Transcript Nedcor - Public Service And Administration, RSA

Action Learning Pilot Programme
Project Khaedu
Durban & Scottburgh Home Affairs Offices – preliminary
findings
20 May 2005
Agenda
Key message
Current situation
Complications preventing action
Suggested resolution
Khaedu Home Affairs
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KEY MESSAGE
The Departments Turnaround Strategy appears to be having little
noticeable impact at the service delivery ‘coal face’.
Core existing operations are not stable:
- long queues with poor process flows, signage and form design
- high error and return rates
- long and unpredictable times to receive critical documents
- staffing not matched to highly variable demand pattern
- unhappy and de-motivated staff
- significant and persistent corruption
While at the same time, the Department is launching initiatives that
threaten to further over stretch available resources E.g mobile units.
However, with a limited investment in temporary capacity,
process redesign and organisation alignment this situation
can be reversed and the strategy reinvigorated.
Khaedu Home Affairs
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Executive Summary - Situation
 Process
- Customers unhappy with long wait times and lack of certainty / responses on
when documents will be ready
- Staff unhappy with facilities and career progression
- Wide variation in volumes of work by time of day, day of week, time of month and
year, but largely predictable
- Weak internal and external communication
- Low levels of actual efficiency as the organisation and processes either lack scale
or are highly silo’d
- Processing efficiencies are low (data capture, quality checking, work-flow
tracking)
 Organisation
- Silo’d and not multiskilled in big offices
- Small offices all multiskilled
- Poor levels of delegation for critical HR and budget decisions at the regional and
office level
 People management
- Unhappy staff
- PMS not working and not linked to development
 Budget
- Budgets not prioritised on stabilising the core operations
- Many easily implemented gains not implemented in favour of big bang solutions
Khaedu Home Affairs
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Volumes vary widely by time of year e.g. ID
applications Scottburgh
Number of BI-9 and BI-10 applications
1,500
1,276
1,000
720
480
500
0
Peak
Average
Low
Khaedu Home Affairs
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…and
business volumes vary widely by day of the
month and week e.g. Scottburgh
Abridged
certificates
BI/9 ID Apps per
day (March 2005)
30
150
28
121
20
100
14
10
48
50
20
3
0
Peak
Mondays
Avg
Low
Fridays
0
Peak
Avg
Low
Mondays
Fridays
But flexi-hours are creating a staffing shortage on Mondays
Khaedu Home Affairs
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But, the staffing model fails to take into account the
significant variation in work volumes, particularly at
smaller offices…
Scottburgh
Port Shepstone
Staff required
(Blue print model)
30
Staff required
(Blue print model)
20
27
24
22
23%
17.0
15
20
113%
11.5
10
8.0
10
5
0
Peak
Avg
Actual
0
Peak
Avg
Actual
Khaedu Home Affairs
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Office efficiency appears to vary widely with smaller
District Offices (eg. Scottborough) being the most
efficient…
80
74
70
60
Transac
tions
per staff
member
per day
50
46
40
39
37
30
20
10
0
No. of Staff
Small Service
Point
Small District
Office
Larger District
Office
Large Urban
Office
2-3
6-10
18-25
70-100
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…driven in large part by multiskilling and teaming in
smaller offices vs large rigid hierarchies e.g. civic affairs
Office Head
eThekwini
Immigration
& admin etc.
Ass. Director x2
SAO: IDs
SAO: BDM
CAC: IDs
CAC: BDM
Supervisor:IDs
Late reg
process x2
Registry x3
Security x1
Queries x1
Birth cert. x3
Cleaning x2
Floorwalker x1
Capturing x2
Late reg apps
x1
Amendments
x1
S/Board x1
Handouts/
queries x2
Collection x1
Collections x2
Intake x2
Fingerprint x1
Processing x2
Cashier x1
SAO: Aux Serv
SAO: Serv Del
SAO: Passport
CAC: Serv Del
CAC: Passport
Sorting & filing
x2
Death cert. x2
Intake x2
Marriages x1
Telephone x1
Solemnising x1
Filing x1
Unabridged
births proc x1
Issue EPS x1
Data x2
Cashier x1
Khaedu Home Affairs
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However, the expansion of some service points is
also having an impact on efficiency….
80
70
60
50
Transactions
per employee
day
40
30
20
10
0
Scottburgh
Satellite
MPCC
Khaedu Home Affairs
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…as is the flexi-hours initiative
(4:05PM at eThekweni)
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Customers are very unhappy with the waiting times
and overall process at Home Affairs….
“I’ve applied for an ID document four
times, but the department fails to issue
one”
“Passport application in June 2004…No
response…. Moved around… Staff not
sure of service points”
“Applied three times for an ID…suggest
that ID s be posted”
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A customer survey showed unhappiness with waiting
times
CUSTOMER Survey Results
5
Very happy
4
3.73
Happy / OK
3.17
3.03
3.00
3
2.77
2.70
2.60
2.53
Ease of f illing
out Forms
Waiting Time
OK
2
Unhappy / OK
1
Very unhappy
Cleanliness
Service of
Staf f in of f ice
Overall
Process
Telephonic
Service of
staf f
Response
Time
Availability of
Forms in my
language
Khaedu Home Affairs
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46% come to Home Affairs more than twice on the
same matter
“I have been here 4 times for my
ID and it is still not here.”
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
First time
Once Before
Twice Or
More
Khaedu Home Affairs
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Staff are very unhappy with basic resources,
career progression and communication with
management
“ We don’t even have the basics a working fax, printers,
photocopiers, network points or two way radios.”
“I have to pay for my own training to get the firearms
license's.”
“There is a lot of communication breakdown in the
Department….”
“The management must be open about new procedures…”
“ There is no security for counter staff in Scottburgh”
“ I have been stuck in the same job for 21 years”
“I am considering early retirement because there is no
career progression”
Khaedu Home Affairs
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Staff Survey Results show unhappiness in a number
of areas
5
4.65
4.45
4.40
4.25
Very happy
4
Happy / OK
3.10
2.90
3
OK
2.50
2.30
2
Unhappy / OK
1
Very unhappy
Ability to
provide good
service
Comms w ith
me
My job
content
Competancy
of cow orkers
Quality &
access to
training
Facilities in
w hich w e
w ork
Overall
quality of
management
Career
progression
f or me
Khaedu Home Affairs
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Over 45% of staff have been in one position for more
than 5 years
Period of Service in One Position
1 1
3
Below 5 Years
5-10 Years
10-15 Years
6
15
15-20 Years
More than 20 Years
Khaedu Home Affairs
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Not knowing when a document is ready for collection is a
major frustration which could be partially solved using a
simple SMS message
•Majority of customers have
cell phone access even in
rural areas
Over 6,000 ID’s
uncollected in Port
Shepstone region
Over 60% of ID’s cannot
be linked to a postal
address in Scottburgh
•“Why can’t they tell me it
is lost and stop wasting my
time”
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Cell Phone
Access
None
Partial
Full
Durban
Scottburgh
Khaedu Home Affairs
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The peak season for ID's is a significant burden on the
department… Resulting impact is a large number of
uncollected documents, particularly IDs at peak periods
Number of ID's uncollected
12,500
11,370
9,864
10,000
7,500
9,498
6,952
Average
5,000
2,500
0
Nov
Dec
Jan
Feb
Khaedu Home Affairs
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Long and unreliable timelines to receive responses from
Head Office significantly impact service delivery particularly
if errors / issues only detected in Pretoria
E.g. passport application
Receive and
check
application
10 mins
Load
application
24 hrs
Ship to
Pretoria
Pick up
documents
Wait for Pretoria to respond
12 hrs
2-4 months average
Ship to
Pretoria
Wait for Pretoria to respond
Longer
cases
1-6 weeks
E.g. ID replacement
Receive and
check
application
10 mins
Load
application
24 hrs
12 hrs
2-6 months average
Pick up
documents
Longer
cases
1-6 weeks
Error / loss / issue in Pretoria – start at beginning
Khaedu Home Affairs
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Agenda
Key message
Current situation
Complications preventing action
Suggested resolution
Khaedu Home Affairs
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Complications that limit progress
PROCESS
ORGANISATION
Not
Lack of
managing by delegation
the numbers -HR
PEOPLE
MANAGEMENT
BUDGET AND
CONTROLS
PMS is weak
and not linked to
development
Budgets not
understood at
local office level
-Budgets
-Staffing
Very long
recruitment
process
Weak project
New Regional
management skills management
structures not
implemented
Significant
‘gaming’ on
budget.
Very long No credible
procurement deterrent to
process
corrupt practices
Khaedu Home Affairs
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Basic management execution appears to be a
challenge e.g. recruitment…
Recruitment
Snr Admin Officer,
Port Shepstone
Cleaner,
Scottburgh
Jan 04
Feb 04
April 04
May 05
Position vacant
1st advertised
1st interviews
No appointment yet
Nov 03
Current incumbent
incapacitated
Feb 05
Final appointment of
replacement
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…and procurement and systems
BAS computers at Scottburgh delivered Feb 2004, connected Mar 05
Critical printers in Scottburgh and Durban well past replacement dates
(Epsom PQ 2080)
No access to Persal at Regional level
Inadequate IT support ( One person in the province)
Infrastructure
July 04
May 05
Moved to new premises July 2004  Cashier’s booth – not yet completed
 Counter space – not yet completed
 Signage – non-existent
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…with signage still awaited at Scottburgh….
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…with signage still awaited at Scottburgh….
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…as is construction of the cashiers area
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The PMS system is barely functioning and not linked
to development.
The system is still incident based at Scottburgh
“The system is highly subjective, I ended up with a 69,6%
score and no bonus”
“Only Indians benefit from this PMS”
“Training is not linked to PMDS as there is no training in DBN”
“Training in Scottburgh is not linked to personal growth…
random… and ad hoc”
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Agenda
Key message
Current situation
Complications preventing action
Suggested resolution
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Suggested resolution lies in five areas:
Focus on stabilising and improving existing core operations
before expanding
-The Stabilisation PlanOnce stabilised develop an integrated people management plan
-The People PlanAccelerate the regional restructuring and delegate authority
-The Restructuring PlanTo establish an ‘Integrity Unit’ at provincial level to fight
corruption
-The Anti-corruption Plan-
Implement a comprehensive client communication strategy
including SMS messaging and marketing of new capabilities and
geographic reach
-The Communication PlanKhaedu Home Affairs
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The key elements of the Stabilisation Plan
Recognise the major variability in volumes and build
flexible staffing capacity to cover December, January and
February peaks and elections
- budget now to pay for temporary staff
- Recruit temporary staff from prior ‘volunteers’
- Provide training during quiet period
- Provide with a basic uniform (golf shirt)
• No training, workshops or leave during peak January and
February period for any staff
• Make a major drive to improve signage (in more than one
language) across the province
• Re-layout counters in eThekweni main hall as multi-skilling
takes place
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Stability Plan continued
• Develop a major drive to connect and refurbish the IT
environment across the province
• Implement the ‘quick win’ process improvements at all
offices e.g cash registers and printers at relevant counters
• Implement security improvements where required e.g
Scottburgh is highly vulnerable
• Review geographic expansion and flexi-hours in the light
of real capacity to implement and a properly budgeted
marketing campaign
• Develop simple customer guides (in English and local
languages) for common applications E.g. ID’s
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Employ 15 Casuals at eThekweni and 5 at Scottburgh
per annum based on: 80 peak work days
 52 weekends
 Ensure sufficient casuals during times of the Elections
 Basic Functions:-
Queries/Help Desk assistance
Queue Management
Collections
Form filling out
Cost of Casuals is estimated at R180 000 per annum
 Factors included:- Salaries
- Training
- Clothing (Shirts)
Khaedu Home Affairs
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Proposed Floor Plan Revision - eThekweni
12 11 10
C
Supervisors
Office
9 8 7 6
5
4
3
2
M
Fingerprints
1
Helpdesk
Entrance
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Functions & Groupings
 Counter 1 is for enquiries and Helpdesk
 Counter 2-5 is for
- Applications for Permits, Visas, Permanent Residence and
citizenship
 Counter 6-9 is for
- Application for Birth Certificates, Full Birth Certificates, IDs, Reissue of IDs and Amendments
 Counter 10-12 is for
- Applications for Death Certificates, Collection of IDs, Printing and
collection of all certificates
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The Restructuring Plan
• Accelerate (6 months not 3-years) the regional
restructuring plan with a properly linked transitional
budget and HR plan - stop the organisation ‘sitting in
limbo’
• Ensure that the appropriate budget and HR authority
is delegated
• Institute a bottom-up budget process (within Head
Office norms) prioritised around stabilising the
existing core operations and only then spreading
geographic reach
• All HR processes (recruitment, selection, training,
retention, PMDS) to be delegated up to Director level.
• Extend partnering efforts with Community
Development, municipalities and schools as capacity
becomes available
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The People Plan
• Ensure an effective PMDS system is introduced that is
linked to individual development and career progression
• Develop a comprehensive multiskilling programme in the
bigger offices linked to creating flexible team based
organisation structures
• Develop a job rotation programme to alleviate boredom
and burnout
• Engage with the unions on the plan and gain support
• Train frontline management in modern people
management skills
• Budget for overtime for flexi-hours or reward time-off, BUT
not Mondays
Khaedu Home Affairs
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The Anti-Corruption Plan
•Create a province level ‘Integrity Unit’ partnered with SAPS:
3-4 undercover investigators
1 prosecutor
2 special investigations officer
2 HR managers to process immediate disciplinary hearings
and suspensions of officials caught.
•Ensure simultaneous:
sting
arrest
departmental hearing
suspension
I.e.not 3 months gap between arrest and hearing and
allowed to return to work)
•Widely publicise case successes
Khaedu Home Affairs
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The Communication Plan
•NOTIFICATION
-Capture client cell phone numbers (owned and accessible
cell phone numbers)
-Use them to automatically send SMS notification message
when documents are available for collection (also suggest
afternoon collection or Saturdays) where documents are
not mailed to clients
-This can be done either centrally in Pretoria or at a
provincial office level using standard PC enabled SMS
messaging (26c per message)
•MARKETING
-Province level communication campaign on new flexihours and service points to drive volumes (otherwise a
wasted effort)
Khaedu Home Affairs
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