Presentation on theme: "New framework of service delivery"— Presentation transcript:
1New framework of service delivery Nomvula MlangeniGM: Enterprise Architecture andICT Governance
2Presentation Layout Organizational Background and Overview Business value chainChallenges to be addressed by the new frameworkService deliveryOptimizing current channels of deliveryOffering additional channels of deliveryNew frameworkProcess of transformationTechnologies for delivery transformation
3Organizational Overview Background The establishment of SASSA, which by law started operating in April 2005, ispart of government’s efforts to provide services to the poorest of the poorand to restore the dignity of the most vulnerable, especially older people,people with disabilities, women and children.With a view to operationalizing SASSA, our government has committed itselfto ensuring that ordinary citizens of South Africa see visible changes to thesocial security administration system, particularly as improved servicedelivery will affect them directly.
4Organizational Overview SASSA Mandate To ensure the provision of comprehensive social security servicesagainst vulnerability and poverty within the constitutional andlegislative framework, and creating an enabling environment forsustainable development.To deliver integrated, sustainable and quality services in partnershipwith all those committed to building a caring society.
5Organizational Overview SASSA Mandate (contd.) Legislative Mandate for SASSASocial Assistance Act, 2004The Act provides a national legislative framework for the provision of different types of social grants, social relief of distress, the delivery of social assistance grants by a national Agency and the establishment of an Inspectorate for Social Security.South African Social Security Agency Act, 2004The Act provides for the establishment of the South African Social Security Agency as a schedule 3A public entity in terms of the PFMA. The principle aim of the Act is to make provision for the effective management, administration and payment of social assistance and service through the establishment of the South African Social Security Agency. The President signed the Act on the 28th May 2004.
6Organization Overview ICT Branch ObjectiveProvisioning of a cost effective, secure and reliable ICT solutions collaborativelygoverned and managed by a skilled, stable and productive workforce in support ofthe achievement of SASSA business and principles, through:Ensuring ICT and Business alignment by means of an Enterprise Architecture disciplineAn effective business driven enterprise ICT GovernanceAccurate, timely and quality information to support efficient service deliveryPhilosophyOur approach to ICT seeks to ensure that our services are robust, scaleable andglobally consistent in business requirement deciphering, solutiondefinition, development, deployment and support, leveraging economies ofscale, experience and knowledge across the industry, and maximizing theuse of standard technologies and architectures.
7Organizational Overview ICT Branch (contd.) ICT Organization Structural PillarsInformation Management UnitDevelopment of the Information Management Framework (IMF) focusing on delivering useable content (business-driven data modeling, information integration, business intelligence, information compliance, data quality) to ensure a comprehensive and consistent approach to the management of SASSA's information resources, consistent with recognized standards and international best practiceSystems Development UnitPlanning, development and implementation of business systems that meet and support business requirements and operations with a high degree of reliability, effectiveness, security, and cost efficiency.Enterprise Architecture and Governance UnitDevelopment and maintenance of Enterprise Architectures that articulates a set of strategic architectural principles, guidelines, directions, models and standards designed to transform, support and improve the delivery of SASSA services, within the ambits of business driven ICT governance and Risk Management
8Organizational Overview ICT Branch (contd.) ICT Organization Structural Pillars (contd.)Operations Management UnitProvisioning of ICT Data Center Infrastructure and End-user support, in line with business performance and service levels requirements utilizing technical support best practice processes for managing the support and delivery of the ICT servicesProject Management OfficeDirecting of an ICT portfolio of projects within SASSA, with benefits of a consolidated approachCIO OfficeCreation of an ICT "constitution" that defines and coordinates each unit's purpose, role and relationship with other units both within ICT and the business, for optimal delivery of business strategies through ICT.Driving the business value of ICTICT Strategies, Sourcing and Contract Management
9Organizational Overview ICT Branch (contd.) Good practices adopted by the ICT teamFirm strategiesICT Initiatives owned at a high level(CIO and CEO Offices)Governance was the first stepChange management involved incremental improvementSimple communication with all stakeholders
10Business Imperatives Reduction of application processing time Changes to the complicated and expensive means test and application processResolve of structural problems of low benefits take upIncrease in benefits awareness and take up rate ( in rural areas)Lowering of administration costsImprovement of management and administrationReduction of Litigations (Application processing aligned with the legislative framework)Collaboration and cooperation with other government departments in terms of information, processes and technologies sharing
11Business Imperatives (contd.) Introduction of new benefits primed towards offering comprehensive social securityEnhanced Fraud prevention strategiesConsolidation and standardization of fragmented Social Security system and technology infrastructure (from previously autonomously-run provincial governments)Change and improvement in the current state of a poor Beneficiary and Customer Relationship Management due to duplicate and incomplete records
12Business Value Chain The Social Security Value Chain shows the integrated nature of howSASSA will do business such that iteffectively:Plans and manages the businessExecutes payments in terms of Grants Administration andMaintains and reviews its beneficiary base
13Business Model This Business Model provides for the strategic imperatives to run across theservice delivery objectives andcapabilities.In accordance with this business modelSASSA shall:1. Build a nationally integrated social security system, a focused institution; and enhance the management of social security. The focused nature of the Agency and its mandate, governance formula, and executive management structure must contribute to improvement of management and administration2. Build a customer focus institution, with special focus at contact points. Deployment of competent Client Services Officers, the key cadres of the institution should be the main persons (although not the only) reflecting a customer friendly and focused institution and3. Ensure enhanced financial accountability through Client Management Systems (back office function), better review and maintenance and enhance fraud prevention strategies
14Service Delivery Optimizing current channels Back office re-engineeringBusiness Process OptimizationContact CentersERPCall CentersSocial Security Systems (SOCPEN)Benefit Payment MechanismsPayment ContractorsOptimal accessibilityOptimal locationReduced administration costsFrom Cash Payout to Increased Banking transfers (Sekulula, Mzansi)Fraud ReductionCore business process and application business rules re-evaluationContinuous data interrogation and auditing
15Service Delivery – New Framework Access ChannelsDelivery ChannelsInternet & IntranetPortalsGISEnterprise ContentManagementContact CentresService PointsPay pointsMobile UnitsGSM TechnologySMSCall CentreNationalwith ProvincialRoutingSelf Service PointsExtranetonline interfaceswith outsidestakeholder entitiesExternal AccessPointsPost OfficeInternet CafesMultipurpose CentersDigital MediaTV & RadioOther ServicesOnline translationSpeech enabledServices to wireless& mobile portabledevicesNGOs & CBOsCompliance, Security and Risk Management
16Service Delivery Process of Transformation Establish ICT BranchScope, Define, SetupDevelop ICT StrategyOrganisation, Governance, Policies, PrinciplesERPScope, DefineERP ( HR, Financials, Payroll, SCM)Architecture, RFP, HO ImplementationAS-IS Architecture documentation and Business ContinuanceCRMScope, DefineCRM (Call Center, Portal)Architecture, ImplementationBusiness IntelligenceScope, DefineBusiness IntellienceContinue Development, MigrateEnterprise Architecture and ICT StandardsICT Governance and Risk ManagementINFRASTRUCTURE(WAN,LAN,BO APP)Scope, Define, Architecture, HO ImpINFRASTRUCTUREProvincial Migration, Integration and RolloutSocial Security System (SOCPEN) EnhancementScope, DefineSocial Security System (SOCPEN)Continue Enhancements, Migrate SystemSOCPEN Re-engineeringScope, Define, AppSOCPEN Re-engineeringPPP Transaction Advisor (TA I, TA II, TA III)NEW GRANTS SYSTEMS DEVELOPMENTDesign, Develop, ImplementScope, Plan,Establish & MobilizeDesign, Align,Ring fence & TransitionBuild, Transition,Implement & MonitorTransition, Implement& Stabilize
17Service Delivery Technologies for transformation ERP (Financial, HR, Procurement and Project Management modules)Project emanated from a need to replace inefficient, silo and cost ineffective legacy systems that do not support operational excellenceExpected deliverables were:Automation of improved business processes that support improved service delivery in pursuit of establishing operational excellence.Provisioning of a standard enterprise wide performance view and therefore a decision support systemFinancial module that integrates with the Social Security System for reconciliationsSatellite connectivity for mobile unitsProject emanated from a need to take Social Security services to the rural areas where there are no telecommunication and banking infrastructures. A mobile unit is defined as a 7-tonne truck customized with an office with ICT equipment and connectivity. ICT was to provide connectivity from the mobile units to it’s Data Center. Each truck would have a satellite dish mounted on it.
18Service Delivery Technologies for transformation (contd.) Wide Area Network (VPN)Project emanated from a need for total separation of networking environments, SASSA from the mother body the Department of Social Development.Project deliverables were:Standardized LAN design implementation in all 9 provinces (regions) as they are migrated to SASSAImplementation of a centralized WAN and relevant services with VPN as the channel backbone.GSM TechnologiesGPRS, EDGE, 3GThis technology is an option to Satellite. The current challenge with this technology for data center operations and connectivity is that GPRS upload and download capacity is not sufficient to ensure the provisioning of uninterrupted connectivity services to our remote workers. EDGE and 3G offer competent capacity but network coverage is still limited, even in urban areas.SMS – an additional delivery channel for notifications, new product communication and reminders to beneficiaries
19Service Delivery Technologies for transformation (contd.) Voice over IPHead Office of SASSA and it’s 9 regional office are running VOIP networkApplication Portfolio in the Consolidation and Standardization phase of SASSA’s establishmentDocument Management and File tracking – addressed filing schema design, issues of missing or incomplete files and records, issues of litigation against government due to delays in application processing and response times.Data warehouse – currently the storage of beneficiary data as a basis, the second phase includes business support functions’ data for Business Intelligence reportingEnterprise Content Management – will enable a service layer on top of the current legacy social security system.GIS – utilized for determination of optimal service points location and locating nearest service points.