The CIPC JourneyAstrid Ludin, 27 January 2015

Introduction• CIPC has gone through a rapid transformation since 2011

in an effort to improve service delivery;

• Building an aeroplane while flying it - driving internal improvements e.g. service delivery standards and process optimisation, while building a new institution;

• 2013-14: years with massive changes; impact felt internally and externally

ContextWhere does CIPC come from?

• Large Number of Manual Processes• Some Electronic Processes• Traditional centralised customer interface• Outdated, badly maintained IT Infrastructure• Lack of IT Governance• No ICT Monitoring• Very little or no regulatory focus and limited

skills set• Command and control culture• Organisational design and policies

appropriate for traditional, administrative, hierarchical public service institution

• Lack of strategic alignment• No effective performance reporting and

management

What is the desired CIPC end state?

• 100% electronic transactions• Accessible, automated self-service• Strong ICT monitoring • Good IT Governance• Excellent IT infrastructure, that is secure with

high availability• Strong regulatory and compliance focus and

skills• Culture of collaboration, innovation and

accountability• Strategically aligned organisational design

and policies• Strategically aligned leadership and

organisation• Accurate performance measurement,

reporting and management

Context2011

2012

2013

2014

2015 2016 2017 2018

Policy and organisational redesign and implementation

Strategically aligned leadership and organisation

Accurate performance reporting and measurement

100% electronic transacting

Secure, high availability ICT infrastructure

Excellent ICT governance

Accessible, automated self-service

Strong regulatory and compliance focus

Strong monitoring capacity

Old service delivery modelOld model required a large customer interface;

Everything in the organisation came through this interface;

Encouraged face-to-face interaction with intermediaries;

Limited ability to allocate staff to areas of greatest need;

Back Office:Registration,Education,

Enforcement(51%)

ICT (8%)

Other support functions (HR, Finance, etc)

(19%)

We

bsi

teC

ust

om

er

Inte

rfac

e &

C

all

Ce

ntr

e (

22%

)

Intermediaries

Intermediaries

Manual docs

Decentralisation partners

Decentralisation partners

New service delivery model• Limits public interaction

mostly to electronic and telephonic;

• Large dependence on Website and IT infrastructure;

• Requires us to answer our phones;

• But frees up resources to process transactions faster;

• Requires multi-tasking, rather than single focus jobs;

• Support services need to modernise and become more “intelligent”;

Back Office: RegistrationEducation

EnforcementTelephone Service

(65%)

ICT (9%)

Other support functions (HR, Finance, etc) (20%)

We

bsi

te a

nd S

elf-

Ser

vice

Ter

min

als

CIPC Offices (6%)

And self-service partners

Partners with Integrated Services

Intermediaries

Manual docs

Sca

n

Ease of doing business• Making it easier to transact with CIPC;

• Introduction of self-service terminals and service centres;• Increased roll out of SSTs and functionality• Provide a more segmented service – service centers with self-service

terminals for small business; JSE business centre for listed entities; foreign business service

• Handhold clients who are less electronically literate;• Make the website more user-friendly;

• Reducing the need for duplicate filings with government departments (SARS);

• Providing integrated service offerings with collaboration partners – three way value proposition:

• CIPC – Partner institution – end user/client• FNB and Standard Bank – 2 examples of successful collaboration

Challenges and OpportunitiesChallenges

• Rapid pace of change• Difficult labour environment• Unwillingness of some staff to take

calls and resolve queries• Hostile intermediary environment• Limited tolerance for innovation

and change• Difficult procurement environment

Opportunities

• Migrating clients to e-services• Job enrichment and competency

development for staff

• Tools for intermediaries

• Internal and external change management and communication

• Internal capacity development