Action Learning Pilot Programme - PowerPoint PPT Presentation

action learning pilot programme n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Action Learning Pilot Programme PowerPoint Presentation
Download Presentation
Action Learning Pilot Programme

play fullscreen
1 / 29
Action Learning Pilot Programme
83 Views
Download Presentation
glenna-jacobs
Download Presentation

Action Learning Pilot Programme

- - - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript

  1. Action Learning Pilot Programme Project Khaedu Social Welfare Pietermaritzburg 14 October 2005

  2. Agenda • Executive summary • Situation • Complications • Some suggestions

  3. Executive summary and key message PMB District Office is assisting a substantial number of citizens on a weekly basis under very difficult conditions with excellent team spirit at a section level Social security can significantly improve its grant application process, but needs to decentralise. Social WelfareServices is critically short of key resources and could consider devolving some of the functions in order to cope.

  4. Situation Social security can significantly improve its grant application process, but needs to decentralise. Social WelfareServices is critically short of key resources and could consider devolving some of the functions in order to cope. Situation • Application process is very long and time consuming • Citizens very unhappy with the overall process and service levels • Substantial increase in grant applications • Staff are not multi-skilled • Lack of delegation of responsibility to District Offices • Insufficient managerial staff • Vacancies and secondments restrict service delivery • Insufficient and out-dated equipment • Unpleasant working conditions (e.g. no air conditioners for front line staff)

  5. The PMB district office processes over 3,000 applications per month Grants processed per month • Age limit for child support grant increased from 11 to 14 years • HIV & AIDS causing increasing numbers of Disability grants

  6. …which has impacted service delivery “I have been told to come back 3 times now and still my application is not ready…” “I have been waiting the whole day here…”

  7. Our citizens are unhappy with the service we are offering, mainly due to long wait times and repeated visits for the same thing Very good Good OK Poor V. poor

  8. Key resources are critically short… • HUMAN RESOURCES • 12% Overall Staff vacancy rate in the Social Security Section • Head of Social Security post vacant for 6 months • 16% of production level staff are seconded to Regional Office • 40% vacancy rate in Social Workers • Social Workers carrying a case load of 400 cases, whilst norm is 100 • Social Development has only one incumbent seconded from Social Work and 3 vacancies • PHYSICAL RESOURCES • Additional computers are required and existing ones need to be upgraded • Frontline staff have no air conditioners • Furniture is old and dilapidated • Shortage of outside shelter for clients • Office layout not conducive to a production line

  9. Staff morale appears low… Very good Good OK Poor V. poor “The department does so much that we don’t know what to focus on” “Management has no trust in the staff” “The system is over-regulated”

  10. …but Batho Pele revitalisation is seen to be successful Question: Is this not as a result of staff not wanting to be seen in a bad light?

  11. Complications Social security can significantly improve its grant application process, but needs to decentralise. Social WelfareServices is critically short of key resources and could consider devolving some of the functions in order to cope. Situation Complications • Application process is very long and time consuming • Citizens very unhappy with the overall process and service levels • Substantial increase in grant applications • Staff are not multi-skilled • Lack of delegation of responsibility to District Offices • Insufficient managerial staff • Vacancies and secondments restrict service delivery • Insufficient and out-dated equipment • Unpleasant working conditions (e.g. no air conditioners for front line staff) • Process is fragmented, complicated and duplicative • Organisation management complicates service delivery improvement • The physical environment impedes workflow

  12. Complications Process Organisation management Physical environment • Process is severely fragmented resulting in limited management of the overall process • Poor production monitoring (gathering of workflow information / statistics) • Poor workflow management resulting in severe bottlenecks and backlogs • Scanning • Registry • Unrealistic and un-informed norms • Fraud and corruption an ongoing threat • Confiscation of files by audit team complicated process significantly • Litigation increased significantly due to backlogs in the process • HIV&AIDS increasing volumes • Outdated and unreliable technology with little pro-active maintenance impedes process flow • Minimal obvious change management at a national & provincial level with regard to the future and SASSA • Staff unsure about their future role • Major improvements in limbo • Minimal obvious service delivery improvement at the regional level • Appears to be a lack of communication between management and staff (affects morale) • Decision-making appears highly centralised, with frequent interference from outside the office, especially • Training • Recruiting • Lack of stable leadership (many changes, many acting positions) leading to inexperience at senior levels • Inappropriate control measures slow the process, but do little to prevent fraud • Existing process will not allow department to reach MEC’s turnaround target • Lack of cooperation between Social Welfare and Home Affairs • Internal general management controls appear to be neglected • Impedes workflow • Affects employee morale • Unsuitable customer facilities

  13. Batching and movement of files causes severe backlogs

  14. The current grant application process is long, complicated, fragmented and duplicative Applicant arrives and sits in queue Prescreen: check docs & status on SOCPEN 1st attesting officer interviews and fills application form (manually) 2nd attesting officer checks application 2nd attesting officer completes register Files re-checked and sorted into type and category Files batched at Registry Yes Go and get documents Applicant told to return in 3 months No? Query or non-approval No? Data processing and approval RO Registry accepts files and signs Registry batches and sends weekly to Regional Office (RO) Data capture Beneficiary has bank acc? Print letter Load approval onto SOCPEN No? Yes Yes Currently 3-6 months Payment initiated Files moved to electronic registration File prepared for scanning File scanned Files moved to registry (RO) Files batched and moved DO File batched File to Registry Applicant to CPS officer for payment card Enrol-ment officer logs approval Applicant queues for enro-lment officer Applicant returns to enquire if approval granted File to enrol-ment officer DO Registry Beneficiary leaves to collect payment

  15. Retention of our remaining social workers is a challenge under existing conditions • Salary progression at the District level a significant source of discontent and poor morale • Absence of Performance Management and Assessment fuelling poor morale • Feel “left out” – lack of overall cohesion in the office • Poor communication with management • Retention strategy not successful at district level • Social Workers carrying a case load of 400 cases, whilst norm is 100

  16. Complications Social security can significantly improve its grant application process, but needs to decentralise. Social WelfareServices is critically short of key resources and could consider devolving some of the functions in order to cope. Situation Complications Suggestion • Application process is very long and time consuming • Citizens very unhappy with the overall process and service levels • Substantial increase in grant applications • Staff are not multi-skilled • Lack of delegation of responsibility to District Offices • Insufficient managerial staff • Vacancies and secondments restrict service delivery • Insufficient and out-dated equipment • Unpleasant working conditions (e.g. no air conditioners for front line staff) • Process is fragmented, complicated and duplicative • Organisation management complicates service delivery improvement • The physical environment impedes workflow • Immediate: lift the 3-month lapse period on grant applications • Short-medium term: eliminate duplicative and non-value-adding process steps; bring data capturers forward to client; eliminate scanning. Turanaround time (TAT) = 2w • Long-term: all application and approval functions done at District office. TAT= 2-4hrs • Ongoing:improve organisational & people management

  17. Non-value-adding and duplicative steps can be removed… Applicant arrives and sits in queue Prescreen: check docs & status on SOCPEN 1st attesting officer interviews and fills application form (manually) 2nd attesting officer checks application 2nd attesting officer completes register Files re-checked and sorted into type and category Files batched at Registry Yes Go and get documents Applicant told to return in 3 months No? Query or non-approval No? Data processing and approval RO Registry accepts files and signs Registry batches and sends weekly to Regional Office (RO) Data capture Beneficiary has bank acc? Print letter Load approval onto SOCPEN No? Yes Yes Currently 3-6 months Payment initiated Files moved to electronic registration File prepared for scanning File scanned Files moved to registry (RO) Files batched and moved DO File batched File to Registry Applicant to CPS officer for payment card Enrol-ment officer logs approval Applicant queues for enro-lment officer Applicant returns to enrol File to enrol-ment officer DO Registry sends SMS to applicant Beneficiary leaves to collect payment

  18. …simplifying and shortening the process Applicant arrives and sits in queue Prescreen: check docs & status on SOCPEN 1st attesting officer interviews and... Captures data on system Check sample Yes Go and get documents No? Query or non-approval No? Data processing and approval RO Registry accepts files and signs Registry batches file and sends daily to Regional Office (RO) Beneficiary has bank acc? Print letter Load approval onto SOCPEN No? Yes Yes 2 weeks Payment initiated Files batched and moved DO File to Registry Applicant to CPS officer for payment card Enrol-ment officer logs approval Applicant returns to to enrol File to enrol-ment officer DO Registry sends SMS to applicant Beneficiary leaves to collect payment

  19. Minimal physical changes will enable the process change at the District Office Help desk 1 2 3 4 1 queue Pre-screen – check if got docs (but no system check) File to registry Signage 1-2 “checkers” Signage Regional office Numbering system for queue management

  20. Not knowing when applications have been approved is a major frustration, which could be partially solved using a simple SMS message “Why can’t they tell me when my grant is ready? I have come 4 times now and it costs me lots of money to come here” • Majority of customers have cell phone access • Many grant applications cannot be linked to a postal address Customer survey 11 Oct 05

  21. Proposed District office Data processing & approval Regional Office Registry 1 2 3 4 5 6 7 • Scanning currently appears to add minimal value: • District cannot access (login does not work) • Rarely use it when they can login • Image not linked to SOCPEN system • Severely impeding process Scanning is a major bottleneck and appears to add little value Current District office Data processing & approval Regional Office Registry 1 2 3 4 5 6 7 Preparation Scanning

  22. Long-term change Audit unit Help desk 1 2 3 4 Data capture, check system, approve, print letter 1 queue Pre-screen – check if got docs (but no system check) Entire process = 2-4 hrs Registry Signage 1-2 “checkers” CPS for card Signage Numbering system for queue management

  23. The regional and district office functions will merge, while other functions will be handled by Head Office • Audit unit • Monitoring and evaluation • Litigation • Policy and research Head Office Regional Office • Application and enrolment • Appeals Combine functions District Office

  24. The organisation would function more smoothly if key functions are decentralised • Decentralisation • Recommendation of appointments • District/Regional office to recommend Level 1 to Level 12 • Provincial Head office to recommend Level 13 & above • Approval of appointments • District/Regional office to approve Level 1 to Level 10 • Provincial Head office to approve Level 11 & above • Managers and Supervisors to be involved in the recruitment & selection process.

  25. Organisational management changes could improve employee morale… • Communication • Between district & region • Between district & clients • Within offices (district and regional) • Organisational structure • Review existing organisational structure • Fill critical vacant posts • Consider relocating the Social Development function to Economic Development • Training & Development • Involve managers and supervisors in staff development • Multi-skill and re-skill staff • Consider reducing load on qualified social workers by developing auxiliary social workers and lay probation officers • Implementation of effective Performance Management Development System • Develop norms, job descriptions KPAs & Core Management Criteria • M&E the KPA & Core Management Criteria • Feedback to staff

  26. …as well as the physical working environment • Physical Environment & Resources • Ensure adequate and suitable office space • Office furniture and staff comfort area • Office equipment • Reliable networks • Upgrade computers & printers • Office maintenance and cleaning • Adequate shelter for customers

  27. Backup

  28. Client Questionnaire: Social Welfare

  29. The process can be shortened significantly • Signage – rules & requirements • Information / Help Desk / Enquiries • Investigate use of SMS technology to communicate with beneficiaries • Consider multi-skilling and bankers queue • Lengthen opening hours & Flexi-time • Remove function of 2nd attesting officer but implement sample checking