Page 25 - OP DSD 2022 FINAL FINAL

ANNUAL OPERATIONAL PLAN 2022/2023

Key Risks: Operational
Activity Key Risk Risk Mitigation
1. Facilitate Employment Equity Plan • The Department is not meeting the prescribed EE • Recruitment and selection policy has been reviewed tak-
targets and that has a negative image on the De- ing into cognizance measures to curb the challenge.
partment (Impact) • To implement targeted recruitment and selection drive
earmarking persons with disabilities across all salary
levels and women at SMS levels.
• Forge partnership with institutions of higher learning to
target disabled students to be streamlined for recruit-
ment upon completion of their studies; and
• Exploring head hunting where challenges are encoun-
tered to achieve set targets during the recruitment and
selection process.
2. Implementation of the Sector Human Resources Plan • Inadequate budget and funds to implement the • Correctly communicate and engage all stakeholders on
approved Sector HR Plan the approved Sector HR Plan
• Utilising the budget allocated for implementation of • Closely monitor the alignment of provincial plans with the
the Sector HR Plan for other purposes. approved Sector HR Plan
3. Facilitate the development of the Sector Generic Organisational • Outdated provincial organisational structure • Develop and align the Sector Generic Organisational
Structure • Duplications and overlaps of functions Structure with Sector Strategy
• Misalignment of the functions • Conduct functional analysis of all functions in the sector
to eliminate fragmentation.
4. Facilitate the workload measurement for the Department • Under and over utilisation of certain officials Staff provisioning norms/ratio has been determined
• Difficult to create additional capacity as well as through the process supported by GTAC
abolish the redundant capacity
• Staff provisioning norms/ratio not clearly outlined
5. Facilitate alignment of DSD Organisational Structure with Depart- • Functional duplications and overlap identified The Department still needs to finalise the organisational
ment’s strategy across branches. structure in order to:
• Silo approach to the execution of operations is
having an adverse impact on service delivery. • Create a seamless approach.
• Lack of synergy on systems, processes and function • Break and unlock silo approach.
and impact on the budget. • Eliminate duplication.
• Inefficiencies in the structure; and • Eliminate overlaps.
• Structural anomalies and fragmentation • Improve management processes.
• Improve IT systems and synergies.
• Improve the leadership of the Department

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