13 public sector innovation conference dha...

DATE: 29 NOVEMBER 2019

13TH PUBLIC SECTOR INNOVATION CONFERENCE

DHA INNOVATION JOURNEY TOWARD IMPROVED SERVICE

DELIVERY

PRESENTATION OUTLINE

INTRODUCTION AND BACKGROUND

KEY SERVICE DELIVERY CHALLENGES

DHA TURNAROUND STRATEGY (INNOVATION/ SOLUTION ADOPTED

TO IMPROVE SERVICE DELIVERY)

MODERNISATION PROGRAMME ( MOVE FROM MANUAL

ENVIRONMENT TO AUTOMATED/DIGITISED ENVIRONMENT)

IMPACT OF MODERNISATION ON SERVICE DELIVERY

CONCLUSION

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WHAT IS INNOVATION? DHA CONTEXT

Application of better solutions that meet the service delivery need of the people within the confines of the regulatory framework that governs activities of the department

Innovation is crucial to the continuing success of the organisation and involves multiple activities to uncover new ways to do things in an endeavour to improve services and address imbalances of the past which still exist

Improve the way we run the organisation through creation of effective processes, products and ideas

Introduces new processes, services or products to affect positive change in the organisation, including improving existing methods or practices, or starting from scratch.

Ultimately the goal is to reinvigorate the organisation, creating new value, increase productivity and improve turnaround times

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DHA derives its mandate from the Constitution of the Republic of South Africa.

Citizenship and providing enabling documents in order for South Africans to have access to

services

Identification of people through maintaining the National Population Register (NPR) & the management of records

Establish status through: • the Registration of Births, Marriages and Deaths• the solemnization of Marriages• registration of the acquisition, loss and restoration of

Citizenship Provide the following enabling documents:

• Birth/Marriage/Death certificates• Certificates of naturalization (citizenship)• Identity documents• Travel documents and passports

Facilitate the movement of people in and out of South Africa whilst satisfying security

considerations

To control the movement of people in and out of South Africa through:• the control of Admissions into and Departures from

South Africa at designated Ports of Entry• the issuing of Visas to facilitate the movement of

people in and out of South Africa • the issuing of Permits to facilitate residence in South

Africa The detection, detention and deportation of illegal

foreigners The administration of applications for asylum

Civic Services Immigration Services

ConstitutionFounding provisions and the

Bill of Rights

DHA responsibilities

Legislation&

ServicesINTRODUCTION AND BACKGROUND

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A citizen of RSA has a number of interactions with DHA throughout his or her life

Key events in the life of a citizen(1) of RSA

Birth 15 yearsof age - ID Marriage OtherTravel needs Death

Almost 100% of births are eventually registered with DHA

Mother of the person registers birth during the year of birth ~72% of the time (2005)

Births must be registered to access social grants (per Children’s Act, 2005)

First issue of ID at 15 years old

A person applies multiple times in his/her life (only 31% of ID applications are first issues, i.e. 625,000/year)

~94% of people over 16 years old have ID (2005)

Person gets married (34% of population is married)

~49% of people over 15 years old have never been married (2001)

Surname amendments (for wife)

Passport applications (~1mln. per year)

Estimated 12% of South African citizens (i.e. 5mln.) have a valid tourist passport

Travel in and out RSA through PoEs

Relative registers death (sometimes through funeral undertaker if he/she lives far from DHA office)

Registration done for ~90% of deaths (2005)

Divorce; remarriage Registration of

children births (on average 2.4 children per woman)

Potentially late registration of own birth (~10% of the time), in order to access social grants

Requests throughout life time Certificates:

• Birth; Marriage; Death (number of certificates in 2006/2007 1.6 mln. (not registrations))• Birth certificates needed for: school registration, travel, bank accounts, etc.

Amendments: changes of surnames, date of birth, adoptions etc. (number of personal amendments processed in 06/07: 214K)• Amendments in RSA are much more common than in other countries, mostly due to the unique history of RSA (Apartheid)

Customers and customer surveyINTRODUCTION AND BACKGROUND

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Immigrants as customers are dramatically more diverse in terms of background and changing status throughout their lifecycle

Key events in the life of a foreigner

Visitor (tourist/business)

Admissions –PoE (Arrival)

Foreigner refused entry

Foreigner admitted

Asylum Transit Permit(3)

Refugee Affairs Asylum Seeker

Process

Change of status(1): TRP (visitor, student,

work) PRP Citizenship Asylum seeker Refugee No status: status can

expire or be withdrawn in case of violation

Inspectorate Enforcement &

Monitoring Process

Foreigner compliant

Illegal foreigner to be deported

Foreigner prosecuted

Application for asylum rejected

Deportations

Admissions –PoE

(Departure)

South Africa

Worker (regular/seasonal)

RSA Permanent Resident

Asylum Seeker

Five categories of foreigners at PoE(1),(2):

Mission –to obtain

appropriate documents (visa, work

permit, student permit)

Student

Visa exempt

Application for asylum

approved

Application cancelled(4)

Customers and customer surveyINTRODUCTION AND BACKGROUND

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In 2006, the Department of Home Affairs established a Footprint with the sole objective of “Bringing a World class facilities and services closer to the people” and adopted a multi-channel strategy to enable the delivery of many of its services which comprised of Traditional offices (physical offices), Mobile Units, Partnerships with both public and private organisation and The use of ICT to improve access to the department’s service. The emphasis on the use of ICT was to reduce the number of times clients visits out offices

Key Assumptions in CSIR Study

The CSIR study used Flowmap software, an application used for analyzing and displaying flows between customers traveling to facilities or services

The 2001 census was used to determine the resident population in the areas

No distinction is made between Regional, District and Permanent Service points –they all provide the same services

As the main criteria, the maximum travel time for both urban and rural areas was specified as 30 minutes (except in the case of the Northern Cape where a 60 minute maximum travel time was used)

Residents can cross provincial boundaries to access DHA facilities, a 50 km buffer was added beyond each provincial border

For possible locations of mobile units, the assumption was used that they serve areas with a population of less than 20,000

Details on 2006 DHA approved Footprint

DHA established a footprint with the following objective: “To bring world class DHA services closer to the people”

This footprint was approved in 2006, however the associated budget will only be included in the MTEF period 2008/09-2010/11

Norms and guidelines of the organizational structure of provinces and service delivery strategy (2005) were used in developing the office footprint

The footprint for Civic Services was validated by the CSIR study in 2006• Hospitals were excluded• Mobile units were not part of the CSIR study,

but they did advise on possible locations• Thusong Centres are seen as a permanent

service point The NIB footprint was based on the 2004

approved design and not validated by the CSIR study

Footprint and channel analysis

Note: (1) Council for Scientific and Industrial Research


412 Civic services Front

Offices

PROVINCE TOTAL

EC 59

FS 30

GP 62

KZN 77

LP 58

MP 58

NC 18

NW 22

WC 28

Grand Total 412


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Current connected DHA service points

Service points in urban areas

Service points in rural areas

Private hospitals with DHA service points

Private clinics with DHA service points

Public hospitals with DHA service points

Public clinics with DHA service points

Community health centres with DHA service points

391 205 186 49 20 259 7 56

Province Grand Total

EC 55

FS 32

GP 70

KZN 52

LP 47

MP 31

NC 28

NW 35

WC 41

Grand Total 391

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MUs deployed in a more specific and target oriented manner

Recommended deployment of the MUs

In extremely rural and poor areas

To catch up with citizens without documents

To pro-actively go after concentrations of people

Based on population density and income, 13 district municipalities have been selected to service with the MUs

These district municipalities are concentrated in 6 provinces:• NW: Bophirima• NC: Namakwa, Kgalagadi,

Pixley ka Seme, Siyanda• WC: Central Karoo, West

Coast, Overberg, Eden• FS: Xhariep• EC: Cacadu, Ukhahlamba• LP: Waterberg

Based on their geographic area, a weekly schedule of a MU and a once per month visit, we have determined the required number of MUs per district municipality

In the run-up to the 2009 elections part of the MUs can be used to pro-actively catch up with citizens without enabling documents, but will also cover hospitals and clinics

We propose doing this in campaign style, covering one zone after the other consecutively, creating a strong presence, raising awareness and alleviating peak demand for offices as the elections come nearer

Within the province we advise to use a prioritisation tool to select the district municipalities to focus on in order to have maximum impact

After the elections the deployment of these units should be reconsidered

Some of the units will be used to pro-actively look for concentrations of people (malls, townships) and will participate in imbizo’s etc.

Every zone will get one MU per province and an additional MU for a metropolitan municipality area (5 in total in SA)• Zone 1 (KZN & MP): 3 units

(eThekwini (Durban) included)• Zone 2 (FS, NC & NW): 3 units• Zone 3 (WC & EC); 4 units

(Cape Town and Nelson Mandela (Port Elizabeth) included)

• Zone 4 (GP & LP): 7 units (Jo’burg, Tshwane (Pretoria) and Ekurhuleni (East Rand) included)

1 2 3

23 units 77 units 17 units

This will result into a more concentrated use of MUs in fewer provinces at the same time which enables better management of the units and increases their presence

ChannelsINTRODUCTION AND BACKGROUND

REFUGEE OFFICESPROVINCE SERVICE TYPE SERVICE POINTEC REFUGEE RECEPTION OFFICE PE

GP REFUGEE RECEPTION OFFICE CROWN MINESPRETORIA

KZN REFUGEE RECEPTION OFFICE ETHEKWINI (DURBAN)

LP REFUGEE RECEPTION OFFICE MUSINA

WC REFUGEE RECEPTION OFFICE CAPE TOWN


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PORTS OF ENTRY-72PROVINCE SERVICE TYPE SERVICE POINTEC POE AIR

POE LAND

POE SEA

PE INT AIRPORTONGELUKSNEKQUACHA’S NEKRAMATSILISOTELEBRUGEAST LONDON HARBOURPORT ELIZABETH HARBOUR

GP POE AIR LANSERIAOR TAMBOWATERKLOOF

KZN POE AIRPOE LAND

POE SEA

KING SHAKABOESMANSNEKGOLELEKOSI BAYONVERWACHTSANI PASSDURBAN HARBOURRICHARDSBAY HARBOUR

LP POE AIRPOE LAND

GATEWAY AIRPORTBEITBRIDGEGIRIYONDOGROBLERSBRUGPAFURIPLATJANPONTDRIFTSTOCKPOORTZANZIBAR


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PORTS OF ENTRYPROVINCE SERVICE TYPE SERVICE POINT

MP POE AIRPOE LAND

KRUGER MPUMALANGABOTHA’S HOOPEMAHLAHLENIJEPPE’SRIFJOSEFSDALLEBOMBOMAHAMBAMANANGANERSTONHORSEHOEKWAVERLEY

NC POE AIRPOE LAND

UPINGTONALEXANDERBAYGEMSBOKMCARTHYSRUSTMIDDELPUTSNAKOPONSEEPKANSRIETFONTEINSENDELINGSDRIFTTWEERIVIERENVIOOLSDRIFT

WC POE AIRPOE SEA

CAPE TOWNCAPE TOWN HARBOURMOSSELBAY HARBOURSALDANHA HARBOUR

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PORTS OF ENTRYPROVINCE SERVICE TYPE SERVICE POINTFS POE AIR

POE LANDBLOEMFONTEINCALEDONSPOORTFICKSBURG BRIDGEMAKHALWEN BRIDGEMASERU BRIDGEMONANTSAPASPEKA BRIDGESEPAPUSHEKVAN ROOYENSHEK

NW POE AIRPOE LAND

PILANSBURGBOSHOEKBRAYDERDEPOORTKOPFONTEINMAKGOBISTADMOKOPONGRAMTLHABAMASKILPADSHEKSWARTKOPFONTEIN

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Problems and challenges • Large numbers of SA still without ID documents

– No access to services(government and private)– Vulnerable groups– Late Registration of birth

• Fraudulent access to RSA documents ( ID’s and passports)

• Service delivery challenges ( manual Process) – Re-engineering of process– Offices not designed for process( New Look and Feel)


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Within Civic Services a number of issues exist in all processes

Issue Description of issue

Lack of Management Information

No single source for data Lack of collection of data Difficult to access and extract data

Lack of developed and uniform policies Policies are not sufficiently developed, aligned to the legislation and consistently applied

Lack of standardized and common processes

Processes are often not rigorously documented and communicated Processes are not enforced and local offices use their own workarounds and shortcuts

• Different ways of transporting documents back and forth between local offices and H/O• Location of execution of process steps can differ from office to office• Process steps are sometimes skipped entirely such as verification

Too many front office inaccuracies

Lack of understanding (and motivation?) of front office staff with regard to their tasks Errors in applications Insufficient or wrong supporting documentation Incompletely filled out applications

Too many handovers Many handovers between employees with the physical file often moving from place to place

Presence of loopholes for corruption / fraud

Lack of rigorous revenue management which allows DHA officials to enrich themselves Creation of fraudulent enabling documents Registering of false personal details in order to profit from national government services (child

grants, pensions)

In addition, every process has its own specific issues and challenges…

Analysis of issues common in all Civic processes

Civic services processesKEY SERVICE DELIVERY CHALLENGES

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On average, it takes over 100 days for an ID book to be processed; there are three key bottlenecks and up to 80 hand-over's

Average turnaround time in calendar days: first issue with ID Number 127, First issue w/o ID number 143, Reissue 98

High level process analysis for ID books

Front Office/Courier BVR BVR

4.3 15.9 4.9 27.3 8.3 3.9 12.0 7.1 6.9 3.7 6.5

Com-plete

applica-tion

& dispatch to BVR

Deliver applica-tion to

BVR (Courie

r)

Finger-print verifi-cation

Data captur

e (NPR)

Coding

Delivery to

outside

office

ID printing &

compi-lation

Cou-

pling

Comple-tion

Postal receipt

s

ID Book dis-patc

h

GPW/ SITA

Average turnaround time between T&T points for all applications (1) in calendar days Bottlenecks

Total: 100.8

5 - 20 12 6 4 10 3 13 7 -

No Of Hand-overs (2)

Notes: (1) T&T data from Mar ‘07 to May ’07, (2) Defined as passing the application from one set of hands to the nextSource: Track & Trace Data Analysis, Manual Sampling Of Historical Records, Team Analysis

Total: 80


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The key issues with regard to ID books are the long throughput time and the insufficiently secure format of the current ID book


Long throughput time

Dispatching applications to head office takes between 8 and 28 days for 77% of applications Fingerprint verification takes on average 27.3 days due to current backlog, low output standards for

the machines and low machine utilisation Compilation of the current ID book format takes 12 days as cutting, pasting & lamination are very

manual & labour intensiveInsufficiently secure format of current ID book

Picture can be easily swapped Paper is not watermarked Paper format can be and is easily damaged increasing volume of reissues

Too many handovers In total 80 handovers for this process!

Too many inaccuracies at the front office

Incomplete information resulting in rework Selective capturing of information in the system resulting in a number of applications returned to

front office Lack of understanding on the separation of roles & responsibilities between front office and BVR

Inefficient dispatch of ID books

The dispatch of ID books to the local offices is run independently from the collection of applications leading to inefficiencies and delays in the process The distribution of ID books to customers by SAPO implies added throughput time and DHA losing

control over actual deliveryThere are also issues with the temporary ID as this document is not very secure and verification does not always take place. Volume data are currently lacking as these are issued by local offices only

Redesign of the ID book process should look into replacing the current ID book with a card format… which not necessarily has to be a smart card

Issue analysis for ID books


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The key issue in the B/M/D processes is the current - paper only -storage of the registration forms


Paper storage of registration forms

Millions of records are stored in paper format only in Rosslyn and Waltloo (since September 2004 when scanning into EDMS was stopped, all forms are stored only in paper format (currently 17 mln. records at Waltloo since 2004), creating many issues: retrieval of original registration forms can only be done via H/O by finding the physical form no electronic back-up in case of fire, damage etc. not enough storage capacity insufficiently suited storage facilities (in terms of climate, security) lack of consistent sorting methodology

Too many inaccuracies

Requests for original forms go to the wrong place (~ 15% of request forms received in Rosslyn are for forms not stored there) About 30% of request forms received by Rosslyn are not filled out correctly Not all original forms can be retrieved due to mistakes made in the retrieval process and inability to

locate the original paper form

Incorrect checks Local offices and H/O do not perform systematic checks on fraud which allows for fraud with birth

registrations (in order to get children's or pensions grants), death registrations (for insurance claims) and possibly also amendments H/O checks registrations which is a double check on what the local offices have already done

Issue analysis for B/M/D processes

Clearly, the storage of paper forms poses a great operational risk to DHA that should be looked into urgently


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Poor screening committees and fraudulent supporting documentation is a result of limited control & policies for the Late registration process


Inadequate investigation of applications

Insufficient investigation of supporting documentation by front office (authenticity of stamps, dates) Head office can not act anymore with regard to suspicious applications, as they must accept the

application’s validity once a signature is placed on the form where the Screening Committee is responsible, unless information is missing

Non-enforcement of policies

The screening committee mechanism is open for abuse, and has even resulted in counter clerks acting in place of the screening committee and signing the form off themselves Language test checking RSA accent in one of the 11 RSA languages is not consistently enforced

Lack of resource capacity constraining implementation of policies

Applicant without supporting documentation is meant to be interviewed either by an immigration officer (rarely happens) or screening committee with 3 appointed staff; capacity lacking to do this Lack of capacity at head office (17 FTE(1) admin staff) to thoroughly review & investigate applications

Lack of management reports

The lack of data is attributable to dual application principle, resulting in no unique data on late registrations of birth other than number processed

Limited control & policies

Local offices not abiding by standardised and established policies and frequently developing their own way of running this process

Lack of standardized process

Especially in local offices which affects legitimacy of applications and completeness (in contrast head office has more standardised processes)

Presence of corruption / fraud loopholes

Fraudulent supporting documentation from schools, clinics, etc. Fraudulent applications going straight through process due to lack of and dysfunction of screening

committees High number of handovers

Most of the handovers take place within the head office BVR building with the physical application moving up and down the building and across multiple business areas

Establishing a consistent policy, enforcement thereof and adequate resourcing are key

Issue analysis for Late registrations of birth


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The key issues in the passport process are the long throughput time and the relatively high level of rejects in the process


Long throughput time of ~ 41 days

23 days backlog for printing 7 days backlog for manual verification of fingerprint and photo Up to 16 handovers, sometimes with the physical file moving, with risk of errors Checks too late in the process with applications have to go back all the way to the applicant Systems not always up and running causing delays

17% of rejects in the process

17% of applications are rejected in the process and go back, often all the way to the applicant:• Intake inaccuracies on submitted documentation• Unclear fingerprints and/or photos• Quality of the printed passport insufficient

High number of ready passports not collected

Inventory of ~ 475,000 ready passports stored at local offices ready for pick-up which means more applications than necessary are going through the process

Lack of standardized process

Differing standards of checking the application at the point of submission, view of what is an acceptable quality for fingerprints and photos, etc.

Presence of corruption / fraud loopholes

Fingerprint check on emergency/temporary passports is not always done by local offices creating opportunities for fraud as these documents are not very secure and photo can be easily changed Local office clerks put several passport applications on the same receipt number, only book the

revenue of one passport and keep the revenues of the other ones to themselves

Redesign should be informed by a strategic decision on the future use of chips, focus on integration of the new printers (?) in the

process and the possibility of online verification

Issue analysis for Passport process


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Key issue in the Naturalization process is slow processing of files due to long retrieval time of permanent residence file


Slow processing of files by Head Office Registry

Registry responsible for ‘trace & draw’ of applicant historical case files (archives) or opening up new case files including assembling all file documentation and sending it to the Citizenship section or other sections; however database for tracing is incomplete and not always up to date which makes drawing of files time consuming Backlog estimated at 6 months to process case files

Physically moving hardcopy papers between offices

The role of the Postal Service is large in this process due to originals / copies of documents going up and down between offices and SAPS Electronic means of communication is only used for one activity, the faxing of the approval letter

from head office to regional officeLack of standardized process

• Head office Citizenship does follow set processes, yet the regional / district offices / foreign missions do not follow standard processes

Lack of management reports on application status

• Electronic data on numbers processed is available, though track & trace data, composite profile of applicants, and location of source files are not available

Abuse of loopholes / corruption

• Corruption does take place, with suspicion that Descent Registration is the type of Citizenship open for abuse

• Several arrests made due to corruption; as a result, 700+ citizenship files were investigated by Legal Services

Source: Workshop held with Mr. Ramsuda (Citizenship Senior Admin Officer & Ms Ronel Kruger (Chief Admin Clerk) held on 2 August, 2007

Key focus for Citizenship should be central and organized storage of permanent residence files

Issue analysis for Naturalization (Citizenship)


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Although IMS is facing an increasingly demanding environment, it has not received appropriate management attention and focus

Analysis of external challenges

The importance and uniqueness of Immigration must be acknowledged by DHA in order for NIB to step up to the numerous external challenges it is facing

For most people, inside or outside DHA, Home Affairs is all about Civic Services(1)

Importance and uniqueness of Immigration mandate not well understood at DHA (e.g., Inspectorate)

Provincial Managers (PMs) are generalists with limited knowledge and interest in immigration matters – however, until recently, provincial immigration heads were reporting to them

Complexity of immigration matters not fully acknowledged(2)

Specific needs of immigration not well understood, resulting in inadequate support. Typically, NIB does not get priority and dedication from support functions (e.g. for IT projects)

IMS: a legacy of neglect…

IMS

International terrorism

Human trafficking/smuggling

SADC

2010 World Cup

Tourism expansionIncome

disparity in Africa

International Standards

Sophistication of syndicates

Asylum seekers

Analysis of internal challenges

NIB processesKEY SERVICE DELIVERY CHALLENGES

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In addition, IMS suffers in many ways from the combination with Civic Services in one organizational structure

DHA should consider splitting Civics and Immigration in order to enable the necessary professionalization of NIB

Analysis of challenges related to combination with Civic Services

Very different visions and cultures: combined organization leads to inefficiencies in both branches

Lack of budget autonomy results in inability to set own direction and priorities to deliver against mandate

Confusing reporting lines: reporting to both PM’s and head office creates confusion (1)

Sharing offices with Civics, resulting in dependence on Civics for equipment and logistics

Officials rotating between Civics and Immigration in provinces: expertise required for immigration tasks is never fully developed due to lack of dedication

Inappropriate training and performance assessment Unclear accountability for staffing management issues:

confusion between those pertaining to Civics vs. NIB Same support processes, although needs are very different

IMS and Civics: a clash of cultures

Summary of benchmarking findings:

• RSA was benchmarked against 15 select countries, representing the developed and developing world

• In all countries but 2, civic and immigration functions are not performed by the same entity


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The inappropriate job structure, serious understaffing and inadequate execution of HR processes have a very negative impact on IMS

Inappropriate job structure Translation of ranks following job evaluations:

• Levels 7 and 9 taken out; people in those ranks promoted to higher rank, creating overcapacity at that level (“too many chiefs, no Indians”)

• No continuous career path due to gaps between positions • Degree requirement for level 6 and above, resulting in older, experienced resources

restricted to level 5 and junior, educated resources placed above them Salary levels are too low to attract specialized talent needed to perform

complex immigration tasks• Especially true for level 7 (first officer level) which requires specialized knowledge and

training In some cases, rank of leaders are too low (e.g. Beit Bridge, counter

xenophobia, missions etc.)

Understaffing Due to lack of budget and

inability to attract talented resources, NIB is significantly understaffed• Head office: only 56% of

approved posts were filled as of May 2007 (1)

• Provinces: only 49% of approved posts were filled as of May 2007 (1)

• Creation of posts put on hold due to management decision

• Inadequate job descriptions

Creating post Funding post

• IMS needs not taken into account in budgeting process; hence a number of approved posts cannot be funded

Filling post

• Delay in Job Evaluations

• Many posts still not advertised

• Inefficient recruitment process

Training

• No solid curriculum for immigration

Managing performan

ce• Performance

management program not effective in rewarding/promoting best resources

• Politics

Retaining talent

• Lack of retention strategy (2)

• No clear career path/growth opportunities

• Frustration with current situation result in churn of experienced resources

In order to solve the capacity issues faced by NIB, action must be taken at every step of the HR process

Issues at every stage of the HR process:


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Highly Confidential

Lack of decent systems support and standardized processes causes inefficiencies, errors and loopholes for corruption

Poor IT systems and support

The business of IMS is information-driven and therefore relies heavily on IT systems

Current IT systems (Refugees, MCS) are obsolete and need to be upgraded urgently

NIB systems are not linked to each other (e.g. Refugees and MCS) and are not linked to Civics systems (e.g. MCS and NPR)

Very limited IT support resulting in delays (especially at PoE): only 2 technicians cover the entire Gauteng

Lack of connectivity: slow data transfers (as a result, data is not updated in real time); network is often down; very few computers are connected to the network

Analysis of IT issues

DHA will have to revamp IT systems and develop standardized procedures in order to improve delivery of immigration services

Standard Operating Procedures (SOPs) have been drafted(1) by Management Services (based on NIB’s input), the majority has been signed off

NIB does not have full control on its own SOPsdue to Management Services involvement

Policies are not enforced due to poor leadership, capacity constraints, monitoring inability (lack of reporting structures) and ineffective communication

Examples of variance in processes:• Inspectorate: no standardized system (in some

provinces, there is access to criminal records of SAPS, in others they have their own docket system)

• Permitting: a lot of variance in the way applications are accepted

Analysis of standardization issues

Lack of standardization


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There is a formalized structure for communication between missions and head office, in practice however there is still room for improvement

Background Missions had trouble getting in touch with head office

branches (Civics and IMS) directly Nodal point was created outside branches to allow

faster, more efficient information flow: staff trained in both Civics and Immigration can assist missions promptly or direct request to the right person

Missions currently placed underGovernance Relations

102 missions, but only 46 are staffed with DHA officials (rest is staffed with Foreign Affairs officials)

MoU to be signed soon regarding “placement of officials abroad” (DHA to deploy its own staff in missions, in lieu of Foreign Affairs officials)

Top 3 missions in terms of volume are: Harare, Lagos and London

Key issues:• Handling 2010 WC related volumes• Inability to detect fraudulent passports and supporting

documents• Poor connectivity, hence delayed data transmission to

MCS• Difficulty to fill vacancies since posts are not advertised

properly – most of work is immigration, but NIB often not involved in process

• Job levels that are too low• Missions not informed of change of status for foreigner

once he/she is in RSA• No feedback is given from head office (e.g. policies,

updates on foreigner status; corruption schemes existing in other countries)

Foreign missions

Since missions perform mostly Immigration functions, establishing a more direct link with NIB should be investigated

Missions Civics NIB

Mission coordination

Core business units

Governance relations

NIB processes

However, there are still challenges with this structure with “missions operating blind”,

as communication is one way and they don’t get feedback from head office


• The past twenty years of a democratic South Africa has seen the DHA go through twodistinct phases of development. The first phase (1994 – 2007) was driven by theimperative to register all citizens in one population register and to expand services tocover all South Africans. The second phase (2007 – 2010) was carried out by theTurnaround Programme, the outcome of which was a DHA that was more client-centred, with key processes drastically improved to meet acceptable service standards.

• The department launched a third and crucial phase of its post-apartheid transformation,with the main vehicle being the Modernisation Programme.

• The main goal of the Modernisation programme was to modernise the DHA byprofessionalizing its staff; integrating and digitizing its systems; and transforming theway it delivers against its security and service delivery mandates.

• The identity and immigration systems of the DHA are essential to the everydayfunctioning of the state and society.

• Thus its modernisation is seen as a national project that will have a positive impact onsecurity, service delivery and the capacity of the state to lead development.

INNOVATION/SOLUTIONS TO ADDRESS SERVICE DELIVERY CHALLENGES

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New Home Affairs operating model

Current state analysis Visioning Design

Current state

analysis

High-level operating

model

DHA Executive leadership structure

New Home Affairs

operating model

Introduction

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 modelAll workshops conducted with DHA wide management representation present


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Customer needs drive the New Home Affairs Service Delivery Model

People IT

Facilities

CustomersSe

rvic

es

Channels

Processes

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?

How?What?

The organizational structure will result from — not drive — the design of the service delivery model

Introduction

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?

What staff with what

skills do we require?


31

Highly Confidential

DHA has four types of customers; we have mapped their needs

Consumers requiring DHA services on their own behalf …requiring permits for

their employees…that interface with

DHA RSA citizens that require

services from DHA on their own behalf

Foreigners that want to enter RSA on temporary or more permanent basis

For example work permits, intra-company transfers, scarce skills quotas

Most corporations work through licensed practitioners: 175 in total Big four: PWC,

Deloitte, KPMG, Ernst & Young

Dependency on DHA to render their own services, mostly for verification purposes

South African Police Services

National Prosecuting Authority

Government departments (Foreign Affairs, Social Development, Dep of correctional services, etc.)

Banks Insurance companies

Input from RSA citizens customers has been obtained via a

questionnaire; needs of Foreigners have not been specifically mapped

1

Input from these customers has been

obtained via interviews executed by the Permits

& Refugees team

Input from these customers has been obtained via selected interviews

…that receive data

StatsSA TSA (Tourism Satellite

Account); several departments involved for purposes of marketing to tourists

Trade & Industry; companies using DHA data for market research purpose

IEC

Customers

Corporations / organizations…2 3 4

Most important group of customers and main focus

for the Vision & Design phase


32

Highly Confidential

With regards to RSA citizens, the customer survey has shown that DHA will have to cater to two very different customer segments

RSA citizens with a relatively low income, sometimes employed but often not, who live

in a very rural area and prefer to speak in their own home language (not English)

Low or no demand for passports Need for facilitation process for Late registrations of

birth Strong preference for using the office in order to get

DHA services Strong preference to pay cash Higher score on satisfaction with current DHA

service delivery Very high score on willingness to use call centre if

available and free

RSA citizens customer segments

Needs & preferences

RSA citizens with a higher income, who are employed, live in an urban area and speak

English

Typically higher demand for passports Still preference for using the office, but more open to

using the call centre and Internet More willing to pay for extra service delivery More open to paying with other means than cash Lower score on satisfaction with current DHA

service delivery Higher frustration with waiting times in office

Needs & preferences

Customers

From servicing rural and poor areas with a mobile concept…

…to enabling online applications in five

years from now

This implies a customer service delivery model that can cover both ends of the spectrum


33

Highly Confidential

Corporations requiring permits for their employees have the most urgent needs to be addressed in the short term

…requiring permits for their employees

…that interface with DHA for verification

Central point of access / one stop service Open, cooperative and service

oriented communication and attitude; also being able to reach DHA officials! Update on where the applications

are in the process Standard operating procedures

across all offices and foreign missions (currently different depending on office or mission) Faster turnaround times

High reliability of DHA data(incomplete or wrong NPR data needs to be cleaned up, i.e. duplicate ID’s, fraudulent abridged birth certificates, living people declared deceased)

High accessibility of DHA IT systems, particularly online verification of ID numbers

Standardized issue resolution process

Clear DHA responsible point of contact

…that receive data

High level of data integrity Timely delivery of data Desire for actual and recent data

(as input for maintaining models that government departments are increasingly using to do detailed analysis for resource allocation, performance measurement and planning)

Professional relationshipbetween DHA and external parties

In addition, these organizations have a need for senior DHA support for structured, planned meetings between departments to resolve outstanding

issues and identify areas for further cooperation

DHA “corporate” customer needs

Customers

Corporations / organizations…


34

Highly Confidential

55 key projects that will transform the department have been clustered into 7 work streams and aligned with the leadership structure

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 IMS Support Services IT

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

Finance

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

Who Am I Online

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 7 3 6

11

6

3

Work-stream PMO

Communications Transformation(1)

32 4 5

B/M/D redesign (incl certificate decentralisation

Foreign Office Review

Business continuity

Payroll verification

Establishment of PMOOffice Refurbishments

Footprint Optimisation (incl. MPCCs)

ID Process Transformation11


35


36

Highly Confidential

Customer service delivery, quality of applications and operational control are key drivers in the Front Office (FO: local offices) model

DHA Front Office Civic Services

Improving customer service delivery

Improving quality of applications Increasing operational control

Dedicated information counters Queue managers in larger offices Dedicated staff for non-traditional

service points

Splitting the B/M/D registration process in two steps making it possible to capture more data in NPR, enriching the database and introducing a control loop

Allowing more time at the back-end to check applications for completeness and correctness and applying Track & Trace

Having dedicated fingerprint takers

Dedicated capacity for revenue management

Drivers in the FO model

One model to calculate capacity for Civic Services required in the local officesDistinguishes between different types of service pointsSets principles and guidelines for capacity in an average office, but does not give a capacity

calculation per specific office (will have to be done in the implementation phase)

Front Office capacity modelINNOVATION/SOLUTIONS TO ADDRESS SERVICE DELIVERY CHALLENGES

37

4 types of offices:•Local Office Large•Local Office Medium•Local Office Small•Health facility

Type of office Establishment per office

• Revised 2011 Draft DHA Organisational Structure to accommodate modernisation

DHA Civics service points types and functional areas of the office model

Aspects of the model office resource needs

Space requirements

Building requirements

Security requirements

IT requirements

Revenue management requirements

Furbish requirements

Service Point Types Office space norm ( m2 ) Revised Office space norm ( m2 )

Local Office Large 4103 2757Local Office Medium 2069 2132

Local Office Small (PSP) / (TSC) 440 1608Mobile Office (MU) 200 200Health Facility 20 20


Schematic Representation of Office layout

Front Office / Public Area

Back Office

Office Administration and Management

Immigration

Located at public entrance to building on ground level

Located at back of building / as far as possible from Front office with own entrance or on 2nd level if applicable

Located behind the service counters on ground level

Located at the centre or to back of building or on 2nd level if applicable


38

Back Office

Schematic Representations of Front Office / public area


IN

OUT

Li R

i

L

R

Information counter/s

Service counter/s

Live Capture counter/s

Cashier

Typical Client flow

Other areas that should be located in Front Office

•Public toilets & Baby room•Could be located in centre / mall (office location)

•Marriage room•Interview rooms•Fingerprint area•Security scanner

Public / clients have unrestricted

access to this area

Process flow impacts on both the public space and officials space


Back Office

Schematic Representation of Back office area


Areas that should be located in Back Office

•Supervision •Processing areas e.g. Passport processing area•Extra archive space for ready documents•Photocopy areas•Refreshment points (Larger office types)

Public / clients

should have no access to

this area

Li R

All officials operating at counters and cashier should have unrestricted access to back office areas



Schematic Representation of Administration / Management area

Back Office

Areas that should be located in the Office Administration and Management area

•Management and administration•Lecture / committee room•Storage areas (Strong room, archive areas, storage rooms)•Security surveillance room•UPS, Server and telecom room•Kitchen, lunch room and household services•Photocopy areas•Refreshment points (Larger office types)•Official toilet facilities

Public / clients


this area


Immigration

Schematic Representation of Immigration area


Areas that should be located in the Immigration area

•Immigration management and administration•Immigration officials•Inspectorate secured waiting room•Inspectorate interrogation room•Photocopy areas•Refreshment points•Own entrance / exit

Public / clients


this area

Detainees will have escorted access to this area

In / out


43

Reference: DHA model office designs for standard service point types, version 2

Disabled toilet facilities

Access Ramps at entranceSit-down counters


Business changes affecting the DHA Office ModelOffice Area Business Change Effect on current model

Entrance Separate entrance and exits - No change

Separate entrance and exits is specified in model but not always implemented ( lack of security personnel; nature of the office space allocated to DHA)

Waiting area ModernizationMoetapele

Live Capture photo Booth to be providedMeeter GreeterSplit between legacy systems and live capture

systems and collectionsClient access to Management ( convert Interview

rooms to Supervisor rooms)

Counters Modernization Lower countersAdditional Cashier

Signage MoetapeleModernization

Signage changes e.g. dedicated Seating signage, inside directional signage (footprints on floor)

Back office Dedicated server and UPS rooms as well as generator space

Server, UPS rooms and generator space were specified in model although not always implemented


44

• DHA acquires alternative office space (CLEARY PARK)

3

21

CLEARY PARK OFFICE LAYOUT


45

• Office Space refurbished to DHA Specifications and processes (After photos)

4

5

TAUNG OFFICE LAYOUT


46

Moetapele initiatives affecting the DHA Office Model ( Edenvale )

Dedicated seating and counter signage

for collections

Dedicated seating and counter signage for Live

capture processes

Dedicated seating and counter signage for BMD

processes



Office flow signage footprint stickers

Office flow signage footprint stickers


48


Separate exit with dedicated security guard

Separate entrance with dedicated security personnel



Client has direct access to supervisor. Viewing panels

has one way glass mirror film

2 Cashiers ( One for old and one for new process )

Client has direct access to supervisor. Viewing panels

has one way glass mirror film

Electronic card pay points available



Meeter greeter info counter with BQMS system

Inside directional signage

Seating counters ( Disable counter height )

Meeter greeter info counter with BQMS system


SEATING SIGNAGECOUNTER SIGNAGE

Moetapele signage initiatives affecting the DHA Office Model (1)

BIRTH, MARRIAGE& DEATH4

ID SMARTCARD & PASSPORT

APPLICATIONSID2


COLLECTIONS1


APPLICATIONS

COLLECTIONS

BIRTH, MARRIAGE& DEATH

FLOOR SIGNAGE

EXIT

EXIT

SUPERVISOR SIGNAGE

HOW CAN I HELP YOU?


53

Highly Confidential

1. 100% Quality compliance expected when work is moved from stage to stage

2. All telephone enquiries are handled by a specialised call centre

3. All duplicated checking and other non-value added activity can be eliminated

4. Handoffs will be minimised to reduce errors and speed up the process

5. Paper is not required to drive processing

6. Individuals are empowered to make decisions

7. Authentication and verification to happen early in the process

8. Separate processes developed to handle exceptions where applicable

9. Monitor a focused set of key performance indicators linked to customer satisfaction

10. Effective control will not be compromised

11. Customer service will not be compromised

Key Redesign Principles

Eleven key design principles will be used to develop the new ID processesID Process Redesign Principles

Back Office IDINNOVATION/SOLUTIONS TO ADDRESS SERVICE DELIVERY CHALLENGES

53

54

Highly Confidential

Using these redesign principles, the 1st Application processes will be redesigned and streamlined in Year 1

Front Office/Courier BVR BVR

Complete Applicati

on & Dispatch To BVR

Deliver Application To BVR

(Courier)

Fingerprint

Verification

Data Capture (NPR)

Coding

Delivery to

Outside

office

ID Printing

& Compila

tion

Coupling/ Checkers

Comple-tion

Postal Receipt

s

ID Book

Dispatch

GPW/ SITA

As Is 1st Application Process

Process designed around the new memory ID card being rolled out

Delivery Of Application

To BVR

Post Receiving & Preparation

Data Capture &

ID Activation

Printing QA & Dispatch

Conceptual 1st Application Process

Application Completion

Key Attributes• Reduced handoffs• Full QA checks when application is first received at the Back Office- Early detection of errors• Manual handling of ID document reduced – Cutting, Pasting, Binding eliminated• Non Value add activities eliminated – (e.g. Coupling)• Front office activities removed from back office (e.g. Coding)

ID Collection

BVR

Delivery of ID to

Outside Office

Fingerprint Verification

Back Office IDINNOVATION/SOLUTIONS TO ADDRESS SERVICE DELIVERY CHALLENGES

55

Highly Confidential

Objectives of Modernisation Automation of processes and the move from paper-based environment to paper-

less environment To provide significantly reduce service delivery turnaround times; To enhance and fully enable e-government and e-commerce through the

provision of digital identity, integrated and interoperable systems; To provide secure electronic versions of DHA products; Enhance the environment of service delivery through the modernisation of

offices and the provision of alternative service delivery channels where possible;Implications of Modernisation Modernisation significantly reduced turnaround times for Smart ID Cards and

Passports to 13 working days. Paper-based back office processes in Front offices executed in Front office Photos and fingerprints taken electronically, including the introduction of EFT


55

ELEMENTS FOR NOTING

56


ELEMENTS FOR NOTING

57


ELEMENTS FOR NOTING

58


ID/Passport Application Channels

Manual Back-Office Verification

DHA Live Capture Office

ID/Passport Collection/DistributionGPW Production ID Card/Passport Distribution

Live Capture BoothAgent DeskPayments Teller

On-line verification - HANIS

1. On-line f-print authentication2. Manual authentication3. Pre-pop & capture application details4. Scan supp docs5. Sign signature pad6. Determine payment - issue receipt7. Verify & approve exceptions

3 4

1. Scan Payment receipt2. Pre-pop pmt details (IRE)3. Process payment (Alt

Agent desk)4. Issue ID Receipt

1. On-line f-print authentication2. Manual authentication3. Verify payment receipt4. Capture ID/Passport Photo5. Capture 10 Fingerprints (Alt Agent

Desk)

Match 2 fingerprints & ID numberGreen – matchAmber – UnsureRed – no match/no record

5

6 7 8

1. Produce ID and place in envelope/passport2. Auto-QA3. Update ACP on QA data4. ACP Auto Recon5. Hand physical ID Cards/Passports over to

DHA

Manually compare fingerprintsManually authenticate CitizenDual process (evaluate 1, evaluate 2 & verify)Investigations

Skynet delivery & DHA recon

1) DHA front-office Scan Received2) System generates SkyNet delivery recon 3) Notify Citizen

5) Authenticate Citizen/3rd Party4) Citizen collects

BQMS

1. Scan e-channel booking ticket2. Scan ID-Book/card barcode3. Capture ID4. Specify request type 5. Issue ticket with number

12

E-Channel

e-forms

Secure Portal1. Secure Log-on (ID#+password+

Random code sent via cell or email)

2. Complete application form3. Attach supp docs4. Make EFT payment5. Make Booking for Live Capture

Risk Engine

KNOWLEDGEBASE

2

Risk Engine Services:Citizen Check (NPR)Biometric Check (HANIS)Verification ChecksID/Passport Checks (assoc. stop lists) (NPR)

Workflow case assignment

FPrints

PhotosKNOWLEDGE

BASE

Data Risk Data

Doc Images App Form

DHA Fingerprint Official

Otherverifications

ACP – Automated Citizen Processor

Receive, Waybill and Dispatch

DHA manage ACP recon failures 2) Issue system

delivery receipt

DHA Verify receipt of envelopes

DHA Sort per Office of Delivery

DHA Create Waybill and container list

DHA Core (NPR, Passport, Track & Trace)

Skynet Recon & sealing of container


60

61

* BBD times does not measure Meter Greeter process. Measurement starts once a ticket is issued

Capability of the system

Min processing time:


62

BBD process Queuing times for Live Capture Application

Row LabelsPhoto booth Queue time FLO Queue time

Cashier Queue time Grand Total

BBD Process data- Minutes per application (Normalized) 37'27 22'19 3'74 63'20Total Application waiting time excluding Meter Greeter queue time = 63.20 minutes


63

BBD process Queuing times for Collections

Row Labels Collection Queue time Grand TotalBBD Process data- Minutes per application (Normalized) 27'70 27'70

Total Collection waiting time excluding Meter Greeter queue time = 27.70 minutes

Type of service Total processing time (End to end process)

Total number of Smart ID Cards processed per hour

Total number of Smart ID Cards processed per day

Smart ID Cards 8 min 7.5 60

Total Smart ID Cards processed per day given the standard resources (Inputs)- 1 Meter Greeter- 1 Photo Booth- 1 FLO- 1 Cashier

Total Smart ID Cards processed per day given the standard resources (Inputs)- 1 Meter Greeter- 1 Photo Booth- 2 FLO- 1 Cashier

What will happen if we increase the FLOs? The volume is dependent on the available resources to process an application.


FO application Type of service Weighted average processing time in

min

Total applications per hour

Total applications

per day

Total applications

per week

Identity Document: Smart ID Card/Passport Meter Greeter 0,72 83 667 3335

Identity Document: Smart ID Card/Passport NPR 0.30 182 1600 8000

Identity Document: Smart ID Card/Passport Photo Booth 2,55 23 188 941

Identity Document: Smart ID Card/Passport FLO 4,4 14 109 545

Identity Document: Smart ID Card/Passport Cashier 1,5 40 320 1600

Identity Document: Smart ID Card/Passport Collection 3 20 160 800

Passports Temporary & Emergency 20 3 24 120

Citizenship Naturalisation & resumption 20 3 24 120

Identity Documents 1st Issue 15 4 32 160

Identity Documents Re-issue 15 4 32 160

Births/Marriages/ Death Registration of birth 7 9 69 343

Identity Documents Late Registration of Birth 20 3 24 120

Births/Marriages/ Death Registrations of Marriage 15 4 32 160

Births/Marriages/ Death Registrations of Death 15 4 32 160

Births/Marriages/ Death Abridged B/M/D certificates 5 12 96 480

Births/Marriages/ Death Unabridged B/M/D certificates 5 12 96 480

Births/Marriages/ Death Amendments 10 6 48 249

Births/Marriages/ Death Adoption 10 6 48 249

Births/Marriages/ Death Duplicates 10 6 48 249


ELEMENTS FOR NOTING

65


ELEMENTS FOR NOTING

66


ELEMENTS FOR NOTING

67


ELEMENTS FOR NOTING

68


ELEMENTS FOR NOTING

69


ELEMENTS FOR NOTING

70


ELEMENTS FOR NOTING

71

REASONS TO USE THE ONLINE SYSTEM!_EVISAThe South African online eVisa service provides a convenient and

secure option to process an eVisa application with the South African Department of Home Affairs.

The service provides direct interaction with the department that is responsible to lawfully process and grant eVisas to travellers entering South Africa. The four easy steps makes it possible to provide all the information required and effectively track the status and outcome of

your application.


ELEMENTS FOR NOTING

72


Distribution of units after Modernisation

Province with

Population

Current 7

Ton

(old fleet)

Refurbished

per province

Distribution

of the new

16

additional

units

Distribution

of the

additional

22 units

procured

Total Units to

be Deployed

per province Province

Current 7

Ton

Distribution

New 16

additional

units

Future

additional

units

Total Units

to be

Deployed

Eastern Cape

6540458 9 2 3 Off road 14

Kwa-Zulu Natal

10240130 8 4 2 Off Road 14

Mpumalanga

4030342 7 1 2 VW 10

Limpopo

5396408 8 2 2 Off road 12

Western Cape

5728765 5 2 3 VW 10

Northern Cape

1127958 7 1 2 Off road 10

North West

3499509 5 2 2 Off road 09

Gauteng

12187736 5 0 4 VW 09

Free State

2738800 4 2 2 Off road 08 Special Projects 3 0 0 3

• Total fleet in future will be 100 units

73

Milestones Estimated Completion Timeframe

Optimisation of 41 Priority 1 health facilities 31st March 2020Optimisation of 210 Priority 2&3 health facilities 31st March 2021Rollout of birth registration system in 41 new priority 2 & 3 health facilities 31st March 2021

Optimisation of 127 Priority 4 & 5 health facilities 31st March 2022Roll-out of birth registration system in 1067 new Priority 4 & 5 health facilities 31st March 2023

74

The roll-out strategy is such that 41 priority 1 health connect by end of 2019/20 financial year. 251 priority 2 & 3 completed by end of 2020/21 financial year. 127 priority 4 & 5 health facilities optimised by end of 2021/22 Lastly, 1067 priority 4 & 5 health facilities connected by end of 2022/23 financial year


75

Highly Confidential

The inquiries handling process is structured more efficiently by separating 1st line from 2nd line support

Team Leader

Agents

Cases not resolved in 1st

call go to 2nd Line Support

DHA 2nd Line Support(Case Resolution Team)

Inbound

In-house contact centre

Outsourced 1st Line Support

The separation of back office function from the Contact Centre will allow the agents to reduce the dropped calls statistics and increase service levels

Team Leader

Agents

Resolved cases sent back to 1st

line to conclude with customers

Outbound

Civics Channel Management – Contact centreINNOVATION/SOLUTIONS TO ADDRESS SERVICE DELIVERY CHALLENGES

76

Highly Confidential

The Customer Service Centre process consist of a cycle with seven main process steps

Take inbound enquires from

Public and Internal

Customers

Open case on enquiry;

resolve or escalate to

2nd Line

Investigate escalated

cases from 1st line

Capture resolution in

case mgt system

Interact with line

management and find

resolution to cases

Re-assign to 1st line to

close case with

customer

2nd Line Support Case Resolution (DHA)1st Line Support (Outsourced)

High-level process for Customer Service Centre

Provide feedback to Customer and close

case

Contact Centre handles general enquiries, status checks of applications and complaints across all channels (phone, email, fax and letter) from Customers

and internal staff


76

77

Highly Confidential

The key activities ensure smooth and quick resolution of customer enquiriesOverview of key activities

Key activity Description

Take inbound enquiries from Public and Internal Customers

Handle incoming enquiries: phone (dominant), email, fax and letter Reply to customer in one of the 11 official languages

Open case on enquiry; resolve or escalate to 2nd Line

Analyse customer request and use available product information or track & trace systems to formulate response

If agent is not able to resolve case during 1st contact, the request will be escalated to 2nd line support for further investigation

Capture necessary details on case management tool (Nucleus)Investigate escalated cases from 1st line

Review escalated case from 1st line support Determine next steps and start investigation

Interact with line management and find resolution to cases

Interact with line management in relevant Civics or NIB Directorate and gather input and other information Review collected information and prepare recommendation Discuss with Line Management where necessary

Capture resolution in case mgt system

Capture resolution in case management system (Nucleus)

Re-assign to 1st line to close case with customer

Re-assign to 1st Line to close case with customer Open next case for investigation

Provide feedback to Customer and close case

Review case for call back Contact customer and provide feedback on resolution Close case and ask if there is any other assistance required


77


78

• Evident in the figure above are that the main challenges with regards to the Permanent Residence Permits in the 2016/17 financial year services was on the section 26 (b) Spouse of a South African Citizen Permanent Residence holder which contributed about 38.26% of the total queries escalated, followed by the Section 26 (a) Work Visa for 5 years (11.79%) and Permanent Residence verification (13.81%).


• In the 2016/17 financial year 1984 cases where escalated compared to the 2395 cases in the 2014/15 financial year. This equates to an approximate 17.1% decrease in escalated cases.

• However the figure above indicates a slight improvement (12.15%) in Section 26 (b) permits. A considerable regression is evident in Section 26 (a) permits of approximately 80.34%


• Improve turnaround times for services and also to increase accountability;• Eliminate manual and tedious business processes (85 process steps on id’s );• Ensure collection of acceptable fingerprints and photo quality at office of

application;• Improve overall security of our borders and services including eMCS• Improve integrity through the enforcement of business rules;• Improve the client’s experience through our offices (front offices overhaul)• Eradicate Identity theft;• Provide an automated end to end Civics document production process;• Clean-up the National Population Register (NPR);• Increase the credibility and reputation of the Department’s service offerings

and the National Population Register;

IMPACT ON SERVICE DELIVERY

81

DHA CIVIC SERVICE POINT EXPANSION SINCE 2005 CSIR ACCESS STUDY AND THE 2009/10 FINANCIAL YEAR

During the CSIR 2005 accessibility study 242 offices where identified as operational.

Following the DHA Turnaround Programme (2007 to 2009) 360 Operational Civic Services service points serves as a baseline from before 2009/10 financial year. The opening of additional Civic Services service points were being monitored since the 2009/10 financial year.

Footprint status RURAL URBANGrand Total

Nr of offices opened

2005-07 CSIR study 116 126 2422007 -09 3602009-10 213 160 373 132010-11 225 161 386 132011-12 234 162 396 102012-13 238 163 401 52013-14 241 163 404 32014-15 244 163 407 32015-16 248 163 411 42016-17 248 164 412 1


82

412 Front Offices and Catchment areas

50km buffer in

NC

25km buffer in other

provinces

47 030 766 population within access norms

(buffers) from CS Offices

Total EA_SAL Population = 51 761 958 (2011 Census data)

Province Population coveredEastern Cape 5 560 411Free State 2 229 051Gauteng 12 249 128KwaZulu-Natal 9 633 479Limpopo 4 698 383Mpumalanga 3 874 918North West 2 724 019Northern Cape 821 768Western Cape 5 239 609Grand Total 47 030 766


Improve geographic access to servicesPopulation coverage

83

193 Live capture (modernised) and 15 Live Capture Banks and Catchment areas

50km buffer in

NC25km buffer

in other provinces

39,282,505 population within access norms

(buffers) from Live Capture Offices

Total EA_SAL Population = 51 761 958 (2011 Census data)

Province Poppulation coveredEastern Cape 4,213,811Free State 1,871,338Gauteng 11,958,555KwaZulu-Natal 7,349,204Limpopo 2,993,053Mpumalanga 2,560,661North West 2,441,899Northern Cape 805,654Western Cape 5,088,330Grand Total 39,282,505


84

0

500000

1000000

1500000

2000000

2500000

3000000

Nu

mb

er

of

bir

ths

Year of registration

Number of births Registered births Unregistered births

Number of births

Registered births

Unregistered births

66'3%

28'3%29'9%31'3%

9'3%

0'0%

10'0%

20'0%

30'0%

40'0%

50'0%

60'0%

70'0%

Nu

mb

er

of

bir

ths

Year of birth registration

• The gap between the actual live births and registered birth has been persistent over the years as depicted in the figure 1 amidst the decline in the rate of unregistered birth and late birth registration.

• Attaining a complete and universal birth registration still remains a challenge in the country

The gap between the actual live births and registered births Late birth registration

85


• SERVICE CHARTER – SERVICE SPECIFIC TO A SERVICE POINT

• CIVIC SERVICES – FRONT OFFICE

• CIVIC SERVICES – HEALTH FACILITY SERVICE POINT

• IMMIGRATION SERVICES – VFS

• IMMIGRATION SERVICES – REFUGEE CENTRES


86

87

Overview of the current Front Office Toolkit and Checklists

Manager’s Toolkit Target Audience All office managers and supervisors in

Front Offices (both IMS and Civics)

Principles Basic and simple Quick and easy to use Supported by checklists, templates,

responsibility and skill matrix, and guidelines etc

Should quickly improve management of staff and management of tasks in the front line

Will aim to empower staff to do problem solving themselves

Will be monitored once implemented to see the extent to which it is being used and is useful

Toolkit

The toolkit will is a guideline to managers and front office supervisors, assisting them in improving service to customers

Front Line Office Front Line Office MANAGERMANAGER

My daily To DoMy daily To Do’’ss

Initial & Surname: Persal Number: Office:

Building a New Home Affairs







Front Office Toolkit

87

88

The Toolkit is broken into mainly four areas, with detailed “To-Do’s” for each area

OFFICE IMAGE, CUSTOMER INTERFACE

PERSONNEL & MANAGEMENT

PROVISIONING ADMINISTRATION AND

FINANCE MANAGEMENT

STATISTICS, COMPLIANCE ,

QUALITY ASSURANCE

LEADERSHIP

Manager’s Toolkit












88

89


Toolkit checklists is manual and

fragmented

89

Ndi khou livhuwa

Dankie

Ke a leboga

NdiyabulelaNgiyabongaThank you

Inkomu

Ke a leboha

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