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New framework of service delivery. Nomvula Mlangeni GM: Enterprise Architecture and ICT Governance. Presentation Layout. Organizational Background and Overview Business value chain Challenges to be addressed by the new framework Service delivery Optimizing current channels of delivery

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new framework of service delivery

New framework of service delivery

Nomvula Mlangeni

GM: Enterprise Architecture and

ICT Governance

presentation layout
Presentation Layout
  • Organizational Background and Overview
  • Business value chain
  • Challenges to be addressed by the new framework
  • Service delivery
    • Optimizing current channels of delivery
    • Offering additional channels of delivery
    • New framework
    • Process of transformation
    • Technologies for delivery transformation
organizational overview background
Organizational Overview Background

The establishment of SASSA, which by law started operating in April 2005, is

part of government’s efforts to provide services to the poorest of the poor

and to restore the dignity of the most vulnerable, especially older people,

people with disabilities, women and children.

With a view to operationalizing SASSA, our government has committed itself

to ensuring that ordinary citizens of South Africa see visible changes to the

social security administration system, particularly as improved service

delivery will affect them directly.

organizational overview sassa mandate
Organizational Overview SASSA Mandate

To ensure the provision of comprehensive social security services

against vulnerability and poverty within the constitutional and

legislative framework, and creating an enabling environment for

sustainable development.

To deliver integrated, sustainable and quality services in partnership

with all those committed to building a caring society.

organizational overview sassa mandate contd
Organizational Overview SASSA Mandate (contd.)

Legislative Mandate for SASSA

  • Social Assistance Act, 2004

The Act provides a national legislative framework for the provision of different types of social grants, social relief of distress, the delivery of social assistance grants by a national Agency and the establishment of an Inspectorate for Social Security.

  • South African Social Security Agency Act, 2004

The Act provides for the establishment of the South African Social Security Agency as a schedule 3A public entity in terms of the PFMA. The principle aim of the Act is to make provision for the effective management, administration and payment of social assistance and service through the establishment of the South African Social Security Agency. The President signed the Act on the 28th May 2004.

organization overview ict branch
Organization Overview ICT Branch

Objective

Provisioning of a cost effective, secure and reliable ICT solutions collaboratively

governed and managed by a skilled, stable and productive workforce in support of

the achievement of SASSA business and principles, through:

  • Ensuring ICT and Business alignment by means of an Enterprise Architecture discipline
  • An effective business driven enterprise ICT Governance
  • Accurate, timely and quality information to support efficient service delivery

Philosophy

Our approach to ICT seeks to ensure that our services are robust, scaleable and

globally consistent in business requirement deciphering, solution

definition, development, deployment and support, leveraging economies of

scale, experience and knowledge across the industry, and maximizing the

use of standard technologies and architectures.

organizational overview ict branch contd
Organizational Overview ICT Branch (contd.)

ICT Organization Structural Pillars

  • Information Management Unit

Development of the Information Management Framework (IMF) focusing on delivering useable content (business-driven data modeling, information integration, business intelligence, information compliance, data quality) to ensure a comprehensive and consistent approach to the management of SASSA's information resources, consistent with recognized standards and international best practice

  • Systems Development Unit

Planning, development and implementation of business systems that meet and support business requirements and operations with a high degree of reliability, effectiveness, security, and cost efficiency.

  • Enterprise Architecture and Governance Unit

Development and maintenance of Enterprise Architectures that articulates a set of strategic architectural principles, guidelines, directions, models and standards designed to transform, support and improve the delivery of SASSA services, within the ambits of business driven ICT governance and Risk Management

organizational overview ict branch contd1
Organizational Overview ICT Branch (contd.)

ICT Organization Structural Pillars (contd.)

  • Operations Management Unit
    • Provisioning of ICT Data Center Infrastructure and End-user support, in line with business performance and service levels requirements utilizing technical support best practice processes for managing the support and delivery of the ICT services
  • Project Management Office
    • Directing of an ICT portfolio of projects within SASSA, with benefits of a consolidated approach
  • CIO Office
    • Creation of an ICT "constitution" that defines and coordinates each unit's purpose, role and relationship with other units both within ICT and the business, for optimal delivery of business strategies through ICT.
    • Driving the business value of ICT
    • ICT Strategies, Sourcing and Contract Management
organizational overview ict branch contd2
Organizational Overview ICT Branch (contd.)

Good practices adopted by the ICT team

  • Firm strategies
  • ICT Initiatives owned at a high level(CIO and CEO Offices)
  • Governance was the first step
  • Change management involved incremental improvement
  • Simple communication with all stakeholders
business imperatives
Business Imperatives
  • Reduction of application processing time
    • Changes to the complicated and expensive means test and application process
    • Resolve of structural problems of low benefits take up
  • Increase in benefitsawareness and takeup rate ( in rural areas)
  • Lowering of administration costs
  • Improvement of management and administration
  • Reduction of Litigations (Application processing aligned with the legislative framework)
  • Collaboration and cooperation with other government departments in terms of information, processes and technologies sharing
business imperatives contd
Business Imperatives (contd.)
  • Introduction of new benefits primed towards offering comprehensive social security
  • Enhanced Fraud prevention strategies
  • Consolidation and standardization of fragmented Social Security system and technology infrastructure (from previously autonomously-run provincial governments)
  • Change and improvement in the current state of a poor Beneficiary and Customer Relationship Management due to duplicate and incomplete records
business value chain
Business Value Chain

The Social Security Value Chain

shows the integrated nature of how

SASSA will do business such that it

effectively:

  • Plans and manages the business
  • Executes payments in terms of Grants Administration and
  • Maintains and reviews its beneficiary base
business model
Business Model

This Business Model provides for the

strategic imperatives to run across the

service delivery objectives and

capabilities.

In accordance with this business model

SASSA shall:

1. Build a nationally integrated social security system, a focused institution; and enhance the management of social security. The focused nature of the Agency and its mandate, governance formula, and executive management structure must contribute to improvement of management and administration

2. Build a customer focus institution, with special focus at contact points. Deployment of competent Client Services Officers, the key cadres of the institution should be the main persons (although not the only) reflecting a customer friendly and focused institution and

3. Ensure enhanced financial accountability through Client Management Systems (back office function), better review and maintenance and enhance fraud prevention strategies

service delivery optimizing current channels
Service Delivery Optimizing current channels
  • Back office re-engineering
    • Business Process Optimization
    • Contact Centers
    • ERP
    • Call Centers
    • Social Security Systems (SOCPEN)
  • Benefit Payment Mechanisms
    • Payment Contractors
      • Optimal accessibility
      • Optimal location
      • Reduced administration costs
    • From Cash Payout to Increased Banking transfers (Sekulula, Mzansi)
  • Fraud Reduction
    • Core business process and application business rules re-evaluation
    • Continuous data interrogation and auditing
service delivery new framework
Service Delivery – New Framework

Access Channels

Delivery Channels

Internet & Intranet

Portals

GIS

Enterprise Content

Management

Email

Contact Centres

Service Points

Pay points

Mobile Units

GSM Technology

SMS

Call Centre

National

with Provincial

Routing

Self Service Points

Extranet

online interfaces

with outside

stakeholder entities

External Access

Points

Post Office

Internet Cafes

Multipurpose Centers

Digital Media

TV & Radio

Other Services

Online translation

Speech enabled

Services to wireless

& mobile portable

devices

NGOs & CBOs

Compliance, Security and Risk Management

service delivery process of transformation
Service Delivery Process of Transformation

Establish ICT Branch

Scope, Define, Setup

Develop ICT Strategy

Organisation, Governance, Policies, Principles

ERP

Scope, Define

ERP ( HR, Financials, Payroll, SCM)

Architecture, RFP, HO Implementation

AS-IS Architecture documentation and Business Continuance

CRM

Scope, Define

CRM (Call Center, Portal)

Architecture, Implementation

Business Intelligence

Scope, Define

Business Intellience

Continue Development, Migrate

Enterprise Architecture and ICT Standards

ICT Governance and Risk Management

INFRASTRUCTURE(WAN,LAN,BO APP)

Scope, Define, Architecture, HO Imp

INFRASTRUCTURE

Provincial Migration, Integration and Rollout

Social Security System (SOCPEN) Enhancement

Scope, Define

Social Security System (SOCPEN)

Continue Enhancements, Migrate System

SOCPEN Re-engineering

Scope, Define, App

SOCPEN Re-engineering

PPP Transaction Advisor (TA I, TA II, TA III)

NEW GRANTS SYSTEMS DEVELOPMENT

Design, Develop, Implement

Scope, Plan,

Establish & Mobilize

Design, Align,

Ring fence & Transition

Build, Transition,

Implement & Monitor

Transition, Implement

& Stabilize

service delivery technologies for transformation
Service Delivery Technologies for transformation
  • ERP (Financial, HR, Procurement and Project Management modules)
    • Project emanated from a need to replace inefficient, silo and cost ineffective legacy systems that do not support operational excellence
    • Expected deliverables were:
      • Automation of improved business processes that support improved service delivery in pursuit of establishing operational excellence.
      • Provisioning of a standard enterprise wide performance view and therefore a decision support system
      • Financial module that integrates with the Social Security System for reconciliations
  • Satellite connectivity for mobile units
    • Project emanated from a need to take Social Security services to the rural areas where there are no telecommunication and banking infrastructures. A mobile unit is defined as a 7-tonne truck customized with an office with ICT equipment and connectivity. ICT was to provide connectivity from the mobile units to it’s Data Center. Each truck would have a satellite dish mounted on it.
service delivery technologies for transformation contd
Service Delivery Technologies for transformation (contd.)
  • Wide Area Network (VPN)
    • Project emanated from a need for total separation of networking environments, SASSA from the mother body the Department of Social Development.
    • Project deliverables were:
      • Standardized LAN design implementation in all 9 provinces (regions) as they are migrated to SASSA
      • Implementation of a centralized WAN and relevant services with VPN as the channel backbone.
  • GSM Technologies
    • GPRS, EDGE, 3G
      • This technology is an option to Satellite. The current challenge with this technology for data center operations and connectivity is that GPRS upload and download capacity is not sufficient to ensure the provisioning of uninterrupted connectivity services to our remote workers. EDGE and 3G offer competent capacity but network coverage is still limited, even in urban areas.
    • SMS – an additional delivery channel for notifications, new product communication and reminders to beneficiaries
service delivery technologies for transformation contd1
Service Delivery Technologies for transformation (contd.)
  • Voice over IP
    • Head Office of SASSA and it’s 9 regional office are running VOIP network
  • Application Portfolio in the Consolidation and Standardization phase of SASSA’s establishment
    • Document Management and File tracking – addressed filing schema design, issues of missing or incomplete files and records, issues of litigation against government due to delays in application processing and response times.
    • Data warehouse – currently the storage of beneficiary data as a basis, the second phase includes business support functions’ data for Business Intelligence reporting
    • Enterprise Content Management – will enable a service layer on top of the current legacy social security system.
    • GIS – utilized for determination of optimal service points location and locating nearest service points.