Project Khaedu Preliminary - Feedback to Ladysmith Home Affairs District Office

1. Dramatically improving service delivery October 20th 2005 Project Khaedu Preliminary - Feedback to Ladysmith Home Affairs District Office

2. Agenda Situation as we see it and Complicating factors Suggestions Next steps Caveat: Our team has only been here for 4 days and we are here primarily to observe and learn…our suggestions could therefore easily miss the mark!

3. KEY MESSAGE Service delivery can be significantly improved by proactively addressing work volume variances, basic changes to process, layout, and structural management reorganization

4. SITUATION Work volumes vary widely Current outreach Programme is not particularly effective and is high cost Customers are happy with current quality of help but unhappy with waiting times and access to toilets. Staff are unhappy with Performance Management System & career progression and overall management Operations highly reliant on temps to cover peak periods.

5. VOLUMES VARY BY MONTH Registration drive for municipal elections

6. VOLUMES VARY BY TIME OF THE MONTH(JANUARY 2005)

7. VOLUMES VARY BY TIME OF THE WEEK(APRIL 2005 WEEK 4-8)

8. The current outreach programme appears relatively inefficient in use of staff… Preliminary Transactions per staff member per month* * Incl. Temporary staff

9. …and costs per transaction appear relatively high Preliminary Direct cost per Transaction

10. Customers are unhappy with time taken in process…

11. …and access and cleanliness of toilets…

12. views are mixed on the quality of support received

13. STAFF ARE NOT HAPPY WITH CAREER PROGRESSION

14. ..BUT BELIEVE THEY ARE PROVIDING A GOOD SERVICE

15. STAFF MODEL IS HIGHLY RELIANT ON TEMPS

16. ACTING DISTRICT REPRESENTATIVE (CAC) Ms I.T. NTSHANGASE SECOND-IN-CHARGE S. ALLIE (CAC) IMMIGRATION PERMITTING G. K. MTSHALI (AC) IMMIGRATION LAW ENFORCEMENT D.G. FOURIE (SIO) ADMINISTRATION REGISTRY/PROV M. L. JOUBERT (SAC GR III) ADMINISTRATION FINANCE M.H. SMITH (SAC GR III) ADMINISTRATION CIVIC AFFAIRS S.ALLIE SUPERVISOR (CAC) CLEANER (VACANT) MANAGEMENT LEVEL APPEARS TO BE TOO LOW RELATIVE TO RESPONSIBILITY 21 STAFF INCLUDING ‘TEMPORARIES’

17. COMPLICATIONS Building & process layout is not optimal High number of errors creates a `Tail of frustration’ Staff filling in all forms, creates significant process delays Limited and relatively old equipment particularly for the front line Office is reliant on temporary staff (from the metro) to cover peak demand

18. Despite staff filling out all forms, error rates are quite high Percentage errors in ID applications

19. There are not enough working computers per staff member, particularly on the front line, and many are old Computers to staff

20. SUGGESTIONS DEVELOP A PROACTIVE MARKETING STRATEGY TO SMOOTH VOLUMES RE-LAYOUT THE FRONT OFFICE AND MULTISKILL STAFF IN TEAMS ELIMINATE SEPERATE CASHIER QUEUE. DEVELOP INFORMATION POSTERS AND/ CD-BASED GUIDE TO FILLING OUT FORMS AND THEN STOP FILLING OUT FORMS FOR ALL CLIENTS. RE-EVALUATE OUTREACH PROGRAMMES, USE CDW WITH MINIBUS TO REACH PEOPLE. RE-EVALUATE MANAGEMENT AND AUTHORITY LEVELS. CONSIDER SMS MESSAGING TO CLIENTS TO AVOID MULTIPLE VISITS

21. MARKETING STRATEGY RADIO SLOT USER FRIENDLY PAMPHLETS IN LOCAL LANGUAGES E.G ISIZULU OUTREACH COMMUNICATION TO TRADITIONAL AUTHORITIES, CHURCHES & CIVIL SOCIETY IN GENERAL POSTER CAMPAIGN TO SCHOOL AND MUNICIPAL OFFICES “BEAT THE RUSH CAMPAIGN”

22. Re-laying out the front office and multi-skilling staff would create a faster and more humane process Single cash point Collections & Forms General Window General Window General Window General Window General Window General Window General Window Bankers Queue Forms & Help

23. …use of Community Development Workers and a minibus could be much cheaper than the mobile unit Preliminary Direct cost per Transaction

24. APPROPRIATE LEVEL FOR THE OFFICER IN CHARGE It is suggested that the officer in charge be raised to the level of Senior Administrative Officer in line with responsibility Three sections of Administration, Civic Affairs and Service points be placed under the responsibility of Chief Administrative Clerk Grade 3 It is recommended that additional permanent posts be created The office should consider the employment of a security guard

25. RAISING THE LEVEL OF THE OFFICER IN CHARGE SENIOR ADMIN OFFICER ADMINISTRATION CHIEF ADMIN CLERK GR 111 CIVIC AFFAIRS CHIEF ADMIN CLERK GR 111 SERVICE POINTS CHIEF ADMIN CLERK GR 111

26. Over 85% of people have access to SMS messages

27. Many thanks for your help and for hosting us

29. Draft Story Line – decision making Service delivery can be significantly improved by Proactively addressing work volume variances, basic changes to process, layout, and structural management reorganization. Work volumes vary widely, but staffing levels are fixed while there appears to be minimal effort to smooth demand. Efforts to expand geographic reach are hampered by poor planning and marketing. Customers and staff are both unhappy. The decision-making level of management is not appropriate for the responsibilities carried by the office Uncertain delivery turnaround creates the ‘Tail of frustration’. Building and process layouts are poor. The organization structure is weakened by poor decision making too low a level of local manager and reliance on seconded ‘temporary’ staff Macro level redesign of marketing plans, use of SMS messaging and decision making/mgt levels. Micro level new team based working, physical layout and better use of CDWs/municipal support. • Volume variances • Surveys • Out-reach program of the Department. • Staff Model • Appropriate management • ‘Tail of frustration’. • Building & process layout. • Org chart • RAID/decision process • Reliance on temporary staff • Marketing and communication strategy • Multi-skilling at micro level. • Review of management structure • SMS messaging availability • SMS messaging redesign • New physical layout • Better use of CDW

30. CURRENT SITUATION Volume variances Surveys Out-reach program of the Department. Staff Model Appropriate management

31. J F M A M J

32. Out-reach program of the Department. The concept of bringing services to the people is being implemented. MPCC (Multi purpose community center). Two satellite service points (full time personnel?) Mobile service: Daily mobile which goes out as invited. State of the art well equipped vehicle with facilities to render services outside the office. This vehicle only operates one week per month.

33. New Staffing Model

34. ACTING DISTRICT REPRESENTATIVE (CAC) SECOND-IN-CHARGE (CAC) IMMIGRATION PERMITTING (AC) IMMIGRATION LAW ENFORCEMENT (SIO) ADMINISTRATION REGISTRY/PROV (SAC GR III) ADMINISTRATION FINANCE (SAC GR III) ADMINISTRATION CIVIC AFFAIRS SUPERVISOR (CAC) CLEANER (VACANT) ORGANOGRAM DISTRICT OFFICE – LADYSMITHThe level of the Head of District Office is inappropriate for the responsibilities attached to the post.

35. SERVICE POINTS SERVICE POINT ESTCOURT VACANT POST - 1 SERVICE POINT DUKUZA (SAC GR 1) SERVICE POINT NTABAMHLOPHE TWO POSTS NOW FILLED ORGANOGRAM (CONT’D)

36. The current outreach programme appears relatively inefficient in use of staff… Preliminary Transactions per staff member* * Incl. Temporary staff

37. …and costs per transaction appear relatively high Preliminary Direct cost per Transaction

38. SUPERVISOR (CAC Level 7) DATA COUNTERS (SAC GR 111) (SAC GR 111) (AC GR 11) (SAC GR 1) (AC GR 11) 12 Additional contract workers 8 Full time contract workers 4 Part time contract workers (AC GR 11) (AC GR 11) (SAC GR 111) (SAC GR 11) VACANT POST ORGANOGRAM (CONT’D) ADDITIONAL STAFF: 5 CONTRACT WORKERS

39. COMPLICATIONS Building ‘Tail of frustration’. & process layout. Org chart RAID/decision process Reliance on temporary staff

40. SURVEYS