Issuu

2026/27

Annual

Performance Plan Toll free: 0800 60 10 11 Website: www.sassa.gov.za Online Applications Grants: services.sassa.gov.za Online Applications COVID-19 SRD: srd.sassa.gov.za Email: GrantEnquiries@sassa.gov.za WhatsApp: 082 054 0016

SASSA News

@Officialsassanews

sassa10_za

South African Social Security Agency

sassa_official

@OfficialSASSA

2026/27

Annual

Performance Plan South African Social Security Agency | Annual Performance Plan | 2026/27

Contents LIST OF TABLES

EXECUTIVE OFFICER STATEMENT

ACCOUNTING OFFICER STATEMENT

OFFICIAL SIGN-OFF

ABBREVIATIONS AND ACRONYMS

PART A: OUR MANDATE

1. Constitutional Mandate

2. Legislative Mandate

2.1 Social Assistance Act, 2004

2.2 SASSA Act

3. Policy Mandate

3.1 AU Agenda 2063

3.2 National Development Plan (NDP: Vision 2030)

3.3 Medium-Term Development Plan 2024-2029

3.4 Sustainable Development Goals

3.5 The District Development Model

3.6 Compliance With Broad-Based Black Economic Empowerment Act, 2003 As Amended (Act 53 Of 2003) 3.7 Compliance with Employment Equity Act

15 15

4. Institutional Policies and Strategies

5. Updates to Relevant Court Rulings

PART B: OUR STRATEGIC FOCUS

6. Vision

7. Mission

8. Values

9. Principles

10. Value Proposition

11. SITUATIONAL ANALYSIS

11.1 External Environment Analysis

11.2 Stakeholder Analysis

11.3 Internal Environment Analysis

11.3.1 Service Delivery Environment

11.3.2 Operating Model

11.3.3 Performance Highlights

11.3.4 Challenges

11.4 SWOT Analysis

South African Social Security Agency | Annual Performance Plan | 2026/27

PART C: MEASURING OUR PERFORMANCE

12. Institutional Programme Performance Information

12.1 Programme 1: Administration

12.1.1 Planned Performance over the Medium-Term Period

12.1.2 Programme Resource Considerations

12.1.3 Updated Risk for Administration Programme

12.2 Programme 2: Benefits Administration and Support

12.2.1 Planned Performance over the Medium-Term Period

12.2.2 Programme Resource Considerations

12.2.3 Updated Key Risks and Mitigation

PART D: TECHNICAL INDICATOR DESCRIPTIONS

South African Social Security Agency | Annual Performance Plan | 2026/27

LIST OF TABLES Table 1:

AU Agenda 2063 Priorities

Table 2:

MTDP Strategic Priorities

Table 3:

Relevant Court Rulings

Table 4:

Living the SASSA Values

Table 5:

SASSA Principles

Table 6:

Summary of the Macro Environmental Analysis

Table 7:

SASSA Stakeholders

Table 8:

Stakeholder Matrix

Table 9:

Number of Social Grants per Grant Type, 2021/22-2025/26

Table 10: Social Grant Expenditure per Grant Type (R’000), 2021/22-2025/26 (December 2025)

Table 11: Number of Social Grants per Grant Type and Region as at 31 December 2025

Table 12: SASSA Programmes

Table 13: SASSA Functions

Table 14: SWOT Analysis

Table 15: Response to SWOT

Table 16: Summary of the SASSA Impact, Outcomes/Output Statements

Table 17: Administration: Outcomes, Outputs, Output Indicators and Targets

Table 18: Administration Output Indicators: Annual and Quarterly Targets

Table 19: Administration Programme Resource Considerations

Table 20: Programme 1: Updated Key Risks

Table 21: Benefits Administration and Support Outcomes, Outputs, Output Indicators and Targets

Table 22: Benefits Administration and Support Output Indicators: Annual and Quarterly Targets

Table 23: Programme 2 Resource Considerations

Table 24: Programme 2: Updated Key Risks

South African Social Security Agency | Annual Performance Plan | 2026/27

Ms. Nokuzola Tolashe, MP Minister: Department of Social Development

EXECUTIVE AUTHORITY STATEMENT It is my pride and privilege to table the Annual Performance Plan (APP) of the South African Social Security Agency (SASSA) for the 2026/2027 financial year. This year coincides with the historic milestone as we celebrate the 20th anniversary of the founding of SASSA back in 2006, giving effect to Section 27 (1) of the Constitution of the Republic of South Africa. SASSA’s 20th anniversary takes place in the same year as we mark 30 years since our democratic Constitution was signed into law by the first democratically elected President of the Republic of South Africa, uTata Nelson Mandela. As we celebrate these two historic milestones in our national calendar, we salute the heroes and heroines who fought long and hard for our Constitutional democracy. We pay special tribute to the former Minister of Social Development, Dr Zola Skweyiya for his determination and foresight in the early design of South Africa’s Constitution and in the establishment of SASSA.

For 20 years, SASSA has stood and continues to stand as a fulfilment of our Constitution’s promise of a dignified and better life for all, ensuring that the most vulnerable—children, older persons and persons with disabilities have the vital income support they need, and when they need most in their lives. Over the years, the number of social grants administered by SASSA grew from about 11 million in 2006 to approximately 19 million as at the end of December 2025, representing a 58% growth. Currently, our government invests over R230 billion annually on social grants, which excludes the Social Relief of Distress which was introduced at the height of the COVID-19 pandemic in 2020 as part of the Presidential Stimulus Package. We welcome the extension of the COVID-19 SRD provision until the end of the 2026/2027 financial year as this will give us adequate time to finalise and table to the Cabinet’s consideration, policy proposals on the introduction of the Basic Income Support.

South African Social Security Agency | Annual Performance Plan | 2026/27

This will bring us a step closer to the realisation of the comprehensive social protection system that acts a safety net that ensures that no South African citizens fall below a minimum standard of living, as envisioned in the National Development Plan (Vision 2030). The 2026/2027 APP takes cue from the three strategic priorities contained in the Medium-Term Development Plan (MTDP 2024-2029) and builds on the Agency’s previous successes and valuable lessons learnt in the 20 years of its existence. This APP communicates our vision to improve the accessibility of our services to all, with particular focus on underserved communities. To fulfill that vision, we will continue with the roll out of the Integrated Community Registration Outreach Programme (ICROP). Through this flagship programme and working in collaboration with other frontline service delivery departments such as Health, Home Affairs, the South African Police Service and local government, we are making a sustainable impact on rural communities across the country.

As the Executive Authority, I will continue to work with the Deputy Minister of Social Development, SASSA CEO and the entire SASSA workforce to ensure that the 2026/2027 Annual Performance Plan is implemented and its strategic priorities achieved for the benefit of the people of South Africa.

__________________________ MS NG TOLASHE, MP MINISTER OF SOCIAL DEVELOPMENT

We are also expanding SASSA’s digital service options for individuals who prefer them, we will improve customer experience and service in our local offices. As we expand our digital footprint, we must also address cybersecurity threats, which have become more sophisticated and frequent. The modernisation and advances in our ICT infrastructure will assist in ensuring that remain focused and live up to our slogan: paying the right social grant, to the right person at the right time and place. Njalo! This will also ensure that we protect our clients’ personal data as required by the Protection of Personal Information Act. By expanding our digital footprint, including the use of data analytics and strengthening fraud detection and prevention, we will be better positioned to safeguard the national fiscus. We are also working to better assist those who need in-person support service at SASSA local offices, including clients with critical situations as part of our efforts to improve customer experience. Since the closure of cash pay points in 2024, I have directed SASSA’s Chief Executive Officer to fast track the alternative payment solutions which should not only be accessible to all beneficiaries, especially those living in remote areas where there is currently no National Payment System footprint but also be safe and affordable.

South African Social Security Agency | Annual Performance Plan | 2026/27

MR MT MATLOU CHIEF EXECUTIVE OFFICER

ACCOUNTING OFFICER STATEMENT I am honoured to present the South African Social Security Agency’s (SASSA) 2026/27 Annual Performance Plan (APP) to the Minister of Social Development. The APP is presented in line with the revised Framework for Strategic and Annual Performance Plans issued by the Department of Planning, Monitoring and Evaluation. The APP outlines priorities and programmes to be implemented in the 2026/27 MTEF period, with a particular emphasis on year 1 (2026/27). As per its constitutional mandate of ensuring effective and efficient administration, management, and payment of social assistance, SASSA provides social assistance to eligible citizens in South Africa who are unable to support themselves and their dependents, with a goal of reducing poverty. SASSA also offers temporary support to individuals in distress such as natural disasters, loss of a breadwinner, including the administration of the COVID-19 SRD. Amongst the factors influencing the need for SASSA services is the perpetual high levels of unemployment, poverty, and disasters. In its third quarter report,

the Labour Force Survey reported about 8.0 million people remained unemployed representing 31.9% of the labour force. This is a decrease of 1.3% compared to 33.2% at the end of the second quarter of 2025. The high level of unemployment has a direct impact on the demand for social assistance, particularly the Child Support Grant (CSG) and Social Relief of Distress (SRD), that extends to the COVID-19 SRD. SASSA responds to natural disasters across the nine South African provinces through its Social Relief of Distress programme to support individuals and households who are victims of such disasters. Notably, the Mthatha disaster in the Eastern Cape Province that took place in June 2025 left many people displaced, many without shelter, and many lost their lives. Similarly, the current inclement weather since December 2025 has caused similar damages particularly in the Mpumalanga and Limpopo Provinces. SASSA services were expanded to support victims of these disasters through the Social Relief of Distress programme.

South African Social Security Agency | Annual Performance Plan | 2026/27

In the current financial year, 2025/26, SASSA has rolled out the beneficiary biometric solution to all its local offices, this is towards reducing acts of fraud including identity theft. This has been made mandatory to all new applications of social assistance including facial recognition for the COVID-19 SRD. Parallel to this, is the social grant review process that is conducted to identified beneficiaries who are in receipt of additional income, these beneficiaries are notified and subsequently should present themselves to a SASSA office for a grant review in line with the relevant means test. SASSA’s machinery continues to be improved to ensure these processes do not burden beneficiaries emotionally and financially, these include bandwidth upgrades, intensifying our queue management system automation and improve our systems’ availability. SASSA is set to implement lifestyle reviews and audits for identified employees commencing in the 2026/27 MTEF period. This initiative aims to ensure that all staff members are living within their financial means, aligning with principles of transparency and good governance. Lifestyle audits are a proactive measure to detect and prevent instances of fraud, corruption, or unexplained wealth amongst employees. By comparing employees’ declared income with their actual lifestyles, SASSA seeks to uphold integrity within the organisation and build public trust.

to interact directly with communities, gaining deeper insights into their needs and challenges. This direct engagement helps to build trust, foster transparency, and develop tailored solutions that are responsive to the unique circumstances of each community. The work of SASSA in the next MTEF period will be streamlined towards realising the three outcomes as identified and detailed in the Strategic Plan, 20252030. These outcomes are: •

Reduced levels of poverty;

•

Improved customer experience; and

•

Improved organisational efficiencies.

I, therefore, present the SASSA APP to the Minister of Social Development for consideration and approval.

__________________________ MR MT MATLOU CHIEF EXECUTIVE OFFICER

Notwithstanding all other adversaries, SASSA’s constitutional mandate will continue to be realised. Due to the current measures implemented, the number of social grants in payment are projected to decrease from 19 089 771 at the end of December 2025 to approximately 18 991 697 at the end of March 2027. The decline is attributed to various factors which include the high beneficiary attrition rate, grant lapses, implementation of the beneficiary biometrics and periodic reviews on identified beneficiaries. The community outreach programme, implemented in partnership with the Department of Social Development, stands as a cornerstone of our efforts to bridge the gap between government and the people. This collaborative initiative is designed to foster stronger relationships with beneficiaries, ensure more accessible service delivery, and promote active citizen participation in government affairs. Additionally, the outreach activities have enabled the government

South African Social Security Agency | Annual Performance Plan | 2026/27

OFFICIAL SIGN-OFF It is hereby certified that this Annual Performance Plan 2026/27: •

was developed by the management of SASSA,

•

takes into account all the relevant policies, legislation and other mandates for which SASSA is responsible; and

•

accurately reflects the outcome of the Strategic Workshops and SASSA will endeavour to achieve over the period 2026/27.

Mr Brenton Van Vrede

Mr. Jabulani Makondo

Executive Manager

Acting Chief Information Officer

Grants Administration

Mr Sipho Selby Zwane

Mr. Tsakeriwa Chauke

Acting Executive Manager: Strategy and Business Development

Chief Financial Officer

Mr. Themba Matlou

Approved by:

Chief Executive Officer

Ms. Nokuzola Gladys Tolashe, MP Minister of Social Development Accounting Authority

South African Social Security Agency | Annual Performance Plan | 2026/27

ABBREVIATIONS AND ACRONYMS APP

Annual Performance Plan

Limpopo

CEO

Chief Executive Officer

MIS

Management Information System

African Union

MTDP

Medium-Term Development Framework

BIS

Basic Income Support

MTEF

Medium-Term Expenditure Framework

CPP

Cash Pay Point

MTBS

Medium-Term Budget Speech

CDG

Care Dependency Grant

Mpumalanga Province

CSG

Child Support Grant

Northern Cape

CPS

Cash Payment Services

NDP

National Development Plan

DDM

District Development Model

NPS

National Payment System

DHA

Department of Home Affairs

NSFAS

National Student Financial Aid Scheme

Disability Grant

North West

District Office

OAG

Old-Age Grant

DSD

Department of Social Development

OTC

Over the Counter Services

Eastern Cape

PFMA

Public Finance Management Act

ENE

Estimates of National Expenditure

QLFS

Quarterly Labour Force Survey

Executive Manager

PPPFA

EXCO

Executive Committee

Preferential Procurement Policy Framework Act

FCG

Foster Care Grant

SDM

Service Delivery Model

Free State

SASSA

South African Social Security Agency

GEPF

Government Employees Pension Fund

SAPO

South African Post Office

GIA

Grant-in-Aid

SMME

SMME Small, Medium and Micro Enterprises

General Manager

SOCPEN Social Security Pension System

Gauteng Province

SRD

Social Relief of Distress

GPAA

Government Pensions Administration Agency

TOR

Terms of Reference

HCM

Human Capital Management

Western Cape

Head Office

WVG

War Veterans’ Grant

Human Resources

ICCAS

Integrated Customer Care Application System

ICT

Information and Communication Technology

KZN

KwaZulu-Natal

Local Office

South African Social Security Agency | Annual Performance Plan | 2026/27

PART A

OUR MANDATE

There were no updates to the legislative and policy mandates for the Agency. The mandate as stated in the Strategic Plan 2025-2030 remains unchanged and is presented hereunder:

•

1. Constitutional Mandate

2.2 SASSA Act

In terms of Section 27(1)(2) of the South African Constitution, 1996 (Act 108 of 1996, as amended): “Everyone has the right to have access to: a. health care services, including reproductive health care. b. sufficient food and water; and c. social security, including if they are unable to support themselves and their dependants, appropriate social assistance.”

The SASSA Act provides for the establishment of SASSA with the objective of ensuring effective and efficient administration, management and payment of social assistance. The Act further provides for the prospective administration of social security, including the provision of services and matters related thereto. The following are the responsibilities of SASSA in terms of the Act: •

Administer social assistance in terms of Chapter 3 of the Social Assistance Act, and perform any function delegated to it under that Act.

•

Collect, collate, maintain and administer such information as is necessary for the payment of social security, as well as for the central reconciliation and management of payment of transfer funds, in a national database of all applicants for and beneficiaries of social assistance.

•

Establish a compliance and fraud mechanism to ensure that the integrity of the social security system is maintained.

•

Render any service in accordance with an

How SASSA contributes to the provisions SASSA contributes to this mandate by providing an institutional platform for implementation of Section 27(1)(2) (c) and further creates channels for eligible beneficiaries to access their social grants.

2. Legislative Mandate SASSA’s role is framed in terms of the Social Assistance Act, Act 13 of 2004 (“Social Assistance Act”), as amended, and the South African Social Security Act, Act 9 of 2004 (“SASSA Act”), as amended.

2.1 Social Assistance Act, 2004 In terms of the Social Assistance Act, the South African government is enjoined to provide Social Assistance to eligible persons and the Act provides for mechanisms of rendering of such assistance and to provide for matters connected therewith. The Act provides for various categorical grants, including Child Support Grant, Care Dependency Grant, Foster Child Grant, Older Persons Grant and Disability Grant. In addition, the Act provides for temporary assistance to persons experiencing undue hardship through the provision of social relief of distress. How SASSA contributes to the provisions •

The Social Assistance Act and its regulations enables SASSA to facilitate eligible beneficiaries to access social assistance, including the social relief of distress.

SASSA has the responsibility to further ensure that eligibility requirements, payment methods, conditions for reviews, amongst other things, are complied with.

agreement or a provision of any applicable law as contemplated in Subsection (4). How SASSA contributes to the provisions •

SASSA is responsible for processing grants applications to qualifying beneficiaries; ensuring consistent and effective monthly payment of social grants and maintaining credible database for all grant beneficiaries.

•

SASSA is the sole custodian for the agreed-upon platforms and footprint to provide social assistance.

•

SASSA issues a payment file every month and has a beneficiary records management system for the payments we make.

•

There are processes and systems to detect fraud including internal control.

•

SASSA established a credible system to manage data.

South African Social Security Agency | Annual Performance Plan | 2026/27

3. Policy Mandate 3.1 AU Agenda 2063 South Africa is progressively aligning its policies and initiatives with the African Union (AU) Agenda 2063, particularly concerning social security and protection measures. Agenda 2063 outlines a vision

for a prosperous, integrated, and peaceful Africa with an emphasis on inclusive growth and sustainable development. The table below outlines the provisions.

Table 1: AU Agenda 2063 Priorities Goal 1.1 A high standard of living, quality of life and wellbeing for all citizens 1.1.1 Social security and protection including persons with disabilities

Priority areas for 2063 a. All citizens have access to social security at affordable cost. b. All socially disadvantaged and the vulnerable (including those with disabilities) are socially protected by 2030. c. All citizens are free from fear and want. d. All public facilities and services have provisions for people with disabilities

3.2 National Development Plan (NDP: Vision 2030) According to the NDP: 2030, South Africa needs to ensure that vulnerable groups and citizens are protected from the worst effects of poverty by 2030. The social protection measures proposed seek to support those most in need, including children, people with disabilities and the elderly. In addition, the NDP seeks to promote active participation in the economy and society for those who are unemployed andunderemployed through labour market activation measures, employment services, social assistance programmes and other services to sustain and improve quality of life. The NDP recommends that priority should be given to improving efficiency in the delivery of services, addressing exclusions by identifying and reaching those who are entitled to the existing benefits of social protection and reducing the administrative bottlenecks that prevent people from accessing benefits.

How SASSA Aligns Through its programmes SASSA has been in compliance with these provisions by: • Continuously monitoring need for social assistance and protection • Rolling out new social protection measures as required by socioeconomic developments • Examples include: i. Social Relief of Distress for victims affected by regional floods in the KwaZulu-Natal province and ii. Social Relief of Distress: Social assistance for people in distress at the onset of the COVID-19 pandemic and beyond

How SASSA contributes to the provisions •

SASSA is responsible for the provision of a basket of social assistance services and oversee services responding to the needs of the community.

•

In line with the requirement to address exclusions by identifying and reaching those who are entitled to the existing benefits of social protection, SASSA prioritised improving coverage for children below the age of two years.

•

SASSA will implement measures to reduce the administrative bottlenecks that prevent people accessing social assistance benefits.

3.3 Medium-Term Development Plan 20242029 SASSA’s strategic plan has to be aligned to the Medium-Term Development Plan (MTDP), previously known as the Medium-Term Strategic Framework (MTSF), which will serve as the 5-year medium-term plan for the 7th Administration of the Government. The MTDP will also serve as the implementation framework for the NDP: Vision 2030, the existing longterm plan for South Africa towards 2030.

South African Social Security Agency | Annual Performance Plan | 2026/27

The following are the Fundamental Principles of the

•

MTDP:

Evidence-based policy and decision-making.

•

Respect for the Constitution and the Rule of Law.

In addition, the MTDP provides for three priorities of the 7th administration, being:

•

Promote non-racialism and non-sexism.

•

Priority 1: To drive inclusive growth and job creation.

•

Promote social justice, redress, and equity, and alleviate poverty.

•

Priority 2: To reduce poverty and tackle the high cost of living; and

•

Human dignity and progressive realisation of socioeconomic rights.

•

Priority 3: To build a capable, ethical, and developmental state.

•

Accountability, participation.

The table below indicates the strategic priority of the MTDP which is primarily applicable to SASSA.

•

Integrity and good governance.

transparency,

and

community

Table 2: MTDP Strategic Priorities MTDP Priority To reduce poverty and tackle the high cost of living

MTDP Outcome Optimised social protection and coverage

SASSA Outcome (s) Reduced levels of poverty Improved organisational efficiency Improved customer experience

3.4 Sustainable Development Goals The Sustainable Development Goals (SDGs) are a set of 17 interlinked global goals established by the United Nations in 2015, aimed at addressing the most pressing social, economic, and environmental challenges facing the world. The SDGs are designed to be a “blueprint to achieve a better and more sustainable future for all” and are a call-to-action for governments, organisations, and individuals worldwide to create a more equitable and sustainable world by 2030. •

Goal 1: No Poverty: End poverty in all its forms everywhere;

•

Goal 2: Zero Hunger: End hunger, achieve food security and improved nutrition, and promote sustainable agriculture; and

•

Goal 2: SASSA will provide temporary relief of distress to individuals and households who are experiencing undue hardship including disasters, loss of breadwinners, etc.

•

Goal 5: SASSA will ensure that vulnerable groups such as women and children are prioritised when processing the social assistance programmes.

3.5 The District Development Model The District Development Model (DDM) is an integrated planning approach for Cooperative Governance that aims to: •

Coordinate and integrate development plans and budgets across all three spheres of government.

•

Mobilise the capacity and resources of government, civil society, business, labour, and community for inclusive growth and job creation.

•

Fast-track service delivery and support municipalities in carrying out their mandate.

•

Promote local businesses, involve local communities, and ensure one district, one plan, and one budget.

Goal 5: Gender Equality: Achieve gender equality and empower all women and girls.

How SASSA contributes to the provisions •

•

Goal 1: SASSA will contribute to South Africa’s target of ensuring that no South African lives below the extreme poverty line by 2030. This will be done through provision of social assistance to eligible people living is South Africa who are unable to support themselves and or their dependants.

SASSA is expected to participate in this planning approach at district level to ensure that it leverages on synergies with other stakeholders.

South African Social Security Agency | Annual Performance Plan | 2026/27

3.6 Compliance With Broad-Based Black Economic Empowerment Act, 2003 As Amended (Act 53 Of 2003)

3.7 Compliance with Employment Equity Act

SASSA is committed to full compliance with the BroadBased Black Economic Empowerment (B-BBEE) Act to advance inclusive economic participation and transformation across all areas of its operations. The Agency integrates B-BBEE principles into its procurement, contracting, and supplier development processes to ensure equitable access to opportunities for historically disadvantaged individuals.

SASSA is committed to full compliance with the Employment Equity Act (Act No. 55 of 1998) to promote diversity, equal opportunity, and fair representation across all occupational levels. Agency implements its Employment Equity Plan to ensure that women, youth, persons with disabilities, and historically disadvantaged individuals are equitably represented in recruitment, development, and promotion processes.

In line with government’s transformation and empowerment objectives, SASSA has developed and implemented its SCM and Preferential Procurement Policy, which became effective in January 2023. The policy is specifically designed to advance empowerment goals, with a particular focus on women, youth, and people with disabilities.

Additionally, a comprehensive five-years EE Plan has been approved and is currently being implemented. By integrating equity considerations into human resource management, SASSA fosters an inclusive, representative, and high-performing workforce. Continuous monitoring, reporting, and evaluation of employment equity targets enable the Agency to track

As part of SASSA’s Annual Performance Plan, a key target has been established to ensure compliance with these empowerment objectives. This target measures the percentage of procurement expenditure directed to designated enterprises that have 51% or more ownership by black women, black youth, and black people with disabilities, in accordance with the requirements of the PPPFA.

progress, address gaps, and contribute to broader government objectives of workplace transformation and social inclusion.

SASSA annually submits its Annual Report to the B-BBEE Commission in compliance with Regulation 12(2) of the Broad-Based Black Economic Empowerment (B-BBEE) Regulations, which requires all spheres of government and public entities to file their approved audited financial statements and annual performance reports as stipulated in Section 13G (1) of the B-BBEE Act. For the 2024/25 financial year, SASSA achieved a Level 8 B-BBEE compliance rating.

South African Social Security Agency | Annual Performance Plan | 2026/27

4. Institutional Policies and Strategies In carrying out its mandate, SASSA is regulated by the policies developed by the DSD. The policy environment has been fairly stable over the years with few amendments relating to the implementation of the Social Assistance Act (2004). However, the promulgation of Social Assistance Amendment Act No. 16 of 2020, together with the outbreak of the COVID-19 pandemic in March 2020 and subsequent advances in technology and the introduction of online applications and biometrics, required the DSD and SASSA to review the regulations in relation to the application for and payment of social assistance.

In terms of the operational policies, SASSA constantly reviews its policies and standard operating procedures to ensure that they remain relevant to the ever-changing landscape. Policy adherence will be monitored, and recourse will be taken where required. Key policy considerations include: •

Temporary provision for the poor and vulnerable group (ages 18-59) through the COVID-19 SRD, which has been extended annually since its inception.

•

The exclusion of vulnerable pregnant women from social assistance programmes.

The Social Assistance Act was amended to make provision for:

•

The exclusion of vulnerable older persons due to the spousal means test.

•

Additional payments linked to social grants.

•

Payment of benefits to child-headed households.

Lack of integration between social grants and access to basic services or economic opportunities.

•

The provision of social relief of distress in the event of a disaster.

•

The repeal of the internal reconsideration process.

The Fund-Raising Act (FRA) is not aligned with the latest legislative provisions and best practices in disaster management.

•

The establishment of an Independent Tribunal to consider appeals against the decisions of the Agency.

•

The establishment of the Inspectorate as a government component.

In order to implement the changes emanating from the Social Assistance Amendment Act (16 of 2020), the DSD published the Social Assistance Regulations on 31 May 2022. Amongst other things, the new regulations established an extended child support grant for orphans. This is part of a comprehensive legislative solution to the challenge in the foster care system, where many orphaned children are cared for by members of their extended families. Previously, these children would enter the foster care system purely to access financial support. By including them in the child support grant safety net, the process to access financial support will be both faster and administratively easier. A further significant change introduced is that children in child-headed households who are between the ages of 16 and 18 are now eligible for the child support grant for him/herself as well as the children in his/her care. This will assist in reducing the vulnerability of these children who have taken on the responsibility of the household at a very young age.

Section 14 and 17 of the Social Assistance Act, 2004, read together with Regulation 27 of the Social Assistance Regulations, require that every grant be reviewed to ensure continued eligibility – either at intervals determined by SASSA or as stipulated in the social grant conditions. During the 2025/2026 financial year, SASSA initiated a review of its internal business processes to minimise inclusion errors and protect fiscal resources. Additionally, the National Treasury introduced strict conditions on SASSA’s transfer allocation to combat fraud and maintain grant integrity. •

Under these conditions, SASSA must perform income verification using multiple external database checks for all applicants and beneficiaries of child support grants (including top-ups), old age, war veterans, disability, and care dependency grants. Reviews will also focus on cases where clients are found to have undisclosed income exceeding the prescribed means-test thresholds. Failure to comply with these review requirements may result in portions of SASSA’s allocation being withheld during the financial year.

South African Social Security Agency | Annual Performance Plan | 2026/27

5. Update to Relevant Court Rulings During the period under consideration there were relevant court rulings as summarised below: Table 3: Relevant Court Rulings Case Freedom Under Law (FUL) vs Minister of Social Development and Others (CCT 48/17) [2021] ZACC 5; 2021 (6) BCLR 575 (CC) (1 APRIL 2021)

Institute for Economic Justice #paythegrants

Relief Sought Rain Chartered Accountants (“Rain”) was “denied” access to financial information by CPS, which “under-declared” its profits by approximately R800 million. FUL sought CPS to provide necessary documents for verification and ensure repayment of profits from the illegal contract.

Judgement The matter was heard on 27 May 2025.The court issued directions on 30 July 2025 raising questions based on the expression by the Court that “in view of the liquidation of CPS and related questions of expense and delay, it might be in the interest of justice to bring the proceedings in this matter to final conclusion on the basis of the profit of R 252 590 000 certified by KPMG and Mazars (certified profit), adjusted to any extent necessary in respect of the matters raised…” The matters referred to in this expression are clarity seeking questions (concerning possible adjustment to the profit certified); responses to which will enable the Court to reach a conclusion and pronounce an outcome on the matter. The parties have filed their submissions and awaiting directions from the Court. Judgment issued on 23 January 2025 granting the relief sought by IEJ and #PAYTHEGRANTS, by declaring the regulations unconstitutional and invalid.

IEJ and #PAYTHEGRANTS lodged a court application for the Court to declare Regulation 3(2) of the Vs Minister of Social Regulations Relating to COVID Development, 19 Social Relief of Distress SASSA and Minister DSD, SASSA and National introduced on 29 March 2023 of finance Treasury have been granted leave as unconstitutional and invalid to appeal. to the extent that it provides for SRD applications to be lodged on an electronic platform only

Impact on SASSA Guided SASSA to adhere to procurement prescripts and improve contract management.

The outcome of this judgement may have a significant fiscal impact on government as well as affect governments ability to deliver this service.

By addressing these rulings, SASSA demonstrates its commitment to transparency, inclusivity, and accountability in fulfilling its constitutional mandate.

South African Social Security Agency | Annual Performance Plan | 2026/27

PART B

OUR STRATEGIC FOCUS

This Annual Performance Plan (APP) is aligned to the SASSA Strategic Plan 2025-2030. The Strategic Plan 20252030 was crafted within the context of national priorities articulated by the latest Medium-Term Development Plan (MTDP) and is reflective of South Africa’s commitment to both regional and international development goals. This APP is designed to ensure that SASSA’s mission and vision are not only aspirational but also directly linked to actionable operational goals that align with broader government objectives, thereby enhancing coherence and relevance across all levels of our service delivery.

6. Vision The vision of SASSA is: A Leader in Innovative Social Security Services.

7. Mission The mission of SASSA is: To provide inclusive and accessible social security services that protect and empower eligible vulnerable people living in South Africa, using modern, customer-centric, and innovative approaches.

8. Values SASSA’s values are as follows: Table 4: Living the SASSA Values Value

Value Statement

What it Means for SASSA

Integrity

We commit to the highest standards of integrity by being honest, accountable, and reliable, consistently demonstrating high moral values in all our actions and decisions.

Compassion

We express compassion by showing genuine sympathy and concern for the needs of our stakeholders and beneficiaries, always aiming to respond with understanding and empathy.

Fairness

We uphold fairness by treating everyone equally, ensuring that our services and decisions are impartial, equitable, and free from bias.

Respect

We embody respect by recognising and honouring the rights, beliefs, and opinions of others, fostering an environment where all individuals are valued and heard.

At SASSA, integrity means maintaining the highest standards of honesty and ethical behaviour in every aspect of the organisation’s work. This includes transparency in operations, accountability for actions, and a commitment to fighting fraud and corruption, ensuring that resources reach those genuinely in need. Compassion at SASSA involves understanding and empathetically addressing the hardships faced by beneficiaries. It drives the design and delivery of services that are sensitive to the needs of the vulnerable, ensuring that all interactions uphold the dignity and wellbeing of individuals. Fairness is about ensuring equitable treatment and impartiality in SASSA’s services. It involves applying criteria consistently and without bias, making sure that all eligible individuals have equal access to the resources and support they need. Respect at SASSA means acknowledging and valuing the inherent dignity and rights of everyone the agency interacts with, including beneficiaries, staff, and partners. It emphasises professionalism, courtesy, and the importance of listening to and incorporating diverse perspectives into service delivery.

South African Social Security Agency | Annual Performance Plan | 2026/27

9. Principles In order to achieve its values and achieve its vision, mission and objectives SASSA operates according to the Batho Pele principles, having institutionalised the following: Table 5: SASSA Principles Principle

What it Means for SASSA

Transparency

We ensure transparency in all our activities by maintaining open communication and clear engagements, making our processes and decisions accessible to all stakeholders.

Professionalism

We adhere to the highest standards of professionalism, consistently delivering reliable, high-quality services on time. Our conduct reflects the dignity and integrity of the SASSA creed, demonstrating commitment and excellence in every aspect of our work.

Customer-centric

We prioritise our customers by placing their needs and expectations at the centre of all our operations. Our initiatives and services are designed to meet their diverse needs effectively, ensuring a responsive and supportive experience.

Confidentiality

We uphold the utmost respect for confidentiality, rigorously protecting all sensitive information to ensure the privacy and trust of our beneficiaries and partners.

Courtesy

We engage with everyone respectfully and politely, practising good manners in all interactions. Our approach fosters a positive and respectful environment that reflects our organisational values.

Responsibility

We embrace our duty with diligence, consistently fulfilling the roles and tasks expected of us. This commitment ensures that we contribute positively to our mission and the lives of those we serve.

Accountability

We take full ownership of our actions and decisions, holding ourselves accountable for the outcomes. This principle drives us to maintain high standards and continuous improvement, ensuring we answer to our beneficiaries and stakeholders.

10.Value Proposition SASSA plays a crucial role in society as it: •

•

Alleviates Poverty

As the designated agency responsible for administering social assistance, SASSA carries out a critical government mandate.

By providing essential financial assistance, SASSA helps reduce poverty levels across the nation. •

Enhances Social Wellbeing Through its services, SASSA contributes significantly to the social wellbeing of individuals, improving their quality of life.

Fulfils a Mandated Role

•

Offers a Safety Net SASSA provides crucial support to the most vulnerable members of society, acting as a safety net for those in greatest need.

South African Social Security Agency | Annual Performance Plan | 2026/27

11. SITUATIONAL ANALYSIS SASSA has inevitable connections and interactions with the environment, thus doubly affecting the environment itself, and in turn, being affected by it. In planning a strategic alignment to the legislative and policy mandate, there are these perspectives being considered. The figure below graphically captures this: Figure 1: External Analysis System Approach

Identify trends, issues, risks & challenges

Challenge Existing Paradigms/ Priorities Values

EXTERNAL PERSPECTIVE Environmental Scan Periodic Scanning

Monitoring & Evaluation Actual Impact

INTERNAL PERSPECTIVE Strategic Conversations Implementation

Setting Audacious Goals

Strategic Planning

11.1 External Environment Analysis This encompasses the wider political economic, social, technological, environmental and legislative factors impacting upon SASSA. These range from the immediate constituency in the Department to the rest of South Africa and ultimately international and global forces operating in the economy. Below is a summary of the environmental factors impacting SASSA. Table 6: Summary of the Macro Environmental Analysis FACTORS

POLITICAL

ISSUE Political Mandate Changes

IMPLICATIONS FOR SASSA Political changes, particularly the change of role players may have adverse impact on SASSA.

Such changes often bring shifts in policy focus, priorities, and strategies, which may require SASSA to adapt its operational frameworks and strategic initiatives rapidly. Alignment to Government Policy Requires continuous updates and adjustments in strategy to ensure operations and goals are synchronised with and Priority national priorities, enhancing effectiveness and funding Strategic alignment to government justification. policy and the priorities of the 7th Administration Government of National Unity SASSA may encounter policy instability, complex budget negotiations, and the need to realign programmes The presence of a GNU can lead frequently to accommodate changing government to policy shifts and compromises, priorities. Effective stakeholder engagement and adaptive affecting the strategic and strategic planning are essential to navigate the political operational framework of SASSA. landscape and ensure service continuity.

South African Social Security Agency | Annual Performance Plan | 2026/27

FACTORS

ECONOMIC

ISSUE Budget Constraints

IMPLICATIONS FOR SASSA Might necessitate more efficient budget management, prioritisation of expenditures, and potentially scaling back Fiscal pressures may limit available or redesigning some services. financial resources for SASSA Economic Recession • The low economic growth and job creation will result in an increasing number of people applying for social grants. Low economic growth and • The surge in applicants requiring enhancements in insufficient job creation increase processing capacity and management efficiency. demand for social grants. Poverty and Unemployment

SOCIOCULTURAL

High levels of poverty and unemployment are prevalent challenges. Batho Pele Principles Upholding the “People First” principles that emphasise service excellence in public service.

Integration & IT Systems TECHNOLOGICAL

Need for a comprehensive endto-end ICT system to enhance efficiency.

Services are vital for many people, necessitating responsive strategies to meet the growing demands and evolving needs of an expanding beneficiary base. SASSA is guided by these principles to enhance its service delivery, ensuring services are provided courteously, transparently, and accessibly, and that citizens’ needs are put first. Adhering to these principles helps build trust and ensures that services are delivered in an efficient and accountable manner. To be efficient, SASSA needs a comprehensive end-to-end ICT system. Development and integration of robust IT systems are essential for improving operational efficiency and service delivery. Technology enhancement and advancement is crucial to achieving the mandate and vision of SASSA.

Code of Conduct, Ethical Practices and Accountability ETHICAL

Upholding high standards of conduct and ethical practices.

Sustainability Practices ENVIRONMENTAL

Increasing focus on sustainable practices within public sector operations. Compliance with Legislation Adherence to various legal frameworks is mandatory

LEGAL

Essential to maintain integrity and public trust through strict adherence to ethical practices, robust management, and proactive anti-corruption measures. Attitude towards work and accountability will lead to ethical employment, management and leadership. There may be a need to adopt more environmentally friendly practices in day-to-day operations, including digital transformation to reduce paper use and energy-efficient measures in offices. Ensures compliance with relevant South African legislation that governs public entities, including the Public Finance Management Act (PFMA), the Social Assistance Act, and other regulations pertinent to SASSA’s operations. Compliance extends to adhering to principles under King IV for corporate governance, ensuring fiscal responsibility as dictated by Treasury regulations, and maintaining rigorous internal controls as per the requirements of the AuditorGeneral. This compliance is ensured through regular audits, continual updates to internal policies, and comprehensive training programmes to keep staff well-informed and adept at fulfilling legal and regulatory obligations effectively.

South African Social Security Agency | Annual Performance Plan | 2026/27

This PESTEL analysis provides SASSA with a clear view of the external factors that could impact its strategic and operational goals. By understanding and addressing these factors, SASSA can enhance its readiness and adaptability to navigate the challenges and seize the opportunities presented by its macroenvironment.

11.2

Stakeholder Analysis

In fulfilling its strategic intent, it will be critical for SASSA to effectively manage stakeholder relations and collaborative partnerships. These must address

both stakeholders identified in terms of the SASSA mandate, and others that may influence the achievement of the organisation’s vision and mission; and must include an enhanced focus on stakeholder needs and competitor intelligence. With the above consideration in mind, SASSA places its stakeholders at the apex of its strategic thinking and resultant planning; and stakeholder priorities are a critical consideration in the development of its strategic plans. The following table reflects key stakeholder considerations and programmes considered in development of the plan:

Table 7: SASSA Stakeholders Stakeholder

Expectations

Department of Social Development

Expect SASSA to align closely with national social welfare policies and programmes. Require regular reporting and compliance with regulatory frameworks. Seek innovative solutions to enhance service delivery and efficiency. Dependable and timely access to grants and services. Require clear communication and easy access to support services. Expect fairness in grant distribution and responsiveness to complaints and enquiries. Transparency in operations and effective use of public funds. Expect SASSA to contribute to socioeconomic stability by reducing poverty and improving social welfare.

SASSA Beneficiaries General Public Local Government Entities Non-Governmental Organisations (NGOs) Private Sector Partners Civil Society Media

Collaboration on social programmes that overlap local and national initiatives. Expect SASSA to engage in joint efforts for social development, especially in underserved areas. Partnerships in programme delivery, particularly in reaching vulnerable populations. NGOs expect support from SASSA in community-based initiatives and shared intelligence for better resource allocation. Opportunities for collaborative engagements in technology, infrastructure, and service delivery innovations. Private sector entities look for clear guidelines and transparency in partnership opportunities. There are opportunities for collaboration with civil society organisations that contribute towards social security. Managing SASSA’s image as well as ensuring that the right message is delivered to the beneficiaries, and the general population is critical. In that regard, SASSA will work closely with the media to ensure the dissemination of correct information about SASSA services.

South African Social Security Agency | Annual Performance Plan | 2026/27

Stakeholder Analysis Matrix SASSA appreciates the importance of categorising the identified stakeholders based on their level of influence and interest in SASSA’s operations. It helps identify key players who need to be managed

closely to ensure the successful implementation of the strategic plan. The table below indicates the categories of the SASSA stakeholders:

Table 8: Stakeholder Matrix High Power / High Interest High Power / Low Interest • Department of Social Development: Holds • SASSA Commercial Partners: Interested in the significant influence over SASSA’s policy alignment strategic and financial aspects of their partnerships and funding. The DSD is highly interested in SASSA’s with SASSA, but their operational involvement and compliance and performance in delivering social interest in daily management may be limited. welfare programmes. • Partner Government Institutions: Other government departments and state agencies that have overlapping objectives with SASSA but are not directly involved in everyday operations Low Power / High Interest Low Power / Low Interest • Beneficiaries: The primary recipients of SASSA’s • SASSA Suppliers: Provide goods and services services with high interest in the reliability and crucial for operational success but typically do not efficiency of grant distribution but limited power to have significant influence over SASSA’s strategic influence policy or strategic decisions. direction. • Broader South African Public: Although directly • Media: Plays a critical role in public perception affected by national welfare policies and SASSA’s and accountability through reporting on SASSA’s performance, the general public holds minimal direct activities. Highly interested in SASSA’s operations but influence over its operations or strategies. has no direct power over its strategic decisions. This matrix helps SASSA to prioritise its stakeholder engagement strategies by understanding which groups require the most attention and management based on their potential to influence the organisation and their interest in its operations. This strategic tool aids in aligning resources and communication efforts to ensure that stakeholder needs are met effectively whilst supporting SASSA’s overarching goals.

11.3

Internal Environment Analysis

11.3.1 Service Delivery Environment The South African Social Security Agency (SASSA) is constitutionally mandated to administer, manage, and pay social grants to all eligible individuals residing in South Africa. The social assistance programme covers older persons, persons with disabilities, and children, and provides Social Relief of Distress (SRD) to households experiencing sudden hardship. Social assistance remains the country’s largest safety net against destitution and poverty, playing a vital role in promoting social and financial inclusion.

SOCIOECONOMIC CONTEXT The economy of South Africa has been experiencing prolonged low growth. The latest Gross Domestic Product (GDP) results released by Statistics South Africa, revealed an estimated growth of 0,5% in the third quarter of 2025. There seems to be modest growth in the economy, which is mainly believed to be due to the impact of ongoing structural reforms to support inclusive and sustained growth. This level of growth remains inadequate to substantially reduce unemployment or stimulate economic recovery. According to the third quarter Labour Force Survey, approximately 8 million people remain unemployed, representing 31.9% of the labour force. Post-COVID-19, many households continue to grapple with food insecurity. About 19.7% of households experience severe food insecurity, compared to 16.2% in previous years, an increase of 3.5%, (Food Security in South Africa -2019-2023). This trend is driven by persistently high unemployment and poverty rates, which reduce disposable income and affordability, ultimately limiting access to adequate nutrition. Although some of the grants are above the upperbound poverty line of R1 634 (OAG, DG & CDG at

South African Social Security Agency | Annual Performance Plan | 2026/27

R2 315) regrettably, a significant portion of grants administered by SASSA are below the food poverty line of R796,00. These include approximately 9 million people dependent on COVID-19 SRD (R370), 13 million CSG (R560) and 526 thousand Grant-in-Aid (R560). These grants are compared to the National poverty lines 2024 (Stats SA). SOCIAL GRANT LANDSCAPE The demand for social grants remains high, reflecting the vital role of social assistance in cushioning citizens against economic hardship. South Africa operates one of the most extensive social grant systems globally, with millions of citizens depending on grants as their main source of income. According to the 2024 General Household Survey, grants account for 50.9% of household income nationally, second only to salaries and wages (62.2%). Social grants continue to serve as a crucial safety net, especially in South Africa’s most impoverished provinces such as the Eastern Cape, Northern Cape, Limpopo, Free State and Mpumalanga. The slow economic growth and the persistent unemployment rate experienced by South Africa continue to put a strain in the social assistance net. Between April and December 2025, SASSA processed more than 1.2 million new social grant applications indicating the dire need for social assistance. However, these applications could not increase the number of grants in payment due to natural attrition and various measures implemented by SASSA to deal with inclusion errors. These measures include the implementation of the beneficiary biometric enrolment and the social grants reviews process. As a result, social grants in payment decreased from 19 255 361 at the end of March 2025 to 19 089 771 at the end of December 2025. Similarly, SASSA continued the implementation of the COVID-19 SRD as a critical intervention for unemployed individuals aged 18-59 who have no source of income. By December 2025, about 7.7 million individuals were approved for the COVID-19 SRD thereby increasing the total number of grants administered by SASSA to approximately 27 million.

INFRASTRUCTURE AND BUSINESS CONTINUITY Since the 2022/23 financial year, SASSA has embarked on a project to strengthen business continuity through the installation of alternative power solutions, including inverters, lithium batteries and solar panels, at various service points. These installations ensure that operations at local offices and service centres continue uninterrupted during power outages. By the end of December 2025, approximately 342 offices were equipped with alternative power supply, contributing to improved operational resilience and service delivery. In addition to power backup, measures have been implemented to enhance water availability and connectivity infrastructure. Selected offices have been equipped with water storage facilities to mitigate disruptions caused by water shortages, whilst investments in network connectivity solutions such as mobile data routers and fibre upgrades have been introduced to ensure reliable communication and uninterrupted access to digital systems across service points. Collectively, these interventions strengthen SASSA’s capacity to sustain operations and ensure uninterrupted service delivery under varying environmental and infrastructure challenges. CONTRIBUTION TO WOMEN YOUTH AND PERSONS WITH DISABILITIES SASSA’s outputs contribute significantly towards the empowerment and inclusion of women, youth, and persons with disabilities (WYPD) by addressing poverty, inequality, and access barriers. Through the payment of social grants, SASSA provides essential income support to vulnerable groups, the majority of whom are women and persons with disabilities, whilst the COVID-19 SRD extends temporary financial assistance to unemployed youth and women, particularly in rural and informal settlements. SASSA also in its procurement initiatives prioritise designated enterprises with 51% or more ownership, i.e., black women, black youth and black people with disabilities (in line with PPPFA), thereby advancing inclusive economic transformation and local development.

South African Social Security Agency | Annual Performance Plan | 2026/27

SOCIAL GRANTS UPTAKE TRENDS The total number of social grant beneficiaries increased steadily from 18.68 million in 2021/22 to a peak of 19.26 million in 2024/25, before marginally declining to 19.09 million by 31 December 2025. Growth over the period is largely driven by increases in Old Age Grants, Disability Grants, Grant-in-Aid, and Care Dependency Grants, reflecting demographic shifts and increased care needs. In contrast, Child Support Grants and Foster Care Grants show a downward trend in later years, while War Veterans Grants continue to decline due to natural attrition. Overall annual growth remains modest, averaging below 2% across the period. Total social grant expenditure increased from R222.7 billion in 2021/22 to R266.8 billion in 2024/25, before decreasing to R211.3 billion by December 2025, largely due to the reduction of COVID-19 relief spending and adjustments to the Social Relief of Distress (SRD) programme. The Old Age Grant and

Child Support Grant consistently account for the largest share of expenditure, followed by the Disability Grant. Although beneficiary numbers for Grant-inAid and Care Dependency Grants are lower, their expenditure has grown steadily, indicating rising perbeneficiary support levels. COVID-19 expenditure remains significant over the period but shows a marked decline by 2025/26. Regionally, as at 31 December 2025, KwaZulu-Natal records the highest number of grant beneficiaries at 4.25 million, followed by Gauteng (3.0 million) and Eastern Cape and Limpopo with approximately 2.87 and 2.72 million. The Child Support Grant dominates across all provinces, accounting for the majority of beneficiaries, while Old Age Grants represent the second largest category nationally. Provinces with larger populations and higher poverty levels continue to place the greatest demand on the social assistance system, underscoring the ongoing importance of social grants in addressing poverty and vulnerability across regions.

Table 9: Number of Social Grants per Grant Type, 2021/22-2025/26 Grant type

2021/22

2022/23

2023/24

2024/25

Old Age War Veterans Disability Grant-in-Aid Care Dependency Foster Care Child Support Total Annual Growth

3 774 604 25 1 004 798 283 771 153 768 294 031 13 166 342 18 677 339 1.28%

3 886 708 15 1 035 437 328 507 156 982 274 130 13 147 937 18 829 716 0.82%

4 041 763 9 1 056 270 401 761 165 764 253 256 13 218 701 19 137 524 1.63%

4 163 720 7 1 049 646 526 826 173 400 224 758 13 117 004 19 255 361 0.62%

2025/26 - 31 December 2025 4 203 083 5 1 069 914 596 747 177 560 170 788 12 871 674 19 089 771 - 0.86%

Table 10: Social Grant Expenditure per Grant Type (R’000), 2021/22-2025/26 (December 2025) Grant type

2021/22

2022/23

2023/24

2024/25

OAG WVG DG FCG CDG CSG GIA SRD COVID-19 CSG Top-Up Theft and Losses Total

84 102 284 704 24 081 504 4 373 497 3 492 803 72 666 743 1 529 872 139 789 32 330 702 222 717 897

90 655 247 518 25 385 839 4 162 140 3 770 622 76 441 385 1 778 716 184 020 30 221 747 135 907 232 736 141

98 515 229 289 27 000 229 4 056 905 4 111 795 80 410 191 2 195 008 274 175 33 468 704 495 365 17 829 250 545 720

106 795 568 203 28 484 623 3 851 285 4 521 740 84 085 566 2 981 345 369 191 34 907 108 772 618

South African Social Security Agency | Annual Performance Plan | 2026/27

266 769 248

2025/26 - 31 December 2025 86 596 509 118 22 589 077 2 895 407 3687 676 65 678 521 2 870 373 259 474 26 005 920 736 221 211 319 297

Table 11: Number of Social Grants per Grant Type and Region as at 31 December 2025 Region EC FS GP KZN LP MP NC NW WC Total

Care Child Disability Dependency Support Grant Grant Grant 26 921 1 894 267 181 055 10 501 686 042 74 166 26 043 1 971 982 131 842 43 330 2 928 550 228 406 19 556 1 964 290 102 942 13 614 1 187 779 82 228 6 563 335 063 55 567 12 100 907 611 62 847 18 932 996 090 150 861 177 560 12 871 674 1 069 914

Foster Grant-in- Old Age War Grand Total Care Aid Grant Veteran’s Grant Grant 33 789 87 583 642 844 2 866 459 10 414 24 259 238 639 1 044 021 24 753 44 076 806 274 2 3 004 972 26 544 200 161 819 954 1 4 246 946 18 380 75 433 544 013 2 724 614 8 925 43 407 305 441 1 641 394 5 885 45 095 102 747 1 550 920 13 261 38 275 312 321 1 346 416 28 837 38 458 430 850 1 1 664 029 170 788 596 747 4 203 083 5 19 089 771

11.3.2 Operating Model SASSA’s operating model can be described as a head office/regional model. SASSA has functions located at head office that are intended to provide strategic direction, policy provisions, guidance and oversight. The delivery of the service is managed through the regional/district and local office structure with the local offices being the primary delivery vehicle. SASSA has: •

•

9 Regional offices – SASSA’s 9 regional offices are aligned to provincial boundaries and are responsible for providing leadership, managing operations, service delivery, stakeholder engagement and people management. 46 District Offices – the district offices are mostly aligned to district boundaries except some consolidation in KZN. SASSA district offices oversee the local offices and are responsible for quality assurance, managing resource utilisation, monitoring and inspections.

•

432 local offices – the local offices are mostly aligned to municipalities, however, there are regions where the agency had to open additional local offices due to service requirements, distances the beneficiaries had to travel to access services. The local offices serve as customer contact centres and are responsible for the provision of services to SASSA clients and beneficiaries.

•

973 Service points – the service points are extension of local offices and were established to serve beneficiaries who stay far from existing local offices. In some regions, halls, multipurpose centres, are used for such purposes whereas there are places where SASSA has had to acquire fixed infrastructure.

•

23 Mobile Trucks – provide mobile grants administration services to communities in most remote areas and are also utilised for community outreach programmes.

South African Social Security Agency | Annual Performance Plan | 2026/27

SASSA is configured into two Programmes as follows: Table 12: SASSA Programmes Programme 1: Administration The Administration programme provides leadership as well as management and support services. These include the following subprogrammes: • Executive Management; • Fraud and Compliance Management; • Internal Audit and Risk Management; • Communications and Marketing; • Corporate Services; • Financial Management; • Information and Communication Technology; and • Strategy and Business Development.

Programme 2: Benefits Administration and Support The Benefits Administration and Support programme provides the grant administration service and ensures that operations within SASSA are integrated. The programme manages the full function of grant administration from application to approval, as well as beneficiary maintenance.

SASSA has several functions responsible for the implementation of its strategy as indicated below. Table 13: SASSA Functions Function Executive Management

Assurance

Corporate Services

Financial Management

Strategy and Business Development Information and Communication Technology (ICT)

Operations

Responsibility SASSA Departments The Executive Management, under the leadership of the • Office of the CEO CEO, assumes overall leadership for the implementation of • Fraud and Compliance the strategy. Management • Communications and • Marketing This function ensures that SASSA’s outcomes and outputs • Risk Management are achieved efficiently and effectively while managing risks • Internal Audit that could hinder progress. • Financial management Corporate services are essential for the successful • Human Capital Management implementation of SASSA’s strategy. They provide the • Facilities management necessary support functions and infrastructure to enable • Security management the core operations of SASSA. • Legal Services This function prepares financial plans and monitors national • Financial Management and regional budgets and expenditure which is a critical role in strategy implementation. These responsibilities ensure that the strategic plan is financially viable and sustainable. The function is responsible for effective planning, improves • Strategy and Business operational efficiency, and oversees the implementation of Development policies through monitoring and evaluation, as well as the development of new products. ICT ensures the development of ICT systems to support • ICT key business processes and effective utilisation of related solutions. It plays a critical role in strategy implementation as it serves as an enabler in the implementation of SASSA’s strategy. It supports and enhances various aspects of strategic execution, ensuring that the Agency operates efficiently and can adapt to changing environments. This function is responsible for the implementation of • Grants Administration SASSA programmes.

South African Social Security Agency | Annual Performance Plan | 2026/27

11.3.3 Performance Highlights It is critical, as SASSA plans, to have an overview of SASSA’s performance highlights in the last financial year. The following are the major performance highlights for the previous planning period. During the 2025/26 planning period, SASSA had set a target of reaching 19.5 million eligible beneficiaries in receipt of social grants. By the end of December 2025, a total of 19 089 711 beneficiaries were receiving social grants, representing 98% achievement against the projected target. To strengthen the integrity of the social assistance system and reduce the risk of fraud, SASSA is planning to biometrically authenticate all social grant beneficiaries. The biometric infrastructure solution was procured to include both system users (employees) and beneficiaries. Beneficiary Biometric System has since been rolled out to 432 offices in September 2025 ahead of the initial implementation date of March 2026. To ensure that the right beneficiary receives the correct payment on time, SASSA disburses grants through personal bank accounts, merchants, and any National Payment System infrastructure. By December 2025, the payment processing rate stood at 99.94%, reflecting continued operational efficiency. Improving customer experience remains one of SASSA’s key strategic outcomes, particularly through enhancing the ease of doing business with the Agency. A specific goal is to reduce the turnaround time for grant application processing from the current seven days to one day in the MTDP period. By December 2025 about 85% (1.083 million of 1.2 million) grants were processed within seven (7) days. SASSA has received unqualified audit opinions on its Financial Statements for the financial years 2020/21 to

2024/25, reflecting sound financial management and compliance with applicable legislation. However, there were material findings on performance information for the past four audited financial years (2020/21 to 2024/25) relating to indicators within the Agency’s core business functions. SASSA maintains a zero-tolerance approach to fraud and corruption. The Agency had set a target to resolve 95% of reported corruption incidents for the 2024/25 financial year through appropriate disciplinary and criminal interventions. Guided by its approved Fraud Prevention Strategy, SASSA achieved a 99% resolution rate for reported fraud and corruption cases by 31 December 2025. To contribute towards economic transformation, SASSA sought to increase its procurement initiatives by prioritising designated enterprises with 51% or more ownership, i.e., black women, black youth and black people with disabilities (in line with PPPFA). For the period 2024/25, procurement spent was (7% against a 5% target) An amount of R107 million procurement was spent against R1.6 billion of goods and services budget. 11.3.4 Challenges The following are some of the challenges faced by SASSA in the implementation of the of its Annual Performance Plan: Budget Cuts SASSA’s budget has experienced significant cuts as shown in the table below: The following table presents SASSA’s budget allocation in accordance with the preliminary allocation letter issued by the National Treasury. It also highlights adjustments made to the original allocation.

SASSA’s budget has experienced significant cuts as shown in the table below: Description Baseline allocation Additional allocation Reduction on the original allocation Allocation for ERP and VEP Revised Allocation % Change to the original allocation R Y/Y increase/decrease % y/y increase/decrease

2024/25 R’000 7,748,437 7,748,437

2025/26 R’000 7,770,816 300,000 8,070,816 4% 322,378.84 4%

2026/27 R’000 8,116,952 300,000 (141,799) 58,417 8,333,570 3% 262,754.00 3%

2027/28 R’000 8,484,232 (189,154) 8,295,078 -2% -38,492.00 -0%

2028/29 R’000 8,252,020 -43,058.00 -1%

South African Social Security Agency | Annual Performance Plan | 2026/27

Given the revised inflation target and reduced inflation expectations, the 2025 Medium-Term Budget Policy Statement has adjusted all budgets to reflect these lower rates, resulting in a reduction of about R142 million. An allocation of R300 million has been designated for the administration costs associated with the SRD R370. Organisational Structure SASSA has a very large organogram, owing to a huge number of vacancies (18 730) which were created between 2006 and 2008 on the assumption that the Agency was going to insource the full grant payment value chain. However, the Agency has always been

very economical when deciding on the filling of posts focusing on those classified as critical, hence the total number of filled posts has never exceeded the 9 000. It is therefore critical for the Agency to ascertain, amongst others, the realistic number of posts required to enable the Agency to function effectively and efficiently. The process of reviewing the organisational structure is underway.

11.4

SWOT Analysis

SASSA used the SWOT Analysis to analyse its internal environment, and the summary is contained in the table below.

Table 14: SWOT Analysis STRENGTHS

WEAKNESSES

• Strong integration with government and private institutions • Efficient data processing for handling large file volumes. • Steady improvement in customer experience. • Alignment with government departments for better service delivery. • Effective partnerships driving innovation.

• Long queues at SASSA offices. • Limited budgets affecting quality and speed. • Fraud and corruption reducing trust. • Bureaucratic hurdles causing cumbersome decisionmaking. • System instability and frequent outages. • Dependence on legacy systems and external ICT contractors. • Inefficient procurement processes • Lack of SCM compliance • Audit issues and irregular expenditure. • Ageing workforce with no succession planning. THREATS

OPPORTUNITIES • Digital transformation to streamline operations. • Partnerships with government and private sectors. • Replacing legacy systems with modern alternatives. • Change management to improve staff and stakeholder engagement. • Cloud infrastructure for faster, scalable services. • Better integration of data systems with partners. • Workforce development through skills programmes. • Gender parity initiatives. • A stronger customer support model to enhance satisfaction

• Economic instability increases demand for social services and strains resources. • Political changes that could impact funding and strategic direction. • Negative public perception due to operational issues or scandals affecting credibility. • Risks of cybercrime and security breaches • Climate change impacts on operational capacity • Poor connectivity infrastructure, especially in remote areas • Differing ideologies from civil society organisations that could affect policy and operations

South African Social Security Agency | Annual Performance Plan | 2026/27

The environmental analysis exercise is aimed at ensuring that SASSA develops a strategy that is designed to address the threats and weaknesses, whilst leveraging on its strengths to take advantage of the available opportunities. Below is SASSA’s response to the weaknesses identified in the environmental analysis. Table 15: Response to SWOT Weakness • Operational challenges leading to long queues • Resource constraints due to limited budget, affecting quality and speed of service delivery. • Issues of fraud and corruption undermining trust and effectiveness. • Bureaucratic hurdles causing cumbersome decisionmaking. • System instability and network challenges. • Dependency on outdated legacy systems and external contractors for ICT. • Inefficient procurement processes and poor spending trends. • Adverse audit findings and irregular expenditure. • Lack of HR policies aligned to organisational needs, and non-existence of succession planning leading to an ageing workforce without early knowledge transfer.

SASSA Response (Opportunity) • Reducing the number of people visiting SASSA branches through use of online processes. • Effective use of available budget. • Innovative funding solutions to render services at a service fee. • Anti-fraud and whistleblowing policies. • Raising awareness. • Streamlining and integrating systems and processes. • Systems refinement and network upgrade. • Procurement of new systems. • Review of the procurement policy. • Effective monitoring and reporting. • Review of the HR policies. • Development of succession plan.

South African Social Security Agency | Annual Performance Plan | 2026/27

PART C

MEASURING OUR PERFORMANCE

Outcomes and outputs are central to measuring and achieving SASSA’s strategic objectives. Outcomes reflect the broader societal changes that SASSA aims to achieve, aligned with its mission to deliver impactful social security services that contribute to reducing poverty and promoting social and economic transformation. Outputs, on the other hand, are the immediate results of SASSA’s activities and initiatives, serving as measurable steps towards reaching these broader outcomes. This Annual Performance Plan (APP) is derived from the SASSA Strategic Plan 2025-2030 and details a clear, actionable programme of action. It outlines specific outputs for each outcome, supporting

continuous monitoring and assessment to ensure that progress towards these goals is systematically achieved. By focusing on outputs within each outcome, SASSA ensures a structured approach to enhancing service delivery, improving customer experience, and driving organisational efficiency, all of which are fundamental to its role in addressing social needs and empowering South African communities. The table below provides a summary of SASSA’s alignment to the MTDP, impact statement, outcomes, and associated outputs for the financial year 2026/2027, establishing a framework that aligns with DPME standards to track performance effectively.

Table 16: Summary of the SASSA Impact, Outcomes/Output Statements MTDP Priority MTDP Outcome IMPACT SASSA is committed to excellence, using advanced technology and expert staff to deliver reliable social security services that improve lives and empower communities. Our focused efforts on enhancing service efficiency and customer experience aim to alleviate poverty and foster sustainable livelihoods. We ensure every interaction adds value, empowering our clients and stakeholders to thrive in a more equitable and prosperous society.

To reduce poverty and tackle the high cost of living Optimised social protection and coverage SASSA OUTCOMES OUTPUTS Outcome 1: Reduced • Provision of social assistance to persons levels of poverty unable to support themselves and /or their dependants. • Reduction of exclusion and inclusion errors. • Provision of temporary relief to individuals and households affected by disasters, undue hardships and loss of breadwinner. Outcome 2: Improved • Reduced turnaround times in social grants customer experience application process. • Informed citizenry. • Implement measures to reduce long queues at SASSA local offices. Outcome 3: Improved • Cost of administering social grants organisational • Effective financial management efficiencies • Implementation of the SASSA Modernisation Plan. • Enhanced technology and analytics • ICT architecture reviewed and optimised. • Capacitation of SASSA for optimum performance.

South African Social Security Agency | Annual Performance Plan | 2026/27

12. Institutional Programme Performance Information SASSA programmes are aligned to the impact statement and outcomes statements contained in the SASSA Strategic Plan 2025-2030. To give effect to the strategic direction contained in the Table above, SASSA has formulated two programmes to guide the operations of the Agency in the first year of the seventh term of government.

12.1

•

Corporate Services – is mainly responsible for the provision of corporate support services to the entire organisation. It comprises Human Capital Management, Legal services, Facilities Management and Security Services.

•

Financial Management – the subprogramme prepares financial plans and monitors national and regional budgets and expenditure. It is also responsible for the management of the Agency’s accounting and procurement system.

•

Information and Communication Technology (ICT) – this subprogramme ensures the development of ICT systems to support key business processes and effective utilisation of related solutions.

•

Strategy and Business Development – is responsible for effective planning, improves operational efficiency, and oversees the implementation of policies through monitoring and evaluation, as well as the development of new products.

•

Communication and Marketing – is responsible for effective internal and external communication.

Programme 1: Administration

Purpose To provide leadership, management and support services to SASSA. Description This programme aims to ensure effective leadership and administrative support services within SASSA. The programme consists of the following subprogrammes/ departments: •

•

Executive Management – this subprogramme comprises the Office of the CEO and related support services including Fraud and Compliance Management, Communication and Legal services. Internal Audit and Risk Management – this subprogramme is responsible for the provision of internal audit assurance and risk management services.

South African Social Security Agency | Annual Performance Plan | 2026/27

Table 17: Administration: Outcomes, Outputs, Output Indicators and Targets Outcome

Output

Output Indicators

Annual Targets Past Performance

Estimated Performance

Medium-Term Target

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

South African Social Security Agency | Annual Performance Plan | 2026/27

Effective Improved organisational financial efficiency. management.

1. Unqualified audit outcome received.

SASSA received an unqualified Audit opinion for the 2021/22 Financial Year.

SASSA received an unqualified Audit opinion for the 2022/23 Financial Year.

SASSA received an Unqualified Audit Opinion for the 2023/24 Financial Year.

Unqualified audit outcome received.

Cost of administering social grants.

2. Average cost of administering social assistance.

Average cost of administering social assistance was R22 per beneficiary.

Average cost of administering social assistance projected at below R37.

3. Administration cost as a percentage of social assistance transfers budget

Administration cost of social assistance transfers budget was 3.1% of the total social grants budget.

Administration cost of social assistance transfers budget was 3% of the total social grants budget.

Administration cost of social assistance transfers budget was 2.6% of the total social assistance expenditure.

Administration cost as a percentage of social assistance transfers budget projected at below 5%.

4. Percentage of social assistance debts recovered and/ or written off.

43.75% (R345 million of R789 million) of social assistance debts were recovered and or written off.

6% (R32 million of R543 million) of social assistance debts was collected and/or written off.

3.36% (R22 million of 646 million) was collected

5% of social assistance debts recovered and/ or written off.

4% of social assistance debts recovered and/ or written off.

Recovery: R11 million Write-off R334 million

Recovery: R14 million Write-offs– R18 million

75% of projects in the demand plan awarded

80% of projects in the demand plan awarded

Improved Effective organisational financial efficiency. management.

5. Percentage of projects in the demand plan awarded

*Indicator non-existent for that financial year.

South African Social Security Agency | Annual Performance Plan | 2026/27

Outcome

Output

Economic opportunities for SMME’s and Cooperatives.

Output Indicators

6. Percentage procurement spent through the designated enterprises with 51% or more ownership, i.e., black women, black youth and black people with disabilities (in line with PPPFA).

Annual Targets Past Performance

Estimated Performance

Medium-Term Target

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

R270M was awarded to SMMEs/EMEs, with R155M allocated to women and youth from a R302M budget services

6% procurement was spent through qualifying women, youth and People with disabilities.

6.85% procurement was spent through the designated enterprises with 51% or more ownership, i.e., black women, black youth and black people with disabilities (in line with PPPFA).

5% procurement spent through the designated enterprises with 51% or more ownership in terms of PPPFA

5% of procurement spent through the designated enterprises with 51% or more ownership, i.e., Black women, Black youth and Black people with disabilities (in line with PPPFA).

5% of procurement spent through the designated enterprises with 51% or more ownership, i.e., Black women, Black youth and people with disabilities (in line with PPPFA).

R106 million procurement spend against R1 711 billion of goods and services budget

R107 million procurement spend against R1.6 billion of goods and services budget.

7. SASSA Implemenenterprise tation of architecture the SASSA reviewed and Modernisation optimised. Plan.

A bid was advertised and evaluated, however none of the bids met the requirements.

As-Is enterprise architecture review completed

SASSA AS- IS Enterprise Architecture finalised, and TO-BE Business architecture developed

SASSA ICT TOBE Enterprise Architecture completed

Implementation of Optimised SASSA ICT Enterprise Architecture.

8. Percentage availability of the Online Grants Application System

80% availability of the Online Grants Application System

90% availability of the Online Grants Application System

95% availability of the Online Grants Application System

*Indicator non-existent for that financial year. 37

Outcome

Output

Output Indicators

Annual Targets Past Performance 2022/23

9. Modernisation of core business technology landscape implemented in line with the roadmap.

Estimated Performance

Medium-Term Target

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

Research and User requirement analysis were completed, and the Terms of Reference (ToR) were finalised for the appointment of a service provider.

A contract was awarded for professional services.

Roadmap for the replacement of SOCPEN legacy system approved.

Phase 1 of Modernisation of core business technology landscape implemented in line with the roadmap:

Phase 2 of Modernisation of core business technology landscape implemented in line with the roadmap.

Phase 3 of Modernisation of core business technology landscape implemented in line with the roadmap.

South African Social Security Agency | Annual Performance Plan | 2026/27

Implement alternative service channels and integrated single user interface for Grants System (SOCPEN, OGA, BRM and BIAM)

10. Modernised Customer Contact Centre solution implemented.

Contact Centre business requirements approved.

Modernised Customer Contact Centre solution implemented.

Support and maintenance of the Implemented Customer Contact Centre technology solution

11. Modernised ImplemenBusiness tation of Intelligence the SASSA and Analytics Modernisation implemented. Plan

Modernised Grants operations reporting capability developed and implemented

Modernised support operations reporting capability developed and implemented

Support and maintenance of a modernised business intelligence and analytics solution

*Indicator non-existent for that financial year.

South African Social Security Agency | Annual Performance Plan | 2026/27

Outcome

Output

Output Indicators

Annual Targets Past Performance 2022/23

12. Cyber Range Security Operations Centre implemented:

Estimated Performance

2023/24 *

2024/25 *

12(a)User Behaviour Analytics Solution Implemented

2025/26

2026/27

2027/28

2028/29

Cyber Range Security Operations Centre implemented: Phase 1.

User Behaviour Analytics Solution Implemented

Support and maintenance of the implemented Cyber Range Security Operations Centre solution

12(b) Cyber Security Awareness and Training Solution Implemented Capacitation of SASSA for optimum performance.

Consequence management measures implemented.

Medium-Term Target

Cyber Security Awareness and Training Solution Implemented

13. Human Resource Plan developed and implemented

Human Resource Plan developed

Human Resource Plan developed and implemented

Human Resource Plan reviewed and implemented

14. Percentage of funded posts filled.

96% (7 543 of 7 875) of vacant funded posts were filled.

96% (7 319 of 7 610) of funded posts were filled.

95% (7116 of 7 90% of funded 494) posts were posts filled. filled.

95% of funded posts filled.

15. Percentage of training and development programmes implemented to address identified skills gap

80% of training and development programmes implemented to address identified skills gap

85% of training and development programmes implemented to address identified skills gap

90% of training and development programmes implemented to address identified skills gap

16. Percentage of labour relations cases finalised.

79% (227of 287) of labour relations cases were finalised.

89% (224 of 252) of received labour relations cases were finalised.

91% (336 of 370) labour relations cases were finalised

60% labour relations cases finalised.

65% labour relations cases finalised.

70% labour relations cases finalised.

70% of labour relations cases finalised.

*Indicator non-existent for that financial year.

Outcome

Output

Output Indicators

Annual Targets Past Performance 2022/23

Estimated Performance

South African Social Security Agency | Annual Performance Plan | 2026/27

2026/27

2027/28

2028/29

347 SASSA offices audited on facilities performance management

142 SASSA offices audited on facilities performance management

Consideration of audit outcome and implementation plan developed

96.30% (469 of 487) reported fraud and corruption cases were investigated and finalised.

98% (465 of 474) reported fraud, and corruption cases were investigated and finalised.

99% (478 of 483) reported fraud and corruption cases were investigated and finalised.

95% of reported fraud and corruption cases investigated and finalised.

95% of reported fraud and corruption cases investigated and finalised

95% of reported fraud and corruption cases investigated and finalised.

19. SASSA ethics management strategy developed and implemented

SASSA ethics management strategy developed

SASSA ethics management strategy implemented

20. Percentage of identified employees through lifestyle reviews audited

10% of identified employees through lifestyle reviews audited

30% of identified employees through lifestyle reviews audited

50% of identified employees through lifestyle reviews audited

Audit assessment of SASSA buildings completed in line with the infrastructure plan

* 17. Number of SASSA offices audited on facilities performance management

Consequence management measures implemented.

18. Percentage of reported fraud and corruption cases investigated and finalised.

Proactive Ethics and Integrity Management

*Indicator non-existent for that financial year.

2023/24

2024/25

2025/26

Medium-Term Target

South African Social Security Agency | Annual Performance Plan | 2026/27

Outcome

Improved Customer experience.

Output

Output Indicators

21. Reviewed Informed and approved citizenry Integrated (improve Communicatio customer, n and organisational Marketing reputation and strategy communicatio implemented. n on strategic interventions).

Annual Targets Past Performance

*Indicator non-existent for that financial year.

Medium-Term Target

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

1 792 programmes were implemented which focused on CSG TopUp; intake of eligibl children under the age of 1 year.

Integrated Communication and Marketing Programmes were implemented to improve customer communication, organisational reputation and communication on strategic interventions.

Integrated Communication and Marketing Programmes were implemented to improve customer communication, organisational reputation, and communication on strategic interventions.

Integrated Communicatio n and Marketing Programme implemented to improve customer communication, organisational reputation and communication on strategic interventions.

Reviewed Integrated Communication and Marketing strategy implemented.

Reviewed Integrated Communicatio n and Marketing strategy implemented.

A total of 2 371 programmes were implemented and 3 “You and Your SASSA” booklets produced.

A total of 3207 programmes were implemented and 3 “You and Your SASSA” booklets produced.

Digital Communication Platform Framework developed and approved.

Digital Communicatio n Platform Framework implemented.

COVID-19 SRD grant; elimination of open cash pay-points; online grant application; online medical assessment bookings; and SRD regulations. 22. Digital Communication Platform Framework developed and implemented

Estimated Performance

Table 18: Administration Output Indicators: Annual and Quarterly Targets Outcome

Output Indicators

Annual Target 2026/27

Quarterly Targets Quarter 1

Improved organisational efficiency

Quarter 2

Quarter 3

Quarter 4

South African Social Security Agency | Annual Performance Plan | 2026/27

Unqualified audit outcome received.

2025/26 Unaudited Annual Financial Statements compiled and submitted to AGSA and National Treasury by 31 May 2026 for audit purposes.

Unqualified audit outcome for 2025/26 received.

2026/27 half year Financial Statements compiled and submitted to AGSA.

None.

Average cost of administering social assistance.

Average cost of administering social assistance projected at below R37.

None.

Average cost of administering social assistance projected at below R37.

Administration cost as a percentage of social assistance transfers’ budget.

Administration cost as a percentage of social assistance transfers budget projected at below 5%.

None.

Administration cost as a percentage of social assistance transfers budget projected at below 5%.

Percentage of social assistance debts recovered and/ or written off.

4% of social assistance debts recovered and/ or written off.

1% of social assistance debts recovered.

1% social assistance debts recovered and/ or written off.

Percentage of projects in the demand plan awarded

75% of projects in the demand plan awarded

None.

75% of projects in the demand plan awarded

Percentage procurement spent through the designated enterprises with 51% or more ownership, i.e., black women, black youth and black people with disabilities (in line with PPPFA).

5% of procurement spent through the designated enterprises with 51% or more ownership, i.e., black women, black youth and black people with disabilities (in line with PPPFA).

2% of procurement spent through the designated enterprises with 51% or more ownership, i.e., black women, black youth and black people with disabilities (in line with PPPFA).

3% of procurement spent through the designated enterprises with 51% or more ownership, i.e., black women, black youth and black people with disabilities (in line with PPPFA).

4% of procurement spent through the designated enterprises with 51% or more ownership, i.e., black women, black youth and black people with disabilities (in line with PPPFA).

5% of procurement spent through the designated enterprises with 51% or more ownership, i.e., black women, black youth and black people with disabilities (in line with PPPFA).

SASSA enterprise architecture reviewed and optimised.

SASSA AS- IS enterprise Review of the AS-IS Business Architecture finalised and TO-BE completed Business architecture developed

Review of the As-Is Data Architecture completed

Review of the As-Is Application Architecture completed

Review of the As-Is Technology Architecture completed

90% availability of the Online Grants Application System

Percentage availability of the Online Grants Application System

90% availability of the Online Grants Application System

To-Be Business architecture developed 90% availability of the Online Grants Application System

90% availability of the Online Grants Application System

South African Social Security Agency | Annual Performance Plan | 2026/27

Outcome

Output Indicators

Annual Target 2026/27

Quarterly Targets Quarter 1

Modernisation of core business technology landscape implemented in line with the roadmap.

Phase 1 of Modernisation of core business technology landscape implemented in line with the roadmap:

Quarter 2

Quarter 3

Quarter 4

WhatsApp channel implemented

Mobile App implemented

Integrated single user interface for grants system implemented (SOCPEN, OGA, BRM and BIAM)

Online Grant Application Offline capability implemented

Business Architecture and requirements definition approved

None

Modernised Contact Centre Solution Configured and Tested

Modernised Customer Contact Centre solution implemented

Implement alternative service channels and integrated single user interface for Grants System (SOCPEN, OGA, BRM and BIAM) Modernised Customer Contact Centre solution implemented.

Modernised Customer Contact Centre solution implemented.

Contact Centre agents trained on the solution Cyber Range Security Operations Centre implemented

User Behaviour Analytics UBA solution Solution Implemented Implemented

None

Cyber Security Awareness and Training Solution Implemented

None

Cyber Security Awareness and Training Solution Implemented

None

Modernised Business Modernised Grants Intelligence and Analytics Operations Reporting implemented. Capability Developed and Implemented

None

Planning and design of modernised BI solution completed

Modernised Business Modernised Grants Intelligence and Analytics Operations Reporting Solution Configured Capability Developed and Implemented

Human Resource Plan developed and implemented

Human Resource plan developed

Matching and placement plan developed and implemented

Job descriptions of all identified jobs (newly defined posts) reviewed

Job evaluation of all identified and newly defined jobs conducted

Percentage of funded posts filled.

95% of funded posts filled.

Percentage of training and development programmes implemented to address identified skills gap

80% of training and development programmes implemented to address identified skills gap

20% of training and development programmes implemented to address identified skills gap

Percentage of labour relations cases finalised.

65% of labour relations cases finalised

65% of labour relations cases finalise

65% of labour relations cases finalised

Outcome

Output Indicators

Annual Target 2026/27

Quarterly Targets Quarter 1

Quarter 2

Quarter 3

Quarter 4

South African Social Security Agency | Annual Performance Plan | 2026/27

Number of SASSA offices audited on facilities performance management

347 SASSA offices audited on facilities performance management

47 SASSA offices audited on facilities performance management

150 SASSA offices audited on facilities performance management

75 SASSA offices audited on facilities performance management

Percentage of reported fraud and corruption cases investigated and finalised.

95% of reported fraud and corruption cases investigated and finalised.

95% of reported fraud and corruption cases Investigated and finalised.

95% of reported fraud and corruption cases investigated and finalised.

SASSA ethics management strategy developed and implemented.

SASSA ethics management strategy developed

None

Draft Ethics Management None Strategy developed

Ethics Management Strategy approved

Percentage of identified employees through lifestyle reviews audited

10% of identified employees through lifestyle reviews audited.

None

10% of identified employees through lifestyle reviews audited.

Reviewed and approved Integrated Communication and Marketing strategy implemented.

Reviewed Integrated Communication and Marketing Strategy implemented.

Implementation of Reviewed Integrated Communication and Marketing strategy:

• Stakeholder Engagement

• Media engagement

• Staff engagement

• Promotions

Digital Communication Platform Framework developed

None

Digital Communication Platform Framework approved and piloted.

Digital Communication Platform Framework developed and implemented.

Digital Communication None Platform Framework developed and approved.

12.1.1 Planned Performance over the Medium-Term Period The Administration Programme provides leadership, as well as management and support services. In line with outcomes-based planning, the programme’s work will contribute towards the realisation of the two SASSA outcomes, namely, improved customer experience and improved organisational efficiency. In the next MTEF period, critical interventions for this programme will include: •

Ensuring effective financial management, by improving performance audit outcomes, and reducing the cost of administering social assistance to remain below 5% of total transfers;

•

Enhancing cyber resilience and data security through the full implementation of the Cyber Range Security Operations Centre;

•

Between 2025/26 and 2026/27, Compensation of Employees shows a continued upward trajectory, reflecting sustained growth in personnel-related expenditure. Over this period, compensation increased from R1,127,576 to R1,219,383 and further to R1,343,002 indicating a steady year-on-year rise. This growth suggests ongoing cost pressures related to salaries, benefits, and possible staff expansion or adjustments linked to inflation and salary agreements. SASSA’s budget has been reduced in recent years, affecting both the available resources to carry out planned operations and the allocation of budget resources. In this regard the budget apportionment process is underpinned by the following principles: •

Ensuring alignment of allocations to the Agency’s service delivery plans, APP.

•

Reviewing and optimising the ICT Enterprise Architecture to support automation, integration, and efficient information flow across SASSA systems;

Contractual obligations are the first charge to the budget as these will need to be honoured.

•

Achievement of allocative efficiency.

•

Strengthening human capital management through the review and alignment of Human Resources policies and improving labour relations management to promote a stable and high-performing workforce;

Achievement of value for money and economical use of resources.

•

Appreciation of the reality of “Economic Problem” (scarce resources) and therefore striving for reprioritisation.

•

Develop ethics management strategy to reinforce ethical conduct and combat fraud and corruption towards regaining public trust,

•

Implement lifestyle reviews and audits,

•

Implement reviewed communications and marketing strategy.

The allocation process follows a bottom-up approach which entails consultation at operational level with stakeholders across the agency. The budget cuts have prompted reprioritisation.

12.1.2 Programme Resource Considerations The Administration Programme plays a pivotal role in ensuring that SASSA delivers efficiently on its mandate of administering, managing, and paying social grants. Central to this programme’s priorities is the enhancement of organisational efficiency through the ongoing implementation of the SASSA Modernisation Project and its key outcomes. These include the deployment of contact centre technology solutions, the enhancement of business intelligence and analytics capabilities, capacity development across all levels, and the intensification of efforts to combat fraud and corruption.

South African Social Security Agency | Annual Performance Plan | 2026/27

The programme’s estimated budget and expenditure for the MTEF period is presented in the tables below. Table 19: Administration Programme Resource Considerations Administration

Economic classification Compensation of employees Goods and services Depreciation Losses Transfers and subsidies Total Expenditure Corporate services

Economic classification (Rand thousand) Compensation of employees Goods and services Depreciation Losses Transfers and subsidies Total Expenditure Executive management

Economic classification (Rand thousand) Compensation of employees Goods and services Depreciation Transfers and subsidies Total Expenditure Finance

Economic classification (Rand thousand) Compensation of employees Goods and services Depreciation Transfers and subsidies Total Expenditure

2022/23 Audited outcome

2023/24 Audited outcome

2024/25 Audited outcome

2025/26 Revised budget estimate

2026/27 2027/28 Approved Planning Budget Budget Estimate

2028/29 Planning Budget Estimate

1 016 834 1 043 385 1 088 855 1 161 836 1 751 688 2 027 215 2 117 787 2 387 017 84 098 104 201 129 335 4 505 1 405 2 299 14 327 16 140 15 215 10 322 2 871 452 3 192 346 3 353 491 3 559 174

1 219 383 1 274 582 1 343 002 2 449 953 2 561 860 2 701 964 65 092 6 967 7 283 3 734 428 3 843 410 4 052 249

2022/23 Audited outcome

2026/27 2027/28 Approved Planning Budget Budget Estimate

2023/24 Audited outcome

2024/25 Audited outcome

2025/26 Revised budget estimate

2028/29 Planning Budget Estimate

323 120 330 416 343 416 378 289 1 109 069 1 252 346 1 266 998 1 403 262 31 168 40 635 41 199 4 505 1 405 2 299 8 014 7 695 7 728 6 468 1 475 876 1 632 497 1 661 640 1 787 819

396 885 414 824 435 543 1 435 548 1 509 971 1 596 179 63 759 5 577 5 827 1 896 192 1 930 372 2 037 549

2022/23 Audited outcome

2023/24 Audited outcome

2024/25 Audited outcome

2025/26 Revised budget estimate

2026/27 2027/28 Approved Planning Budget Budget Estimate

133 355 63 948 1 163 1 301 199 767

138 223 70 579 1 175 1 971 211 948

150 085 48 000 1 245 1 538 200 868

161 609 89 014 1 357 251 980

2022/23 Audited outcome

2023/24 Audited outcome

2024/25 Audited outcome

2025/26 Revised budget estimate

456 189 80 417 3 276 4 148 544 030

468 790 59 711 3 738 5 513 537 752

486 704 71 821 3 962 4 852 567 339

503 265 75 952 2 024 581 241

169 867 90 063 596 260 526

2028/29 Planning Budget Estimate

177 546 94 311 621 272 478

186 423 98 544 652 285 619

2026/27 2027/28 Approved Planning Budget Budget Estimate

2028/29 Planning Budget Estimate

527 855 79 441 677 607 973

551 715 83 156 707 635 579

584 021 87 083 739 671 843

South African Social Security Agency | Annual Performance Plan | 2026/27

Information and communication technology

Economic classification (Rand thousand) Compensation of employees Goods and services Depreciation Transfers and subsidies Total Expenditure Strategy and business development

Economic classification (Rand thousand) Compensation of employees Goods and services Depreciation Transfers and subsidies Total Expenditure

2022/23 Audited outcome

2023/24 Audited outcome

2024/25 Audited outcome

2025/26 Revised budget estimate

78 547 496 673 48 486 650 624 356

80 001 642 451 58 650 740 781 842

81 934 726 508 82 928 810 892 180

89 471 814 135 335 903 941

2022/23 Audited outcome

2023/24 Audited outcome

2024/25 Audited outcome

2025/26 Revised budget estimate

25 623 1 581 5 214 27 423

25 955 2 128 3 221 28 307

26 716 4 460 1 287 31 464

29 401 4 654 138 34 193

2026/27 2027/28 Approved Planning Budget Budget Estimate

93 878 839 895 60 933 833

98 201 103 104 869 021 914 486 62 65 967 284 1 017 655

2026/27 2027/28 Approved Planning Budget Budget Estimate

30 898 5 006 35 904

2028/29 Planning Budget Estimate

32 296 5 401 37 697

2028/29 Planning Budget Estimate

33 911 5 672 39 583

12.1.3 Updated Risk for Administration Programme The strategic interventions planned for Programme 1 were risk-assessed, the existing risk mitigation plans were evaluated for control effectiveness, and the additional interventions were established to promote the achievement of the planned outcomes. The following table indicates identified strategic risks that might impact on the effective delivery of Programme 1, as well as risk mitigation actions to be implemented: Table 20: Programme 1: Updated Key Risks Outcome

Risk REF

Strategic Risks

Risk Mitigation Measures

Enhanced Customer Experience

SR4

Interruption of critical services

SR5

Resistance to Organisational Change

SR6

Cyber security threats

SR7

Fraud and corruption

Alternative Power Strategy rollout, Water shortage strategy, Review of Business Continuity Management Framework, Cybersecurity and ICT resilience, Service monitoring & calllogging systems, Protective measures against theft. Structural anchor for change management, Targeted Training & Reskilling (skills gap and ageing workforce), Transparent Communication & Bottom-Up Consultation, System Stability & Phased Rollout, Proactive monitoring of resistance and burnout. Enhanced encryption protocols, Ethical hacking, ThirdParty Risk Management, Business Continuity & Disaster Recovery Plans, centralised incident response, cybersecurity awareness training, ICT Capacity Building, beneficiary awareness campaigns, real-time reporting of cyber incidents, vulnerabilities, and project progress, Full implementation of SDLC. Fraud prevention strategy, Data-driven detection, Culture & ethics awareness training, Consequence management, system integration, compliance inspections, external audits, law enforcement collaboration, centralised investigation.

Enhanced Organisational Efficiency

South African Social Security Agency | Annual Performance Plan | 2026/27

12.2

Programme 2: Benefits Administration and Support

Programme Purpose

•

The Benefits Administration and Support Programme provides a grant administration service and ensures that operations within SASSA are integrated. The programme manages the full function of grant administration from application to approval, as well as beneficiary maintenance.

Beneficiary Maintenance Management: Responsible for the life certification as well as the maintenance of the beneficiary data including grant reviews.

•

Policy Implementation Support includes development of systems, procedures, training and management of business systems that support the grant administration process.

•

Customer Care is responsible for promoting a customer-centric service offering to clients. It further ensures the deployment of interventions to ensure

This programme provides income support to all people who are unable to support themselves and their dependants. The functions of this programme expands across all levels within the Agency, including the efficiency through which the grants are delivered. Description

access to services by clients, especially in the most remote areas of the country as well as ensuring the provision of information to all SASSA stakeholders.

This programme aims to ensure that the Social Assistance Programme is administered in the most effective and efficient manner. The programme consists of the following processes: •

Application Management: Screening and attesting of each applicant, the enrolment of the applicant onthe system, the actual capturing and verification of the application on the system and quality assurance.

•

Payment Management: Processing of payments to beneficiaries and the reconciliation thereof.

South African Social Security Agency | Annual Performance Plan | 2026/27

Table 21: Benefits Administration and Support Outcomes, Outputs, Output Indicators and Targets Outcome

Reduced levels of poverty.

Output

Provision of social assistance to persons unable to support themselves and /or their dependants

Improved Reduced organisational turnaround efficiency times in social grants application process.

Output Indicators

Annual Targets Past Performance

Estimated Performance

Medium-Term Target

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

23. Number of social grant applications processed.

1 840 623 social grant applications were processed.

1 897 521 applications for social grants were processed.

1 830 936 applications for social grants were processed.

1 600 000 social grant applications processed

1 500 000 social grant applications processed.

24. Number of grants in payment.

18 829 716 grants in payment including Grantin-Aid at a cost of R202 330 billion.

19 137 524 grants including Grant-inAid were in payment at a cost of R217 billion.

19 255 361 grants including Grant- inAid were in payment at a cost of R232 billion.

19 571 770 grants in payment at a cost of R250 billion.

18 991 697 grants in payment at a cost of R256 billion.

18 921 056 grants in payment at a cost of R267 billion.

18 873 152 grants in payment at a cost of R277 billion.

Breakdown (Older Persons, Disability & Children’s Grants)

GRANT TYPE

25. Percentage of new grant applications processed within stipulated timeframes.

89.13% (1 640 499 of 1 840 623) of new grant applications taken through face-to- face interactions were processed within 5 days.

95% (1 806 569 of 1 897 521) of new grant applications were processed within 10 days.

91% (1 657 935 of 1 830 936) of new grant applications were processed within 7 days.

90% of new grant applications processed within 7 days.

NO.

Old Person’s Grants (Old Age, War Veteran, Grant-in-aid)

4 969 868

Old Person’s Grants (Old Age, War Veteran, Grant-in-aid)

5 137 339

Old Person’s Grants (Old Age, War Veteran, Grant-in-aid)

5 306 365

Disability (Temporary, Permanent)

1 071 866

Disability (Temporary, Permanent)

1 084 918

Disability (Temporary, Permanent)

1 097 604

Children’s Grants (Child Support, Foster Child, Care Dependency)

12 949 962

Children’s Grants (Child Support, Foster Child, Care Dependency)

12 698 799

Children’s Grants (Child Support, Foster Child, Care Dependency)

12 469 183

85% of new grant applications processed within 7 working days.

90% of new grant applications processed within 5 working days.

Outcome

Output

Output Indicators

Annual Targets Past Performance 2022/23

South African Social Security Agency | Annual Performance Plan | 2026/27

Improved customer experience

Estimated Performance

2023/24

2024/25

2025/26

Medium-Term Target 2026/27

2027/28

2028/29

Reduction of inclusion errors

26. Number of identified Social grants reviews processed

352 000 Identified Social grants reviews processed

400 000 Identified Social grants reviews processed

500 000 Identified Social grants reviews processed

Provision of temporary relief to individuals and households affected by disasters, undue hardships and loss of breadwinner.

27. Percentage of COVID-19 SRD applications processed.

100% (13 826 012 of 13 826 012) COVID-19 SRD grant (R350) applications were processed.

100% (9 326 556 of 9 326 556) COVID-19 SRD grant (R350) applications were processed.

94% (16 670 177 of 17 725 381) of COVID-19 SRD grant applications were processed for the month of March 2025.

95% of COVID-19 SRD grant applications processed.

95% of COVID-19 SRD applications processed.

Improve the turnaround time for resolving customer enquiries.

28. Number of calls answered.

98.25% (632 662 of 643 931) of enquiries resolved within 10 days.

97% (301 567 of 309 488) of enquiries were resolved within 5 days.

94% (242 546 of 258 030) of enquiries were resolved within 5 working days.

4.8 million calls answered.

4.2 million calls answered

4.1million calls answered

4 million calls answered

Informed Citizenry

29. Number of community outreach events conducted.

36 community outreach programmes conducted.

70 community outreach events conducted (targeting more than 500 people per event).

72 community outreach events conducted (targeting more than 500 people per event).

81 community outreach events conducted (targeting more than 500 people per event).

Customer satisfaction rate implemented through survey application.

30. Percentage of end-of-call customer satisfaction survey completed

70% end-ofcall customer satisfaction survey completed

*Indicator non-existent for that financial year.

South African Social Security Agency | Annual Performance Plan | 2026/27

Outcome

Output

Direct Improved organisational transfers efficiency (payments) into correct beneficiaries’ accounts.

Output Indicators

Annual Targets Past Performance

31. Percentage of successful payment transfers paid into correct beneficiary accounts.

Estimated Performance

Medium-Term Target

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

For the period ending March 2023, 99.98% of social grant payments were successfully processed.

For the period ending March 2024, an average of 99.98% per month of social grant payments were successfully processed through the banking system.

For the period ending March 2025, a monthly average of 99.96% of social grant payments were successfully processed through the banking system.

99% of social grant payments successfully processed.

99% of social grant payments successfully processed and transfered.

Table 22: Benefits Administration and Support Output Indicators: Annual and Quarterly Targets1 Outcome

Output Indicators

Annual target 2026/27 Quarter 1

Quarter 2

Quarter 3

Quarter 4

Reduced levels of poverty.

Number of social applications processed.

1 500 000 social grant applications processed.

375 000 of social grant applications processed.

420 000 of social grant applications processed.

345 000 of social grant applications processed.

360 000 social grant applications processed.

Number of grants in payment

18 991 697grants in payment at a cost of R256 billion.

19 081 285 grants in payment.

19 070 120 grants in payment.

18 999 502 grants in payment.

18 991 697 grants in payment.

Breakdown (Older Person’s, Disability & Children’s Grants)

GRANT TYPE

TARGET

GRANT TYPE

TARGET

GRANT TYPE

TARGET

GRANT TYPE

TARGET

4 845 983

Old Person’s Grants (Old Age, War Veteran, Grant-in-aid)

4 887 278

Old Person’s Grants (Old Age, War Veteran, Grant-in-aid)

4 928 573

Old Person’s Grants (Old Age, War Veteran, Grant-in-aid)

4 969 868

Breakdown (Older Person’s, Disability & Children’s Grants)

51 1. Total may not add up exactly due to rounding

Quarterly Targets

GRANT TYPE

TARGET

Old Person’s Grants (Old Age, War Veteran, Grant-in-aid)

4 969 868

Old Person’s Grants (Old Age, War Veteran, Grant-in-aid)

Disability Grant (Temporary, Permanent)

1 065 330

Disability Grant(Temporary, Permanent)

1 068 598

Disability Grant (Temporary, Permanent)

1 071 866

Disability Grant (Temporary, Permanent)

1 062 062

Disability Grant (Temporary, Permanent)

Children’s Grants (Child Support, Foster Child, Care Dependency)

13 117 511

Children’s Grants (Child Support, Foster Child, Care Dependency)

13 002 331

Children’s Grants (Child Support, Foster Child, Care Dependency)

12 949 962

Children’s Grants (Child Support, Foster Child, Care Dependency)

13 173 240

Children’s Grants (Child Support, Foster Child, Care Dependency)

Outcome

Output Indicators

Annual target 2026/27

Quarterly Targets Quarter 1

Quarter 2

Quarter 3

Quarter 4

Improved organisational efficiency

Percentage of new grant applications processed within stipulated timeframes.

85% of new grant applications processed within 7 working days.

Reduced levels of poverty.

Number of identified social grants reviews processed.

352 000 identified social grants reviews processed

105 600 identified social grants reviews processed

70 400 identified social grants reviews processed.

Percentage of COVID-19 95% of COVID-19 SRD SRD applications applications processed. processed.

95% of COVID-19 SRD applications processed

Number of calls answered.

4.2 million calls answered.

1.050 million calls answered.

Number of community outreach events conducted.

70 Community outreach events conducted (targeting more than 500 people per event)

14 Community outreach events conducted (targeting more than 500 people per event)

22 Community outreach events conducted (targeting more than 500 people per event)

12 Community outreach events conducted (targeting more than 500 people per event)

Percentage on end-of70% on end-of-call call customer satisfaction customer satisfaction survey completed. survey completed

70% on end-of-call customer satisfaction survey completed

99% of social grant payments successfully processed and transfered.

99% of social grant Payments successfully processed and transfered.

Improved customer experience. South African Social Security Agency | Annual Performance Plan | 2026/27

Reduced levels of poverty

Percentage of successful payment transfers paid into correct beneficiary accounts.

12.2.1 Planned Performance over the Medium-Term Period The programme is responsible for the core business of SASSA, and it provides an efficient and effective grant administration service for the implementation of the social assistance programme across the country. The programme manages the full function of grant administration from application to approval, as well as beneficiary maintenance, benefit payment, customer care, strategic direction and guidance pertaining to grant operations. It monitors and assesses improvements, innovations, and service delivery networks. It also offers strategic guidance and support to ensure that an effective and efficient social security customer care service is provided to beneficiaries in a dignified manner. Some of the intervention in the next MTEF include: •

Increase coverage of social assistance to older persons, people with disabilities and children who are unable to support themselves.

•

Gradually improve the turnaround processing social grant applications.

•

Improve customer experience.

•

Explore the possible value that can be added to the SASSA beneficiaries using the economies of scale

time

for

that we have and the improvements in the payment landscape. 12.2.2 Programme Resource Considerations The core business of SASSA is located within the Benefits Administration Support programme. As much as the automation of SASSA business processes has been initiated, it should be noted that some of the activities are still manual and are labour-intensive. The automation of beneficiaries’ records is but one of the projects being implemented towards reducing paperwork. The planned improvements, including the finalisation of the automation process for the grant applications, might yield some positive rewards translating into fewer resources propelled into human resources and equipment (vehicles). For the period 2025/26 to 2026/27, Compensation of Employees increased from R2 787 396 to R2 914 252. The upward movement indicates continued pressure from personnel costs, likely driven by salary adjustments and related employee benefits. The grant beneficiary payments have been prioritised over the MTEF to verify eligibility, prevent fraudulent payments, and uphold the integrity and sustainability of the social assistance programme.

Table 23: Programme 2 Resource Considerations Benefits administration support

Economic classification (Rand thousand) Compensation of employees Goods and services Transfers and subsidies Total Expenditure

2022/23 Audited outcome

2023/24 Audited outcome

2024/25 Audited outcome

2025/26 Revised budget estimate

2 342 760 2 429 284 2 598 336 2 805 868 1 895 705 1 648 740 1 094 115 1 694 394 27 116 28 633 31 143 17 521 4 265 581 4 106 657 3 723 594 4 517 783

South African Social Security Agency | Annual Performance Plan | 2026/27

2026/27 2027/28 Approved Planning Budget Budget Estimate

2028/29 Planning Budget Estimate

2 914 252 3 016 067 3 192 388 1 680 911 1 431 443 1 003 037 10 403 10 873 11 361 4 605 566 4 458 383 4 206 786

12.2.3 Updated Key Risks and Mitigation The strategic interventions planned for Programme 2 were risk-assessed, the existing risk mitigation plans were evaluated for control effectiveness, and the additional interventions were established to promote

the achievement of the planned outcomes. The following table indicates identified strategic risks that might impact on the effective delivery of Programme 2 as well as risk mitigation actions to be implemented:

Table 24: Programme 2: Updated Key Risks Outcome Reduced Level of Poverty

Risk REF Strategic Risks SR1 Inability to meet the demand of social assistance

SR2

Third-party risk on service providers

SR3

Failure to ensure that eligible applicants receive grants

Risk Mitigation Measures Long-Term Sustainability Analysis, System downtime resilience, Digital literacy support, Manual backup verification protocols, Progressive funding strategy for organisational post, Cashless service alignment, Capacity & change management support, Enhanced Beneficiary Education and Integrated Systems. Mandatory vetting and due diligence of service providers, implementation of a third-party relationship framework, real-time system integration, inclusion of mandatory skills transfer clauses, robust contract management, cybersecurity protocols, and data transfer and encryption. Technology-driven verification, data quality and integrity, Fraud prevention and ethics, Beneficiary support and awareness (education and outreach), Capacity and governance, Data analytics and Ongoing monitoring.

South African Social Security Agency | Annual Performance Plan | 2026/27

PART D

TECHNICAL INDICATOR DESCRIPTIONS

PROGRAMME 1: ADMINISTRATION Indicator 1 Definition

Unqualified audit outcome received. Annual financial statements are prepared for each financial year in compliance with the PFMA (1999, as amended) and in accordance with the Generally Recognised Accounting Practice (GRAP). Ensures accountability and transparency in the use of public funds, thereby enabling informed decision-making by citizens, legislators, and managers. Source of data AGSA Audit Report. Method of calculation/ Opinion expressed in the Audit Report. assessment Means of verification Opinion expressed by auditors in the Annual Financial Statements. Assumptions SASSA’s financial statements prepared and submitted to AGSA for audit purposes. Disaggregation of Not applicable. beneficiaries (where applicable) Spatial transformation National and regional. (where applicable) Calculation type Non-cumulative. Reporting cycle Quarterly. Desired performance The desired performance is equal to the planned target. Indicator Chief Financial Officer. responsibility Indicator 2 Definition

Average cost of administering social assistance. Report average cost of administering social assistance which is projected at below R37 thus measures agency’s efficiency in delivering social benefits to recipients. Source of data SOCPEN, BAS, DSD allocation letter, Oracle reports. Method of calculation/ Actual admin expenditure for the year/actual number of beneficiaries multiply by 100. assessment Means of verification BAS and SOCPEN report. Assumptions Number of projected beneficiaries not exceeded. Disaggregation of None. beneficiaries (where applicable) Spatial transformation National. (where applicable) Calculation type Non-cumulative. Reporting cycle Annually. Desired performance The desired performance is higher than the planned target. Indicator Chief Financial Officer. responsibility

South African Social Security Agency | Annual Performance Plan | 2026/27

Indicator 3

Administration cost as a percentage of social assistance transfers budget projected at below 5%. Definition The target measures the efficiency of a social assistance programme’s operation. Low means budget is reaching intended beneficiaries and high means more funds are used to fund organisational overheads. Source of data SOCPEN, BAS, Oracle Reports and total social assistance budget. Method of calculation/ Total admin expenditure divided by total grants expenditure multiply 100. assessment Means of verification Reports from BAS, SOCPEN and Oracle system. Assumptions SASSA baseline budget remains the same (is not reduced further). Disaggregation of Not applicable. beneficiaries (where applicable) Spatial transformation National. (where applicable) Calculation type Non-cumulative. Reporting cycle Annually. Desired performance The desired performance is higher than the planned target. Indicator Chief Financial Officer. responsibility Indicator 4 Definition Source of data

Percentage of social assistance debts recovered and/or written off. The target seeks to Recover social assistance debts and where recovery is impossible due to economic and valid debtors’ management reasons, write off will be considered. List of social assistance debtors from BAS with amounts. Amounts of debts recovered and or written off. Amounts of debts as per baseline (Baseline as at 01 April: Debt book opening balance).

Method of calculation/ Quarter 1 to Quarter 3: DR/BSDB*100 assessment Quarter 4: DR+AWO/BSDB*100 Definition of acronyms DR is the amount of debt recoveries. AWO is the total amount of approved write-offs.

Means of verification Assumptions

BSDB is the Base line debt book with the audited balances as at 31 March for each financial year. BAS report. Debtors honouring their commitments. Write-offs approval granted. Not applicable.

Disaggregation of beneficiaries (where applicable) Spatial transformation National and regional. (where applicable) Calculation type Cumulative (year-end). Reporting cycle Quarterly. Desired performance Indicator responsibility

The desired performance is higher than the planned target. Chief Financial Officer.

South African Social Security Agency | Annual Performance Plan | 2026/27

Indicator 5 Definition

Percentage of projects in the demand plan awarded Percentage of projects in the demand plan awarded, thus measures the organisation’s efficiency and success rate in completing procurement projects that are specifically designed to meet forecasted customer demand or strategic needs.

Awarded refers to a letter issued to a supplier, and supplier responded back to accept the award. Cancellations and withdrawals are not included. Source of data Demand Plan submitted to NT by end of March for the FY and quarterly demand plan report. Method of calculation/ % of projects in demand plan awarded = (Total projects awarded during the reporting assessment year ÷ Total no of projects on the approved demand plan for the same year) × 100, where the “approved demand plan” equals the initial approved demand plan, minus withdrawn projects, plus newly approved projects. Means of verification Bid register/Supplier’s Acceptance Letters and Official Purchase Orders. Assumptions All projects on demand plan approved by 31 March for the FY and budget available. No material amendments. Disaggregation of Not applicable. beneficiaries (where applicable) Spatial transformation National and regional. (where applicable) Calculation type Non-cumulative. Reporting cycle Annually. Desired performance The desired performance is higher than the planned target. Indicator Chief Financial Officer. responsibility Indicator 6

Percentage procurement spent through the designated enterprises with 51% or more ownership, i.e., black women, black youth and black people with disabilities (in line with PPPFA). Definition To economically empower previously disadvantaged groups by procuring from enterprises owned by women, persons with disabilities and youth. Source of data Oracle system. Method of calculation/ Total expenditure for targeted groups under goods and services divided by total budget assessment for goods and services for the year multiply by 100. Means of verification Report on procurement spend on women, persons with disabilities and youth. Assumptions Qualifying enterprises bidding for tenders. Disaggregation of Black - Women; Black - Youth beneficiaries (where Black - People with disabilities. applicable) Spatial transformation National and regional. (where applicable) Calculation type Cumulative. Reporting cycle Quarterly. Desired performance The desired performance is equal or higher than the planned target. Indicator Chief Financial Officer. responsibility

South African Social Security Agency | Annual Performance Plan | 2026/27

Indicator 7 Definition

SASSA ICT enterprise architecture reviewed and optimsed The project seeks to review and document the current Enterprise Architecture (EA) and define the TO BE Business Architecture as part of strengthening governance processes aimed at ensuring that the organisation’s technology landscape is aligned to SASSA Strategic objectives. Source of data EA Project documents repository. Method of calculation/ SASSA ‘s As-Is Business, technology, data and application architecture artefacts. assessment Means of verification EA Project Plan approved by CIO

Assumption Disaggregation of beneficiaries (where applicable) Spatial transformation (where applicable) Calculation type Reporting cycle Desired performance Indicator responsibility

SASSA ‘s As-Is Business, technology, data and application architecture artefacts Approved by the CIO. Availability of relevant internal and external stakeholders to participate in the assessment. Not applicable.

National. None (deliverable/milestone-based). Quarterly. The desired performance is equal to the planned target. Chief Information Officer.

Indicator 8 Definition

Percentage availability of the online grants application system A reliable Online Grants Application Solution that is available al least 90% of the time during working hours. Source of data Application Monitoring Tool. Method of calculation/ Total hours of system uptime divided by the Total number of hours multiplied by 100 assessment over the reporting period. Means of verification System availability reports. Assumption Disaggregation of beneficiaries (where applicable) Spatial transformation (where applicable) Calculation type Reporting cycle Desired performance Indicator responsibility

No natural disaster incidents and reduced loadshedding. Not applicable.

National. None (deliverable/milestone-based). Quarterly. The desired performance is equal to or higher than the planned target. Chief Information Officer.

South African Social Security Agency | Annual Performance Plan | 2026/27

Indicator 9 Definition

Modernisation of core business technology landscape implemented in line with the roadmap This project entails the implementation of WhatsApp and MobileApp and offline capability for OGA which aims to meet the customers at their preferred platforms, increase convenience, accessibility and experience.

This project also entails integrating single login capability for SOCPEN, OGA, BRM and BIAM systems to improve efficiency in grants processing. Source of data Quarterly Project progress reports for the Implementation of the approved Roadmap for replacement of SOCPEN. Method of calculation/ Fully implemented alternative service channels. assessment Means of verification Project Plan approved by CIO Assumption Disaggregation of beneficiaries (where applicable) Spatial transformation (where applicable) Calculation type Reporting cycle Desired performance Indicator responsibility Indicator 10 Definition

Report on the implementation of the solution. Availability of critical stakeholders for implementation. Not applicable.

National. Non-cumulative. Quarterly. The desired performance is equal to the planned target. Chief Information Officer. Modernised Customer Contact Centre solution implemented. Digitisation and Automation of customer care services through omni-channel Contact Centre solution with voice, digital assistance/self-service and AI-powered chatbots.

The project Modernised Customer Contact Centre entails transitioning from a traditional telephony to an AI driven, omnichannel and cloud-based approach to deliver faster, more personalised and efficient support to SASSA beneficiaries. Source of data Customer Contact Centre database. Method of calculation/ Transitioning of call centre from traditional telephony to AI driven approach. assessment Means of verification Project Plan approved by CIO; Assumptions

Report on the implementation of the solution. Beneficiary adoption Digital literacy Accessibility.

Disaggregation of beneficiaries (where applicable) Spatial transformation (where applicable) Calculation type Reporting cycle Desired performance Indicator responsibility

Not Applicable,

National. Milestone-based. Quarterly. The desired performance is equal to the planned target. Chief Information Officer.

South African Social Security Agency | Annual Performance Plan | 2026/27

Indicator 11 Definition

Modernised Business Intelligence and Analytics implemented This is an enterprise solution that involves the use of data, tools and techniques to analyse the historical and current data to uncover insights, evaluate and monitor performance and supporting the strategic and tactical decision-making in the organisation through the introduction of Artificial Intelligence (AI) and machine learning (ML). Source of data BI Data Warehouse. Method of calculation/ Ability to generate management reports timeously and accurately. assessment Means of verification BI Project Plan approved by CIO Assumptions Disaggregation of beneficiaries (where applicable) Spatial transformation (where applicable) Calculation type Reporting cycle Desired performance Indicator responsibility Indicator 12a Definition

BI Reports. Quality of data from transactional systems. Not Applicable.

National. Non-cumulative. Quarterly. The desired performance is equal to the planned target. Chief Information Officer. Cyber Range Security Operations Centre implemented: User Behaviour Analytics Solution Implemented Cyber Range Security Operations Centre (SOC) implementation is focused on strengthening SASSA’s cybersecurity posture through two key solutions: Cyber Security Awareness & Training and User Behavior Analytics (UBA). The UBA solution enhances security by monitoring and managing file permissions, identifying stale or unused data, tracking network user activity, and detecting abnormal behaviors. These capabilities are essential for preventing insider threats and cyberattacks, while safeguarding sensitive beneficiary and employee information. Together, these solutions create a secure and controlled environment for SASSA’s operations. They enable real-time monitoring of security events and support accurate data classification and protection – ensuring the integrity and confidentiality of the Agency’s data.

A dedicated SOC facility strengthens SASSA’s cybersecurity through training, simulation, threat intelligence, user behaviour analysis, and real-time monitoring. It enhances detection, analysis, and response to cyber threats. Establish a proactive defense through real-time monitoring, threat intelligence analysis. Source of data Annual and quarterly reports. Method of calculation/ Incidents detected by the SOC, and the average response and mitigation time for assessment security incidents. Means of verification System monitoring reports, audits, incident logs, performance reviews, training feedback, and compliance checks. Assumptions None. Disaggregation of None. beneficiaries (where applicable) Spatial transformation National. (where applicable) Calculation type Non-cumulative. Reporting cycle Quarterly. Desired performance The desired performance is equal to the planned target. Indicator Acting Chief Information Officer. responsibility

South African Social Security Agency | Annual Performance Plan | 2026/27

Indicator 12b Definition

Cyber Range Security Operations Centre implemented: Cyber Security Awareness and Training Solution Implemented Cyber Range Security Operations Centre (SOC) implementation is focused on strengthening SASSA’s cybersecurity posture through the implementation of Cyber Security Awareness and Training Solution.

The ability to simulate in real-life cyber security events/incidents and asses the awareness level of users. The solution seeks to minimise cyber security risks and protect SASSA’s critical assets. Source of data Cyber Security Awareness System training and awareness database. Method of calculation/ Number of Cyber–Security Awareness training implemented, and reduced number of assessment cyber attacks. Means of verification Cyber Security Awareness and Training Solution Project Plan approved by CIO Assumptions Disaggregation of beneficiaries (where applicable) Spatial transformation (where applicable) Calculation type Reporting cycle Desired performance Indicator responsibility

Cyber Security Awareness and Training Solution Implementation report. None. None.

National. Non-cumulative. Quarterly. Stable system, reduction of cyber security incidents as a result user behaviour. Chief Information Officer.

Indicator 13 Definition

Human Resource Plan developed and Implemented This indicator seeks to provide the strategic and systematic process to ensure the organisation’s future workforce needs are achieved through the recruitment of the right number, right skills, and right people in the right place at the right time to achieve its strategic goals, thus preventing shortages or surpluses. It aims at bridging the gap between current staffing and future requirements by analysing existing talent, predicting demand, and creating plans for recruitment, training and equity.

Source of data Method of calculation/ assessment Means of verification Assumptions

Strategic objectives of the Agency and approved Organisational Structure. Matching and Placement of right skills, and right people in the right place. Reports. Approved Organisational Structure Approved Employment Equity Plan Training Budget for re-skilling purpose.

Disaggregation of beneficiaries (where applicable) Spatial transformation (where applicable) Calculation type Reporting cycle Desired performance Indicator responsibility

None.

National. Non-cumulative. Quarterly. To achieve or exceed the desired target. EM: Corporate Services.

South African Social Security Agency | Annual Performance Plan | 2026/27

Indicator 14 Definition

Percentage of funded posts filled This indicator aims to assess the proportion of vacant positions within the established fixed approved posts, comparing these to funded and occupied posts. It is designed to support efforts to reduce the organisation’s vacancy rate to 5%. Source of data Organisational structure and approved funded posts. Method of calculation/ Funded posts as of 01 April are calculated by dividing filled positions (current staff) plus assessment vacant funded posts by the total funded posts, multiplied by 100. Temporary contract and Youth Development Programme posts (Learnerships and Internships) are not included. Means of verification Report on posts filled (establishment report). Assumption Vacant posts are funded. Disaggregation of 50% women in Leadership posts, 3% posts filled by Person with Disability and 10% beneficiaries (where posts filled by Youth. applicable) Spatial transformation N/A. (where applicable) Calculation type Non-cumulative. Reporting cycle Quarterly. Desired performance To achieve or exceed the desired target. Indicator EM: Corporate Services. responsibility Indicator 15

Percentage of training and development programmes implemented to address identified skills gap Definition The objective of this target is to ensure that all Agency personnel have the opportunity to develop essential skills and competencies through the effective implementation of learning and development programmes or interventions. Source of data Skills Audit/Assessment Reports; Workplace Skills Plan and Individuals performance Development Plans (PDPs). Method of calculation/ Percentage of training interventions or programmes approved divide by training assessment Programmes (Learning and Development) interventions implemented X100. Means of verification Reports on the number of trained personnel. Assumptions Training Plan is approved Disaggregation of beneficiaries (where applicable) Spatial transformation (where applicable) Calculation type Reporting cycle Desired performance Indicator responsibility

Signed MOU/ SLA with institutions of learning. Gender mainstreaming (Women in Leadership Programme). Youth Development Programmes (Learnerships and Internship Programmes). National. Cumulative. Quarterly. To achieve or exceed the desired target. EM: Corporate Services.

South African Social Security Agency | Annual Performance Plan | 2026/27

Indicator 16 Definition

Percentage of Labour relations cases finalised This indicator aims to verify that misconduct allegations are promptly investigated, and disciplinary actions are carried out expeditiously and efficiently. Disciplinary procedures include both formal and informal processes, as well as grievance management within labour relations. Finalised misconduct cases are disciplinary outcomes communicated to an official via a letter signed by a delegated authority. A grievance is the outcome of a formally lodged complaint, also conveyed through a signed letter or meeting with the delegated person. These cases exclude appeals and disputes. Only formal misconduct cases received between April and February will be processed and included in the current financial year. Informal misconduct cases received up to March will similarly be addressed and counted within this period. Formal misconduct cases refer to cases in which a formal disciplinary inquiry is instituted due to the gravity of the case. Informal misconduct cases’ refer to the cases handled through corrective discipline. The aim is to modify the behaviour through a system of graduated disciplinary measures.

A grievance is a formal complaint submitted using the required form or template, which needs to be resolved promptly. Source of data Case Management Report (Oracle report). Method of calculation/ Divide the number of cases finalised by the number received in a fiscal year, then assessment multiply by 100. Means of verification Case Management Report (Oracle report). Assumption Disciplinary proceedings and grievance procedures are strictly adhered to.. Disaggregation of Not applicable. beneficiaries (where applicable) Spatial transformation National. (where applicable) Calculation type Non-cumulative. Reporting cycle Quarterly. Desired performance To achieve or exceed the desired target. Indicator EM: Corporate Services. responsibility Indicator 17 Definition

Number of SASSA offices audited on facilities performance management The indicator contributes towards the determination of space requirements, legislative/ statutory compliance conditions, functionality and economic utilisation of facilities used for office accommodation.

SASSA will assess infrastructure compliance with applicable Building Regulations and Occupational Health and Safety (OHS) requirements to identify corrective actions and implement improvements across SASSA facilities. Source of data Property lease register, combination of on-site inspections, interviews, and a detailed review of existing documents. Method of calculation/ Number of completed offices audited. assessment Means of verification Facilities performance management audit report. Assumption Availability of reliable data, the validity of performance metrics, the cooperation of internal and external stakeholders, and the underlying purpose and integrity of the audit process itself. Disaggregation of Not applicable. beneficiaries (where applicable) Spatial transformation National. (where applicable)

South African Social Security Agency | Annual Performance Plan | 2026/27

Indicator 17 Calculation type Reporting cycle Desired performance Indicator responsibility

Number of SASSA offices audited on facilities performance management Non-cumulative. Quarterly. The desired performance is higher than the planned target. EM: Corporate Services.

Indicator 18 Definition Source of data

Percentage of reported fraud and corruption cases investigated and finalised. Reported cases from the call centres, fraud hotline and walk-ins, excluding projects Database of reported cases with dates of receipt and list of cases investigated with dates of when investigation was completed. Method of calculation/ List of investigated fraud and corruption cases divided by total reported cases multiplied assessment by 100. Means of verification List of investigated fraud and corruption cases. Assumption Required human capacity and budget available to address the demand. Disaggregation of beneficiaries (where applicable) Spatial transformation (where applicable) Calculation type Reporting cycle Desired performance Indicator responsibility

Investigators/ and or panel of investigators in place. Not applicable.

National and regional Reduced number of fraud and corruption cases within SASSA. Cumulative (year-end). Quarterly. The desired performance is higher than the planned target. Senior Manager: Fraud Management and Compliance.

Indicator 19 Definition

SASSA ethics management strategy developed and implemented Establishment of the SASSA Ethics infrastructure and the ethics management programmes (i.e. Review of ethics policies, implementation of ethics/integrity training and develop the ethics management strategy). Source of data Data gathered through surveys and interviews (both qualitative and quantitative methods) and Ethics Risk Assessment. Method of calculation/ Ethics management strategy developed assessment Ethics managed strategy approved. Means of verification Approved ethics management strategy. Assumptions Disaggregation of beneficiaries (where applicable) Spatial transformation (where applicable) Calculation type Reporting cycle Desired performance Indicator responsibility

Internal capacity complemented by appointment of the Service Provider to provide support to the Governance Unit, Not applicable.

National. Non-cumulative. Quarterly. The desired performance is equal to the planned target. Senior Manager: Risk Management.

South African Social Security Agency | Annual Performance Plan | 2026/27

Indicator 20 Definition Source of data Method of calculation/ assessment Means of verification Assumptions Disaggregation of beneficiaries (where applicable) Spatial transformation (where applicable) Calculation type Reporting cycle Desired performance Indicator responsibility

Percentage of identified employees through lifestyle reviews audited The financial disclosures by SASSA employees reviewed and audited. Disclosed and registerable financial interest information by employees. Total number of employees identified for lifestyle audit through lifestyle review/Number of lifestyle audit conducted and completed. Statistics of reviewed and audited financial disclosures (PoE upon request due to the sensitivity of the data set). Adequate capacity (tools, human resources is in place for implementation. Not applicable.

National. Non-cumulative. Annually. The desired performance is higher than the planned target. Senior Manager: Risk Management.

Indicator 21

Reviewed and approved Integrated Communication and Marketing strategy implemented Definition The purpose of this target is to integrate communications and marketing services for increased visibility, education and awareness of SASSA services. Source of data Media Monitoring reports, Social Media algorithm, Integrated Communication and Marketing strategy. Method of calculation/ Implementation report on the 3 pillars of Integrated Communication and Marketing assessment strategy (Stakeholder Management, Media Relations and Marketing and Promotions). Means of verification Consolidated Report on the 3 pillars. Assumptions Disaggregation of beneficiaries (where applicable) Spatial transformation (where applicable) Calculation type Reporting cycle Desired performance Indicator responsibility

There is an approved SASSA Integrated Communication and Marketing Plan. None.

National/Provincial/Region. Non-Cumulative. Quarterly. The desired performance is equal to the planned target. GM: Communications and Marketing.

South African Social Security Agency | Annual Performance Plan | 2026/27

Indicator 22 Definition

Digital Communication Platform Framework developed and implemented The purpose of this target is to develop a digital communication platform for seamless and intentional communication and marketing of SASSA services. Source of data Integrated Communication and Marketing strategy. Method of calculation/ Digital Communication Platform Framework. assessment Means of verification Approved Digital Communication Platform signed off by the CEO. Assumptions EXCO will endorse the Digital Communication Platform. Disaggregation of None. beneficiaries (where applicable) Spatial transformation Nationally (Head Office, Regionally and locally). (where applicable) Calculation type Non-Cumulative. Reporting cycle Quarterly. Desired performance The desired performance is higher than the planned target. Indicator GM: Communications and Marketing. responsibility

South African Social Security Agency | Annual Performance Plan | 2026/27

PROGRAMME 2: BENEFITS ADMINISTRATION AND SUPPORT Indicator 23 Definition

Number of social grant applications processed This indicator measures the total number of social grant applications processed during the reporting period, irrespective of the application channel used. For the purposes of this TID, processed refers to applications that have been captured and verified, with verification having occurred within the reporting period as a minimum requirement. The indicator reflects applications that resulted in grants processed as at the last day of the reporting period, based on beneficiary information disclosed and declared to SASSA by beneficiaries up to the point of data extraction, in line with section 14(5) of the Social Assistance Act, 2004 (Act No. 13 of 2004).

SOCPEN system. Source of data Method of calculation/ Simple count of all applications processed within the reporting period. assessment The applications processed, which are to be considered through this indicator are those that meet the following category of actions that happened during the reporting period:

• An application was captured into the system for the first time and verified in the same reporting period (Quarter), must be counted once. • Existing applications approved and generated an outcome in a particular reporting period must be reported in the month in which it was verified.

Means of verification Assumptions Disaggregation of beneficiaries (where applicable) Spatial transformation (where applicable) Calculation type Reporting cycle Desired performance Indicator responsibility

NB: An application captured into the system for the first time and verified in a different reporting period must be counted in the month in which it was verified. Business Intelligence system reports. Processing systems available at all times, no service delivery protests hindering ability to render services, no power failure hindering ability to process applications. Not applicable

National and regional. Cumulative (year-end) Quarterly The desired achievement is equal to the projected target. A 5% variance will be accepted. Executive Manager: Benefits Administration and Support.

South African Social Security Agency | Annual Performance Plan | 2026/27

Indicator 24 Definition

Number of grants in payment This indicator measures the total number of social grants that are in payment during the reporting period. It reflects all grants that are active as at the last day of the reporting period, based on beneficiary information disclosed and declared to SASSA by the beneficiaries up to the point of data extraction, in line with section 14(5) of the Social Assistance Act, 2004 (Act No. 13 of 2004). The indicator includes all social grant ( older persons , Disability and Children’s grants) , grouped as follows:

• Older Persons Grants, comprising Old Age (OA), War Veterans (WV), and GrantinAid (GIA); • Disability Grants, comprising Temporary Disability Grants and Permanent Disability Grants; and • Children’s Grants, comprising Child Support Grant (CSG), Care Dependency Grant (CDG), and Foster Child Grant (FCG). Source of data SOCPEN system. Method of calculation/ Simple count all active social grants as at the last day of the quarter for the reporting assessment period. Means of verification Business Intelligence System Report indicating the number of active grant (Older Person’s, Disability and Children’s Grants) as at the last day of the quarter being reported on. Assumptions Processing systems available at all times. Eligible applicants applying and submitting compliant required documents at all times. No service delivery protests hindering ability to render services and no power failure hindering ability process applications. Disaggregation of Older Person’s, Disability and Children’s Grants. beneficiaries (where applicable) Spatial transformation National and regional. (where applicable) Calculation type Cumulative (year-to- date) Reporting cycle Quarterly. Desired performance The desired achievement is equal to the projected target. A 5% variance will be accepted. Indicator Executive Manager: Benefits Administration and Support. responsibility

South African Social Security Agency | Annual Performance Plan | 2026/27

Indicator 25 Definition

Percentage of new grant applications processed within stipulated timeframes. Key purpose of the TID is to measure the turnaround time for processing applications of all grant types. New grant applications must be processed within 7 working days from the date of application (excluding weekends), provided all required documents are submitted – weekends are not counted. For this TID, processed refers to applications that have been captured and verified, with verification having occurred within the reporting period as a minimum requirement.

NB: Exclusions – Applications received but not finalized within 7 working days during the quarter (i.e., no final decision to approve or reject) will not be counted during the reporting cycle, but in the quarter where the application is processed. Source of data SOCPEN system. Method of calculation/ Count the number of new applications processed within 7 working days during the assessment quarter. Divide this by the total number of applications processed during the reporting period. Multiply the result by 100 to express it as a percentage. Means of verification Assumptions Disaggregation of beneficiaries (where applicable) Spatial transformation (where applicable) Calculation type Reporting cycle Desired performance Indicator responsibility

Note: Weekends are excluded when determining the turnaround time. Business Intelligence system reports. Processing systems available at all times. No service delivery protest hindering ability to render services. No load-shedding hindering ability to process applications. Not applicable

National and regional. Cumulative (year-end). Quarterly. The desired achievement is equal to the projected target. A 5% variance will be accepted. Executive Manager: Benefits Administration and Support.

South African Social Security Agency | Annual Performance Plan | 2026/27

Indicator 26 Definition

Number of Identified Social Grant Reviews Processed This indicator seeks to measure the total number of social grant reviews processed during the reporting period.

For the purposes of this TID, a review is regarded as processed only where the review application has been captured and verified, with verification having occurred within the reporting period. Source of data SOCPEN System Method of calculation/ Reviews Processed = Review applications verified + suspensions + Lapses. assessment The review applications processed, which are to be considered through this indicator are those that meet the following category of actions that happened during the reporting period: The Grant Review Application was captured into the system for the first time and verified in the same reporting period (Quarter), must be counted once. Existing Grant Review Application Approved and generated an outcome in a particular reporting period must be reported in the month in which it was verified. NB:

• Suspension – Refers to cases suspended as a result of failure to undergo the required review • Cancellation/Lapse – Refers to cases that were either cancelled or lapsed after being identified for review, due to failure to complete the review or because the client is no longer eligible or may have died in the process etc. (Review related actions) Business Intelligence system reports Processing systems available at all times. No service delivery protest hindering ability to render services. No power failure hindering ability to process applications. No disruptions as a result of the DHA systems or any other systems relied on. N/A

National and regional. Cumulative (year-end). Quarterly. The desired achievement is equal the projected target. A 5% variance will be accepted. Executive Manager: Benefits Administration and Support.

South African Social Security Agency | Annual Performance Plan | 2026/27

Indicator 27 Definition

Percentage of COVID-19 SRD applications processed. This target seeks to measure the percentage of applications processed by SASSA. It considers two critical variables in the form of: Number of applications processed; and number of applications eligible for processing, to make a determination of the required percentage of applications processed. Source of data COVID-19 Relief Grant System. Method of calculation/ Percentage of COVID-19 SRD applications processed = Total number of applications assessment processed / by total number of applications eligible for processing * 100. NB: A: Total number of applications processed refers to: • The number of clients who were issued with an outcome (approved / declined) after the validation process. B: Total number of applications eligible for processing refers to. • Clients that were identified as being alive during validation process. • Clients’ ID numbers that are valid. • Clients whose records are not archived or cancelled. • All clients who reapplied in the current month. Note that these are processed as net new applications and are processed by the 15th of the following month. • All clients who meet the age criteria as set in the regulations. NB: Asylum seekers and Special Permit holders inclusive. Means of verification Assumptions Disaggregation of beneficiaries (where applicable) Spatial transformation (where applicable) Calculation type Reporting cycle Desired performance Indicator responsibility

Business Intelligence system reports. Processing Systems available at all times, Eligible applicants applying. N/A

National and Provincial. Non-cumulative (year-end). Quarterly. The desired achievement is equal to or exceed projected target, or 5% less of projected target. Executive Manager: Benefits Administration and Support.

South African Social Security Agency | Annual Performance Plan | 2026/27

Indicator 28 Definition

Number of calls answered This indicator measures the performance of SASSA ability to answer calls, and measures all calls answered telephonically through the 0800 60 10 11 Toll Free number. Source of data Task Flow System reports. Method of calculation/ Count of the total number of calls answered. assessment Means of verification Reports drawn off Task Flow System. Assumptions System and resource availability. Disaggregation of N/A. beneficiaries (where applicable) Spatial transformation National. (where applicable) Calculation type Cumulative. Reporting cycle Quarterly. Desired performance The desired achievement is equal to or above the targeted performance. Indicator Executive Manager: Benefits Administration and Support. responsibility Indicator 29 Definition

Number of community outreach events conducted Promote access to SASSA services for the benefit of applicants and clients who are having challenges in accessing SASSA services

A community outreach programme is a service provided outside of a service centre or service point. Source of data ICCAS, Attendance Register of each outreach meeting and reports. Method of calculation/ Count number of community outreach programmes conducted. assessment Means of verification Attendance Registers and community outreach programmes reports. Assumptions Attendance by community members and support from other stakeholders. Disaggregation of N/A beneficiaries (where applicable) Spatial transformation National and regional. (where applicable) Calculation type Non-cumulative. Reporting cycle Quarterly. Desired performance The desired performance is higher or equal to the planned target. Indicator Executive Manager: Benefits Administration and Support. responsibility

South African Social Security Agency | Annual Performance Plan | 2026/27

Indicator 30 Definition

Percentage score for end of call customer satisfaction survey completed. The Customer Experience/ Satisfaction Survey is used to measure customer experience/satisfaction of the call centre service. The overall survey score is derived from a voluntary endofcall survey completed by clients/customers, using a 5point rating scale.

The survey sample size varies but should encompass at least 40% of the total call volumes answered during the reporting period. Source of data Task Flow System report / Call management system Method of calculation/ Total responses measured on a scale of 1 to 5, divided by the total number of assessment responses taken for each survey question, to determine the average score. Average score for each question is then summed and divided by the total number of questions, to determine the average score across each question (to provide one composite score). Means of verification Reports drawn off Task Flow System / Call Management System Assumptions System and resource availability.

Disaggregation of beneficiaries (where applicable) Spatial transformation (where applicable) Calculation type Reporting cycle Desired performance Indicator responsibility Indicator 31 Definition

Clients are encouraged to voluntarily complete the Customer Experience survey after the agent has assisted them with their query. At the end of the call, clients are given the opportunity to voluntarily rate their customer experience. N/A.

National Cumulative Quarterly. The desired achievement is equal to or above the targeted performance. Executive Manager: Benefits Administration and Support. Percentage of successful payment transfers paid into correct beneficiary accounts This indicator seeks to assess and measure the percentage of payment transfers successfully processed by SASSA and deposited into the intended individual beneficiary accounts.

NB: This indicator does not measure any actions relating to withdrawal of funds from the NPS through the NPS access points. Source of data SOCPEN payment file and rejection reports (VET and EF70 reports). Method of calculation/ The percentage of successful social grant payments is calculated as follows: Take the assessment total number of social grant payments listed in the payment extraction file and subtract the rejected transactions (as indicated in the VET and EF70 reports). This gives the total number of successful transactions. Then, divide the number of successful transactions by the total number of social grant payments in the payment extraction file. Finally, multiply the result by 100 to express it as a percentage. Means of verification Payment extraction file, exception reports (VET and EF70). Assumptions Bank verification process implemented before payment extraction reduces risk of paying into incorrect account. Disaggregation of Transactions for all beneficiaries. beneficiaries (where applicable) Spatial transformation National. (where applicable) Calculation type Non-cumulative. Reporting cycle Quarterly. Desired performance The desired performance is equal to or higher than the planned target. Indicator Executive Manager: Benefits Administration and Support. responsibility 74

South African Social Security Agency | Annual Performance Plan | 2026/27

NOTES:

South African Social Security Agency | Annual Performance Plan | 2026/27

NOTES:

South African Social Security Agency | Annual Performance Plan | 2026/27

Contact Details SASSA HEAD OFFICE SASSA HOUSE | 501 Prodinsa Building Cnr Steve Biko and Pretorius Street Pretoria Private Bag X55662 | Arcardia, Pretoria 0083 Tel: 012 400 2000 (Switchboard) EASTERN CAPE SASSA Office | BKB Building Cnr Fitzpatrick & Merino | Road Quigney East London Private Bag X9001 | Chiselhurst East London 5200 Tel: 043 707 6300 FREE STATE Iustitia Building Cnr St. Andrews Street & Aliwal Street | Bloemfontein Private Bag X20553 | Bloemfontein 9300 Tel: 051 410 8339

GAUTENG 28 Harrison Street | Johannesburg 2000 Private Bag X120 | Marshalltown 2107 Tel: 011 241 8300

NORTH WEST 1st Industrial Site Mahikeng 2735 Private Bag X44 | Mmabatho Tel: 018 397 3386

WESTERN CAPE Golden Acre | Adderley Street Cape Town 8001 Private Bag X9189 | Cape Town 8000 Tel: 021 469 0200

KWAZULU NATAL 1 Bank Street | Pietermaritzburg 3201 Private Bag 9146 Pietermaritzburg 3201 Tel: 033 846 3300

LIMPOPO 43 Landros Mare Street Polokwane 0699 Private Bag X9677 | Polokwane 0700 Tel: 015 291 7400

NORTHERN CAPE Permanent ‘Perm’ Building 33 Du Toitspan Road | Kimberly 8300 Tel: 053 802 4900

MPUMALANGA 18 Ferreira Street | Nelspruit Private Bag X11230 | Nelspruit 1200 Tel: 013 754 9380

Toll free: 0800 60 10 11

RP60/2026 ISBN: 978-1-83491-743-6 Title of Publications: Annual performance Plan – 2026/27

Website: www.sassa.gov.za