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Office of the Compensation Commissioner

Office of the Compensation Commissioner. PRESENTATION TO THE PORTFOLIO COMMITTEE. 5 N ovember 2014. Table of Content. Programme Overview & Objective Vision, Mission and Values Umehluko and Decentralization of CF services Financial matters ICT matters Human Resource Management matters

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Office of the Compensation Commissioner

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  1. Office of the Compensation Commissioner PRESENTATION TO THE PORTFOLIO COMMITTEE 5 November 2014

  2. Table of Content • Programme Overview & Objective • Vision, Mission and Values • Umehluko and Decentralization of CF services • Financial matters • ICT matters • Human Resource Management matters • Compensation Commissioner’s priority programmes to Turnaround the Compensation Fund

  3. Programme Overview & Objective The Compensation Fund is a public entity of the Department of Labour as per schedule 3A of the PFMA The Fund administers the Compensation for Occupational Injuries and Diseases Act no. 130/1993 as amended. The main objective of the Act is to provide compensation for disablement caused by occupational injuries or diseases sustained or contracted by employees, or for death resulting from such injuries or diseases, and provide for matters connected therewith.

  4. OUR VISION, MISSION AND VALUES • Our Vision • To be a world class provider of sustainable compensation for occupational injuries and diseases, rehabilitation and reintegration services • Our Mission • To provide efficient, quality, client-centric and accessible COID services • To sustain financial viability • To ensure an organisation which takes care of the needs of its staff for effective service delivery • Our Values • We shall at all times adhere to and live the Batho Pele Principles

  5. Operations: Umehluko and Decentralization

  6. Implementing the Umehluko claims processing system and Decentralisation • Key priorities for Operations Management is implementation of Umehluko and decentralization of CF services • Reviewing of roles to align to Umehluko and cross training (multiskilling) has started; as from 22 October 2014 19 staff were trained on compensation claims while others were trained on medical payments. • Super users have been dispersed to conduct training to different Labour Centres as per the new training needs (Free State, Eastern Cape, Western Cape) • Medical Invoices are submitted electronically through the switching houses, 14 switching houses are on board

  7. Statistical information on Umehluko system for the period 04 August 2014- 31 October 2014 Electronic items deleted prior to being captured R 624,179,902.26 The above table indicates progress to date on capturing and processing of compensation benefits, medical payments and pensions on Umehluko

  8. Implementing the Umehluko claims processing system and Decentralisation The above table indicates activity on Umehluko systems. The table indicates gradual increase on the activity within the system

  9. Implementing the Umehluko claims processing system and Decentralisation • Provincial structures were handed over to provinces in July 2014, the recruitment process is driven from the Provincial Offices with CF Head Office being part of the panel • Most officials have now reached their chosen Labour Centres except where there are challenges with office space i.e. Rustenburg Northwest and Gauteng • Provincial Offices are currently recruiting for the ASD and DD positions for the Labour Centres.

  10. Implementing the Umehluko claims processing system and Decentralisation • The Fund has decentralised its core operational functions to all provinces. • People have now been placed at all 9 provinces, recently the process for transferring Gauteng staff was done.

  11. ENGAGEMENT WITH PROVINCES ON THE PROVINCIAL STRUCTURES 1. Improvement on the provincial structures As part of continuous improvement initiative, the Compensation Fund has started engaging provinces with a view of correcting the structure. Provincial engagement has already started and the first province that was visited was Western Cape. Among the issues which were discussed with the provinces are the following: - 1.1 Shifting of the Processing site A number of requests were received from the provinces to shift the location of some of the labour centres due to infrastructure challenges. This includes, for example, the shifting of George Labour Centre to Knysna. The Fund is currently gathering facts to determine whether there should be a change the location or the manner in which the structures are configured.

  12. ENGAGEMENT WITH PROVINCES ON THE PROVINCIAL STRUCTURES (Cont) 1.2 Shifting of Legal Admin posts In terms of the approved structure, some of the functions such as the Legal Admin Officers are centralised at the Provincial Office level so that work can be distributed equally and to be able to service all the processing centres within the provinces. The Compensation Fund will be nvestigating the possibility of detaching the COID structures from the Provincial Office to the Labour Centre level. 1.3 Vacant ASD: COID The old vacant ASD: COID post was identified as one of the discrepancies in the structure. The post was erroneously omitted, meaning it was not abolished when the new structure was implemented. The post was replaced by a new post of ASD: COID on the newly created CF structure, hence the post must be abolished. A submission has been sent to the Minister to approve the abolishing of obsolete posts of ASD: COID. The provinces were requested to compile a submission requesting CF (OE) to abolish all identified obsolete posts within the province relevant to CF.

  13. ENGAGEMENT WITH PROVINCES ON THE PROVINCIAL STRUCTURES (Cont) 1.4Vacancy Rate/ Staff Establishment Compensation Fund has implemented the new organisational structure in April 2013 and employees have been placed laterally. Compensation Fund has handed the structure to the provinces for further implementation. Provinces have started with the recruitment and selection of the new vacant positions. The Department of Labour has appointed a task team in an effort to accelerate the implementation of the structures and to reduce the vacancy rate within the Department. The purpose of the Task Team is also to address discrepancies identified on the provincial structure. Effort are underway to assist provinces to fill the vacancies.

  14. Implementing the Umehluko claims processing system and Decentralisation

  15. Financial matters

  16. Mapping of AGSA Findings High Level (2013/14) Short term Long term Medium term Chief Directorate Communication | 2011.00.00

  17. Overall Mapping of Matters Affecting the AGSA Report (2013/14) Note: Compilation of AGSA Audit Action Plan on findings Completed and approved by EXCO and Commissioner. Short term Long term Medium term Chief Directorate Communication | 2011.00.00

  18. Mapping of Matters Affecting the AGSA Report (2013/14) Note: Compilation of AGSA Audit Action Plan on findings Completed and approved by EXCO and Commissioner. Short term Long term Medium term Chief Directorate Communication | 2011.00.00

  19. Mapping of Matters of Emphasis and other Matters (2013/14) Note: Compilation of AGSA Audit Action Plan on findings Completed and approved by EXCO and Commissioner Short term Long term Medium term Chief Directorate Communication | 2011.00.00

  20. Mapping of Matters of Emphasis and other Matters Cont.(2013/14) Note: Compilation of AGSA Audit Action Plan on findings Completed and approved by EXCO and Commissioner Short term Long term Medium term Chief Directorate Communication | 2011.00.00

  21. Root Causes/Reasons – Disclaimer matters (2013/14)

  22. Root Causes/Reasons – Disclaimer matters(2013/14)

  23. Root Causes/Reasons – Disclaimer matters(2013/14)

  24. Root Causes/Reasons – Disclaimer matters(2013/14)

  25. High Level Plans to Address Audit Opinions Matters of Disclaimer: Revenue and Receivables

  26. High Level Plans to Address Audit Opinions Matters of Disclaimer: Revenue and Receivables Ctnd…

  27. High Level Plans to Address Audit Opinions Matters of Disclaimer: Revenue and Receivables Ctnd…

  28. High Level Plans to Address Audit Opinions Matters of Disclaimer: Financial Reporting

  29. High Level Plans to Address Audit Opinions Matters of Disclaimer: Financial Reporting Ctnd…..

  30. High Level Plans to Address Audit Opinions Matters of Disclaimer: Financial Reporting Ctnd…..

  31. High Level Plans to Address Audit Opinions Matters of Disclaimer: Financial Reporting Ctnd…..

  32. High Level Plans to Address Audit Opinions Matters of Disclaimer: Expenditure Ctnd…

  33. Human Resources Management matters

  34. VACANCY REPORT AS AT 31 OCTOBER 2014

  35. DETAILED REPORT ON DISCIPLINARY CASES

  36. DETAILED REPORT ON DISCIPLINARY CASES (Cont)

  37. TRAINING AND DEVELOPMENT INTERVENTIONS

  38. REPORT ON PERFORMANCE MANAGEMENT FOR 2013/2014 • Action taken against non-performers: There were in total, 32 officials reported to be under/non performers within the CD: FM (13) and CD: Ops (19) for the 2013/14 performance year. The majority of these cases did not warrant any disciplinary action because they were mainly about personal problems, lack of skills, staff misplacement, lack of time management, health challenges, family responsibilities, and temporary incapacity leave among others. Above these, there is an investigation underway on for an official who is suspected to be conducting private activities that are not work related. • Action taken against transgressors of the Policy: Due to lack of cooperation resulting in non-submission of performance management documents on time, letters requesting reasons why disciplinary action should not be initiated were issued against two officials Chief Directorates: Operations and Financial Management. in this regard, the process of investigation will be initiated once an Investigating Officer has been appointed.

  39. ICT Services

  40. ICT Progress report • PM Focus appointed to draft viability of CF independence from DOL • First report • Second 15 November due to delay on finalizing the report. • Implementation plan due December 2014 • Refresh of Laptops completed.(312) • Internet based services • Self service for users • Umheluko went live on 1/4/2014 with first transaction on 4/8/2014 • ROE website well established • Letter of Good Standing enhanced • Storage space increased (20tb)whilst the tender for new storage is being finalized • Dependency on SAP services reduced: Umehluko implementation • Dependency on COBOL services reduced:Umehluko implementation • DolArchitecture Board operational • Appointment of Dimension Data.

  41. Challenges • Delay on appointment of CF BRM by DoL. • Move of the DOL UIF Datacenter • Delay finalization of SITA / DOL ability to deploy full Disaster Recovery for CF services • Finalization of the DOL IT Governance structures • Ability to translate data into reliable information • Inefficient SAP services –EOH • Delay on DoL Storage Tender

  42. Plans • CF Initatives • Modernization project by partnering with Interfile • Revamp of the CF web site with Corporate Communications • Establishment of a Business Intelligence Competency Center (BICC) • Upgrades for Umehluko • Database Failover with double the processing power • Bug fixes • RMA has deployed a new release that includes scanning / document management • DOL Initiatives • Deployment of System Center to monitor the data center servers • Fixing of the DOL SAP landscape • New Storage platform • Handover by SAP AG to Dimension Data for SAP Services

  43. Compensation Commissioner’s Priorities • 3.1. Umehluko • This project is aimed at electronically processing claims and improving the turnaround time of processing. • Fast-track the Reviewal of roles and responsibilities for all employees • Improve payment turnaround time • Provide efficient, effective, extensive and quality training to both internal and external stakeholders. • 3.2. Improve Revenue Management • Fast track the process of revising assessment model • Improve Debt management and collection rate • Create capacity to conduct payroll audit • Online registration

  44. Compensation Commissioner’s Priorities • 3.3. AGSA Action Plan to deal with findings • Implementation plan • Timelines • Preventative measures • 3.4. Organisational review/business processes and re-engineering • Reviewal of business processes • Organisational restructuring • Relationship with provinces • Improve performance management • A Turnaround Steering Committee has been established consisting of Programme Managers to run, guide and monitor the optimal implementation of a revised turnaround strategy. • These four critical projects have been prioritised and aligned to our day-to-day operations in the Fund.

  45. Conclusion

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