SASSA challenges & strategies; Older Persons Amendment Bill: final mandate

Meeting report

Chairperson’s opening remarks
The Chairperson highlighted that members of the Standing Committee on Social Development had recently conducted unannounced visits to various South Africa’s Social Security Agency (SASSA) local offices across the Western Cape, where they identified significant issues affecting beneficiaries. These included staff shortages, inadequate facilities, frequent system outages, insufficient support for individuals with disabilities, and numerous complaints about the Postbank cards. In response, the Committee has scheduled this briefing to hear from SASSA officials about the services provided, the challenges being faced, and the strategies in place to address them.

SASSA on services, challenges and the strategies in place to address these
Mr Sibusiso Nhlangothi, SASSA Western Cape Acting Executive Manager, led the presentation.

Focus Areas
• Respond to service delivery concerns raised by the Western Cape Standing Committee.
• SASSA’s role in administering social assistance in line with the Social Assistance Act.
• Provide statistical data on SASSA operations and resource allocation.

Constitutional Mandate:
SASSA, as a government agency, is responsible for upholding the rights of citizens to social security as stipulated in Section 27 of the South African Constitution. The Social Assistance Act (No. 13 of 2004) mandates SASSA to provide various types of grants such as care dependency, child support, older person’s grant, and disability grant.

Grant Statistics:
Western Cape serves 1.7 million beneficiaries, accounting for 22.5% of the province’s population, and has one of the highest numbers of processed disability grants in the country.

In the first semester of 2024, over 500 disability grants were processed daily, highlighting the region's significant demand for services.

Service Delivery Challenges:
Media reports have overstated the issues at specific local offices like Bellville and Eersterivier, creating unnecessary anxiety among vulnerable citizens.

SASSA officials rejected the claim that they were failing to meet their mandates, providing evidence of ongoing and effective service delivery.

Oversight and Monitoring:
The Committee visited SASSA offices to gain firsthand insight into the operations, which led to a clearer understanding of the challenges and improvements made.
SASSA acknowledged and appreciated the support of the Provincial Minister of Social Development and the constructive feedback from oversight visits.

Grant Processing and Intake:
• A slight increase of 14,166 in the number of grants processed, reaching over 1.7 million by September 2024.
• A significant drop of 24.27% in new grant intakes from 350,077 in 2023 to 254,332 in 2024, which contradicted media reports of a sudden influx of applicants.
• SASSA continues to provide necessary services and adjust to fluctuations in demand.

Strategic Alignment:
• SASSA’s efforts are aligned with the National Development Plan (NDP) Vision 2030, aiming to protect vulnerable citizens from the worst effects of poverty.
• The operational plans of SASSA focus on addressing exclusions, including targeting children under one year who are excluded from the safety net.

Queues and Sleepovers:
• Our work means that clients must wait in the queue for their turn before they are processed.
• 250 clients visit a local office with 5 x Grants Administrators for grant applications, and 3 x Senior Grants Administrators on duty.
• Completion of Applications: 20 applications per day x 5 Grants Administrators = 100 applications
• Verification of Applications: 23 applications per day x 3 Senior Grants Administrators = 69 applications
• This means that 150 applicants will not be attended to and only 69 applicants will be fully completed and 71 will not be completed.

Disability Grant:
There are various ways in which our clients can access Disability Grants:
• Walk into SASSA Local office or service points – booking is made by SASSA for an assessment at health facility chosen by the client (where relevant medical history is available).
• Client Service Portal - clients can make a booking on the online platform for an assessment to be conducted at the health facility where client is treated (Client does not have to visit SASSA office for a booking.

See presentation

Discussion
Ms A Bans (ANC) pointing out the four acting positions listed in the Western Cape organogram, observing that these acting roles were in critical areas. She expressed concern about the prevalence of acting positions in a significant entity such as SASSA. Excessive reliance on acting appointments often leads to systemic challenges, including potential instability and inefficiency.

Turning to service delivery, Ms Bans highlighted the challenges faced by communities relying on SASSA’s mobile services. Using a specific example, she described the inefficiency of current practices in certain areas where officials spend two hours travelling to and from service points, leaving only four hours of active service time. She questioned the quality of service provided under these conditions, particularly given that these mobile services operate only once a month.

She called on SASSA to provide concrete recommendations to address the current inefficiencies and service delivery challenges. She stressed that the Committee’s role should not be limited to complaints or unproductive debates but should focus on identifying immediate and practical interventions that the government can implement to eliminate the existing "blockages" in the system. She described the plight of pensioners who are forced to travel long distances, often on foot, from rural areas to nearby towns for essential services. These journeys come with significant financial burdens, as beneficiaries sometimes need to borrow money for transportation, further straining their already limited resources. Such challenges are not minor inconveniences but seriously and directly impact the quality of life for vulnerable individuals. She urged SASSA to offer clear and actionable recommendations to address these systemic issues.

Mr M Booysen (DA) noted discrepancies between the stated intake register at service sites policy and actual experiences at some sites. He questioned the fairness of the queuing system, where individuals who arrive and wait until the cut-off time are not given priority the next day. He described cases where people have been cut off multiple times, requiring them to return repeatedly and incur significant travel expenses, including renting cars. He proposed implementing a system that prioritizes individuals who were affected by cut-off times, ensuring they are given preference the following day.

He raised the alleged "ghost beneficiaries" in the system reported in the media. Some individuals had tested the system and identified ghost beneficiaries, suggesting potential flaws in the verification process. It was important to address these and offered the Committee’s support in resolving them, highlighting the need for transparency and collaborative problem-solving. He commended the initiative of "First Thursdays," noting that the Minister had been impressed by the program. Drawing from his own experience as a former mayor, he acknowledged the positive energy and community engagement that these events foster. He further praised the proactive approach of setting up assistance desks during such events, emphasizing the importance of not just participating but also providing tangible support to the community.

Mr Booysen highlighted complaints about inadequate facilities and shelters and noted that SASSA often responds by stating that they have limited control over such properties because they do not own them. He urged SASSA to take a more active role in addressing this by formally engaging landlords. The landlords would likely be cooperative if approached with official requests and reiterated the Committee’s willingness to support SASSA in resolving these challenges.

The Chairperson agreed about the acting positions. Drawing on past experiences and general organizational dynamics, she observed that prolonged acting appointments could hinder the effectiveness of operations. Acting personnel might not be as committed or fully invested in their roles, leading to disruptions in workflows and inefficiencies. She questioned the rationale for keeping individuals in acting roles, especially when their appointment to these positions suggests that they are capable and competent. She urged clarity on why these positions had not been permanently filled.

On office locations, she aligned with the concern about the limited number of offices. Why after so many years, no additional offices had been established to better serve the community in the region? On the SOCPEN system, which she understood to be controlled nationally, she said from oversight visits, she noted the dedication and commitment of SASSA staff but pointed to operational barriers that hinder their ability to perform effectively. The challenges were not due to incompetence or a lack of willingness to assist but stemmed from systemic issues. One such challenge was the recurring failure of the system, which staff reported as being a significant barrier to service delivery. Besides frequent network issues, the system’s unreliability often resulted in hours of downtime, severely limiting the number of clients that could be served each day.

Ms A Cassiem (EFF) addressed the public misconduct involving beneficiaries, as highlighted in the presentation. She noted the widespread issue of beneficiaries being misled or coerced into exchanging money to "skip the line" at service points. She was particularly concerned about the potential involvement of SASSA staff in such activities. She requested detailed information on the number of cases currently under investigation of SASSA officials engaging in these practices. She also asked for a breakdown of such incidents within the Western Cape, emphasizing the need for transparency and accountability to protect beneficiaries from exploitation.

On SASSA’s successful digitization of applications for the Social Relief of Distress (SRD) grant during the pandemic, she pointed to the potential for similar advancements across all grant types, including old-age pensions and child support grants. She inquired about SASSA’s plans to implement a digital system for these grants, which could significantly enhance efficiency and accessibility. What steps might SASSA already be taking towards such improvements?

The Chairperson noted that several offices were experiencing significant staffing challenges. When an employee leaves a position, even if it was originally a funded post, the position often remains vacant. This creates a ripple effect, placing an additional burden on remaining staff who must take on the duties of the unfilled role. The Committee had been informed of a national decision-making body responsible for determining which positions are considered "critical" before they are filled. She questioned the criteria used to classify a position as critical, particularly when such roles were previously deemed necessary enough to justify employment in the first place. This approach causes operational strain at the local level, where specific tasks go unaddressed, ultimately affecting the quality and efficiency of services rendered by understaffed offices.

Ms R Windvogel (ANC) addressed individuals queuing overnight at SASSA offices. Were there designated waiting areas provided for these beneficiaries and, if not, could resources be allocated to establish such facilities? It was important to ensure that individuals waiting overnight do so in safe and adequate conditions.

On staff shortages, she noted that certain high-demand SASSA offices are critically understaffed. She requested specific details on the extent of understaffing, including the number of vacant positions in these offices. She expressed concern about how this staffing shortage affects the ability of SASSA offices to manage demand effectively.

She shared a pressing issue from her constituency where beneficiaries reported being unable to access their grant payments in November, despite the system indicating that payments had been made. These individuals were informed that they would only be able to receive their money in December. She sought clarity on the reasons for this delay and the measures being implemented to address similar occurrences in the future.

SASSA response
Mr Mdumiseni Zulu, SASSA Acting General Manager: Corporate Services, explained the rationale for the appointment of acting personnel in various roles. He noted that the post of the Regional Executive Manager was unfunded until recently due to the resolution of business processes and subsequent approval by the Minister to maintain all provincial offices. Consequently, the role was funded, leading to the acting appointment of Mr Nhlangothi.

Similarly, the General Manager for Grant Administration is not acting because the position is vacant. This position provides operational support and ensures the effective implementation of delegations, including financial approvals.

The General Manager for Corporate Services became vacant following the retirement of Mr Abdullah in June. Budget constraints have prevented its immediate filling, as vacant posts are not automatically replaced. A Critical Post Committee was established to manage such cases, prioritizing posts based on service delivery needs across all offices, including provincial and head offices.

Budget limitations significantly affect SASSA's ability to fill posts. The compensation of employees (CoE) budget decreases annually by approximately 4% due to the unfunded cost-of-living adjustments mandated by collective agreements. This necessitates reprioritization, with critical positions taking precedence based on service delivery impact. Guidelines developed by the Critical Post Committee define what constitutes a critical position. Priority is given to roles in local offices, where direct service delivery occurs. For example, grant administrators, senior grant officers, and team leaders are deemed essential.

SASSA, as per the guidelines, is prioritizing the administration of grant applications by maintaining a minimum operational capacity of 50% at each local office. This is especially focused on critical roles, such as grant administrators, senior grant officials, and team leaders, who are directly involved in the grant application process. The ultimate goal, subject to budget availability, is to increase staffing levels to 75% capacity in these critical categories.

Mr Zulu noted that across the Western Cape, there are currently 699 funded positions. Recently, additional funding was secured to fill eight positions—three in June or July and five last month—through a reprioritization of resources. Despite these efforts, SASSA continues to experience stress due to high demand and limited resources, exacerbated by the sheer volume of local offices (421 in total) and the region's significant population.

Two offices are operating below the 50% minimum threshold: Wynberg at 43% capacity and Cape Town Local Office at 8% capacity. Other offices have higher staffing levels, ranging between 50% and 87%; Vredenburg: 58%; Beaufort West: 50%; George: 87%; Paarl: 70%; Khayelitsha: 73%. These figures reflect a commitment to meeting operational demands within budget constraints, while acknowledging the strain placed on staff, many of whom are performing multiple roles.

The department faces challenges due to staff attrition, long-term sick leave, and retirements. These factors further stretch the available workforce. To mitigate these issues, SASSA prioritizes budget allocations to fill vacancies, particularly in offices with the greatest need. He assured the Committee that statistical data is available to provide detailed information about each office’s staffing situation, should further clarity be required.

Ms Carin Koster, SASSA Head of ICT, responded to the concern about the SOCPEN system being unavailable for extended periods. She explained that the SOCPEN system operates on a mainframe and is inherently stable. However, challenges arise when staff members need to perform biometric verifications, particularly for high-risk transactions. These verifications are a crucial fraud prevention measure. The problem lies in SASSA’s reliance on the Department of Home Affairs (DHA) via an external link through the Integrated Justice System (IJS). This service occasionally experiences downtime or unavailability on the part of Home Affairs, preventing staff from completing biometric authentication.

To address this, SASSA has engaged with DHA to establish a direct link to the DHA database, bypassing the IJS. There has been progress as a Memorandum of Agreement (MOA) between SASSA and DHA has been signed. The next steps involve technical teams from both entities collaborating to implement the direct link. This improvement is expected to enable immediate biometric authentication, minimizing service delays and enhancing SOCPEN’s reliability.

Ms Koster addressed the query on November payments that appeared available but were only disbursed in December. She clarified that she was uncertain about which system or grant was being referenced. It was important to have the specific details to investigate further and invited additional information to provide a more informed response.

Mr Brenton van Vrede, SASSA Executive Manager: Grants Administration, explained that there have been instances where clients' bank details were changed, which triggered the need for a bank verification check. However, if these changes occurred after a particular cut-off date, there was insufficient time to complete the necessary verification with the bank before payments were processed. There were about seven such cases in the Western Cape that SASSA is currently investigating. In these cases, it was not only the bank account details that were updated, but also the client’s name, which then triggered the verification process. This meant that the verification could not be completed in time for payment.

Mr Griffon Pheiffer, SASSA Western Cape Acting General Manager: Grants, encouraged Members who have a list of affected clients can share those details with SASSA for further investigation.

On the Social Relief of Distress (SRD) grant, he clarified that the problem in this case was not related to ghost beneficiaries, but rather to cases of identity theft. There have been instances where individuals’ personal information, including their ID numbers, had been compromised. Fraudsters use this stolen identity to open bank accounts in the victims' names and then apply for grants under those stolen identities. At times SASSA verifies the bank accounts with the respective banks, the banks confirm that the accounts belong to the person whose name appears. This has made it challenging to detect such fraudulent activities.

SASSA is investigating two cases with the South African Police Service (SAPS). In one case, two fraudsters had stolen the identities of approximately 150 individuals, and they have been apprehended. A second case is currently in its early stages, and while it involves a larger number of people, its scale is still being determined. This second case is being handled by the Directorate for Priority Crime Investigation (Hawks).

Mr van Vrede explained that when there is a system failure, SASSA tracks every instance of downtime across two key systems: the mainframe system (referred to as the SOCPEN system, which handles social pension grants) and the online system, where people can access services and apply for grants. When the mainframe system experiences downtime, applicants' grants cannot be processed online. In these cases, SASSA does not turn clients away. Instead, manual applications are processed, although this results in a longer turnaround time. The applicant will not receive their outcome on the same day. However, once the system is restored, the grant will be processed and the beneficiary will be informed of the outcome.

For online system downtime, while it affects SASSA's ability to process applications, it does not directly impact the client’s ability to apply for a grant online. The issue lies at the back end, where processing is delayed. Once the system is back online, the application will be processed. For the SOCPEN system, there was a total of 14 days of downtime during the period 1 April to 30 September 2024. For the online system, there was a total of 336 days of downtime in the same period. Despite these challenges, measures have been put in place to address system downtime and ensure that affected clients are still assisted, albeit with some delays.

On staff members accepting money at service points, he emphasized that SASSA takes such allegations very seriously and investigates any instance where an official is found guilty of misconduct. SASSA's focus is not only on its own staff but extends to any individual involved in fraudulent activities. He provided an example of a recent case involving a cleaning staff member who had accepted money. The individual, employed by a contractor hired by SASSA, was dismissed by the company once the incident was discovered. SASSA has a strong stance against fraud and corruption, supported by a dedicated fraud and compliance unit that investigates these cases thoroughly.

Mr van Vrede addressed the concern on cut-off dates for grant processing at local offices. SASSA designates specific days for certain types of grants. For instance, disability grants are typically processed on Tuesdays and Wednesdays, while other grants may be handled on different days, such as Mondays for old-age pensions. If a client is unable to be assisted on their designated grant type day, they are not expected to return the following day. Instead, SASSA makes special arrangements, particularly for elderly and disabled clients. These clients are given special appointments, often on Fridays, to avoid the need for them to return and queue again. These measures are in place to accommodate the large number of clients, especially for disability and older persons' grants, to ensure they receive assistance without unnecessary delays.

Ms Ntsietso Sesiu, Western Cape SASSA Acting General Manager: Corporate Services, said a key challenge for office accommodation is the dependency on the Department of Public Works for procurement. SASSA’s policy for acquiring office spaces is governed by the Immovable Property Management Policy, which mandates that all procurement be conducted through Public Works. This dependency has led to delays and frustrations in the process, making it a significant challenge for the agency. To address this, SASSA is currently reviewing its Immovable Property Management Policy. The goal of this review is to seek approval from the Minister to improve the procurement process and address office accommodation needs across the country. She also mentioned challenges about temporary structures as SASSA may seek to put up temporary structures for office use but these still require specific permits and approvals, such as from municipalities or in line with the built environment regulations. These additional steps further complicate the process, even for temporary solutions.

She provided an update on office accommodation challenges in the Western Cape, specifically addressing concerns raised in areas like Mitchell's Plain, (2:54:26 inaudible), and Athlone. Building regulations prevent SASSA from making the necessary changes. Although the landlord was willing to construct a shelter, the required approvals could not be secured due to regulatory constraints. In Mitchell’s Plain, the space is shared with another department, making it difficult to install additional shelter for clients due to limited space. However, SASSA is exploring alternative options and continuing to engage with landlords in the hope of resolving these issues. In Athlone, a similar issue exists where the office is situated directly on the road, complicating the possibility of establishing a proper shelter, SASSA is actively addressing looking into internal projects aimed at improving shelter availability. In Beaufort West there are some service points such as Prince Albert, (2:55:44 inaudible) Thusong Centre, Leeu Gamka.

Mr Nhlangothi explained that, prior to the COVID-19 pandemic, the department's service delivery model relied on service points across various regions. While some regions were equipped with fixed offices, the department largely depended on community halls and other facilities managed by the City of Cape Town to provide services. Before the pandemic, this arrangement worked smoothly without significant issues.

However, the onset of COVID-19 brought changes. These facilities were repurposed as COVID-19 centres, which was understandable given the circumstances. Unfortunately, once the pandemic subsided, the department faced a new challenge – many of these facilities were no longer compliant with Occupational Health and Safety (OHS) standards. The condition of some facilities had deteriorated significantly. Problems included non-functional toilets and leaking roofs.

Mr Nhlangothi raised an issue that is between DSD and SASSA concerning facilities. While DSD is considered the "mother department" to SASSA, the current dynamics have created challenges that require urgent attention and intervention. SASSA is being displaced from office spaces under the pretext of renovations. He cited specific examples, including cases in Khayelitsha and the West Coast, where SASSA staff were removed from shared offices previously occupied with DSD. This pattern is evident across several locations.

He expressed deep concern over the lack of clarity on SASSA’s future within DSD facilities. Being removed from shared offices without a clear alternative leaves SASSA in a vulnerable position. This situation is exacerbated when DSD, as the parent department, simultaneously questions how SASSA will continue to serve the public while reducing its support.

He appealed to the Committee for assistance in facilitating constructive dialogue between SASSA and DSD. He acknowledged that DSD might have legitimate needs for the spaces but stressed the importance of a phased-out approach to address this. He suggested that if DSD plans to move SASSA out of shared offices permanently, there should be a clear timeline and process for SASSA to secure its own accommodation. Such an approach would enable SASSA to prepare adequately without disrupting its services to the public.

He clarified that his intention was not to criticize DSD but to register a humble request for support from the Committee.

Follow up questions
The Chairperson asked Mr Van Vrede about the migration process to the Postbank card. She noted that both beneficiaries and staff had raised concerns during oversight visits, where it was observed that clients are often referred to banking institutions to open alternative bank accounts. Even banking institutions come to the facilities to assist clients to rather open a bank account. That in itself shows that there is an issue.

She sought clarity on the agreements with Postbank, particularly what happens when beneficiaries cannot access their grant payments due to issues with the Postbank card. Does Postbank continue to receive fees for transactions that fail to materialize? She then addressed the accessibility of active card replacement sites, noting that only six such sites are operational in the entire Western Cape. She expressed concern about the location of these sites, stating that they are out of reach for many beneficiaries, especially those in remote and rural areas of the province. She asked what measures are being implemented to address this challenge and ensure more equitable access to replacement services.

The Chairperson asked what communication strategy is being employed by SASSA. The information shared during the meeting appeared to be unfamiliar to many Committee members and likely to beneficiaries as well. She questioned how SASSA communicates critical updates to the public, emphasizing that beneficiaries use diverse communication methods. She called for a tailored strategy that ensures beneficiaries are well-informed about processes, especially when staff are unavailable or infrastructure is inadequate. Beneficiaries’ frustrations often stem from a lack of understanding of the processes and not from an intention to be difficult. She urged SASSA to refine its strategy to address these concerns and improve engagement with beneficiaries.

SASSA response
Mr van Vrede clarified that beneficiaries are not directed to specific banks, but they retain the choice to switch banks if Postbank does not adequately meet their needs. However, he noted that SASSA’s limited access to banking systems restricts its ability to address certain banking-related queries directly. Instead, SASSA forwards these queries to Postbank’s call centre, which beneficiaries can also contact for faster resolution.

Addressing transaction failures, he acknowledged that there were challenges during the transition, particularly in October, though fewer issues were reported in November. He explained that Postbank had to make adjustments to ensure grant payments were properly reflected in beneficiaries’ accounts, emphasizing the backend work required to resolve these issues.

On SASSA’s role in subsidizing certain transactions for beneficiaries using Postbank accounts, he clarified that SASSA covers the cost of one free withdrawal and two balance checks per month, while beneficiaries are responsible for most other transaction costs. SASSA is currently reviewing this arrangement to determine if it will continue.

On concerns about the limited number of active card replacement sites in the Western Cape, he assured the Committee that Postbank is in the process of expanding its operations. While only six sites are currently active in the province, this number will significantly increase in the coming months. Nationally, Postbank plans to expand from the current 120 sites to over 2,000 sites.

He explained that the initial limitation in site numbers was intentional to minimize the impact of “teething problems” experienced during the transition. Expanding too quickly could have exacerbated the operational issues observed in October and November. As these initial challenges are resolved, Postbank plans to introduce replacement sites in more retail stores, such as Pick n Pay outlets, with substantial progress expected from January 2025 onward.

Postbank has implemented a USSD code, included in the presentation, which allows beneficiaries to check the availability of card replacement sites in their areas. This USSD code is part of Postbank’s broader marketing campaign aimed at providing beneficiaries with easy access to information about available services.

As this is technically a Postbank project, SASSA’s role has primarily been supportive. Postbank is responsible for communicating directly with its customers about the card replacement process, including the location of replacement sites. To date, Postbank has relied predominantly on SMS to inform beneficiaries and has also utilized public channels for outreach.

However, he acknowledged concerns on the effectiveness of these communication methods. He noted that one of SASSA’s complaints to Postbank has been the reliance on social media for communication, which may not effectively reach SASSA’s clientele, particularly in rural areas.

Follow up questions
The Chairperson thanking the officials for their responses but indicated dissatisfaction with the answers on HR matters. The Committee's inquiries were informed by firsthand observations during oversight visits and feedback from clients at specific sites. This is not a petty exercise to call SASSA out for no reason. It is for the Committee to try to understand what the issues are, what are those challenges, and what is the entity doing about it.

The Chairperson acknowledged the existence of challenges and urged officials to adopt effective mitigating strategies. It was important to improve systems and address HR gaps to better support the “poorest of the poor,” the primary beneficiaries of SASSA’s services. She welcomed the ongoing engagements with the provincial minister and the "First Thursdays" initiative, acknowledging its potential to provide support and foster collaboration. However, she stressed the need for more concrete initiatives and interventions to improve service delivery. She highlighted the urgency of filling vacant positions to ensure organizational effectiveness. If someone leaves the service, that position should be filled. She urged SASSA to take further resolutions to address these challenges. The focus must remain on the needs of the constituents they serve.

Ms Bans stated that the purpose of the meeting was not to engage in a back-and-forth exchange but rather to address the root causes of challenges. She called for constructive recommendations from SASSA officials, asking what the Committee is missing on this side of the bench. She expressed a desire for clear guidance that could align the Committee’s efforts with solutions.

On the topic of acting positions, she raised concerns about the reprioritization of funds and the accountability challenges it creates. It was important to fill vacant positions before reallocating resources. Permanent appointments are crucial for fostering accountability and achieving goals. She advocated for a shift away from mere question-and-answer exchanges. She called for collaborative efforts to enhance services. People need services in a better way, and we can achieve that if we work together.

Mr Booysen called for a more focused approach to resolving the matters raised in the meeting. He requested that a list be provided detailing the specific challenges faced in the Western Cape, particularly about Public Works and DSD.

Public Engagement
Ms Betty Nieuwoudt, Director of StellCare, said her organization works in Metro East and the Cape Winelands. She commended SASSA for their efforts to address the foster care backlog. She shared that StellCare previously operated service points in locations such as (3:18:28 inaudible). She noted that StellCare remained operational during the COVID-19 pandemic, unlike many other welfare organizations that reduced their services. She emphasized the difficulty they faced in trying to get SASSA back to render services to the people. Despite the challenges of COVID-19, she stated that the situation had worsened, and service delivery remains inadequate.

She described the transportation challenges faced by community members, especially the most vulnerable, such as disabled persons. To reach Paarl, beneficiaries must take multiple taxis as there is no public transportation available. StellCare provides transport to beneficiaries once a week, but this service is costly for the poorest members of the community.

Ms Nieuwoudt raised concerns about SASSA’s reluctance to return to StellCare’s premises, despite the organization’s reputation as one of the safest and best-rated welfare premises in the Western Cape. She expressed confusion that SASSA is not allowed to contract with private organizations like StellCare, instead only working with state departments such as municipalities or Public Works. She highlighted the safety concerns around the current SASSA location at (3:20:20 inaudible), citing shootings and dangerous conditions in the area that cause fear every day. She invited the Committee to visit StellCare’s premises to see for themselves how safe the environment is for both staff and beneficiaries.

She had received an email from SASSA stating that there was insufficient space for beneficiaries at StellCare's premises. Despite offering the premises free of charge, SASSA claimed beneficiaries would have to sit underneath carports. She offered to install safety measures to protect the beneficiaries from the rain during winter, but her offer was rejected.

She had brought with her a lady by the name Ouma Nellis, a foster mother, who lost her foster child in a hit-and-run accident one year ago. When she went to renew her old-age pension the following month, she was shocked to find that her pension had been cancelled because she was incorrectly declared dead. Despite having three other foster children, SASSA and Home Affairs initially refused to reinstate her grant. The situation continued for several months, with the foster care grants being stopped in January, as Ouma was still listed as deceased. After a four-month delay, her grant was finally reinstated, but the amount owed was so large that it could not be paid in one lump sum.

She asked SASSA and the Committee to consider what it would be like to experience this kind of hardship. Coping without a month's salary is unimaginable for many people, including staff members. Individuals with disabilities, especially those in wheelchairs, face significant challenges in accessing SASSA services. They often need to spend between R300 and R400 just to reach a service point, which is unfair for the most vulnerable members of the community.

She also voiced her concern on behalf of the communities she serves, stating that StellCare has offered its assistance in many ways. Despite their willingness to help, she noted that no one from SASSA had returned to engage with them. SASSA could benefit from training local organizations and individuals, such as those involved in the EPWP (Expanded Public Works Programme), to assist in service delivery. StellCare currently employs 1,000 people through EPWP and praised the program for its positive impact, with workers demonstrating excellent work ethics. She asked why similar partnerships couldn't be formed with other organizations to improve service delivery.

She concluded by emphasizing that StellCare's efforts are not about seeking recognition or reward but about helping the poorest and most vulnerable members of society. Their goal is to work collaboratively with SASSA and other organizations to improve conditions and ensure that the needs of the community are met. She said her words were not intended to create conflict but to express the urgent need for cooperation and support.

Ms Sabrina (3:25:15 unclear) said that there is confusion and panic among community members due to rumours about the expiry dates of the cards. She explained that while her own card indicates an expiry date of 2027, other cardholders have different dates on their cards, leading to uncertainty. There needed to be clear communication to reassure the public. She suggested that announcements be made regularly at pay points or SASSA offices to confirm that the cards remain valid until official notice is provided.

She also highlighted the difficulty in the transition to a banking account for receiving payments and challenges in the process. She expressed concern about the long queues that individuals must endure to change their cards or set up banking arrangements, often requiring them to arrive as early as 4:00 a.m. She asked if there might be a more efficient way to manage this process, such as a waiting period or the issuance of a letter for the bank to facilitate smoother transition.

Mr L Sylvester (Manenberg Health Forum) reflecting on the value of quarterly stakeholder meetings that used to take place at SASSA offices prior to COVID-19. These meetings were vital for fostering communication and addressing challenges faced by communities and clients. Despite their importance, these meetings were discontinued before the pandemic, and no efforts have been made to resume them. These engagements particularly provided community representatives with information they could relay to their constituents. He expressed his willingness to assist in facilitating such engagements.

He also raised concern about the treatment of individuals at SASSA offices. He criticized the practice of turning people away and asking them to return the following day without implementing a system to prioritize those who were previously turned away. He stressed the need for measures to reduce complaints about long queues and overnight waits, citing incidents such as a security guard being shot at the Athlone office as an example of the safety risks faced by both clients and staff. He urged SASSA to implement systems to manage these risks effectively.

On card expirations, he called for a robust awareness campaign to prevent confusion and panic among clients. Clients often remain unaware whether their cards have expired, leading to unnecessary stress and challenges in accessing their grants. He suggested that timely awareness initiatives could help alleviate this.

He spoke about inefficiencies in SASSA processes such as delays in authorizing application forms. The current system often requires supervisors to approve forms, which can take 15 to 20 minutes, causing significant delays. He proposed assigning additional experienced staff to expedite this process. Many SASSA officials do not wear name tags, making it difficult for clients to identify who they are engaging with. He noted instances where security personnel appear to act as SASSA officials, which he found troubling.

On the geographic allocation of clients to SASSA offices, he asked if clients are required to visit offices based on their residential areas, as there have been instances of people from Mitchells Plain traveling to Athlone due to shorter queues. He sought clarity if this practice had been rectified and emphasized the importance of geographic alignment to reduce confusion and travel burdens. He reaffirmed his willingness to collaborate with SASSA to address these issues and improve services for the community.

Ms Christine Jensen (Manneberg Health Forum) (3:32:18) spoke in Afrikaans. She wanted to know about the complaint procedure since the people and especially the vulnerable ones are afraid of complaining since they have already shared personal information such as ID Numbers. This fear leaves many feeling disempowered and unable to voice their frustrations.

Ms Damaris Fritz (Cape Metro Health Forum) expressed her concern about the lack of adequate services for rural areas, particularly in the Central Karoo. She referenced an example involving an elderly, bedridden individual who has been without a social grant for three months. Despite her efforts to assist by contacting the SASSA office in Beaufort West, no home visit could be arranged due to staff shortages. This is a common reality for many bedridden individuals in rural communities, where there are no available officials to conduct home visits.

She proposed implementing mobile services, similar to Home Affairs, which employs three trucks to reach underserved areas. She stressed building relationships based on trust between SASSA, civil society, and the communities they serve. She suggested developing a network of reliable contacts within civil society to provide immediate assistance when needed. For instance, when individuals contact her about social grant access or ID problems, she would like to have a trusted point of contact in the relevant area to ensure swift support.

She raised accessibility, pointing out that many rural residents cannot afford the R500 transport cost to travel to a service point like Beaufort West. Such expenses severely diminish the already limited financial resources of pensioners and others reliant on social grants. She urged the Committee to explore the feasibility of introducing mobile SASSA services to address these challenges and improve service delivery for vulnerable communities.

She pointed out that if Home Affairs could successfully implement mobile services, there is no reason SASSA cannot achieve the same. She also expressed frustration with the behaviour of security personnel at SASSA offices, recounting a recent incident in Bellville where she faced disrespect. Despite wearing her uniform as a chaplain to signify her role and avoid issues, she was told by security staff that her uniform would not grant her access. Ms Fritz clarified that she was not seeking services for herself but was advocating for community members who were concerned due to misinformation.

She highlighted the spread of fake news, specifically rumours that social grant payments would not be made in December unless beneficiaries changed their cards by November 20th. This misinformation creates unnecessary panic among vulnerable people. There was a critical need for better communication, both in the clarity of messaging and the manner in which government agencies relate to communities.

She called for a renewed focus on building relationships with community champions—individuals genuinely invested in the well-being of their communities—who can act as reliable intermediaries between SASSA and the public. Using herself as an example, she explained how she consistently responds to community calls for help, even when the individuals in need are not personally connected to her.

She also reflected on past practices, particularly the quarterly meetings that brought SASSA and the Department of Social Development (DSD) together in one forum. She praised these meetings for their effectiveness in addressing community concerns collaboratively and lamented that such systems have since deteriorated. She noted that over the past decade, many functional systems have collapsed, leaving unresolved problems and no clear solutions.

Ms Sabrina began by comparing SASSA operations to the functionality of day hospitals. She explained that day hospitals have small hubs where people collect their medications, often situated in places like churches. These hubs are designed to streamline processes for those who do not require direct medical attention at the hospital. She suggested adopting a similar model for SASSA services, where hubs could be set up in community spaces like churches to cater to specific needs.

She recounted how a colleague of hers, who struggles with literacy, had to take almost an entire month off work to register a child for SASSA. Despite multiple attempts, her colleague repeatedly returned without success, as she was often required to bring additional documents or was misinformed about the process. This lack of efficiency led to significant frustration and loss of time. using community spaces such as churches for specific SASSA services could greatly simplify the process. For example, one church could focus on registering new beneficiaries, while another could handle updates like changing banking details. She highlighted that churches are often willing to collaborate and could allocate their halls for these purposes during designated hours.

Ms R Ackerman (Klipfontein Sub District Health Forum) raised concerns about the turning away of individuals at SASSA offices. She proposed a solution where people could collect forms in advance before visiting SASSA. This approach could help streamline the process. For example, specific days could be designated for different types of grants, such as pensions, disability grants, and child support grants. She suggested that forms for a particular grant type could only be submitted during specified periods. This system would ensure that individuals are aware of the correct submission timelines, reducing confusion and unnecessary visits.

Ms Ackerman proposed that SASSA should consider limiting the number of forms submitted per day based on the office's capacity to process applications efficiently. This measure could help manage the volume of applicants and provide a better service experience. She noted that there are currently only six operational SASSA sites. She mentioned an example from Manenberg, where a venue had been utilized last month for replacing SASSA cards. The service at this site was exceptionally efficient, with individuals completing the process in approximately 10 minutes. She questioned why other SASSA processes could not be similarly streamlined and adopt best practices from successful sites like Manenberg.

Ouma Nells (3:43:15) spoke in Afrikaans.

A member of the public who did not identify herself (3:43:57) spoke in Afrikaans

SASSA response
Mr Nhlangothi was grateful to community members and stakeholders, saying that their contributions, made with sincerity and from the heart, are taken very seriously. Their feedback, even when critical, is not seen as an attack but as an opportunity to address areas requiring improvement. While the positive remarks about ongoing efforts are appreciated, the focus remains on areas needing attention.

He clarified concerns on the roles and responsibilities of security guards in SASSA offices. He stated unequivocally that security guards are not employees of SASSA and should not be utilized to welcome clients as they lack training in customer care. This responsibility lies with trained officials. However, he acknowledged instances where officials misuse security guards for such tasks, a practice he finds unacceptable and has taken note of for action.

On home visits, he acknowledged the policy requiring that requests for home visits for individuals above the age of 72 be honoured. However, he admitted that due to existing challenges, this is not always feasible. Office managers are expected to use discretion, especially when dealing with cases involving bedridden individuals. Such requests should be prioritized without requiring the person to visit the regional office.

On mobile trucks, he acknowledged their suspension due to logistical challenges, including connectivity challenges and operational costs. However, he advocated revisiting this decision, as mobile units remain a viable option to provide services to areas where traditional access is limited. He committed to reintroducing the discussion at the regional level to explore possible solutions and ensure better service delivery.

Mr Van Vrede acknowledged that there is significant uncertainty on the expiration of cards in December. He emphasized the need to strengthen communication efforts on this matter and urged the community members to help correct any misinformation within their groups.

He addressed concerns on payments. He confirmed that SASSA pays grants directly into bank accounts on specified dates each month, usually starting on the 2nd, 3rd, or 4th, with grants being paid over three days. The funds can then be accessed via ATMs or from anywhere in the country, functioning just like a regular bank account. He reassured them that Postbank accounts work in the same way.

He acknowledged that some individuals may face challenges with Postbank accounts, especially if money does not reflect on the expected dates. In such cases, he suggested that clients contact their bank directly at 0800 535455 to check if there are any issues. If there is still no resolution, he recommended checking with SASSA, as it is possible that a temporary suspension of the grant may have occurred, especially for clients not using Postbank.

Mr Pheiffer expanded on Mr Van Vrede's comments on changes to bank details. He explained that there are two processes in the SASSA office. There is the normal grants application process. Secondly there is the maintenance process which handles changes of address or banking details. These processes are separate, with a quicker service queue for those needing maintenance, which helps reduce the wait time compared to those applying for grants.

On the case where a client was listed as deceased in the system, he explained that SASSA's system is linked with Home Affairs, and if someone is marked as deceased there, it becomes very difficult for SASSA to reactivate their status. He requested further details about this particular case, as it would be classified as an exceptional case for further investigation. He addressed the case where someone in another province received a grant meant for someone else. He found this very unusual, as SASSA processes involve strict payment verification, and if bank verification fails, the chances of payment being made are minimal. He requested more information on this case as well to investigate it further.

Previously, SASSA operated at three sites in Stellenbosch, but finding suitable venues for services, particularly in Kayamandi, proved difficult due to health and safety regulations. Additionally, in Cloetesville, SASSA was advised by SAPS to halt services at a venue due to safety concerns related to shootings and gang violence. As a result, services were moved to (3:59:17 inaudible), where SASSA offers services on Tuesdays and Wednesdays for the people of Stellenbosch. While not ideal, this arrangement is currently in place, and he expressed a desire to return to Stellenbosch as soon as possible.

He provided feedback on the Stellcare facilities issue, noting that a dedicated service point team is in place for Stellenbosch. On the recommendation for online system training, Mr Pheiffer acknowledged the suggestion and promised to liaise with the relevant team managers to explore how to implement it. He assured the Committee that he would follow up on this matter.

On why forms cannot be collected in advance from SASSA, he explained that the process of applying for grants involves a screening interview to assess the client’s circumstances, such as marital status and work history. This process is not limited to in-person applications; clients also have the option to apply online, where all the necessary forms and documents are available. By applying online, clients can avoid standing in long queues. He agreed that the suggestion to hold quarterly stakeholder meetings was a good idea. He acknowledged the importance of these meetings for sharing information and promised to raise this with office managers to ensure they are organized and effective.

On the Athlone incident, he clarified that it was not a shooting, but rather an unfortunate stabbing that occurred after hours when the office was broken into. Fortunately, the security official involved was safe. He also assured the Committee that SASSA was aware of the situation.

He spoke about the awareness campaign for the SASSA card expiration and confirmed that this would be part of their stakeholder engagements. On senior authorization and delays in processing, SASSA sometimes assigns acting staff to fast-track the verification of transactions.

In response to concerns about people from Mitchells Plain needing to go to Athlone for services, SASSA allows clients to apply for grants at any office, regardless of where they live. While it is recommended that people use their nearest office, SASSA cannot turn anyone away based on their area of residence. On the use of pamphlets for awareness, he agreed that it was a good idea and something that could be implemented during stakeholder engagements.

Addressing victimization and safety, Mr Pheiffer urged anyone who feels unsafe or victimized to report the matter to the SASSA regional office, district office, or office manager. He assured them that such concerns would be taken seriously and that no such behaviour would be tolerated. He acknowledged that currently no mobile service is available but that SASSA works closely with the Western Cape Department of Local Government for outreach programs in rural areas. SASSA has participated in 27 of these outreach programs so far and works with other departments like Home Affairs and the Provincial Department of Health. SASSA coordinates with these departments to avoid overlapping services in specific areas while ensuring that outreach programs reach as many people as possible.

An unidentified Western Cape SASSA official (4:06:37) stated that SASSA would indeed welcome the offer of a facility being provided free of charge. However, if the facility is not free, they must follow a standard procurement process. She clarified that if the facility is privately owned, they need to adhere to the usual procedures. She referred to the Public Works process in relation to municipalities and explained that their policy allows for deviation approval, which enables them to engage directly with municipalities or any other state-owned entity. This is why it is easier for them to work directly with municipalities and other state entities.

On communication and fake news, SASSA uses several platforms to communicate updates. Their primary communication channel is their social media pages, followed by local offices and a stakeholder network of around 300 members, which receives regular updates on social grant payment dates, changes in banking information, and office closures.

She offered to add attendees to the stakeholder group so they can receive the latest updates. She also highlighted the importance of community radio in spreading information, noting that although SASSA is not directly on 16 local radio platforms, updates are shared through their stakeholder network and community radio.

Addressing fake news, she pointed out that the circulation of misinformation increased significantly during COVID-19, leaving people unsure of what to trust. She urged the public to rely on official sources, particularly SASSA’s official social media pages, where both updates and corrections to fake news are posted. While SASSA no longer prints flyers and booklets as they did pre-COVID, they do print materials for targeted outreach and awareness campaigns.

Follow up questions
Ms Nieuwoudt emphasized the significant contribution her organization has made by offering their facility free of charge for the past two years to SASSA, even though they are ratepayers and rely on donations. Despite paying for water and electricity, they cannot continue to provide the facility for free, especially when municipalities are being paid for similar services. She urged the Committee to take action, revisit the matter, and assist in bringing SASSA services back to Stellenbosch. She concluded her statement by making a heartfelt plea for help.

A member of the public who did not identify herself referred to a recent comment made about the SASSA network and access to SASSA information. She shared that she is a "Google girl" and mentioned that rumours about a R700 payment were circulating on community platforms. She had Googled the information, and although there were claims not to believe everything on Google, she found it reliable. When she hears information, she first Googles it, then checks community chats to verify its truth, before referring to the official platform for confirmation. She asked for the right platform for SASSA.

The Chairperson referred to the Western Cape quarterly reports for Q2 and Q3, specifically on job creation. There was an increase in job creation but a decrease in grant applications from September 2023 and to September 2024, and inquired if there was any correlation between the two. She asked how the system handles when someone acquires a job. Are they automatically removed from the grant system or how is the system informed about such changes?

The Chairperson asked on the behalf of citizens of Western Cape if the December payment was in order. She said she wanted it on record.     

Response
An unidentified Western Cape SASSA official provided guidance on how to access the latest information from SASSA. The SASSA website (www.sassa.gov.za) and the SASSA Facebook page are the primary platforms for updates. She noted that the Facebook page is more accessible and offers instant updates, suggesting it as a preferred option for staying informed. They would also collect email addresses of the meeting attendees to their stakeholder group, ensuring they receive the latest updates from SASSA.

Mr van Vrede requested that SASSA official consider the matter raised by Ms Nieuwoudt as a matter of urgency. He would like to be involved in the Committee’s process of addressing this.

Mr Caesar Vundule, SASSA General Manager, confirmed that SASSA has an online application system for social grants, including Child Support, Foster Child, Old Age, Disability, and Care Dependency grants. This online service has been available since 2020, initially introduced during COVID-19 when people could not visit local offices. Promoting the use of this platform would help reduce foot traffic at SASSA offices, ultimately leading to fewer queues. He acknowledged previous issues with the platform but said that it has been stable in recent months and encouraged community members to utilize the online system as an alternative to in-person applications.

Mr Nhlangothi explained that the responsibility lies with the individual to inform the system when their financial circumstances change, indicating that they no longer require the grant. However, he acknowledged that some people might not come forward to report such changes. He raised how the system identifies those who should no longer be receiving grants and said that he cannot provide the Committee with accurate figures on how many people had come forward to cancel their grants during that period, suggesting that the data might not be reliable.

Mr Van Vrede assured the Committee and the Chairperson that they do not foresee any challenges on the December payments.

Closing Remarks
The Chairperson expressed gratitude and hope for the beneficiaries, emphasizing the importance of engaging directly with the communities rather than relying on assumptions or perceptions. She thanked the attendees for the opportunity to ask questions face-to-face and appreciated the commitment from SASSA to visit various communities in the future.

Mr Nhlangothi thanked the Committee on behalf of his team for the opportunity to clarify uncertainties and engage openly. He expressed appreciation for creating a space where they could speak freely, without limitations, which allowed for meaningful discussion with the Committee and stakeholders. Their goal was to provide as much information as possible and acknowledged areas where they may not have met expectations. He encouraged continued oversight by the Committee, recognizing its vital role in ensuring they execute their mandate properly.

The Chairperson expressed gratitude to the SASSA Western Cape team, the Head Office team, stakeholders, and members of the public for attending the meeting. She acknowledged that while the responses provided may not have fully satisfied everyone, there is room for further engagement. She encouraged participants to share contact details for ongoing communication and hoped the meeting was productive for all involved. She also looked forward to seeing them at future public engagement sessions.

Older Persons Amendment Bill [B 11B-2022]: Final Mandate
The Committee adopted the Western Cape final mandate on the Older Persons Amendment Bill.

Meeting adjourned.