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SIYAKHA TRANSFORMATION PROGRAM

The SARS Siyakha Transformation Program, initiated in 2000, aimed to enhance performance through standardized processes, management changes, staff development, and infrastructure redesign. Progress includes business process improvements, training, employment equity enhancements, and upgraded working environments. Ongoing activities involve implementing new processes, transforming technology, and nurturing a service culture. Risk Management and HR achievements highlight the organization's commitment to operational effectiveness, risk mitigation, and employee development.

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SIYAKHA TRANSFORMATION PROGRAM

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  1. SIYAKHA TRANSFORMATION PROGRAM

  2. Siyakha In 2000 SARS, • undertook comprehensive diagnosis of the state of the organisation • revealed that there was substantial scope for improvement. In order to improve SARS performance, Siyakha program involved • introduction of Standardised business processes • benefits of economies of scale • overall management changes, • teaming,and the development of staff • achieving employment equity objectives • embedding of a service culture. • and, fundamental organisational redesign and new Infrastructure • establishing a platform for technology enablement. And a number of projects to improve business performance

  3. Siyakha: Progress • Standardised business processes rolled-out in KZN and WC. This process has started in Gauteng • This platform has enabled us to indentify further process improvements which are being implemented • Concentration of assessment activities have resulted in improved turnaround times • More than 3000 staff have been trained in service and functional expertise • Employment Equity has been improved • To date the working environment of more than 20 SARS locations have been improved. This includes Excise, Revenue and Customs

  4. Siyakha: Activities 04/05 • Implementation of the following at Megawatt Park • Enforcement Centre, outbound Call Centre, SARS Academy, Central Enforcement Unit, Tax Court & SARS Corporates Office • Continue with the development of the Gauteng South & North Campus facility for assessment and enforcement centres • Implement new processes in Branch offices in Gauteng

  5. Cargo Scanners Customs Transformation incl. Customs Act Rewrite Customs Permit Certificate Control Industrial Development Zone (IDZ) MAS Passenger Processing System SARS Corporate Office WCO Harmonised System Data Base Restructuring Excise Financial system (Kopano) Phase 1 National Facilities Management SADC TransKalahari Corridor & One Stop Borders Advance Rulings Specific Projects / Areas for 2004

  6. New Transformation program (Siyakha phase 2) • Transforming technology • Improved operational effectiveness • Transforming skills, infrastructure and processes • Transforming people and culture • Long term transformation and product innovation

  7. RISK MANAGEMENT

  8. Risk Management SARS has set up a Risk Management Unit to: • Develop a comprehensive risk assessment of SARS • Create a Business intelligence and analysis capability • New Data mining capability and risk profiling tools • Develop a single revenue / compliance risk rating mechanism • develop a methodology to re-designing tax and customs processes with the view to reducing risk

  9. Risk Management: Achievements • Business Intelligence Unit provided SARS with a National Industry Risk Assessment that provides strategic/operational guidance • Contributed to revenue collection through identifying high risk cases for investigation • Conducted internal corruption investigations that resulted in disciplining and dismissal of SARS employees. • Successfully apprehended perpetrators who attempted burglaries and theft at various SARS offices.

  10. Risk Management: KPA’s • To develop and maintain a risk management strategy • To establish a business intelligence unit • To establish an ethics office to promote high levels of employee integrity • To ensure the physical security of all SARS people and assets.

  11. PEOPLE

  12. HR: Achievements • Significant employment equity gains have been made at all levels of the organisation. • By March 2004, the representation of blacks in the organisation stood at 53% and approaches 50% at management and supervisory level. • Special programmes have been in place to fast track the development of tax and Customs officers from black communities. New opportunities are also being created in the call centres and in special projects. • A SARS Academy has been established to develop both South African and SouthernAfrican tax and Customs administrators, managers, and leaders.

  13. HR: Systems and Basic TrainingTotal April ’03 - March ‘04 • Systems 2349 • VAT 3060 • Income Tax 4200 • Customs 816 • Assessment/TPS 2179 • Enforcement 2079

  14. Employment Equity - April 2004 4537 2726 2272 1585 725 454 448 353 Female Male Female Male Female Male Female Male African Coloured Indian White

  15. HR: KPAs • To develop, implement and maintain an integrated, progressive, innovative Human Resources strategy • To build and maintain a high performance, diverse, learning organization • To ensure compliance with spirit and letter of labour legislation • To increase efficiency of HR function to provide a high quality service to all areas of business and to all staff • To build productive relationships with and show caring for employees • To ensure high quality relationships with ALL stakeholders – unions, staff and management

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