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Presentation to the Portfolio Committee

07 September 2005

DOSD OVERSIGHT OPTIMISATION

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CONTENTS

1.Introduction 2. Oversight Optimization 3. Legal framework governing Transition 4. Management of the Transition 5. Optimization Model 6 Reporting/Governance Interface 7. Conclusion

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Purpose of Presentation

To provide the Portfolio committee with a progress report in respect of the following:– Oversight optimization Processes– Management of the Transition– Governance Framework and Interface

Management– DoSD initiative to enhance service delivery

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Oversight Oversight Optimization Optimization

ProcessProcess

Oversight Oversight Optimization Optimization

ProcessProcess

Oversight Optimization Oversight Optimization ProcessProcess

Oversight Optimization Oversight Optimization ProcessProcess

Agency Agency FormatioFormation Processn Process

Agency Agency FormatioFormation Processn Process

ConsolidatiConsolidationon

ConsolidatiConsolidationon

ScopingScoping

Transformation

Challenges

Transformation

ChallengesManageme

ntStructure

Management

Structure

Interface Interface ManagementManagement

Interface Interface ManagementManagement

Oversight Oversight ManagementManagement

Oversight Oversight ManagementManagement

Service Service Delivery Delivery

ImplementatiImplementationon

Service Service Delivery Delivery

ImplementatiImplementationon

Service Delivery Operations & Tracking

Service Delivery Policies, Standards, Procedures, & Monitoring

SLAMOU

Compact

MOABP

SLAMOU

Compact

MOABP

OperatioOperationsns

OperatioOperationsns

TransformatTransformationion

TransformatTransformationion

SLA: Service Level Agreement MOU: Memorandum of

Understanding MOA: Memorandum of

Agreement BP: Business Plans

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SERVICE DELIVERY INTERFACE MANAGEMENT

Service Delivery Tracking

Service Delivery Tracking

Standards Attainment Standards Attainment

Policy ImplementationPolicy Implementation

Compliance to ProceduresCompliance to Procedures

ImplementationImplementationImplementationImplementation

ServicesServicesOperation

sOperation

s Service Service DeliveryDelivery

ImplementationImplementation

Service Service DeliveryDelivery

ImplementationImplementation

PoliciesPoliciesPoliciesPolicies StandardsStandardsStandardsStandards

OversightOversightOversightOversight

Development

Development

ProceduresProceduresProceduresProcedures

Coordination

Coordination MonitoringMonitoring

Status GradingStatus

Grading ReviewingReviewing

Service Service Delivery Delivery

FacilitationFacilitation

Service Service Delivery Delivery

FacilitationFacilitation

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Legal FrameworkPurpose of the MoU Relationship between the National and the

Provincial departments; Management of Conditional Grants; Protection of the right to social assistance; Regulation of the transitional period

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Objective of the agreement (MOU) Administration of social assistance under

the Social Assistance Act of 1992 is not interrupted, or compromised in any other way.

The contemplated transfer of the social assistance function does not cause discomfort, stress or interruption of payment;The transfer of function does not impact negatively on the effective, efficient and economical use of resources;

                            

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Objective of the agreement (MOU) adequate administrative measures are in

place for the transfer of assets, liabilities and employees

adequate and appropriate capacity is in place to effect an effortless transfer; and

adequate budgetary provision is made for matters affecting the transfer.

This agreement seeks to give effect to section 24 of the Agency Act.

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Management of the transition

The provincial department is responsible for the administration of the social assistance function

On the effective date, the MEC will appoint a provincial task team for the implementation of the migration plan at the provincial level.

It is the responsibility of the head of department to co-ordinate the efforts of the provincial task team.

The Director-General, in consultation with the provincial task team, will pronounce in all matters relating to the administration of the social assistance function.

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Management of the transition

The provincial task team will submit to the Director-General all such reports as may be required by the department from time to time.

The MEC undertakes to make the provincial task team available for consultations with the Director-General in matters relating to the migration process and other related social development matters.

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Management of the transition

adequate administrative measures are in place for the transfer of assets, liabilities and employees;

1.1.5    adequate and appropriate capacity is in place to effect an effortless transfer; and

1.1.6   adequate budgetary provision is made for matters affecting the transfer.

1.2   This agreement seeks to give effect to section 24 of the Agency Act.

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TRANSITIONAL MODEL

Interface Design

Governance

Migration

Evaluation

Communication

Change Management

• Communication

•Stress and Coping

•Conflict management

•Re-establish work teams

•Leadership/Management skills

•(Re) establish work values

•Re-skilling

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Role of Provincial Task Team The provincial task team shall provide the

Director-General with a comprehensive report which will facilitate the ultimate transfer of the administration of social assistance to the Agency.

Such a report will entail the following:   financial and operational ring- fencing                    assets and liabilities earmarked for transfer to the Agency; employees and posts earmarked for transfer to the Agency;

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Role of Provincial Task Team

assessment of risk areas associated with the migration of administrative functions to the Agency;

the state of readiness of the provincial department in respect of the management of the migration process.;

the financial implications for the transfer of the administration of the social assistance;

a provincial migration framework; and

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Role of Provincial Task Team

An inventory of the assets and liabilities to be transferred from the provincial departments.

After the submission of a comprehensive report by the provincial task team, the Director-General will pronounce the final migration framework, process and implementation plan.

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Assets and Liabilities

Refer to section 7, 8 and 9 of the MOU It refers to assets and liabilities, employees

as well as information technology

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.MIGRATION FRAMEWORK

Basic people and activity migration principles have been set out (in the slides to follow)

The agency and the branch as preliminary homes have been allocated for most activities

The next step is the matching of people to activities, functions and new positions as well as costing of the new structures

A drill down spreadsheet is attached as an annexure

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MIGRATION PRINCIPLES

1. All current employees are viewed as a “departing pool of skills”

2. Detailed activity mapping informed functions

3. People follow function

4. The following options can be considered in the absence of a perfect match

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MIGRATION FRAMEWORK

•Option A

(Ideal case)

100% match between functional needs and personal skills = automatic transfer

Option B

Where functions are made up of activities from different functions, matching will take place if incumbent complies >60% while a individual development plan will be designed for new skills required

Option C

Where new functions are made up of activities from diverse functions and no match can be found a candidate may be appointed through the normal HR recruitment process – with the understanding that internal recruitment will receive preference

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Migration Governance Model

DoSD

Oversight Optimization

Acting COO

Acting DDG –Social Security

DoSD

Oversight Optimization

Acting COO

Acting DDG –Social Security

Migration Management Team:

DoSD, SASSA & Provinces Full-time Secondment of team members

One Representative per Province One Representative from SASSA One Representative from DoSD

Full time Migration Coordinator Appointed by DoSD Team Members Accountable to Migration Coordinator

Central Operational Location

Provinces

Provincial Migration Committee

Soc Dev Head of Department

Provinces

Provincial Migration Committee

Soc Dev Head of Department

SASSA

Executive Management

Chief Executive Office

SASSA

Executive Management

Chief Executive Office

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Continued(1)               The migration process should be part of the current oversight optimization work and should be driven by the proposed Acting Chief Operations Officer, under the direct superintendence of the Director General. The Chief Operations Office should manage the Migration Management Team.(2)     The Chief Executive Officer of SASSA should be the main driver of migration in SASSA and should be the pillar of interface with the Migration Management Team. (3)    The Head of Social Development in each province should be the driver behind migration in the

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Continued(1)               Province and should be the focal and leverage point with the Migration Management Team.(4)   The Director General must appoint a full time Migration Coordinator who will be responsible for day to day management and administration of the Migration Management Team(5)   There must be a full time Migration Management Team with full time representation from Provinces, SASSA and DoSD. (6)   Each Province should second, on full time basis, one competent person to be part of the Migration Management Team.(7)              

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Continued(1)               Migration Management Team will wholly accountable to the Migration Coordinator during the duration of migration project.

(8)      Migration period should not exceed six calendar months, unless there are genuine reasons which are fully justifiable and in line the Ministerial expectations.

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Targeted Recruitment

Targeted Recruitment

Provincial Soc Dev

Employees

Provincial Soc Dev

Employees

DoSD Employees

DoSD Employees

Employee Skills Pool

Continuous Interaction with Stakeholders

Migration Administrati

on

Appeals Management

Capacity Alignment

Migration Governance Structure

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Migration Plan (Sept 05-Nov 05)Strictly Confidential

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The Migration “Journey”

Stakeholder Sensitization

Migration Implementation

Migration Tracking & Monitoring

`Migration Admin

`Appeal Management

Capacity Alignment

Migration Training

Migration Set Up

Training Content

Training Delivery

Support & Follow Up

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OVERSIGHT OPTIMISATION MODEL

Oversight Optimization

Oversight Optimization

Regulatory Framework

CMU

Regulatory Framework

CMU

MigrationMigration

Institutional Reform & Key

Institutions

Institutional Reform & Key

Institutions

Governance & Interface

Governance & Interface

DG’S OFFICE

DG’S OFFICE

Appeals Tribunal

Inspectorate

Provinces

SASSA

DSD restructuring

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Governance Framework and Reporting Lines

Consolidation

Tracking Team

(Conveners & Leaders)

Consolidation

Tracking Team

(Conveners & Leaders)

Logistics

Support

Logistics

Support

DGDG

OversightOversight

OptimizationOptimization

Process x 4 Process x 4

CommissionsCommissions

OversightOversight

OptimizationOptimization

Process x 4 Process x 4

CommissionsCommissions

AgencyAgency

EstablishmentEstablishment

Process x 6 Process x 6

Work streamsWork streams

AgencyAgency

EstablishmentEstablishment

Process x 6 Process x 6

Work streamsWork streams

Meets EVERY 2 Weeks Receives & Considers

Consolidation Tracking Reports

Takes Corrective Action

Manages Critical PathRecommends CorrectiveAction

Detail Technical Input

Detail Professional Input

Administrative Support

Meets Prioritised Deadlines Interacts with Consolidation

Tracking Takes Corrective Action

CEO SASSACEO SASSA CEO SASSACEO SASSA

Delegated authority from DG

DG’s Forum + Provincial

Reps

DG’s Forum + Provincial

Reps

Social Cluster, Cabinet and

portfolio Committee

Social Cluster, Cabinet and

portfolio Committee

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Conclusion

The Portfolio Committee notes progress in respect of the following:– The oversight optimisation process– The governance Interface and reporting

Structure

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THE END (Q&A)