1 presentation to the portfolio committee 07 september 2005 dosd oversight optimisation
TRANSCRIPT
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Presentation to the Portfolio Committee
07 September 2005
DOSD OVERSIGHT OPTIMISATION
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CONTENTS
1.Introduction 2. Oversight Optimization 3. Legal framework governing Transition 4. Management of the Transition 5. Optimization Model 6 Reporting/Governance Interface 7. Conclusion
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Purpose of Presentation
To provide the Portfolio committee with a progress report in respect of the following:– Oversight optimization Processes– Management of the Transition– Governance Framework and Interface
Management– DoSD initiative to enhance service delivery
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Oversight Oversight Optimization Optimization
ProcessProcess
Oversight Oversight Optimization Optimization
ProcessProcess
Oversight Optimization Oversight Optimization ProcessProcess
Oversight Optimization Oversight Optimization ProcessProcess
Agency Agency FormatioFormation Processn Process
Agency Agency FormatioFormation Processn Process
ConsolidatiConsolidationon
ConsolidatiConsolidationon
ScopingScoping
Transformation
Challenges
Transformation
ChallengesManageme
ntStructure
Management
Structure
Interface Interface ManagementManagement
Interface Interface ManagementManagement
Oversight Oversight ManagementManagement
Oversight Oversight ManagementManagement
Service Service Delivery Delivery
ImplementatiImplementationon
Service Service Delivery Delivery
ImplementatiImplementationon
Service Delivery Operations & Tracking
Service Delivery Policies, Standards, Procedures, & Monitoring
SLAMOU
Compact
MOABP
SLAMOU
Compact
MOABP
OperatioOperationsns
OperatioOperationsns
TransformatTransformationion
TransformatTransformationion
SLA: Service Level Agreement MOU: Memorandum of
Understanding MOA: Memorandum of
Agreement BP: Business Plans
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SERVICE DELIVERY INTERFACE MANAGEMENT
Service Delivery Tracking
Service Delivery Tracking
Standards Attainment Standards Attainment
Policy ImplementationPolicy Implementation
Compliance to ProceduresCompliance to Procedures
ImplementationImplementationImplementationImplementation
ServicesServicesOperation
sOperation
s Service Service DeliveryDelivery
ImplementationImplementation
Service Service DeliveryDelivery
ImplementationImplementation
PoliciesPoliciesPoliciesPolicies StandardsStandardsStandardsStandards
OversightOversightOversightOversight
Development
Development
ProceduresProceduresProceduresProcedures
Coordination
Coordination MonitoringMonitoring
Status GradingStatus
Grading ReviewingReviewing
Service Service Delivery Delivery
FacilitationFacilitation
Service Service Delivery Delivery
FacilitationFacilitation
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Legal FrameworkPurpose of the MoU Relationship between the National and the
Provincial departments; Management of Conditional Grants; Protection of the right to social assistance; Regulation of the transitional period
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Objective of the agreement (MOU) Administration of social assistance under
the Social Assistance Act of 1992 is not interrupted, or compromised in any other way.
The contemplated transfer of the social assistance function does not cause discomfort, stress or interruption of payment;The transfer of function does not impact negatively on the effective, efficient and economical use of resources;
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Objective of the agreement (MOU) adequate administrative measures are in
place for the transfer of assets, liabilities and employees
adequate and appropriate capacity is in place to effect an effortless transfer; and
adequate budgetary provision is made for matters affecting the transfer.
This agreement seeks to give effect to section 24 of the Agency Act.
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Management of the transition
The provincial department is responsible for the administration of the social assistance function
On the effective date, the MEC will appoint a provincial task team for the implementation of the migration plan at the provincial level.
It is the responsibility of the head of department to co-ordinate the efforts of the provincial task team.
The Director-General, in consultation with the provincial task team, will pronounce in all matters relating to the administration of the social assistance function.
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Management of the transition
The provincial task team will submit to the Director-General all such reports as may be required by the department from time to time.
The MEC undertakes to make the provincial task team available for consultations with the Director-General in matters relating to the migration process and other related social development matters.
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Management of the transition
adequate administrative measures are in place for the transfer of assets, liabilities and employees;
1.1.5 adequate and appropriate capacity is in place to effect an effortless transfer; and
1.1.6 adequate budgetary provision is made for matters affecting the transfer.
1.2 This agreement seeks to give effect to section 24 of the Agency Act.
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TRANSITIONAL MODEL
Interface Design
Governance
Migration
Evaluation
Communication
Change Management
• Communication
•Stress and Coping
•Conflict management
•Re-establish work teams
•Leadership/Management skills
•(Re) establish work values
•Re-skilling
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Role of Provincial Task Team The provincial task team shall provide the
Director-General with a comprehensive report which will facilitate the ultimate transfer of the administration of social assistance to the Agency.
Such a report will entail the following: financial and operational ring- fencing assets and liabilities earmarked for transfer to the Agency; employees and posts earmarked for transfer to the Agency;
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Role of Provincial Task Team
assessment of risk areas associated with the migration of administrative functions to the Agency;
the state of readiness of the provincial department in respect of the management of the migration process.;
the financial implications for the transfer of the administration of the social assistance;
a provincial migration framework; and
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Role of Provincial Task Team
An inventory of the assets and liabilities to be transferred from the provincial departments.
After the submission of a comprehensive report by the provincial task team, the Director-General will pronounce the final migration framework, process and implementation plan.
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Assets and Liabilities
Refer to section 7, 8 and 9 of the MOU It refers to assets and liabilities, employees
as well as information technology
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.MIGRATION FRAMEWORK
Basic people and activity migration principles have been set out (in the slides to follow)
The agency and the branch as preliminary homes have been allocated for most activities
The next step is the matching of people to activities, functions and new positions as well as costing of the new structures
A drill down spreadsheet is attached as an annexure
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MIGRATION PRINCIPLES
1. All current employees are viewed as a “departing pool of skills”
2. Detailed activity mapping informed functions
3. People follow function
4. The following options can be considered in the absence of a perfect match
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MIGRATION FRAMEWORK
•Option A
(Ideal case)
100% match between functional needs and personal skills = automatic transfer
Option B
Where functions are made up of activities from different functions, matching will take place if incumbent complies >60% while a individual development plan will be designed for new skills required
Option C
Where new functions are made up of activities from diverse functions and no match can be found a candidate may be appointed through the normal HR recruitment process – with the understanding that internal recruitment will receive preference
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Migration Governance Model
DoSD
Oversight Optimization
Acting COO
Acting DDG –Social Security
DoSD
Oversight Optimization
Acting COO
Acting DDG –Social Security
Migration Management Team:
DoSD, SASSA & Provinces Full-time Secondment of team members
One Representative per Province One Representative from SASSA One Representative from DoSD
Full time Migration Coordinator Appointed by DoSD Team Members Accountable to Migration Coordinator
Central Operational Location
Provinces
Provincial Migration Committee
Soc Dev Head of Department
Provinces
Provincial Migration Committee
Soc Dev Head of Department
SASSA
Executive Management
Chief Executive Office
SASSA
Executive Management
Chief Executive Office
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Continued(1) The migration process should be part of the current oversight optimization work and should be driven by the proposed Acting Chief Operations Officer, under the direct superintendence of the Director General. The Chief Operations Office should manage the Migration Management Team.(2) The Chief Executive Officer of SASSA should be the main driver of migration in SASSA and should be the pillar of interface with the Migration Management Team. (3) The Head of Social Development in each province should be the driver behind migration in the
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Continued(1) Province and should be the focal and leverage point with the Migration Management Team.(4) The Director General must appoint a full time Migration Coordinator who will be responsible for day to day management and administration of the Migration Management Team(5) There must be a full time Migration Management Team with full time representation from Provinces, SASSA and DoSD. (6) Each Province should second, on full time basis, one competent person to be part of the Migration Management Team.(7)
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Continued(1) Migration Management Team will wholly accountable to the Migration Coordinator during the duration of migration project.
(8) Migration period should not exceed six calendar months, unless there are genuine reasons which are fully justifiable and in line the Ministerial expectations.
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Targeted Recruitment
Targeted Recruitment
Provincial Soc Dev
Employees
Provincial Soc Dev
Employees
DoSD Employees
DoSD Employees
Employee Skills Pool
Continuous Interaction with Stakeholders
Migration Administrati
on
Appeals Management
Capacity Alignment
Migration Governance Structure
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Migration Plan (Sept 05-Nov 05)Strictly Confidential
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The Migration “Journey”
Stakeholder Sensitization
Migration Implementation
Migration Tracking & Monitoring
`Migration Admin
`Appeal Management
Capacity Alignment
Migration Training
Migration Set Up
Training Content
Training Delivery
Support & Follow Up
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OVERSIGHT OPTIMISATION MODEL
Oversight Optimization
Oversight Optimization
Regulatory Framework
CMU
Regulatory Framework
CMU
MigrationMigration
Institutional Reform & Key
Institutions
Institutional Reform & Key
Institutions
Governance & Interface
Governance & Interface
DG’S OFFICE
DG’S OFFICE
Appeals Tribunal
Inspectorate
Provinces
SASSA
DSD restructuring
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Governance Framework and Reporting Lines
Consolidation
Tracking Team
(Conveners & Leaders)
Consolidation
Tracking Team
(Conveners & Leaders)
Logistics
Support
Logistics
Support
DGDG
OversightOversight
OptimizationOptimization
Process x 4 Process x 4
CommissionsCommissions
OversightOversight
OptimizationOptimization
Process x 4 Process x 4
CommissionsCommissions
AgencyAgency
EstablishmentEstablishment
Process x 6 Process x 6
Work streamsWork streams
AgencyAgency
EstablishmentEstablishment
Process x 6 Process x 6
Work streamsWork streams
Meets EVERY 2 Weeks Receives & Considers
Consolidation Tracking Reports
Takes Corrective Action
Manages Critical PathRecommends CorrectiveAction
Detail Technical Input
Detail Professional Input
Administrative Support
Meets Prioritised Deadlines Interacts with Consolidation
Tracking Takes Corrective Action
CEO SASSACEO SASSA CEO SASSACEO SASSA
Delegated authority from DG
DG’s Forum + Provincial
Reps
DG’s Forum + Provincial
Reps
Social Cluster, Cabinet and
portfolio Committee
Social Cluster, Cabinet and
portfolio Committee
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Conclusion
The Portfolio Committee notes progress in respect of the following:– The oversight optimisation process– The governance Interface and reporting
Structure
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THE END (Q&A)