an update on the transformation programme
Post on 05-Jan-2016
28 Views
Preview:
DESCRIPTION
TRANSCRIPT
Highly Confidential
Presentation to the Select Committee on Social Services
4 JUNE 2008
An Update on the Transformation Programme
Building a New Home Affairs
2
Highly Confidential
The 2004-05 audit clearly indicated the need for change
Following a disclaimer in the audit for 2004-5, the Minister of Home Affairs – with the Ministers of Finance and Public Service and Administration – mobilised a Support Intervention Team (SIT). The SIT began its work in June 2006.
The main work of the SIT was to analyse the root causes of the problems at the DHA and make recommendations.
Their report was made available in the first quarter of 2007 and accepted by the Committee of Ministers.
3
Highly Confidential
The Support Intervention Team confirmed deeply rooted problems
The SIT reported that there were deeply rooted problems with:
• Leadership and Management;
• Human Resources and the organisational design;
• Information and Communication Technology;
• Service Delivery; and
• Financial Management and internal control.
The response of Minister, supported by the Cabinet, was to launch a comprehensive and well-resourced turnaround over three years
4
Highly Confidential
There are fundamental issues which must be addressed at Home Affairs
Service Delivery
Low motivation, poor supervision Infringement of standard business rules & breach of security Aversion to technology Scant attention to risk management Weak management & control processes
Steeply hierarchical management structure Over-centralised decision making Limited business understanding: who is the customer? Inappropriate training Limited management skills
Concept of citizen or customer as “king” alien Cumbersome business management processes Loss of key people on a regular basis
Unstable IT and communication Infrastructure, Inadequate Infrastructure rollout to local and international offices) Systems not linked to one another (e.g. Border Post immigration systems) Duplication of systems and information (silo-based approach), which is costly and effects
security Inappropriate offices layout and limited footprint Rudimentary asset management practices
Scoping study for TAP: Selected Observations
Key Themes
Source: DHA Interviews, Inter Ministerial Report
Case for Action
Corruption, Security &
Risk
Organisational Structure &
People
Financial Management and Controls
Context
IT & Facilities
Qualified audit reports Poor asset management Fruitless and wasteful expenditure
5
Highly Confidential
Our objective for the Turnaround is clear
To transform the department into a modern,
efficient, cost-effective service organisation
responsive to the needs of South African
citizens, residents and visitors to our
country
6
Highly Confidential
We have completed Phase 1 of the Turnaround which focused on quick wins and design…Our focus is now on implementation
Criticality/ Urgency
Stabilisation & Quick Wins
Strategy & Future End State Definition
including Roadmap
Transformation Implementation
TimeHigh
Low
Objectives (Why)
Stabilise key management processes
Implement early value initiatives" Quick Wins” to galvanise support for the initiative
Define the future service delivery model
Determine roadmap to reach end state
Implement the transformation roadmap
Apply change management to ensure successful implementation
Test rollout plans in a controlled setting before full implementation
Early Value Realisation
DefineDesign & Develop
Embed Change
StagesImplement
Embed changes by providing long term enabling incentives, structures and tools
Phase I Phase 2
Fundamentally Improve The Customer Experience
Building a new Home Affairs
Piloting
7
Highly Confidential
Phase I realised a number of key achievements (1/2)
Focus Areas AchievementsTrack & Trace and Contact Centre
Completed printer rollout across 254 offices Trained 1,249 front line staff on Track & Trace (improved customer visibility into the status of
their IDs) Implemented a new Contact Centre for the department (Contact Centre with 30+ staff to be
ramped up in 2008)
Permits & Refugees
Cleaned up Marabastad Piloted 4 large account management projects with Lafarge, Gautrain, Anglo-American and
Arcelor Mittal Operationalised a special skills help desk Relocation of Rosettenville refugee centre to Crown Mines completed Reduced backlog
ID Process Baselined ID process and agreed quick wins Added 4 finger print scanning machines to increase throughput in key bottleneck area Trained 400 front office staff on QA check list to improve quality Implemented a new Postal Receipts process to streamline flow and monitor quality of ID
applications Eliminated coding and second scan fingerprint process to improve turnaround times Commenced implementation of a single courier service for IDs (pick-up and drop-off of all IDs
between front offices and BVR) Rolled out 4 pilots with redesigned front-end ID process using Online Verification Defined new end to end ID processes (15 processes)
Operations Management (Pilot)
More than doubled productivity in key ID process bottle-neck area (Turnaround time reduced from 27 to 4 days in Fingerprint Verification)
Trained over 100 managers on Operations Management practices at BVR Eliminated critical path backlog at Fingerprint Verification (over 236,000 records) Reduced the1st application fingerprint capturing backlog at HANIS (from 495,000 to 97,000
by Dec 08)
Selected Achievements
Phase I Overview and Key Achievements
8
Highly Confidential
Phase I realised a number of key achievements (1/2)
Focus Areas AchievementsEmployee Relations
Held meetings with union leadership and proposed joint statement of shared intent Agreed a joint statement of shared intent and turnaround accord with unions
Contracts Baseline spend analysis by supplier and category conducted Negotiated new/improved SLAs with key suppliers SLAs—Sita, Telkom, Lindela, XPS,
Skynet and GPW Agreed a single courier pick up and delivery service for IDs and applications between
BVR and front offices Negotiated a cost savings of R68m on the remainder of the Lindela contract. Identified potential cost savings of up to R40m with key suppliers Sent out information request to top 50 suppliers to determine payment schedules and
contractuals
Finance & Risk Reviewed all 6 previous audit reports, categorised and prioritised key risks and issues Identified Rosslyn as the biggest risk, developed long-term strategy to fix it,
implementing near-term measures to mitigate it Implemented process to gather revenue information Pilot of cash machines in offices and potential to improve revenue collection in offices of
10% (19M Rand) New lease with Rosslyn landlord Clean up of key HR and Asset Management audit issues
Selected Achievements
Phase I Overview and Key Achievements
9
Highly Confidential
Phase I realised a number of key achievements (2/2)
Focus Areas AchievementsIT Developed business cases for top 15 IT projects
Agreed IT projects and architecture to support new operating model requirements Baselined DHA IT organisation
Governance & Operations Management
Recommended a new Committee structure (Ministerial Executive Committee, Executive Committee, Ethics & Standards, Audit Committee, Operations Committee, Policy Committee)
Established the Operations Management Committee to monitor operational performance of the department
Initiated the development of a Delegations of Authority document
Strategic Initiative Governance
Developed business cases for 13 key business projects Agreed prioritisation of business projects Developed a new project prioritisation and approval process Agreed the need to set up an Enterprise Programme Management Office (EPMO)
Vision & Design & Legislative Framework
Performed survey of 700+ customers nation-wide Developed a comprehensive organisational baseline for DHA Staged 2 visioning workshops with 30+ top management participation Agreed 9 key principles and targets of vision Developed a new operating model design including footprint recommendations Developed a new organisational structure including staff numbers Developed and agreed a new budget structure Developed a high level road map to transform the department to the new operating
model Recommended a new leadership structure Developed a draft policy and legislative conceptual framework
Selected Achievements
Phase I Overview and Key Achievements
10
Highly Confidential
In particular, the Vision & Design team completed the design of the New Home Affairs operating model
July August September October November
Current state analysis Visioning Design
Current state
analysis
Current state
analysis
High-level operating
model
High-level operating
model
DHA Executive leadership structure
DHA Executive leadership structure
New Home Affairs
operating model
New Home Affairs
operating model
Overview of process followed and consultation
In-depth analysis of current situation and issues by the different design teams
Interviews with stakeholders
Customer survey
1st Visioning workshop Sept 10 to discuss and validate the current state analysis
2nd Visioning workshop Sept 13 on Legislative framework
3rd and 4th Visioning workshops Sept 27 and Oct 4 to determine targets and principles for the new model and extent of separation between CS and NIB
1st EXCO workshop 14 Nov – discussion and validation of part 1 of the operating model
2nd EXO workshop 27 Nov – discussion and validation of part 2 of the operating model
EXCO presentation 4 Dec on integral New Home Affairs model
All workshops conducted with DHA wide management representation present
11
Highly Confidential
A unique feature in the model is that Customer needs drove the design of the New Home Affairs Service Delivery Model
PeopleIT
Facilities
CustomersS
erv
ice
s
Channels
Processes
What processes will link our business
architecture to our customers in the
delivery of our services?
What processes will link our business
architecture to our customers in the
delivery of our services?
What IT and facilities do we need to deliver services to our
customers?
What IT and facilities do we need to deliver services to our
customers?
How?What?
The organizational structure will result from — not drive — the design of the service delivery model
Service Delivery Model
Customer Cube
Operating model
Which services will be offered to which customers through which channels?
What service and productivity levels are required?
Which services will be offered to which customers through which channels?
What service and productivity levels are required?
What staff with what
skills do we require?
What staff with what
skills do we require?
Source: A.T. Kearney
12
Highly Confidential
Going forward, 55 projects - clustered in 7 workstreams - have been identified to achieve the total transformation, to be completed over a 2-3 year period
Note: (1) Transformation is a holistic implementation programme of a specific function beyond just the reorganisation; It includes sub-projects involving process, system, facilities and capability changes; It will work closely with the organisational implementation team on the staff implications
Proposed High-Level Programme Structure – 2008 and Beyond
5 Functional Workstreams –• Civics• NIB• Support Services• Finance• IT
2 Cross-Functional Workstreams –• Organisational
Implementation• Organisational
Governance & Operational Control
Programme Management Office (PMO)
Sub-projectProject
Civics NIB Support Services ITFinance
Work-stream PMO
32
Leadership Appointments Change Management Employee Relations Reporting Line Split
Job Profiling & Skills Gap Analysis
Matching & Staff Redeployment Recruiting
Committee Structure Roll-Out
Government Relations Strategy & Plan
Organisational Projects Evaluation & Monitoring Project Communications Scaffolding
Online Verification Roll Out
Memory ID Card Pilot
Birth Network Expansion
Late Registration Roll-Out
Passport Machine & Process Implementation
Contact Centre Ramp-Up
Centre of Excellence
Mobile Unit Optimisation
Operations Management Roll-Out
6
7 Delegation of Authorities
Implementation
TrainingEmployee Database Baseline
Policy Framework & Legislative Programme
Audit & Risk Implementation Monitoring & Evaluation
Finance Transformation(1)
Budgeting Split
Performance Mgmt Implementation
Revenue Mgmt Roll-Out
Procurement Transformation(1)
2nd Wave SLAs
Supplier Sourcing
Performance Agreement Realignment
NPR & Data Clean Up
IT Application Realignment to New Architecture
Policy & Process Optimisation
EDMS
Network Infrastructure Upgrade
GPW Corporatisation Oversight
Payment & Level Adjustments
HR Transformation(1)
Security & Investigations Transformation(1)
HR Policy and Strategy
Security Upgrade
MOUs and SLAs with 3rd parties
Fleet Optimisation
Real Estate Optimisation
Information Mgmt Trans-formation (incl. Archiving)
Refugee Transformation and Footprint Roll-Out
FIFA 2010 Design and Planning
Marpless System Implementation
Permits Transformation1
Inspectorate Transformation(1)
Lindela Contract Optimisation
12 7 5 5 6
11
5
4
Communications Transformation(1)
4 5
B/M/D redesign (incl certificate decentralisation
Foreign Office and Ports of Entry Review Business continuity
Payroll verification
Establishment of PMO
Office Refurbishments
Footprint Optimisation (incl. MPCCs)
ID Process Transformation11
13
Highly Confidential
The 5 functional workstreams will focus on transforming Home Affairs to dramatically improve the customer experience
Work Stream Objective Illustrative Benefits by Dec 20081
Civics To dramatically reduce throughput times for core processes and to improve the customer experience through an enhanced delivery model
New ID card selected and piloted Reduced ID card throughput from Ave 100+ days to Ave 60 days Reduced Passport throughput time from 40 days to 10 days Increased accessibility for birth registrations within hospitals Clamp down on fraudulent activity through the late registration process Functional call centre that answers calls in under 1 minute Better office environment with cleaner facilities, clearer signage, shorter queues and 7 AM opening
hours 1-4 centres of excellence in key urban areas Functional mobile units that reliably deliver service to remote locations
NIB To effectively enable and to increase the movement of skilled workers into the country, to build an operating model that can handle 100% of refugee demand and to build sufficient capacity to efficiently and securely manage the entry and exit of visitors, including FIFA 2010
Key systems, resource and process elements in place and/ or being implemented to enable an efficient and secure entry and exit of SA for the FIFA 2010
Dramatic increase in the take-up rate of temporary business permits 5 clean, efficient refugee centres that process all applicants within one month and no backlog
Support Services
To transform the support functions—especially HR, Communications and Security—so that they effectively service Home Affairs and to stage a major crack-down on criminal activity
An HR function that can quickly identify and hire high quality recruits, effectively assess, evaluate and train staff and support the transformation programme
A Communications function that proactively and clearly communicates both externally and internally
A Security function that takes a proactive approach to deterring crime and a dramatic decrease in corrupt internal activity
Finance To transform the finance, procurement, audit and risk functions so that they can effectively monitor and control Home Affairs spend and performance to objectives and to ensure that the Department is PFMA compliant
New, operationally aligned budget that empowers Civics and NIB with their own budgets Performance measurement systems that enable effective monitoring and evaluation Increase in revenue collection of more than 10% from offices Measurable and substantial service level improvement and/ or costs savings from key suppliers Effective risk and audit monitoring and evaluation tool A clean audit report
IT To transform the IT department into a business-driven technical service provider that provides a stable, reliable infrastructure environment and key enabling technologies that enhance the customer experience and make processes more efficient
A new culture where business and IT work in partnership to design and implement IT initiatives that are driven by business requirements
Clean NPR database with the most reliable information on identity in South Africa Key documents digitised and stored electronically and backed up to ensure data protection in the
event of fire or system collapse Reliable network environment when email works 99.9% of time and with enhanced national
bandwidth
High Level Functional Workstream Descriptions
Note: (1) Benefits will be driven by the change scenario and projects that DHA selects
Illustrative
14
Highly Confidential
2 cross-functional workstreams and the PMO will centrally drive the reorganisation, organisational governance and the overall programme
Work Stream Objective Illustrative Benefits by Dec 20081
Organisational Implement-ation
To reorganise Home Affairs into a customer-focused, efficient, skilled, appropriately paid and well-led organisation
New, highly qualified senior leadership team Clear reporting split between NIB and Civics Staff that understand the mission of Home Affairs, its strategy and how they personally fit in and
can make a difference Strong working partnership with the unions throughout the transformation exercise and beyond New, better crafted performance agreements that are linked to variable pay for performance and
drive positive behaviour Less layers and more direct interaction between senior leadership and the front line New specialist skills in key areas—e.g. communications, contracts, risks management, etc Organisation-wide training programme customised for specific functions
Governance & Operational Control
To develop an effective external and internal governance structure that clearly specifies where decisions get made by who with a particular emphasis on taking direct control of operational performance – all clearly housed within a sound policy and legislative framework
A comprehensive legislative framework within which Home Affairs operates Clear positioning of Home Affairs within the SA government context with priortised links and SLAs
between DHA and other key departments Integrated delegation of authorities document specifying who has what powers New internal committee structures that effectively govern the organisations performance New, front-line, performance-driven operating environment
Programme Management
To drive and manage the strategic and tactical programme activities and to ensure the overall success of the transformation
An organisation-wide project monitoring and evaluation tool Clear external and internal communications about the programme Fast-track way of bringing short-term help on board
High Level Cross-Functional Workstream Descriptions
Note: (1) Benefits will be driven by the change scenario and projects that DHA selects
Illustrative
15
Highly Confidential
Work on the implementation has already begun
Organisational Implementation
Finance Transformation
Governance & Ops Management
Support Transformation
Civics Transformation
NIB Transformation
IT Transformation
Transformation Road Map and Selected Milestones2008 2009 2010
Illustrative1
15-25% 55-65% 75-85% % Completion of Transformation Programme
16
Highly Confidential
We have designed the programme for Phase 2 based on five principles
1. Bottom-up build – All potential initiatives to be implemented in 2008 and beyond have been gathered from the workstreams and business units and grouped into projects
2. Top-down programme structure – Projects have been grouped into a manageable set of 5-10 workstreams and set up either within the new organisational structure or as centrally-coordinated cross-functional activities
3. Prioritisation and sequencing – Projects have been prioritised and sequenced within each workstream based on the degree of business benefit it will generate, costs and implementation dependencies
4. Governance – Each project has a clear governance and support structure
• Driven by the PMO and sponsor and supported by FeverTree-A.T. Kearney consultants
• Driven by the PMO and sponsor and supported by another consultancy/ specialist
• Monitored by the PMO and supported by another consultancy/ specialist
• Monitored by the PMO and implemented by the business
5. Scenarios – 3 change scenarios have been developed varying in scope and pace
Principles of the Programme Design
17
Highly Confidential
Thank You
top related