SASSA Integrating ICT to enhance Service delivery

1
SASSA Integrating ICT to enhance Service
delivery

• Lerato Msimanga
• 22 May 2006

2
Presentation Layout

• Organizational Background
• Business value chain
• ICT Overview
• Phases of SASSA Establishment
• Service Delivery transformation
• Business Challenges

3
Organizational Overview

• Mandate
• To ensure the provision of comprehensive social
  security services against vulnerability and
  poverty within the constitutional and legislative
  framework, and creating an enabling environment
  for sustainable development.
• To deliver integrated, sustainable and quality
  services in partnership with all those committed
  to building a caring society.

4
Business Model

• This Business Model provides for the
• strategic imperatives to run across the
• service delivery objectives and
• capabilities.
• In accordance with this business model
• SASSA shall
• 1. Build a nationally integrated social security
  system, a focused institution and enhance the
  management of social security. The focused
  nature of the Agency and its mandate, governance
  formula, and executive management structure must
  contribute to improvement of management and
  administration
• 2. Build a customer focus institution, with
  special focus at contact points. Deployment of
  competent Client Services Officers, the key
  cadres of the institution should be the main
  persons (although not the only) reflecting a
  customer friendly and focused institution and
• 3. Ensure enhanced financial accountability
  through Client Management Systems (back office
  function), better review and maintenance and
  enhance fraud prevention strategies

5
Business Value Chain

• The Social Security Value Chain
• shows the integrated nature of how
• SASSA will do business such that it
• effectively
• Plans and manages the business
• Executes payments in terms of Grants
  Administration and
• Maintains and reviews its beneficiary base

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Organization Overview ICT Branch

• Objective
• Provisioning of a cost effective, secure and
  reliable ICT solutions collaboratively
• governed and managed by a skilled, stable and
  productive workforce in support of
• the achievement of SASSA business and principles,
  through
• Ensuring ICT and Business alignment by means of
  an Enterprise Architecture discipline
• An effective business driven enterprise ICT
  Governance
• Accurate, timely and quality information to
  support efficient service delivery
• Philosophy
• Our approach to ICT seeks to ensure that our
  services are robust, scaleable and
• globally consistent in business requirement
  deciphering, solution
• definition, development, deployment and support,
  leveraging economies of
• scale, experience and knowledge across the
  industry, and maximizing the
• use of standard technologies and architectures.

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Organizational Overview
ICT Branch (contd.)

• ICT Organization Structural Pillars
• Information Management Unit
• Development of the Information Management
  Framework (IMF) focusing on delivering useable
  content (business-driven data modeling,
  information integration, business intelligence,
  information compliance, data quality) to ensure a
  comprehensive and consistent approach to the
  management of SASSA's information resources,
  consistent with recognized standards and
  international best practice
• Systems Development Unit
• Planning, development and implementation of
  business systems that meet and support business
  requirements and operations with a high degree of
  reliability, effectiveness, security, and cost
  efficiency.
• Enterprise Architecture and Governance Unit
• Development and maintenance of Enterprise
  Architectures that articulates a set of strategic
  architectural principles, guidelines, directions,
  models and standards designed to transform,
  support and improve the delivery of SASSA
  services, within the ambits of business driven
  ICT governance and Risk Management

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Organizational Overview ICT Branch (contd.)

• ICT Organization Structural Pillars (contd.)
• Operations Management Unit
• Provisioning of ICT Data Center Infrastructure
  and End-user support, in line with business
  performance and service levels requirements
  utilizing technical support best practice
  processes for managing the support and delivery
  of the ICT services
• Project Management Office
• Directing of an ICT portfolio of projects within
  SASSA, with benefits of a consolidated approach
• CIO Office
• Creation of an ICT "constitution" that defines
  and coordinates each unit's purpose, role and
  relationship with other units both within ICT and
  the business, for optimal delivery of business
  strategies through ICT.
• Driving the business value of ICT
• ICT Strategies, Sourcing and Contract Management

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Organizational Overview ICT Branch (contd.)

• Good practices adopted by the ICT team
• Firm strategies
• ICT Initiatives owned at a high level(CIO and CEO
  Offices)
• Governance as the first step
• Change management involved incremental
  improvement
• Simple communication with all stakeholders

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SASSA Establishment Phases

• The SASSA Establishment phases will move through
  a continuum from Preparation through
  Consolidation to Diversification. Agency
  Establishment will involve at least the
  completion of the Consolidation Stage

Diversification
e.g. Acquisition of new types of or more
specialised skills
Optimisation
Standardisation
e.g. Professional motivated staff performance
Organisational Performance
Consolidation
e.g. standard performance HR management
practices
Preparation
e.g. Staff moved from provinces to SASSA
e.g. Head Office Established Provincial Functions
Ring Fenced
today
Time
31 March 2006
1 April 2007
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Organizational Overview ICT Branch (contd.)

• Good practices adopted by the ICT team
• Firm strategies
• ICT Initiatives owned at a high level(CIO and CEO
  Offices)
• Governance as the first step
• Change management involved incremental
  improvement
• Simple communication with all stakeholders

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Service Delivery Process of
Transformation
Establish ICT Branch Scope, Define, Setup
Develop ICT Strategy Organisation, Governance,
Policies, Principles
ERP Scope, Define
ERP ( HR, Financials, Payroll,
SCM) Architecture, RFP, HO Implementation
AS-IS Architecture documentation and Business
Continuance
CRM Scope, Define
CRM (Call Center, Portal) Architecture,
Implementation
Business Intelligence Scope, Define
Business Intellience Continue Development,
Migrate
Enterprise Architecture and ICT Standards
ICT Governance and Risk Management
INFRASTRUCTURE(WAN,LAN,BO APP) Scope, Define,
Architecture, HO Imp
INFRASTRUCTURE Provincial Migration, Integration
and Rollout
Social Security System (SOCPEN)
Enhancement Scope, Define
Social Security System (SOCPEN) Continue
Enhancements, Migrate System
SOCPEN Re-engineering Scope, Define, App
SOCPEN Re-engineering PPP Transaction Advisor (TA
I, TA II, TA III)
NEW GRANTS SYSTEMS DEVELOPMENT Design, Develop,
Implement
Scope, Plan,
Establish Mobilize
Design, Align, Ring
fence Transition
Build, Transition,
Implement Monitor
Transition, Implement
Stabilize
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Service Delivery Technologies for
transformation

• ERP (Financial, HR, Procurement and Project
  Management modules)
• Satellite connectivity for mobile units/offices
• Wide Area Network (VPN)
• Voice over IP
• Application Portfolio
• Document Management and File tracking
• Datawarehouse
• Enterprise Content Management
• GIS

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Business Challenges for redress

• Organizational formation issues
• Leadership alignment
• Structural alignment (duplication in structure)
• Implementation of governance model
• Centralise versus decentralise model
• IT PMO versus Business PMO

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Business Challenges for redress

• Reduction in application processing time
• Complicated and expensive means test and
  application process
• Structural problems of low take up
• Improve take up rate ( in rural areas)
• Lower administration costs
• Improvement of management and administration
• Reduction of Litigations (Application processing
  aligned with the legislative framework)
• Collaboration and cooperation with other
  government departments in terms of information,
  processes and technologies sharing

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Business Challenges for redress (contd.)

• Enhanced Fraud prevention strategies
• Consolidation, standardization of fragmented
  Social Security system and technology
  infrastructure from previously autonomously-run
  provincial governments
• Poor Beneficiary and Customer Relationship
  Management due to duplicate and incomplete
  records

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Thank you
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