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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
2
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
3
4
Highly Confidential
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
5
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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
6
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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
7
Highly Confidential
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
INTRODUCTION AND BACKGROUND
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
INTRODUCTION AND BACKGROUND
8
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
9
INTRODUCTION AND BACKGROUND
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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
INTRODUCTION AND BACKGROUND
11
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
INTRODUCTION AND BACKGROUND
12
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
13
PORTS OF ENTRYPROVINCE SERVICE TYPE SERVICE POINTFS POE AIR
POE LANDBLOEMFONTEINCALEDONSPOORTFICKSBURG BRIDGEMAKHALWEN BRIDGEMASERU BRIDGEMONANTSAPASPEKA BRIDGESEPAPUSHEKVAN ROOYENSHEK
NW POE AIRPOE LAND
PILANSBURGBOSHOEKBRAYDERDEPOORTKOPFONTEINMAKGOBISTADMOKOPONGRAMTLHABAMASKILPADSHEKSWARTKOPFONTEIN
14
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)
KEY SERVICE DELIVERY CHALLENGES
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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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Highly Confidential
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
Civic services processesKEY SERVICE DELIVERY CHALLENGES
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Highly Confidential
The key issues with regard to ID books are the long throughput time and the insufficiently secure format of the current ID book
Issue Description of issue
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
Civic services processesKEY SERVICE DELIVERY CHALLENGES
19
Highly Confidential
The key issue in the B/M/D processes is the current - paper only -storage of the registration forms
Issue Description of issue
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
Civic services processesKEY SERVICE DELIVERY CHALLENGES
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Highly Confidential
Poor screening committees and fraudulent supporting documentation is a result of limited control & policies for the Late registration process
Issue Description of issue
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
Civic services processesKEY SERVICE DELIVERY CHALLENGES
21
Highly Confidential
The key issues in the passport process are the long throughput time and the relatively high level of rejects in the process
Issue Description of issue
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
Civic services processesKEY SERVICE DELIVERY CHALLENGES
22
Highly Confidential
Key issue in the Naturalization process is slow processing of files due to long retrieval time of permanent residence file
Issue Description of issue
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)
Civic services processesKEY SERVICE DELIVERY CHALLENGES
23
Highly Confidential
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
24
Highly Confidential
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
NIB processesKEY SERVICE DELIVERY CHALLENGES
25
Highly Confidential
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:
NIB processesKEY SERVICE DELIVERY CHALLENGES
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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
NIB processesKEY SERVICE DELIVERY CHALLENGES
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Highly Confidential
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
KEY SERVICE DELIVERY CHALLENGES
• 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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Highly Confidential
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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Highly Confidential
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?
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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
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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
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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…
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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
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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
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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
INNOVATION/SOLUTIONS TO ADDRESS SERVICE DELIVERY CHALLENGES
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
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Back Office
Schematic Representations of Front Office / public area
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
INNOVATION/SOLUTIONS TO ADDRESS SERVICE DELIVERY CHALLENGES
Back Office
Schematic Representation of Back office area
Front Office / Public 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
INNOVATION/SOLUTIONS TO ADDRESS SERVICE DELIVERY CHALLENGES
Office Administration and Management
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
should have no access to
this area
INNOVATION/SOLUTIONS TO ADDRESS SERVICE DELIVERY CHALLENGES
Immigration
Schematic Representation of Immigration area
Office Administration and Management
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
should have no access to
this area
Detainees will have escorted access to this area
In / out
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Reference: DHA model office designs for standard service point types, version 2
Disabled toilet facilities
Access Ramps at entranceSit-down counters
INNOVATION/SOLUTIONS TO ADDRESS SERVICE DELIVERY CHALLENGES
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
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• DHA acquires alternative office space (CLEARY PARK)
3
21
CLEARY PARK OFFICE LAYOUT
INNOVATION/SOLUTIONS TO ADDRESS SERVICE DELIVERY CHALLENGES
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• Office Space refurbished to DHA Specifications and processes (After photos)
4
5
TAUNG OFFICE LAYOUT
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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
INNOVATION/SOLUTIONS TO ADDRESS SERVICE DELIVERY CHALLENGES
Moetapele initiatives affecting the DHA Office Model ( Edenvale )
Office flow signage footprint stickers
Office flow signage footprint stickers
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Moetapele initiatives affecting the DHA Office Model ( Edenvale )
Separate exit with dedicated security guard
Separate entrance with dedicated security personnel
INNOVATION/SOLUTIONS TO ADDRESS SERVICE DELIVERY CHALLENGES
Moetapele initiatives affecting the DHA Office Model ( Edenvale )
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
INNOVATION/SOLUTIONS TO ADDRESS SERVICE DELIVERY CHALLENGES
Moetapele initiatives affecting the DHA Office Model ( Edenvale )
Meeter greeter info counter with BQMS system
Inside directional signage
Seating counters ( Disable counter height )
Meeter greeter info counter with BQMS system
INNOVATION/SOLUTIONS TO ADDRESS SERVICE DELIVERY CHALLENGES
SEATING SIGNAGECOUNTER SIGNAGE
Moetapele signage initiatives affecting the DHA Office Model (1)
BIRTH, MARRIAGE& DEATH4
ID SMARTCARD & PASSPORT
APPLICATIONSID2
ID SMARTCARD & PASSPORT
COLLECTIONS1
ID SMARTCARD & PASSPORT
APPLICATIONS
COLLECTIONS
BIRTH, MARRIAGE& DEATH
FLOOR SIGNAGE
EXIT
EXIT
SUPERVISOR SIGNAGE
HOW CAN I HELP YOU?
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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
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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
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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
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ELEMENTS FOR NOTING
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ELEMENTS FOR NOTING
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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
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* BBD times does not measure Meter Greeter process. Measurement starts once a ticket is issued
Capability of the system
Min processing time:
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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
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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.
INNOVATION/SOLUTIONS TO ADDRESS SERVICE DELIVERY CHALLENGES
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
INNOVATION/SOLUTIONS TO ADDRESS SERVICE DELIVERY CHALLENGES
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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.
INNOVATION/SOLUTIONS TO ADDRESS SERVICE DELIVERY CHALLENGES
ELEMENTS FOR NOTING
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INNOVATION/SOLUTIONS TO ADDRESS SERVICE DELIVERY CHALLENGES
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
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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
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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
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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
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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
Civics Channel Management – Contact centreINNOVATION/SOLUTIONS TO ADDRESS SERVICE DELIVERY CHALLENGES
77
INNOVATION/SOLUTIONS TO ADDRESS SERVICE DELIVERY CHALLENGES
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%).
INNOVATION/SOLUTIONS TO ADDRESS SERVICE DELIVERY CHALLENGES
• 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%
INNOVATION/SOLUTIONS TO ADDRESS SERVICE DELIVERY CHALLENGES
• 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
INNOVATION/SOLUTIONS TO ADDRESS SERVICE DELIVERY CHALLENGES
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
IMPACT ON SERVICE DELIVERY
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
IMPACT ON SERVICE DELIVERY
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
IMPACT ON SERVICE DELIVERY
• 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
IMPACT ON SERVICE DELIVERY
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
Building a New Home Affairs
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
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
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
Building a New Home Affairs
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
Building a New Home Affairs
Overview of the current Front Office Toolkit and Checklists
88
89
Overview of the current Front Office Toolkit and Checklists
Toolkit checklists is manual and
fragmented
89
Ndi khou livhuwa
Dankie
Ke a leboga
NdiyabulelaNgiyabongaThank you
Inkomu
Ke a leboha