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Action Learning Pilot Programme

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Title: Action Learning Pilot Programme


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 Welfare Services 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 Welfare Services 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 dont 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 Welfare Services 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
  • HIVAIDS 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 MECs 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 capture
Registry batches and sends weekly to Regional
Office (RO)
RO Registry accepts files and signs
Data processing and approval
Load approval onto SOCPEN
Beneficiary has bank acc?
Print letter
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
DO Registry
File to enrol-ment officer
Applicant returns to enquire if approval granted
Applicant queues for enro-lment officer
Enrol-ment officer logs approval
Applicant to CPS officer for payment card
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 Welfare Services 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
  • Ongoingimprove 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 capture
Registry batches and sends weekly to Regional
Office (RO)
RO Registry accepts files and signs
Data processing and approval
Load approval onto SOCPEN
Beneficiary has bank acc?
Print letter
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
DO Registry sends SMS to applicant
File to enrol-ment officer
Applicant returns to enrol
Applicant queues for enro-lment officer
Enrol-ment officer logs approval
Applicant to CPS officer for payment card
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?
Registry batches file and sends daily to Regional
Office (RO)
RO Registry accepts files and signs
Data processing and approval
Load approval onto SOCPEN
Beneficiary has bank acc?
Print letter
No?
Yes
Yes
2 weeks
Payment initiated
Files batched and moved DO
File to Registry
DO Registry sends SMS to applicant
File to enrol-ment officer
Applicant returns to to enrol
Enrol-ment officer logs approval
Applicant to CPS officer for payment card
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 cant 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
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
  • ME 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
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