Website (for detailed SDBIP)
SFA 1 Opportunity City 1.4 Resource Efficiency & Security
6.1 Senior management capability and structure
The Executive Management Team of the CS Directorate constantly strives to strengthen integration and internal coordination in order for the Directorate to be completely responsive to its clients and to operate in a sustainable and resilient manner.
6.1.1 Directorate organogram
Total Staff 1733
Number of Positions filled 1637
Number of vacancy 96
Percentage
compliance/adherence to EE standards
90%
6.1.2 Outsource Services
Name/Description Reason for outsourcing Derived benefits Risk/Challenges Translation and Interpreting
Services
Due to the urgency and volume of documents, these are outsourced, if needed. (Editing requests that need to be outsourced due to the same reasons are submitted to the Communications
Department who is the owner of that tender.) Due to the ad hoc nature of interpreting requests and the special skills required, this function is completely outsourced.
Outsourcing is beneficial since the unit
can draw on the expertise of external translators, especially with regard to legal and technical translations.
Interpreting requires a completely different skill set to that of translating, and since multiple interpreters are used only on specific days
each month, outsourcing this function is far more
effective than appointing a full-time in-
house interpreting team.
Should the department not provide the translation and interpreting
services as and when required by internal and external
customers, the organisation will be exposed to a
degree of reputational risk for not complying to the provisions of the City’s adopted
Language policy.
Manufacture of communication material
Specialist manufacturing capability required
Ability to produce range of material on demand.
Delays in
procurement; non availability of suppliers.
Graphic Design Lack of sufficient internal
capacity Ability to scale up and down to address demand; large talent
Delays in
procurement; cost
pool.
Photographers/videographers;
Audio-Visual Services
Lack of sufficient internal capacity
Ability to scale up and down to address demand; large talent pool.
Delays in
procurement; cost
Writing; copy editing;
proofreading
Lack of sufficient internal capacity
Ability to scale up and down to address demand; large talent pool.
Delays in
procurement; cost
Newsletter/publication development
Lack of sufficient internal capacity
Ability to scale up and down to address demand; large talent pool
Delays in
procurement; cost
Web development/
management
Lack of sufficient internal capacity
Ability to scale up and down to address demand; large talent pool
Delays in
procurement; cost
Campaign development and execution
Need for capacity and flexibility
Ability to source a broad range of talent/
capability on demand
Delays in
procurement; cost
Staffing - Additional temporary staffing sourced via labour broker tender, EPWP contracts and learnerships
Additional staffing resources required to
maintain service standards of 80% of calls
answered within 2 minutes.
Top up staffing numbers to meet service standards;
temporary staffing solution to cater for peaks and valleys in call volumes; create a pool of qualified resources for future employment;
Short term contract lacks continuity.
Inordinate amount of time spent training and coaching
inexperienced staff for little long term benefit.
After call survey - SMOKE after call survey is an outsourced, web- based solution that is used to measure levels of customer satisfaction and identify training needs.
Independent measure of levels of customer satisfaction.
Costs are exorbitant and budget is tight so it is difficult to ensure continuity of service
Tenders in R&S Labour Broker Tender Linked In
Supervisory and Management Development
Psychometric Assessments
Function that HR cannot perform on its own. It is not cost effective to perform this function in house. We are not experts in these areas.
These are transversal tenders
Tenders are available transversally.
It is cost effective.
It provides a hybrid service delivery model.
Labour broker tender can be abused by line department.
For these services risk is managed with the use of tenders.
Risk can be management by reviewing the policy and tightened controls.
Training & Development Tenders
Legislations requires that the City use accredited services provides. We are not an accredited institution and therefore the need to outsource.
By outsourcing training accredited programmes are provided.
Tender process takes time which could delay training.
At times there are no accredited services providers available.
EAP Tenders
x Outsourced counselling &
support for permanent staff
Part of Hybrid model ...
Hybrid meaning, some services would be done internally by the EAP &
Wellness team and only the counselling and support of permanent staff done by the service provider
Benefits include
extension of counselling services to family members Benefits 24/7, 365 days a year
availability of services to staff, to cater for shift workers and those working over
weekends. Immediate counselling during traumatic incidences.
Availability of funds to continue with the model when the contract ends
OHS Tenders
x Occupational Health Tender
It is a service that OHS cannot perform due to lack of resources and the Unit does not have the competency to perform the functional. EG:
Occupational Therapist
Receiving a customised solution based on the medical expertise of the service provider.
If this service is not provided we would face challenges with regards to Labour issues.
If we do not have the service we may not be in a position to apply reasonable measure to accommodate employees with regards to the challenges they may face at the work place.
6.1.3 Lead and Contributing Directorate – Include this in Roles and Responsibility document and guidance to scorecard
See attached Scorecard