Target Operating Model
Specifics of the Operating Model Approach
Various enablers must be in place to result in the primary transfer of a property to subsidy beneficiaries.
Stakeholder Engagement
The process described in the toolkit is not self-contained within the housing authority. It requires the active participation and collaboration of a number of other stakeholders including government departments across spheres of government (local, provincial and national) and private entities. Some of these stakeholders provide information or data (e.g. occupant households, other government departments), enable critical processes that provide a pathway to transfer (e.g. the Department of Justice with regard to deceased estates, provincial departments of human settlements with regard to application for subsidies) or participate directly in the property transfer process (e.g. conveyancers, deeds registry). It is very important that there is engagement with these stakeholders so that the roles that they play within the process are understood and supported as needed.
Key stakeholders are described in more detail in the Stakeholder Matrix.
Project Team
Project managers who oversee titling projects, examine evidence of ownership and authorise signature of, or sign, sale agreements,
Analysts who review and analyse data to determine the pathway to transfer
Case administrators who follow up on cases
The team is supported by a number of service providers including:
Fieldwork teams
Conveyancers
In addition, the process requires that the housing authority establish:
An adjudication panel
An appeals panel
Maturity Journey
The toolkit presumes the development over time of an optimised environment that enables the secure and efficient administration of beneficiaries and transfer of properties to validated owners.
The experience of the Transaction Support Centre and the City of Cape Town demonstrates that it is possible to undertake this work in a less than optimal environment, albeit less efficiently, and with significantly more stress on the teams who undertake the work. Given that this work becomes harder to do the longer it is delayed, it is critical that it begins as soon as possible, even if processes and systems are not optimised.
That said, there are some requirements without which it is simply not feasible to commence the work. This includes the existence of a registered general plan, access to data from the HSS on the project beneficiaries, a dedicated project team and a rudimentary system to maintain data as it is collected.
In the longer term, there are specific interventions that would optimise the process significantly. This journey towards an optimised process supported by good systems is called the Maturity Roadmap.
Key Metrics
The process should have key metrics measured so that the outcomes can be reported to stakeholders. Metrics include descriptive, throughput and cost metrics. Examples include
Number of properties to be transferred
Number of households enumerated
Number of households eligible to sign sale agreements
Number of sales agreements signed by households
Number of sales agreements countersigned by housing authority
Number of transfers lodged by conveyancers
Number of properties registered
Number of title deeds issued by the deeds registry
Number of title deeds checked
Number of title deeds with errors
Number of title deeds handed out to property owners
Number of wills signed
Number of households where a non-qualifier is the perceived owner
Number of estate late transfers
Number of informal sales
Number of renter / caretaker households
Number of properties where ownership is disputed
Average time taken from enumeration to title deed registration: self-classified owner = beneficiary (perfect match)
Average time taken from from household signature of sales agreement to deeds registration
Cost per household survey (including software, service provider, data etc.)
Conveyancing costs per transfer
Monthly operating costs: Project team
Data Management
During the process, data and digital artefacts (images of documents) are collected from multiple sources including the HSS, occupancy surveys, home affairs and the deeds office. This data must be structured and analysed in order to identify a pathway to transfer.
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