Project Khaedu Social Welfare Port Shepstone Project Khaedu Social Welfare Port Shepstone 1 June...

Project Khaedu

Social Welfare Port Shepstone

Project Khaedu

Social Welfare Port Shepstone

1 June 20061 June 2006

Kaedu Welfare Presentation Port

Shepstone

Agenda

•Executive summary

•Situation

•Complications

•Some suggestions

We are dealing separately with Social

Security and Social Services Programs

Caveat: These analyses & suggestions are based on 3 days

observation. Further investigation would be required to

confirm findings & support suggestions


Shepstone

Key Message

• Social security can significantly improve its grant application process by better using available resources & infrastructure, but powers must be delegated from the Region

• Social Welfare Services is not utilising limited skills & resources optimally and need improved service from the courts & integration with Social Security.


Shepstone

Situation

Concerns … Physical environment

needs attention People queue early

Highlights Dedicated staff Multi-skilled staff Friendly service of customers

6 am outside the office


Shepstone

Concerns …

No privacy for clients Cluttered desks Unused areas No Signage or information No broader community information & consultation Computers under-utilised


Shepstone

-

1.0

2.0

3.0

4.0

5.0

Tim

e ta

ken

help

fuln

ess

of s

taff

Cle

anlin

ess

Acc

ess

toto

ilets

Qua

lity

ifse

rvic

e

Ski

lls o

fst

aff h

ere

Very Good

Very Poor

OK

Poor

Good

Our citizens are unhappy with the service we are offering …

Client Surveys


Shepstone

Our staff are unhappy with the conditions under which they must work but are OK with most other issues.

Staff Surveys

-

1.0

2.0

3.0

4.0

5.0

Ava

ilabi

lityo

f tra

inin

g

Car

eer

Pro

gres

sion

Com

m. w

ith m

anag

emen

t

Qua

lity

of fa

cilit

ies

Qua

lity

of s

ervi

ce d

eliv

ery

Effe

ctiv

enes

s of

PM

DS

Qua

lity

of M

anag

emen

t

Very Good

Very Poor

OK

Poor

Good


Shepstone

Application process runs in series, not parallel. All staff is not all adequately utilised …

Process Staff Member 07:00 08:00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00

Queue walkingAdmin Clerk &

Help desk

Process briefing Help Desk

Fill intake forms 3 x clerk

Check on SOCPEN Clerk (1 at a time)

Provide help Help desk

Referrals & Docs Help Desk

Photostat documents 1 x clerk at a time

Clerks fill in forms 3 x grant clerks

Assist to apply for account HOSS

Bank processes accounts External

VerificationSenior Grant

Clerk

Issue receiptsSenior Grant

Clerk

Registry batching Registry clerk

Check if grant approved 2 x clerks

Cleaning & arranging chairs Admin Clerk

Clerks can process 22 applications / day but only doing max of 16 per day

Senior grant clerk & registry clerk spend most of the day doing nothing

Clerks checking approvals have variable work load


Shepstone

Complication There is lack of information on the

implications and plans of SASSA. SASSA service delivery hampered by:

Backlogs - 3 months forms (2300) backlog in PMB

Communication from SASSA inadequate Poor use of physical space Not opened Gamalakhe sub-office in Margate


Shepstone

SuggestionsShort term Accelerate decentralisation of capturing & approval of grants &

administrative processes At slow times of the month send 2 clerks to PMB to capture

backlog Put up proper signage in English and Zulu Make information posters & pamphlets available at the door in

English and Zulu Place articles & advert in local papers to encourage people to

come in later in the day with the right documents Notify applicants on approval by SMS so they don’t have to

come check Redesign the floor plan …


Shepstone

The office can be rearranged to improve process flow and staff utilisation …

Form

sF

orms

Form

sR

eferalF

orms

Photostat

Intake Socpen

EnquiriesVerify

CheckCheckBank (pm)

Capture& registry

CheckApplication& Enquiries

Ref

eral

sF

orm

s

Information


Shepstone

Many people have access to SMS messaging


Shepstone

SuggestionsMedium Term Develop real time data capture by clerks while filling out

forms Improve environment to better image, comfort &

cleanliness – get access to toilets Open sub-offices in Margate (no additional staff

needed) Improve staff development & career pathing Train likely excess grant processing staff (once SASSA

new process introduced) to provide more frequent service at satellite stations or work in Social Welfare Services


Shepstone

Social Services and Development


Shepstone

Situation – social welfare services Systems and processes are long and dependent on

others Court system Social security Regional Office

Professional staff skills are under-utilised Massive and building backlogs in Foster Grant

applications Frustration and resultant apathy amongst staff Poor infrastructure and facilities


Shepstone

Staff morale appears low…

Very goodGood

OKPoor

V. poor

“Lack of resources & transparency”

Staff survey

2.4 2.0 2.41.6

3.1 2.8 2.6 2.9

012345

Tra

inin

g

Car

eer

Com

mun

icat

ion

with

Mng

mt

Fac

ilitie

s

Qua

lity

ofse

rvic

e

PM

DS

Qua

l of m

ngm

t

Use

of b

udge

t

“Good policies not implemented”“Implementation not done properly”


Shepstone

There is a growing backlog due to fragmentation and bottlenecks in the process

Casesbroughtforward

Febcases

Febcompleted

Balance Marchcases

Marcompleted

Balance Aprcases

Aprcompleted

Balance

100?

38

-3135

36

-8163

30

-12181

0

50

100

150

200

Number of foster grant cases Growing backlog

To be confirmed


Shepstone

Faculties are inadequateShared photocopier – poorly placed due to lack of space

Very cramped office space – 3 sharing this office


Shepstone

Complications – social welfare services Split in the process and lack of synergy between players in the process

Dependency on Court to progress an application – only deal with 6 cases per week increasing the backlog

Dependent on slow social grant application process for foster grant to be awarded even though Court has already ruled in favour

Poor transport management results in Social Workers spending much of their time in the office 5 vehicles but only 1 ‘functional’ and shared between Social Security

and Social Services Shared office equipment

Photocopiers shared with Social Security - waste time going to photocopy next door

Sharing of computers between Social Workers


Shepstone

Systems and processes are long and dependent on others

Applicant arrives at

office

Applicant screened

Referred to a social worker

who fills in intake form

Interview held with available social worker

Area social worker

investigates case

Social worker compiles

report and forwards to

HOSS

HOSS checks the report and discusses if necessary

Report sent to statutory unit in

Court who provides date for

hearing

Client called in to discuss

the report

Magistrate assesses

application and makes

decision

3 copies made and sent to (1) Soc Sec, (2) Regional Office and (3) remain at

Court

Documents sent to the Regional

Office

Regional Office responds

requesting 16/02 report

Client sent to Social Security to begin grant application

process

1-2 months

Only 6 cases/week!

3 months

Total process approximately 9-12 months


Shepstone

Suggestions – social welfare services Approval of suitable subsidised cars on appointment of

social workers Establish dedicated Children’s Court Enquiry Unit Reorganise the offices to allow for privacy required for

interviews Shorten the process for foster grant applications

The Magistrate’s approval should be sufficient for immediate access to a grant

Consider an 6 month interim grant ‘on application’ in majority of cases of familial fostering – but bolster M&E


Shepstone

Other issues Administrative powers need to be delegated by the

Regional office Social Development must implement synergy with

other economic cluster departments in order to improve utilisation of limited resources

Project Khaedu Social Welfare Port Shepstone Project Khaedu Social Welfare Port Shepstone 1 June...

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