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SASSA SERVICE DELIVERY MODEL

PRESENTATION TO PORTFOLIO COMMITTEE FOR SOCIAL DEVELOPMENT

25 OCTOBER 2011

Contents• Purpose• Strategic Overview• Strategic Objective and values• Strategic Priorities• Challenges• Service Delivery Model

– Introduction– Service Delivery Model Principles– Service Delivery Model– Management Framework– Support Framework– Social Assistance Administration Principles– Changes in benefits administration– Benefit transfers– Social Assistance Administration Process

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Contents cont…..

• Implementation of Service Delivery Model– Implementation road map– Key areas of focus– Short term projects : 2011/12– Medium term projects : 2012 to 2014– Long term projects : 2014 to 2016

• Application and operational process• Structure to support improved services• Recommendation

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Purpose

To brief the Portfolio Committee on SASSA’s Service Delivery Model

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Strategic Overview

Mandate

• The mandate of SASSA is to ensure the provision of comprehensive social security services against vulnerability and poverty within the Constitutional and Legislative framework

Vision

• A comprehensive social security service that assists people to be self-sufficient and supporting those in need

Mission

• To manage quality social security services, effectively and efficiently, to eligible and potential beneficiaries

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Strategic Objective

• To build a high performance institution which manifests itself by compliance to good governance principles and striving towards operational excellence through continued service delivery improvements to beneficiaries

Values• Social cohesion• Transparency• Equity• Integrity• Confidentiality• Customer-care centred approach

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Strategic Priorities

The reform agenda is underpinned by the following three key priorities:

– Customer care centred benefits administration and management system;

– Improved organisational capacity; and– Increased access to social security services

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Challenges

SASSA has been experiencing a number of service

delivery challenges which include the following:– Lack of uniformity– Lack of standardisation– Overcrowding at service points– Sleep-overs and early arrivals at service points– Long waiting periods for services– Repeat visits by clients– Backlogs in the processing of applications– Lack of adequate office accommodation– Significant growth in beneficiary numbers

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Challenges cont...

– Lack of automation– Inadequate staffing– Unsuitable pay point environment– Poor records management– Lack of systems resulting in increased risk of fraud

and corruption

• In order to address these challenges, the service delivery model was developed

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SERVICE DELIVERY MODEL

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Introduction

• The Service Delivery Model (SDM) has been developed through a consultative process to address many of the aforementioned challenges.

• The SDM provides a strategy for service delivery improvements through short, medium and long term interventions

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Service Delivery Model Principles

• Revised Service Delivery Model is based on the following principles:– The SDM document is strategic and easy to

read and understand;– The SDM is concise;– The SDM will be supported by detailed

service delivery toolkits; and – The SDM only focuses on social assistance at

this stage.

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Management Framework

An enabling management framework which covers people, processes and materials is provided.

Focus is on:–Effective strategic planning–Optimal organisational design–Good corporate governance–Continuous change management–Integrated performance management–Needs-based research and development–Comprehensive stakeholder management–Service delivery innovation–Comprehensive ongoing monitoring and evaluation

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Support Framework

Describes how all SASSA departments will contribute toachieving an organisation geared towards providing thebest possible service.

Key principles for the support framework are:– Ensuring a business-driven approach within organisational norms

and standards– Rendering of services in a holistic, integrated and standardised

manner in order to achieve synergy in support of service delivery– Effective, efficient and economical utilisation of resources– Compliance with security provisions and standards– Ensuring continuous transfer of skills to and capacity building of

SASSA employees

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Social Assistance Administration Principles:

• The social assistance administration forms the heart of the organisation and focuses on all processes from when a customer approaches or is approached by SASSA customer service staff until benefits are terminated;

• Major components are benefits administration (application management, beneficiary maintenance, internal decision reviews and enrolment) and benefits transfer (payment)

Principles cont ….

• Integrated end-to-end processes supported by interfaces with external databases for verification of information and an automated decision support system;

• Grants are always under review which means every contact with beneficiaries will be used as an opportunity to update beneficiary information;

• Implementation of an internal review mechanism, which will provide SASSA with the opportunity to review its own decisions, before these are taken on appeal or judicial review;

• Effective management of complaints and queries with feedback to the customer; and

• Holistic quality assurance through the implementation of approved policies and procedures.

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Changes in benefits administration

• Automated business processes, with inbuilt performance measures and controls to reduce opportunities for fraud and improve quality

• Emphasis on screening to ensure eligibility• Reduction of paper forms• Scanning supporting documents at point of entry • Integrated decision support tools with interfaces to

external databases for verification of information• Seamless integration of applications, reviews, customer

support and payments• Full compliance with relevant legislation, including PAJA

and Social Assistance Act, 200418

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Benefits Transfers

• Enrolment is undertaken by SASSA and done immediately the grant has been approved

• Beneficiary issued with a SASSA grant card that will be used to access benefits through multiple payment channels:

ATM’s; Point of Sale Devices; Retail Outlets; Banks; SAPO, pre-paid cards and other accredited service providers

• Payment made to individual beneficiary account• Staggered payments throughout the month, regardless of payment

channel used – without creating hardship for existing beneficiaries• If 3rd party payment contractors pay cash at designated pay points,

they will provide the distribution channels only – SASSA owns all data and processes

• Reconciliation a critical part of the process

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Social Assistance Administration Process

Social Assist Administration Process

Stakeholder

Management

Informed

Comm

unity

Beneficiary

Education

Quality

Assurance

• IMPLEMENTATION OF SERVICE DELIVERY MODEL

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Implementation road map

• Progressive implementation will take place over a five year period, with short, medium and long term projects

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Key areas of focus

Service delivery improvement:– Primary focus will be on local offices and other areas of client interface

– Infrastructure improvement

– standardisation of processes

– filling critical posts at local offices

– Reduction of over-crowding at service points through improved use of the mobile units, amongst other initiatives

– Establishment of rapid response teams of staff who can intervene at service points where challenges are experienced

Automation of key business processes:– End – to – end solution – covering application, payment and beneficiary

maintenance

– Introduce biometric enrolment of beneficiaries at point of application

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Key areas of focus cont…

Payment tender:– Awarding of the payment tender which will run for five years– Objective is to reduce cost for payment, while introducing flexible

payment options

New payment model:– SASSA to position itself as paymaster

Towards clean audit– Improved filing system, appointment of EPWP to assist in sorting

filing challenges such as loose correspondence– Improved financial management and governance within SASSA

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Short term projects : 2011/12Standardisation of administration processes:

– Review of application and review forms

– Implementation of 4 step process for manual applications – screening, attesting, quality assurance and verification; front and back-ended by customer care

– Improvement of quality and compliance

– Biometric access by staff to mission critical systems (Socpen)

– Document warehouses to address backlogs

– Flexi hours to respond to needs of communities

Efficient and effective services– Finalise model for document management : move in medium term from

warehouses to virtual storage

– Strengthen customer care involvement in process : meet and greet, direct accordingly and evaluate quality and satisfaction on conclusion of service

– Implementation of virtual training centre

– Improvement of identified local offices and 300 pay points25

Medium term projects : 2012 to14

Development of automated end to end solution:– Direct single capture of information– Biometric access for applicants and beneficiaries to process :

improve validation of identity and facilitate enrolment for payment

– Scanning in supporting documents– Electronic (virtual) registry – On-line interfaces to external databases for validation of

information– Multiple access points for take on, maintenance functions and

payments

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Long term projects : 2014 to16

New payment model:– SASSA positioned as paymaster– Multiple payment channels– Built in reconciliation– Improved accountability

Full implementation of end-to-end solution– SASSA owns all business from take on, through payment and

maintenance for complete life cycle of the grant

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Application & Operational Process

ApplicationScreening Attesting Verification Enrolment Payment

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Reconciliation

Maintenance functions including life certification

Structure to support improved services

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Recommendation

That the Portfolio Committee take note of the

SASSA Service Delivery Model and supports the

efforts to effect service delivery improvements

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