1 DEPARTMENT OF SOCIAL DEVELOPMENT BRIEFING TO THE PORTFOLIO COMMITTEE ON FOOD EMERGENCY SCHEME SCHEDULED FOR THE 12 MARCH 2003 FROM 11:00 – 13:00 (CAPE TOWN)

2 INTRODUCTION In recognition of the fact that, of the many factors associated with poor communities and families food insecurity and malnutrition are some of the major indicators linked to Poverty and Vulnerability. Cabinet Lekgotla endorsed the integrated Food Security and Nutrition Strategy and Programme during July of 2002

3 BACKGROUND The super-ordinate goal of this programme (IFSNP) is to eradicate hunger, malnutrition and food insecurity by half over The strategic objectives of the IFSNP Increase household food production and trading Improve Income generation and job creation opportunity Improve nutrition and food safety

4 BACKGROUND (CONT 1) Increase Safety Nets and Food Emergency management Systems Improve analysis and information management systems Provide Capacity Building Increase Stakeholder dialogue and develop partnership 2.2. The Programme has Five broad sub programme Food Production and Trade Programme Community Development Programme Nutrition and Food Safety Programme

5 BACKGROUND (CONT 2) Information and Communication Management Programme Safety Nets and Food Emergencies 2.3.Configuration of the IFSNP cluster Deaprtments (organogram) 2.4.The Social Cluster Departments have formed themselves into a service delivery chain and compliment each other through out their interventions. This is the key critical success factor for the IFSNP.

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7 FOOD EMERGENCY SCHEME (This is a sub-programme of the IFSNP and is convened by the Department of Social Development Background (in Brief) Report on the increased malnutrition of children (168 deaths – Eastern Cape) Food price increases 29 th October 2002 announcement of R400 million Regional Dimension – tons of maize totaling R170 million implemented through the Department of Foreign Affairs by the World Food Programme

8 FOOD EMERGENCY SCHEME (CONT) Local intervention: through the DoSD R230 million allocated for Food Parcels.

9 CONCEPTUAL FRAMEWORK OF THE MODEL 3.2.The model stand on four pillars - Immediate food relief through food parcels for a three month period (based on the Social Assistance Act) - Access to Social Security formal Safety Net - Household food production – Provision of Agricultural starter packs or income generation activity. - Link beneficiary households to Community production centres (DoSD/Agriculture/Public Works/DPLG etc) 3.3 The principles adopted for the scheme include the following:

10 CONCEPTUAL FRAMEWORK OF THE MODEL (CONT 1) - Utilisation of existing structures, processes, procedures and systems to fast track implementation. - Utilisation of public private partnerships including co- operatives to stretch the interventions in terms of value. - Active engagement of provinces and local government structures. - The intervention will be aimed at augmenting the current budgets of the departments of Social Development and other departments that are linked to the scheme.

11 CONCEPTUAL FRAMEWORK OF THE MODEL (CONT 2) - Increamental approach in terms of coverage will be employed based on time frames, capacity to deliver and financial resources. 3.4.Assumptions applied in the scheme - Nutritional levels are maintained within the food parcels as per nutritional standards. - Tender exemptions and/or deviations are authorized for speedy procurement of goods. - Income of households is mostly based on government safety net programmes such as Social Security grants and remittances.

12 IMPLEMENTATION 4.1.Problem Quantification - 2,2 million households identified as food insecure (15 million people) - Budget at hand – 2002/2003 = R230 million /2004 = R400 million /2005 = R400 million - Priotisation – Stats S.A. Scoping (census 2001)

13 IMPLEMENTATION (CONT 2) Geographic location priotised rural and urban nodes. Expenditure levels categorised in Bands Band ‘A’-R200 and less=166,684 H/H Band ‘B’-R200 – R300= H/H Band ‘C’-R300 – R400= H/H Band ‘D’-R400 – R500= H/H Total 2,2 million (approximated) (Income through Social Security grants or remittances generally unemployed)

14 IMPLEMENTATION (CONT 3) 4.2.Pilot – December 2002 – January 2003 Lessons-Stakeholder mobilisation -Timing and Time Limitations -Institutional Capacity -Beneficiary identification and verification 4.3.Roll-out – January – March 2003 Delivery Machinery

15 IMPLEMENTATION (CONT 4) Partnerships = Social Cluster Departments mainly – Agriculture – Health – Public Works – DPLG – Treasury  Parastatals IDT NDA CSIR STATS (S.A)

16 IMPLEMENTATION (CONT 5)  Civil Society NGO’s/CBO’s/FBO’s Trade Unions Private Sector

17 INSTITUTIONAL MECHANISM - National Coordinating Unit (NCU) established since November 2002 (Cascaded to the district level) - National Stakeholder Forum established 16 February 2003 (Cascaded to the district level) -National Operations Centre established 05 March 2003

18 INSTITUTIONAL ARRANGEMENTS

19 BENEFICIARY IDENTIFICATION CRITERIA/PRIOTISATION Children and child headed households Orphaned children People with disability Female headed household HIV/AIDS infected and affected households (NAPWA Commitment of Food Supplement)

20 PROVINCIAL QUOTAS (BAND ‘A’ BENEFICIARIES)

21 STAKEHOLDER ROLES Provincial Role – Verification – Identification of service providers Civil Society Role – Advise – Information Dissemination – Community Mobilisation

22 FUNDING R230 MILLION 3 rd February 2003 received allocation letter from National Treasury. – Direct Costs Food Parcels= 97% = R220.5 million – Indirect Costs = 3% = R9.5 million

23 INDIRECT COSTS Communication Social Facilitation Administration & Project Management

24 LAUNCHES AT PROVINCES Eastern Cape 27 February 2003Done Limpopo07 March 2003Done Mpumalanga10 March 2003Done Free State10 March 2003Done Northern Cape19 March 2003 North West 13 March 2003 KZN20 March 2003 Gauteng13 March 2003 Western Cape28 March 2003 to be confirmed.

25 CHALLENGES Sustainability Resources (Human and Financial) Finance cycle vs Development cycle Longer Term Partnership Active engagement by Parliament Sustaining intervention beyond the campaign