human rights-based approach;Community solidarity; Household a unit of analysis & action;Area-based approach; andChronic poverty focus & priority.

Target Beneficiaries

Women;Children; Youth;The disabled;The aged;

Chronically ill;The unemployed;Working poor; Rural areas, townships, shanty towns & inner cities.

Anti-Poverty Movement;Comprehensive Poverty Analytics; Poverty Information Management System;Anti-Poverty Service Delivery Framework; andPoverty Prevention & Exit Monitoring System;

Pillars

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5Implementation

START:Establish War Rooms, Select poor wards, Norms & Standards & Exit strategy, Buy-in, Community Mobilisation, Change Agents, Train field staff, IDPs, etc

Planning

Service Referrals to Implementing agents

Monitoring & Evaluation Reports

Ongoing U

pdating on the Information

Managem

ent System, M

onitoring & Evaluation,

Com

munication &

Change M

anagement

Delivery of non-negotiable and targeted services to households & community

Service Provision

Verification of Services Delivered

END: Feedback to Households & Communities

Integrated Service Delivery Framework

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.

Quality Assuranceof data collected & storing of data in central database

Profile Households using door to door approach and Capture Data using Hand Held Devices or Scan

Community Profiling CDPs + CDW, etc) to collect missing data + data verification (needs, assets, opportunity) to generate baseline information & feed into IDPs

Integrated Delivery of Services Short-term (90 days, Medium 91 to 180 days, long-term >6 months) Norms & Stds should be monitored + Exit strategy

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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;

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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.

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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

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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.

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Challenges 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;

• 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.

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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

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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

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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

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POST LAUNCH PROVINCIAL ACTIVITIES

•

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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

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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

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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

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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

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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

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ACHIEVEMENTS

• 43 000 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

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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

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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

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THANK YOU