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SASSA SERVICE DELIVERY MODEL PRESENTATION TO PORTFOLIO COMMITTEE FOR SOCIAL DEVELOPMENT 25 OCTOBER 2011. 1. Contents. Purpose Strategic Overview Strategic Objective and values Strategic Priorities Challenges Service Delivery Model Introduction Service Delivery Model Principles
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SASSA SERVICE DELIVERY MODEL PRESENTATION TO PORTFOLIO COMMITTEE FOR SOCIAL DEVELOPMENT 25 OCTOBER 2011 1
Contents • Purpose • Strategic Overview • Strategic Objective and values • Strategic Priorities • Challenges • Service Delivery Model • Introduction • Service Delivery Model Principles • Service Delivery Model • Management Framework • Support Framework • Social Assistance Administration Principles • Changes in benefits administration • Benefit transfers • Social Assistance Administration Process
Contents cont….. • Implementation of Service Delivery Model • Implementation road map • Key areas of focus • Short term projects : 2011/12 • Medium term projects : 2012 to 2014 • Long term projects : 2014 to 2016 • Application and operational process • Structure to support improved services • Recommendation
Purpose To brief the Portfolio Committee on SASSA’s Service Delivery Model
Strategic Overview Mandate • The mandate of SASSA is to ensure the provision of comprehensive social security services against vulnerability and poverty within the Constitutional and Legislative framework Vision • A comprehensive social security service that assists people to be self-sufficient and supporting those in need Mission • To manage quality social security services, effectively and efficiently, to eligible and potential beneficiaries
Strategic Objective • To build a high performance institution which manifests itself by compliance to good governance principles and striving towards operational excellence through continued service delivery improvements to beneficiaries Values • Social cohesion • Transparency • Equity • Integrity • Confidentiality • Customer-care centred approach
Strategic Priorities The reform agenda is underpinned by the following three key priorities: • Customer care centred benefits administration and management system; • Improved organisational capacity; and • Increased access to social security services
Challenges SASSA has been experiencing a number of service delivery challenges which include the following: • Lack of uniformity • Lack of standardisation • Overcrowding at service points • Sleep-overs and early arrivals at service points • Long waiting periods for services • Repeat visits by clients • Backlogs in the processing of applications • Lack of adequate office accommodation • Significant growth in beneficiary numbers
Challenges cont... • Lack of automation • Inadequate staffing • Unsuitable pay point environment • Poor records management • Lack of systems resulting in increased risk of fraud and corruption • In order to address these challenges, the service delivery model was developed
Introduction The Service Delivery Model (SDM) has been developed through a consultative process to address many of the aforementioned challenges. The SDM provides a strategy for service delivery improvements through short, medium and long term interventions
Service Delivery Model Principles • Revised Service Delivery Model is based on the following principles: • The SDM document is strategic and easy to read and understand; • The SDM is concise; • The SDM will be supported by detailed service delivery toolkits; and • The SDM only focuses on social assistance at this stage.
Management Framework An enabling management framework which covers people, processes and materials is provided. Focus is on: • Effective strategic planning • Optimal organisational design • Good corporate governance • Continuous change management • Integrated performance management • Needs-based research and development • Comprehensive stakeholder management • Service delivery innovation • Comprehensive ongoing monitoring and evaluation
Support Framework Describes how all SASSA departments will contribute to achieving an organisation geared towards providing the best possible service. Key principles for the support framework are: • Ensuring a business-driven approach within organisational norms and standards • Rendering of services in a holistic, integrated and standardised manner in order to achieve synergy in support of service delivery • Effective, efficient and economical utilisation of resources • Compliance with security provisions and standards • Ensuring continuous transfer of skills to and capacity building of SASSA employees
Social Assistance Administration Principles: • The social assistance administration forms the heart of the organisation and focuses on all processes from when a customer approaches or is approached by SASSA customer service staff until benefits are terminated; • Major components are benefits administration (application management, beneficiary maintenance, internal decision reviews and enrolment) and benefits transfer (payment)
Principles cont …. • Integrated end-to-end processes supported by interfaces with external databases for verification of information and an automated decision support system; • Grants are always under review which means every contact with beneficiaries will be used as an opportunity to update beneficiary information; • Implementation of an internal review mechanism, which will provide SASSA with the opportunity to review its own decisions, before these are taken on appeal or judicial review; • Effective management of complaints and queries with feedback to the customer; and • Holistic quality assurance through the implementation of approved policies and procedures.
Changes in benefits administration • Automated business processes, with inbuilt performance measures and controls to reduce opportunities for fraud and improve quality • Emphasis on screening to ensure eligibility • Reduction of paper forms • Scanning supporting documents at point of entry • Integrated decision support tools with interfaces to external databases for verification of information • Seamless integration of applications, reviews, customer support and payments • Full compliance with relevant legislation, including PAJA and Social Assistance Act, 2004
Benefits Transfers • Enrolment is undertaken by SASSA and done immediately the grant has been approved • Beneficiary issued with a SASSA grant card that will be used to access benefits through multiple payment channels: ATM’s; Point of Sale Devices; Retail Outlets; Banks; SAPO, pre-paid cards and other accredited service providers • Payment made to individual beneficiary account • Staggered payments throughout the month, regardless of payment channel used – without creating hardship for existing beneficiaries • If 3rd party payment contractors pay cash at designated pay points, they will provide the distribution channels only – SASSA owns all data and processes • Reconciliation a critical part of the process
Social Assistance Administration Process Social Assist Administration Process Stakeholder Management Beneficiary Education Quality Assurance Informed Community
Implementation road map • Progressive implementation will take place over a five year period, with short, medium and long term projects
Key areas of focus Service delivery improvement: • Primary focus will be on local offices and other areas of client interface • Infrastructure improvement • standardisation of processes • filling critical posts at local offices • Reduction of over-crowding at service points through improved use of the mobile units, amongst other initiatives • Establishment of rapid response teams of staff who can intervene at service points where challenges are experienced Automation of key business processes: • End – to – end solution – covering application, payment and beneficiary maintenance • Introduce biometric enrolment of beneficiaries at point of application
Key areas of focus cont… Payment tender: • Awarding of the payment tender which will run for five years • Objective is to reduce cost for payment, while introducing flexible payment options New payment model: • SASSA to position itself as paymaster Towards clean audit • Improved filing system, appointment of EPWP to assist in sorting filing challenges such as loose correspondence • Improved financial management and governance within SASSA
Short term projects : 2011/12 Standardisation of administration processes: • Review of application and review forms • Implementation of 4 step process for manual applications – screening, attesting, quality assurance and verification; front and back-ended by customer care • Improvement of quality and compliance • Biometric access by staff to mission critical systems (Socpen) • Document warehouses to address backlogs • Flexi hours to respond to needs of communities Efficient and effective services • Finalise model for document management : move in medium term from warehouses to virtual storage • Strengthen customer care involvement in process : meet and greet, direct accordingly and evaluate quality and satisfaction on conclusion of service • Implementation of virtual training centre • Improvement of identified local offices and 300 pay points
Medium term projects : 2012 to14 Development of automated end to end solution: • Direct single capture of information • Biometric access for applicants and beneficiaries to process : improve validation of identity and facilitate enrolment for payment • Scanning in supporting documents • Electronic (virtual) registry • On-line interfaces to external databases for validation of information • Multiple access points for take on, maintenance functions and payments
Long term projects : 2014 to16 New payment model: • SASSA positioned as paymaster • Multiple payment channels • Built in reconciliation • Improved accountability Full implementation of end-to-end solution • SASSA owns all business from take on, through payment and maintenance for complete life cycle of the grant
Application & Operational Process Application Screening Attesting Verification Enrolment Payment Reconciliation Maintenance functions including life certification
Recommendation That the Portfolio Committee take note of the SASSA Service Delivery Model and supports the efforts to effect service delivery improvements