1 Presentation to the Portfolio Committee 07 September 2005 DOSD OVERSIGHT OPTIMISATION

2 CONTENTS  1.Introduction  2. Oversight Optimization  3. Legal framework governing Transition  4. Management of the Transition  5. Optimization Model  6 Reporting/Governance Interface  7. Conclusion

3 Purpose of Presentation  To provide the Portfolio committee with a progress report in respect of the following: –Oversight optimization Processes –Management of the Transition –Governance Framework and Interface Management –DoSD initiative to enhance service delivery

4 Oversight Optimization Process Agency Formation Process Consolidation Scoping Transformation Challenges Management Structure Interface Management Oversight Management Service Delivery Implementation  Service Delivery Operations & Tracking  Service Delivery Policies, Standards, Procedures, & Monitoring SLA MOU Compact MOA BP Operation s Transformatio n  SLA: Service Level Agreement  MOU: Memorandum of Understanding  MOA: Memorandum of Agreement  BP: Business Plans

5 SERVICE DELIVERY INTERFACE MANAGEMENT Service Delivery Tracking Standards Attainment Policy Implementation Compliance to Procedures Implementation Services Operations ServiceDeliveryImplementation PoliciesStandards Oversight Development Procedures CoordinationMonitoring Status Grading Reviewing ServiceDeliveryFacilitation

6 Legal Framework Purpose of the MoU  Relationship between the National and the Provincial departments;  Management of Conditional Grants;  Protection of the right to social assistance;  Regulation of the transitional period

7 Objective of the agreement (MOU)  Administration of social assistance under the Social Assistance Act of 1992 is not interrupted, or compromised in any other way.  T he contemplated transfer of the social assistance function does not cause discomfort, stress or interruption of payment; T he transfer of function does not impact negatively on the effective, efficient and economical use of resources;

8 Objective of the agreement (MOU)  adequate administrative measures are in place for the transfer of assets, liabilities and employees  adequate and appropriate capacity is in place to effect an effortless transfer; and  adequate budgetary provision is made for matters affecting the transfer.  This agreement seeks to give effect to section 24 of the Agency Act.

9 Management of the transition The provincial department is responsible for the administration of the social assistance function  On the effective date, the MEC will appoint a provincial task team for the implementation of the migration plan at the provincial level.  It is the responsibility of the head of department to co-ordinate the efforts of the provincial task team.  The Director-General, in consultation with the provincial task team, will pronounce in all matters relating to the administration of the social assistance function.

10 Management of the transition  The provincial task team will submit to the Director-General all such reports as may be required by the department from time to time. The MEC undertakes to make the provincial task team available for consultations with the Director-General in matters relating to the migration process and other related social development matters.

11 Management of the transition adequate administrative measures are in place for the transfer of assets, liabilities and employees; adequate and appropriate capacity is in place to effect an effortless transfer; and adequate budgetary provision is made for matters affecting the transfer. 1.2 This agreement seeks to give effect to section 24 of the Agency Act.

12 TRANSITIONAL MODEL Interface Design Governance Migration Evaluation Communication Change Management Communication Stress and Coping Conflict management Re-establish work teams Leadership/Management skills (Re) establish work values Re-skilling

13 Role of Provincial Task Team  The provincial task team shall provide the Director-General with a comprehensive report which will facilitate the ultimate transfer of the administration of social assistance to the Agency.  Such a report will entail the following:  financial and operational ring-  fencing  assets and liabilities earmarked for transfer  to the Agency;  employees and posts earmarked for  transfer to the Agency;

14 Role of Provincial Task Team  assessment of risk areas associated with the migration of administrative functions to the Agency;  the state of readiness of the provincial department in respect of the management of the migration process.;  the financial implications for the transfer of the administration of the social assistance;  a provincial migration framework; and

15 Role of Provincial Task Team  An inventory of the assets and liabilities to be transferred from the provincial departments.  After the submission of a comprehensive report by the provincial task team, the Director-General will pronounce the final migration framework, process and implementation plan.

16 Assets and Liabilities  Refer to section 7, 8 and 9 of the MOU  It refers to assets and liabilities, employees as well as information technology

17.MIGRATION FRAMEWORK  Basic people and activity migration principles have been set out (in the slides to follow)  The agency and the branch as preliminary homes have been allocated for most activities  The next step is the matching of people to activities, functions and new positions as well as costing of the new structures  A drill down spreadsheet is attached as an annexure

18 MIGRATION PRINCIPLES 1.All current employees are viewed as a “departing pool of skills” 2.Detailed activity mapping informed functions 3.People follow function 4.The following options can be considered in the absence of a perfect match

19 MIGRATION FRAMEWORK Option A (Ideal case) 100% match between functional needs and personal skills = automatic transfer Option B Where functions are made up of activities from different functions, matching will take place if incumbent complies >60% while a individual development plan will be designed for new skills required Option C Where new functions are made up of activities from diverse functions and no match can be found a candidate may be appointed through the normal HR recruitment process – with the understanding that internal recruitment will receive preference

20 Migration Governance Model DoSD Oversight Optimization Acting COO Acting DDG –Social Security Migration Management Team: DoSD, SASSA & Provinces  Full-time Secondment of team members  One Representative per Province  One Representative from SASSA  One Representative from DoSD  Full time Migration Coordinator Appointed by DoSD  Team Members Accountable to Migration Coordinator  Central Operational Location Provinces Provincial Migration Committee Soc Dev Head of Department SASSA Executive Management Chief Executive Office

21 Continued (1) The migration process should be part of the current oversight optimization work and should be driven by the proposed Acting Chief Operations Officer, under the direct superintendence of the Director General. The Chief Operations Office should manage the Migration Management Team. (2) The Chief Executive Officer of SASSA should be the main driver of migration in SASSA and should be the pillar of interface with the Migration Management Team. (3) The Head of Social Development in each province should be the driver behind migration in the

22 Continued (1) Province and should be the focal and leverage point with the Migration Management Team. (4) The Director General must appoint a full time Migration Coordinator who will be responsible for day to day management and administration of the Migration Management Team (5) There must be a full time Migration Management Team with full time representation from Provinces, SASSA and DoSD. (6) Each Province should second, on full time basis, one competent person to be part of the Migration Management Team. (7)

23 Continued (1) Migration Management Team will wholly accountable to the Migration Coordinator during the duration of migration project. (8) Migration period should not exceed six calendar months, unless there are genuine reasons which are fully justifiable and in line the Ministerial expectations.

24 Targeted Recruitment Provincial Soc Dev Employees DoSD Employees Employee Skills Pool Continuous Interaction with Stakeholders Migration Administration Appeals Management Capacity Alignment Migration Governance Structure

25 Migration Plan (Sept 05-Nov 05) Training Delivery Support & Follow Up

26  OVERSIGHT OPTIMISATION MODEL Oversight Optimization Regulatory Framework CMU MigrationInstitutional Reform & Key Institutions Governance & Interface DG’S OFFICE Appeals Tribunal Inspectorate Provinces SASSA DSD restructuring

27 Governance Framework and Reporting Lines Consolidation Tracking Team (Conveners & Leaders) Logistics Support DG OversightOptimization Process x 4 Commissions AgencyEstablishment Process x 6 Work streams  Meets EVERY 2 Weeks  Receives & Considers Consolidation Tracking Reports  Takes Corrective Action Manages Critical Path Recommends Corrective Action  Detail Technical Input  Detail Professional Input  Administrative Support  Meets Prioritised Deadlines  Interacts with Consolidation Tracking  Takes Corrective Action CEO SASSA CEO SASSA Delegated authority from DG DG’s Forum + Provincial Reps Social Cluster, Cabinet and portfolio Committee

28 Conclusion  The Portfolio Committee notes progress in respect of the following: –The oversight optimisation process –The governance Interface and reporting Structure

29 THE END (Q&A)