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Action Learning Pilot Programme. Project Khaedu Social Welfare Pietermaritzburg. 14 October 2005. Agenda. Executive summary Situation Complications Some suggestions. Executive summary and key message.

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action learning pilot programme

Action Learning Pilot Programme

Project Khaedu

Social Welfare Pietermaritzburg

14 October 2005

slide2

Agenda

  • Executive summary
  • Situation
  • Complications
  • Some suggestions
slide3

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.

slide4

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)
the pmb district office processes over 3 000 applications per month
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
which has impacted service delivery
…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…”

slide7

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

slide8

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
slide9

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”

slide10

…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?

slide11

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
slide12

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
slide14

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

slide15

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
slide16

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
slide17

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

slide18

…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

minimal physical changes will enable the process change at the district office
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

slide20

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

scanning is a major bottleneck and appears to add little value

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

long term change
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

slide23
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

the organisation would function more smoothly if key functions are decentralised
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.
organisational management changes could improve employee morale
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
as well as the physical working environment
…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
the process can be shortened significantly
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