action learning pilot programme project khaedu nelspruit home affairs office - preliminary findings...
TRANSCRIPT
Action Learning Pilot ProgrammeAction Learning Pilot ProgrammeProject Khaedu
Nelspruit Home Affairs Office - preliminary findings
Project Khaedu
Nelspruit Home Affairs Office - preliminary findings
10 February 200510 February 2005
2Khaedu Home Affairs
Agenda
Executive summary
Current situation
Complications preventing action
Suggested solutions-Macro-level process and organisation-Micro-level process and organisation-Budget and organisation-People
3Khaedu Home Affairs
Executive Summary (1)
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
Low levels of actual efficiency as the organisation and processes lack scale and clear job definitions
- No effective separation of customer service- Processing efficiencies are low (data capture, quality checking, work-flow tracking)
Situation
Very hierarchical structure with significant management and supervisory overheads and no evidence of teaming
No evidence of managing by the numbers, largely ad hoc fire-fighting
Identified process improvement are not prioritised but would ease wait times significantly
Overall delegation of authority / responsibility seems low at the provincial and sub-region levels
Complications
4Khaedu Home Affairs
Executive Summary (2)
1. At a province level, reorganise into 2 separate structures- Points of service dedicated to helping citizens fill out forms correctly and access
documents quickly- Central processing unit with responsibility for capturing data, resolving any quality
issues with the points of service and ensuring only good applications go to Pretoria- A small call centre with an 0800 number to provide general query and “where is my…?”
support to citizens
2. Prioritise the implementation of Quick fixes in service delivery e.g. cashier elimination, immediate printing of abridged documents at the counter, signage, form redesign (i.e. eliminate separate writing of acknowledgements)
3. Relocate management to the work area and begin to manage workload by the numbers e.g. move administrative staff into the service area when you know you are facing a peak load – cross-train and team
4. At a national level:- Efficiently delegate authority / responsibility for HR and budgets- Radically overhaul procurement- Reengineer the very long processing and printing time for key documents (targets
should be 2 weeks, not 2 months)
- Investigate urgently the use of SMS messaging to alert citizens to the availability of documents for pick up (approx 26c per message if done in bulk buy)- 18 million cell phones in South Africa – most people know somebody close by sho has
one
5Khaedu Home Affairs
Customers of the Nelspruit Home Affairs regional office are unhappy at the long waiting times and times to respond…
Ease offilling
out form
Availabilityof forms
in mylanguage
Service ofstaff in
this office
Cleanliness Overallprocess
Time torepond
Waitingtime
3.38 3.33
2.75 2.732.28 2.25
1.38
0
1
2
3
4
5
Customer survey score
Very unhappy
Unhappy / OK
OK
Happy / OK
Very happy
Source: PSW Report back
6Khaedu Home Affairs
…with complaints regarding lack of staff, conditions and lost applications
“Not enough staff, only 3 people to serve us; I’ve been here 4 hours.”
“The queues go on forever, even outside on a very hot day.”
“They have lost my application twice and they never tell you until you arrive to get your ID.”
“Staff are grumpy and it takes too long.”
Source: PSW Report back
7Khaedu Home Affairs
Home Affairs staff are particularly unhappy with the lack of career progression, facilities and training, while overall management performance is relatively positive…
Ability toprovidegood
service
Compe-tency of
co-workers
Communi-cation
Jobcontent
Trainingquality
Facilities Careerprog-
ression
Overallmanagement
3.65 3.523.30
2.962.78
2.52 2.39
3.00
0
1
2
3
4
5
Staff survey score
Very unhappy
Unhappy / OK
OK
Happy / OK
Very happy
Source: PSW Report back
8Khaedu Home Affairs
…again staffing was a major theme alongside facilities, career and training issues
“We are hopelessly understaffed; I don’t even have time to go to lunch.”
“We are stuck here all day; there is no job satisfaction when we are so understaffed.”
“The computer systems and furniture are all broken and the toilets are always in a mess.”
“There is no security – the public can come straight through to the offices.”
“I have been stuck at this grade for 6 years with no proper training.”
9Khaedu Home Affairs
e.g. only 1 old printer to print 3500 abridged documents per month (probability of technical failure high)
10Khaedu Home Affairs
The current organisation appears silo’d and hierarchical…
Regional representative
Head of Office: Nelspruit
Administration Head of Section
Supervisor Administration
Personnel / other (4)
Cleaning (1)Finance /
Accounts (3)
PermittingHead of Section
SupervisorPermitting
Clerical (x3)
Immigration Head of Section
Civic Affairs Section Head
SupervisorImmigration
SupervisorImmigration
Section 2Deportation etc (4)
Section 1Operations (4)
+2 interns
11 other reporting offices and ports
Secretary
11Khaedu Home Affairs
…including in Civic Affairs
Head of Office: Nelspruit
Civic AffairsSection Head
Civil AffairsSupervisor
Amend-ments Unit
Head
Counter staff (2)
Births and amend-ments to addresses Unit Head
Marriages & Deaths Unit
Head
ID Documents Unit Head
Passport Unit Head
Cashier (1)Finger prints
ClerkClerk
13 total staff in civic affairs
12Khaedu Home Affairs
The queuing process is lengthy e.g. ID Document application average 1-4 hours
Enquiries and forms
Collect Counter clerk Cashier
Fingerprints
Queue for collection
Queue for acknowledgement
Queue for cashier
Queue for fingerprints
Fill out formsExternal
“assistance” to fill out forms
14Khaedu Home Affairs
Budget for the office seems both inadequate (e.g. maintenance of office equipment) and does not make allowance for either inflation or likely wage increases
Budget Likelyactual*
10
54
0
10
20
30
40
50
R60K
Maintenance budget vslikely requirements
ENE04/05
MTEF05/06
MTEF05/06
4,095
4,2644,158
3,000
3,250
3,500
3,750
4,000
4,250
4,500
R4,750K
Basic wage bill
*40 PCs, copiers and printers
Likely public sector
pay rise
11% gap
15Khaedu Home Affairs
Long and unreliable timelines to receive responses from Head Office significantly impact service delivery particularly if errors / issues only detected in Pretoria
Wait for Pretoria to respond Pick up documents
2-4 months average
Receive and check
application
Load application
Ship to Pretoria
Longer cases
1-6 weeks10 mins 24 hrs 12 hrs
Wait for Pretoria to respond Pick up documents
2-6 months average
Receive and check
application
Load application
Ship to Pretoria
Longer cases
1-6 weeks10 mins 24 hrs 12 hrs
E.g. passport application
E.g. ID replacement
Error / loss / issue in Pretoria – start at beginning
16Khaedu Home Affairs
Volumes of work vary considerably across sections by month e.g. ID’s, CBI-9 etc
Feb Apr June July Aug Sept Dec Standarddeviation
0
1,000
2,000
3,000
Total number of ID applications
34%
Avg
17Khaedu Home Affairs
…and births and passports
Feb Apr June July Aug Sept Dec
1,2781,364
1,5171,594
1,450
1,006
856
0
500
1,000
1,500
2,000
Number of birthregistrations
Feb Apr June July Aug Sept Dec StdDeviation
1,628
2,445
1,018
1,347
768
1,001908
581
0
1,000
2,000
3,000
Number of passportapplications
18Khaedu Home Affairs
The macro organisation and process design offers no scale or specialisation opportunities e.g. Civic Affairs, with a lot of single points of potential failure
Head of Office: Nelspruit
Civil AffairsSection Head
Civil AffairsSupervisor
Management
Cashier (1)Acknowledge-
ments (2)Collections (1)
Passp
orts
ID’sM
arria
ges a
nd
Death
s
Birth
s and
Am
endm
ents
Oth
er a
mendm
ents
Fingerp
rints
Customer service queries / errors
Capture and processing
Quality control / fraud protection
x2 x1 x1 x1 x1 x1
19Khaedu Home Affairs
As an example, in passports, 2 staff process an average of 30 applications per day while handling all ad hoc customer queries, applications for temporary or emergency documents
Available worktime per day @70% efficiency
Estimated timeto process passport
@ 15 mins each
Ad hoc queries
672
-450222
0
200
400
600
800
Minutes per day
But normative standard for data and image capture is half estimated time i.e. 7 minutes vs 15 mins. Difference is a function of ad hoc workload
20Khaedu Home Affairs
A suggested alternate structure for Civic Affairs
DDG Civic Affairs
Regional Manager MP
Processing Manager
Service Delivery Manager
Administration Manager
5-6 ‘Regional Managers’
Call Centre (6)
Processing Centre (20)
20 Service Points and satellites (60)
HR (2)
Finance / Accounts (2)
Procurement (1)
Logistics (1)
Total potential staff in MP = 97 - 101