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THE KINGDOM OF SWAZILAND
DEPUTY PRIME MINISTER’S OFFICE
DEPARTMENT OF SOCIAL WELFARE
Proposed Organizational Structure
February 2012
Prepared by: Management Services Division
with technical support from the Human Resources Alliance for Africa (HRAA)
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ABBREVIATIONS AND ACRONYMS
DPM : Deputy Prime Minister
DSW : Department of Social Welfare
MSD : Management Services Department
MOHSW : Ministry of Health of Swaziland
HR : Human Resource
ICT : Information and Communication Technology
NGO : Non-Governmental Organization
OVC : Orphaned and Vulnerable Children
PS : Principal Secretary
USAID : United States Agency for International Development
SADC : Southern African Development Community
UNICEF : United Nations Children’s Fund
HRAA : Human Resources Alliance for Africa
NCCU : National Children’s Coordination Unit
M&E : Monitoring and Evaluation
H/Q : Headquarters
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Table of Contents Page
1.0 Introduction 4 2.0 DSWs Mandate, Vision, Mission, Core Values, Goal and Strategic Objectives 7 3.0 Analysis of current challenges facing the DSW 10 4.0 Current Organizational Structure 14 5.0 Proposed Organizational Structure 18
6.0 Annexures 27 6.1 Annexure 1:-Schemes of Service for DSW 27 6.2 Annexure 2:- Detailed Costing 27 6.3 Annexure 3:-Proposed DSW Functions 27 6.4 Annexure 4:- Proposed DSW Schemes of Service 27
Table of Figures Figure 1: Stages in the Development of the Proposed Organizational Structure 6 Figure 2: Major Challenges faced by the DSW 10 Figure 3: DSW Current Head Office Organizational Structure 15 Figure 4: DSW Current Regional Organizational Structure 16 Figure 5: DSW Current Staffing and Staff Costs 17 Figure 6: DSW Proposed Organizational Structure at Head Office 20 Figure 7: DSW Proposed Organizational Structure at Regional Level 21 Figure 8: Comparative Analysis: Current and Proposed Job Grades 22 Figure 9: Cost Comparison between current and proposed Organizational Structure 26
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1.0 Introduction
1.1 Background According to the Preliminary Capacity Gap Assessment of the Social Welfare Sector in Swaziland conducted by UNICEF (July 2010), the social welfare sector is currently under severe strain due to increasing demand for social welfare services targeting the most vulnerable groups throughout the country. This has resulted in the existing staff complement of the DSW being overstretched as it attempts to provide the much needed services in the urban areas as well as the remotest parts of the country where the need is greatest. As a result, the planning, implementation and coordination of various efforts towards the well-being of individuals, groups and communities to include grants administration has not been effective. A number of initiatives were taken to establish the staffing gaps in the Department of Social Welfare (DSW). These include:
• The Report on the Human Resource Assessment of the Ministry of Health and Social Welfare (MOHSW), EU (2008),
• The Report on the Preliminary Capacity Gap Assessment of the Social Welfare Sector in Swaziland by UNICEF (July 2010) and
• The Deputy Prime Ministers (DPMs) Skills Audit Report by the Public Service (2011).
In order to effectively address and respond to the needs of all its clients namely, children particularly OVCs, the elderly, ex-servicemen and other vulnerable members of society such as the disabled, the DSW developed its Strategic Plan 2011-2015 which was informed by the reports mentioned above. As stated in the Strategic Plan 2011-2015, the delivery of service has not been effective due to the lack of professional associations and organizations to regulate the training and practice of social work, inappropriate recruitment and utilization of staff by DSW and consequently the provision of quality social welfare services to clients, inadequate skilled human resources, inadequate decentralized structure, non availability of support technical, professional staff at all levels of the social welfare system and inadequate training facilities at all levels in the social welfare field. The reports cited above indicate that social work is not considered a profession and while some effort has been made to train professional social workers locally this has not started yet. The DPMs Skills audit clearly showed inappropriate recruitment and utilization of staff as in some cases people with qualifications in motor mechanics were recruited to work as social workers. There are no DSW staff based at the Tinkhudla level making at difficult for people at that level to access services. In addition lack of technical support has resulted in some social workers being drafted to
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carry out data capture for grants administration and to carry out various administrative tasks. Based on the observations in the DSW Strategic Plan 2011-15 and initial discussions with key stakeholders; the proposed structure will address the following issues;
• Decentralize social welfare services to the Tikhundla levels, • Establish a legal function to deal with regulatory issues, • Establish an HR Function for effective HR Management and Development, • Establish a technical support function in Policy/Planning and Research as well
as an M&E function • Strengthen the Information Management Systems for better service delivery
and • Reduce administrative workload on professional social workers.
The DSW has made proposals for a new structure for consideration to the Public Service. These proposals were used to inform the process of developing the proposal for a decentralized structure for DSW to enable the department to achieve its mandate and to align its functions in line with the decentralization process taking place. This is in accordance with the Decentralization Policy, August 2006. Through a decentralized organizational structure, the DSW intends to increase its reach to the intended beneficiaries down to the chiefdom level. In addition the proposed decentralized organizational structure for DSW in the consultants view intends to offer a new set of advantages to management which are implied if the challenges spelt out in the DSW Strategic Plan 2011-2015 are addressed; More teamwork, Better communication, Creation of opportunities for professional development, Better employee relationships and Greater motivation and job satisfaction
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1.2 Proposed Stages in the restructuring process
The restructuring process (development of the proposed structure) is a process which consists of five (5) stages illustrated below; Figure 1: Stages in the DSW Restructuring Process Stages
Inpu
Stage 2 Produce Initial working draft
Stage 3 Consult Key Stakeholders
Stage 4 Produce Final Draft Proposed Structure
Stage 1 Inception Stage (Briefings on How to proceed/ Initial consultations. Review documentation)
Stage 5 Submit Proposed Structure to MSD
Briefing Meetings with key stakeholders
HR Assessment, Skills Audit & Restructuring reports
MSD, DSW, Non Governmental Players
Consultations with the PS DPM, MSD, Consultancy team
PS DPM (for DSW)
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Technical inputs in the review process This draft restructuring proposal is the second stage of the process that started with the “Inception Stage” and is going to end when the ‘proposed organizational structure’ for the DSW is presented to the Public Service. The restructuring process should be viewed as a continuous process of re-engineering and adapting the DSW to continuous internal and external change. In recognizing the fact that restructuring alone will not succeed to address the challenges facing the DSW, a skills audit initiated by the Public Service is underway. The skills audit will inform the drafting of a Human Resource Development Plan to simultaneously address all the other Human Resource Development challenges mainly related to the need for skills enhancement leading to improved planning and coordination, communication, control of activities and ultimately improved service delivery. In addition a whole systems approach to address the challenges outlined below in 3.0 is being taken.
2.0 DSWs Mandate, Vision, Mission, Core Values, Goal and Strategic Objectives
An effective organizational structure must meet the needs of the organization as written in the statements of mission, philosophy, vision, values and strategic objectives. The DSW was established in 1977 under the Child Care Service Order (CCSO) of 1977 and was based in the Ministry of Home Affairs. It was subsequently moved to the Ministry of Health as its mandate now included a considerable aspect of health related functions. In 2008, following the restructuring of the MOH and the expanded mandate to include the provision of social welfare services to vulnerable families outlined in the full DSW mandate shown in 2.1 below, the DSW was moved to the Deputy Prime Minister’s Office.
2.1 Mandate The expanded mandate of the DSW is currently to;
• Make provision for orphaned, destitute, homeless and abandoned children, • Protect children from abuse or ill treatment, • Remove children from custody or care of unfit persons or from conditions which are
physically or morally harmful to them or likely to be so harmful, • Perform such other humanitarian services for children’s welfare as may be generally
or specially authorized by the Minister, • Ensure adequate and quality social welfare services to all Swazi citizens especially
the poor and most vulnerable, • Provide social welfare services to vulnerable populations; vulnerable families, older
persons and Ex-servicemen, persons with disabilities, victims of disasters and young people,
• Attend to strategic issues relating to HIV/AIDS and terminal illnesses, substance abuse and gender equality and their impact on the lives of the vulnerable populations,
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• Enforce the relevant provisions of the cross cutting national policy legislations and regional and international conventions.
2.2 Vision
The Vision of the DSW is “To create an empowered, resilient and more egalitarian Swazi Nation that promotes the holistic, equitable and sustainable development; and is able to care and support the most vulnerable sections of its population towards self-reliance and meaningful participation in socioeconomic development”.
2.3 Mission
The DSW’s Mission is “To provide integrated, comprehensive and equitable social development services to address vulnerability and poverty, in partnership with key stakeholders to improve the quality of life of the Swazi Nation, particularly that of the most vulnerable”.
2.4 Core Values
The DSW’s Core Values are;
• People First • Equity • Non-discrimination • Partnerships • Accountability • Transparency • Sharing Knowledge and Expertise and • Professional conduct
2.5 Goal The goal of the DSW is “To enhance the well-being of most vulnerable individuals, groups and communities in Swaziland in collaboration with other stakeholders, through provision of relevant, appropriate and high quality social welfare services and programmes that are accessible to all”.
2.6 Strategic Objectives
The DSW Strategic Plan 2011-2015 identified four strategic objectives that spell out the strategic priorities for the DSW. The strategic objectives are ;
2.6.1 Improved well-being of vulnerable children in Swaziland,
2.6.2 Improved quality of life for vulnerable Older Persons, Ex-Servicemen and Families in Swaziland,
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2.6.3 Improved quality of life for Persons with Disabilities in Swaziland and
2.6.4 Strengthened Capacity of DSW to effectively deliver Social Welfare Services in Swaziland.
In the DSW Strategic Plan 2011-2012 referred to above, it is clearly stated under strategic objective 4; Strengthening Capacity of DSW to effectively deliver Social Welfare Services in Swaziland, that there is a need for a “mechanism for a decentralized social development service delivery to be established and strengthened” and to “carry out a skills audit to inform the development of a Human Resource Development Plan for DSW.”
The Decentralization Policy (August 2006)’s objective is “to decentralize governance praxis at all levels” and its strategies are to;
• Devolve power, authority, responsibility and resources from the centre to the local levels on an incremental basis,
• To put in place better coordination systems, mechanisms and processes commensurate with the decentralized system and
• To provide for legal framework to legitimize the policy objective and processes;
with the view to improve public service provision. Through the proposed organizational structure, the DSW intends to fulfill the requirements of the phased decentralization process.
3.0 Analysis of Current Challenges facing the DSW and possible solutions
Below in Figure 2 is a list of the current challenges faced by the DSW. The challenges were partly drawn from the DSW’s Strategic Plan 2011-2015 and related documents reviewed as well as consultative meetings held with the various stakeholders to date. Table 2: Prioritized Change Area
Item Change Area Classification Priority Impact 1. Facilitate the Decentralization process-improve
the supply of Social Workers especially at the Inkhundla level
Structure/Systems/Skills Top Priority
High
2. Establish professional associations to and organizations to promote and regulate the training and practice of social work
Structure/Systems
3. Provide sufficient funding/budgetary allocation for social welfare.
System/Skills
4. Clarify roles/Establish new functional Structure
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positions and Develop new and review existing Schemes of Service
5. Develop and implement strategies for Staff redeployment and motivation to counter inappropriate recruitment and utilization of staff by DSW.
Strategy Medium Priority
Medium Impact
6. Institutionalize the development of skills in specialized fields (Social Work, Alternative Care and Policy/Planning)
System/Skills
7.
Provide sufficient and conducive Infrastructure and Equipment
Systems/Structures
8.
Develop and implement an effective Monitoring and Evaluation System
Systems
9.
Develop strategies to deal with increasing poverty and worsening vulnerability
Strategy
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Develop an effective Database Systems/Skills
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Provide adequate training at all levels System/Skills
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Assist with the enactment of the Children’s Protection and Welfare Bill (2010)
System
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Promote Social Welfare as a profession Strategy/Systems Low Priority
Low Impact
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Ensure all Field Staff obtain drivers licenses Skills
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Develop sufficient skills for effective utilization of modern technology
Skills
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Encourage Support and Commitment from Stakeholders
Strategy/System
Below is a summary of the priority areas which reflect shortfalls in the current structure; 3.1 Facilitate the Decentralization Process
The DSW currently does not have staff at the Tinkudhla level where the need is greatest. As a result communities cannot easily access services offered by the department. The centralization of decision making dis-empowers regional staff and diminishes collaboration with NGOs, and other stakeholders operating at the regional level. Centralization also leads to an inundation of administrative requests at headquarters with senior social welfare offers overloaded with administrative work that could be handled at the regional level. The establishment of a fully decentralized structure will increase access to social welfare staff by the community and results in devolution of the decision making and administrative work to the lower levels.
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3.2 Clarify roles and establish new functions to match shifting requirements. Observation during initial consultations point to the need to re-define roles and responsibilities at all levels. Functional overlaps between DSW staff and other departmental staff create gaps and duplication of activities. Currently there is a high degree of overlap and lack of clarity on responsibilities across departments in the DPMs Office and across divisions in the DSW creating artificially high workloads at the senior social welfare officer level. In the re-designed structure, functional duplication across departments will be minimized and work should significantly cascade downwards to the lower levels leaving principal and senior social welfare officers with the critical tasks of planning and managing performance to include developing staff. An analysis of job descriptions/Schemes of Service showed that the current job profiles especially for the senior social welfare officer and above are heavy on administrative tasks. The re-profiling of jobs as part of the restructuring exercise would ensure that administrative tasks are devolved to the right divisions and subdivisions in the organizational structure and where appropriate to the lower levels in the organizational hierarchy. The senior social welfare officer should become the overall head of the region and handle and coordinate all social welfare issues pertaining to the DSW as a whole and to ensure that staff at regional levels are multi-skilled to handle that role. The de-concentration of decision making will enhance DSW’s performance in the regions and reduce the span of control to manageable levels for effective supervision and control.
3.3 Improve internal coordination and networking at all levels. The nature of work being carried out by the DSW creates the need for coordination within the department. Such internal coordination should ensure that DSW activities from different regions;
• Are consistent with DSW policies, strategies and guidelines, • Are coherent and not contradicting/undermining each other, • Exploit synergies by shared use of resources, information and staff and • Allow for other stakeholders to complement DSW activities meaningfully.
In addition, the DSW is a key player in bringing together efforts from other Government Institutions, NGOs, partners, third party projects and service providers in the field of social welfare. Such coordination and networking is paramount in view of the multiplicity of players involved and the need to make informed decisions. Bringing the functions of the Children’s Coordinating Unit (NCCU) under DSW is being proposed.
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3.4 Facilitate the finalization of a legal framework for operations
Legislation, policies and guidelines play a pivotal role in streamlining DSW operations especially in the context of decentralization. The draft Children’s Protection and Welfare Bill (2010) still needs to be enacted. This necessitates the review and strengthening of existing legislation and interpretation and application of the new legislation once passed into law. The position of Legal Officer is being proposed to fill the gap.
3.5 Facilitate financial planning and management to ensure sufficient funding for operations
Financial planning (budgeting) and financial management (the disbursement and monitoring of funds utilization) often evidenced by the insufficiency of funds to carry out essential activities such as grants payment, procurement, travel and subsistence is considered one of the most critical challenges facing the DSW. Effective financial planning and monitoring of funds utilization within the context of the restructuring will ensure adequate financial resources are available to carry out functions at all levels. Together with the de-concentration of decision making, this will help to enhance DSW performance in the regions especially in the remote areas.
3.6 Institutionalize knowledge management: Ensure information is readily available and knowledge is shared and made available to all stakeholders
Knowledge management incorporates the generation, structuring, storage, processing and sharing of information. A systematic approach to knowledge management is crucial to make sure information and knowledge is readily and reliably made available to all stakeholders. The DSW does not have a database in which critical information regarding its operations can be stored and easily retrieved for information dissemination. This has largely been due to lack of skills to establish and manage an effective database. Technical expertise in systems design and development as well as systems maintenance needs to be enhanced through internal capacity building measures. The expansion of the current data capture unit into an ICT Subdivision to include a System’s Administrator and ICT Data Technicians in the proposed structure with qualified and competent staff will enable the establishment and management of an effective database for the DSW.
3.6 Facilitate the improvement of physical infrastructure, facilities and tools of trade There is need for additional office space at all levels especially at the regional level. Office space is critical for staff to carry out their duties effectively including having a base to
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coordinate activities in collaboration with other government departments and partners. Efforts are planned to renovate facilities through donor funding.
3.7 Provide sufficient transport at all levels Due to increasing demand for services especially at the sub-regional and Tinkudla level coupled with limited staff stationed at these levels, the DSW’s transport system has been insufficient to enable staff to carry out their outreach programs. Adequate transport for social workers and other field based staff is critical to effective performance. A decentralized structure will reduce the need for transport to travel long distances to provide service.
The proposed organogram in this initial restructuring proposal is based on the review of literature made available and initial consultations with the DSW and other stakeholders. Further consultations are planned and the proposal will be reviewed accordingly as outlined in the stages of the restructuring process outlined in 1.2 above. Consultations with the Ministry of Labour will be made to determine the staffing supply and how best to utilize existing DSW staff some of whom may need to be re-deployed.
The starting point was to establish the current organizational structure at Headquarters and the regional levels. It was found that the existing organogram, depicting the current organizational structure, made available to the consultants was not accurate and did not tie up with the Establishment as per the Establishment Register of the Public Service 2011/2012. The consultant had to interview the HR Officer and one of the Senior Social Welfare officers to establish the real categories and numbers of staff on the ground . The organizational structure depicted below is a result of that consultation subject to verification in the continuing consultations.
4.0 Current Organizational Structure
The simplified organogram in Figure 3 and Figure 4 below illustrates the current structure at Headquarters and at the Regional level for the DSW together with the job grades as outlined in the Public Service Establishment Register cited above. Details of the functions are shown in Annexure 1 (Schemes of Service for DSW).
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Figure 3: DSW: Current Head Office Organizational Structure
1XDirector of Social Welfare Services (D7)
1XDeputy Director (D5)
1XCoordinator of Social Welfare Services (D5)
3XPrincipal Social Welfare Officer (D4)
1XDisability Programme Manager (D4)
1XStaff Nurse (C5)
1XAccountant (C4)
1XAssistant Accountant (C3)
1XTypist (B3) 2XJunior Clerical Officer (B1) 3XH/D Driver (A5) 3XL/D Driver (A3) 2XCleaner/Messenger (A2)
1XJunior Clerical Officer (B1) 1XTelephone Operator (A2) 1XCleaner/Messenger (A2)
2XSign Language Interpreter (B5)
2X House maid (A2) 2XNightwatchman (A2)
10XAccounts Officer (B5)
1XHouse Mother (A4)
1XKey Punch Supervisor (B5)
4XKey Punch Operators (B4)
1XPersonal Secretary (B5)
1XWelfare After Care Officer (C3)
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Figure 4: DSW: Current Regional Organizational Structure
Hhohho Region/Mbabane 1XSenior Social Welfare Officer (C5) 1XSocial Welfare Officer (C4) 3XAssistant Social Welfare Officer (B4) 1XSocial Welfare Assistant (B3) 1XTypist (B3) 1XDriver (A3) 1XMessenger/Cleaner
Manzini Region 1XSenior Social Welfare Officer (C5) 4XSocial Welfare Officer (C4) 3XAssistant Social Welfare Officer (B4) 3XSocial Welfare Assistant (B3) 1XDriver (A3) 1XTypist (B3) 1XMessenger/Cleaner (A2) 2XNightwatchman (A2)
Shiselweni Region 1XSenior Social Welfare Officer (C5) 3XSocial Welfare Officer (C4) 1XSocial Welfare Assistant (B3) 1XTypist (B3) 1XDriver (A3)
Pigg’s Peak Sub-Region 2XSocial Welfare Officer (C4) 1XSocial Welfare Assistant (B3) 1 Messenger/Cleaner (A2)
Mankanyane Sub-Region 1XSocial Welfare Officer (C4) 1XAssistant Social Welfare Officer (B4) 1XSocial Welfare Assistant (B3)
Hlatikhulu Sub Region 1XSocial Welfare Officer (C4) 1XSocial Welfare Assistant (B3)
Headquarters Coordinator of Social Welfare Services (D5)
Lubombo Region 1XSenior Social Welfare Officer (C5) 3XSocial Welfare Officer (C4) 2XAssistant Social Welfare Officer (B4) 1XSocial Welfare Assistant (B3) 1XTypist (B3) 1XDriver (A3)
Hluti Sub-Region 1XSocial Welfare Officer (C4)
Siphofaneni Sub-Region 1XSocial welfare Officer (C4)
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Staffing Annexure 2, shows the current DSW staffing and current costs based on estimated annual package costs as applied in the Establishment Register of the Public Service2011/2012. All conceivable costs are included in the figures. By applying identical assumptions and calculations to the current and proposed structure, the estimation allows comparing costs on a consistent basis. Figure 3 below shows a summary of staff costs shown in Annexure 2;
Figure 5:- Current Staffing and Staff Costs
Office/Directorate Current
Posts Posts Filled
Vacancies Staff cost based on all current posts (SWD)
Director’s Office 2 2 0 346,163 Social Welfare Operations H/Q 15
10 5 1,663,853
Social Welfare Operations Regional Offices
51 46
5 3,897,877
Administration and Support Services
29 29 0 1,834,665
Totals 97 87 10 7,742,558
The following points are worth noting; • There are 97 established posts with the Social Welfare Operations accounting for 68% of
the total establishment, while the Administration and Support Services accounts for 30% of the establishment.
• 10.3% of all established posts are vacant. These include the positions of Coordinator of Social Welfare Services and the Principal Social Welfare Officers which is seriously impacting on performance as Senior Social Welfare Officers now operate from Head Offices instead of the regional offices and there is no coordination of activities.
The current organizational structure is such that some social workers are now carrying out data capturing work for social grants and the Senior Social Welfare Officers now operating from Head Office have a huge administrative workload making it difficult for them to attend to their professional roles as social workers. The filling of vacant professional positions and the devolution of administrative functions to the rightful division is a matter of priority.
5.0 Proposed Organizational Structure
The proposed organizational structure is a result of initial consultations with the DSW and some of the stakeholders. It is meant to be the basis on which further consultations are to be
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made especially with the DSW and the MSD who are in charge of the process and will ensure the approval of the proposed structure once the consultation process and endorsement by the DPMs Office is granted. In drawing up the proposed structure, the following important considerations were taken;
5.1 Important considerations
• The intention is to create a modest, functional organizational structure and not an elaborate, ambitious structure whose cost outweighs the benefits,
• The situation regarding the fiscal position of the country, • Lack of in country pre-service training facilities making it difficult to project
supply and • The need to have at least one staff at the Tinkhudla level towards fulfilling the
requirements of the decentralization policy.
5.2 Rationale for the New Organizational Structure Given the background and current challenges and priorities, the proposed organizational structure was designed with the view to; • Devolve functions to the Tinkhudla levels as a step towards decentralization to
the chiefdoms in line with the government’s decentralization Policy, • Re-direct the reporting line for the NCCU Department to report to the Deputy
Director of the newly created Policy/Planning and Research division to incorporate the M&E function to ensure effective planning, coordination and monitoring of activities,
• Establish an Administration and Support Services Division to strengthen the Finance function and incorporate an expanded ICT sub division, due to the need for an effective database,
• Remove all grants administration (for the Elderly, Ex-Servicemen etc) to appropriate departments/organizations to ensure that DSW focuses on its core business,
• Apply the principle of compensatory reduction as far as possible through the reduction of certain positions at the regional and sub-regional level and the creation of new positions at the Tinkhudhla level resulting in modest increase in the cost of the new establishment.
5.3 Proposed Organogram
Figure 6 and Figure 7 show the proposed organogram at both the headquarters and regional levels.
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Figure 6: Proposed Organogram: Headquarters
6 7 8 9
1XPersonal Secretary (B5)
Division: Policy/Planning & Research 1XDeputy Director (D5)
Sub-division: Finance 1XAccountant (C4) 2XAssistant Accountant (C3) 10XAccounts Officer (B5)
Sub-division: ICT
1XSystems Administrator (B5) 4XICT Data Technicians (B4)
1XDirector of Social Welfare Services (D7)
Division: Operations 1xDeputy Director (D5)
Subdivision: Youth Services & Life Skills 1XPrincipal Social Worker (D4) (Note 1)
Subdivision: Family & Child Welfare 1XPrincipal Social Worker (D4) (Note 2)
Subdivision: Alternative Care and Abuse 1XPrincipal Social Worker (D4) (Note 3)
Subdivision: Disability 1XPrincipal Social Worker (D4) 2XSign language interpreter (B5)
Division: Administration and Support Services 1X Deputy Director (D5)
Sub-division: Support Services
3X Typist (B3) 3XJunior Clerical Officer (B1) 3XH/D Driver (A5) 3XLD Driver (A3) 1XTelephone Operator (A2) 3XCleaner Messenger (A2)
Sub-division: M&E & Research
2XM&E Officer (C4) 1XResearch Officer (C4)
Sub-division: Education Coordination 1XEducation Coordinating Officer (C3)
Sub-division: Health Coordination
1XHealth Coordinating Officer (C3)
1XSecretary (B4)
Subdivision: Half Way House 1XHouse Mother (A4) 2XHouse Maid (A2) 2XNight Watchman (A2)
1XWelfare After Care Officer (C3) Sub-division:
Community Coordination 1XCommunity Coordinating Officer (C3)
Sub-division: HR 1XHR Officer (D2) 1XHR Assistant (C3)
Sub-division: Legal 1XLegal Officer (D4)
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Figure 7: Proposed Regional Organizational Structure
Note: Youth Services and Life Skills includes child headed households, children in conflict with the law, street children and
young offenders, Family and Child Welfare includes psychosocial counseling including custody and maintenance, Alternative Care and Abuse includes RCCFs, foster care/adoption, kinship care and termination of parental rights.
Hhohho Region 1XSenior Social Welfare Officer (C5) 4XSocial Welfare Officer (C4) 4XSocial Welfare Assistant (B3) 1XTypist (B3) 1XDriver (A3)
Manzini Region 1XSenior Social Welfare Officer (C5) 4XSocial Welfare Officer (C4) 4XSocial Welfare Assistant (B3) 1XDriver (A3) 1XTypist (B3)
Shiselweni Region 1XSenior Social Welfare Officer (C5) 4XSocial Welfare Officer (C4) 4XSocial Welfare Assistant (B3) 1XTypist (B3) 1XDriver (A3)
Pigg’s Peak Sub-Region 1XSocial Welfare Officer (C4) 1XSocial Welfare Assistant (B3) 1XCleaner Messenger (A2)
Mankanyane Sub-Region 1XSocial Welfare Officer (C4) 1X Social Welfare Assistant (B3) 1XCleaner Messenger (A2)
Hlatikhulu Sub Region 1XSocial Welfare Officer (C4) 1XSocial Welfare Assistant (B3) 1XCleaner Messenger (A2)
Division: Operations Deputy Director (D5)
Lubombo Region 1XSenior Social Welfare Officer (C5) 4XSocial Welfare Officer (C4) 4XSocial Welfare Assistant (B3) 1XTypist (B3) 1XDriver (A3)
Siphofaneni Sub Region 1XSocial Welfare Officer (C4) 1XSocial Welfare Assistant (B3) 1XCleaner Messenger (A2)
Inkhundla Level 14XAssistant Social Welfare Officer (B4)
Inkhundla Level 16XAssistant Social Welfare Officer (B4)
Inkhundla Level 14XAssistant Social Welfare Officer (B4)
Inkhudla Level 11XAssistant Social Welfare Officer (B4)
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5.4 Comparison between the current and proposed organizational structure Table 3 below shows a comparison between the current and the proposed organizational structure. Figure 8: Comparative Analysis:- Current and Proposed Job Grades
Job Title Grade Number in Current Structure
Number in Proposed Structure
Difference
Headquarters Director of Social Welfare
D7 1 1 0
Deputy Director-Operations
D5 1 1 0
Deputy Director-Administration and Support Services
D5 0 1 +1
Deputy Director-Policy/Planning & Research
D5 0 1 +1
Coordinator of Social Welfare Services
D5 1 0 -1
Principal Social Welfare Officer
D4 3 4 +1
Disability Program Manager
D4 1 0 -1
Monitoring and Evaluation Officer
C4 0 3 +4
Research Officer C4 0 1 +1 Legal Officer D4 0 1 +1 HR Officer D2 0 1 +1 Staff Nurse C5 1 0 -1 Accountant C4 1 1 0 Community Coordinating Officer
C3 0 1 +1
Education Coordinating Officer
C3 0 1 +1
Health Coordinating
C3 0 1 +1
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Officer HR Assistant C3 0 1 +1 Assistant Accountant
C3 1 2 +1
Welfare After Care Officer
C3 1 1 0
Personal Secretary
B5 1 1 0
Sign Language Interpreter
B5 2 2 0
Accounts Officer
B5 10 10 0
Key Punch Supervisor
B5 1 0 -1
Systems Administrator
B5 0 1 +1
Secretary B4 0 1 +1 Key Punch Operator
B4 2 0 -2
ICT Data Technician
B5 0 2 +2
Typist B3 1 3 +2 Junior Clerical Officer
B1 3 3 0
Heavy Duty Driver
A5 3 3 0
House Mother A4 1 1 0 Light Duty Driver
A3 3 3 0
Telephone Operator
A2 1 1 0
Cleaner/ Messenger
A2 3 3 0
House Maid A2 2 2 0 Night-watchman A2 2 2 0 Totals 46 60 +14 Regional/Sub-Regional Level
Senior Social Welfare Officer
C5 4 4 0
Social Welfare officer
C4 17 20 +3
Assistant Social Welfare Officer
B4 9 0 -9
Social Welfare B3 9 20 +11
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Assistant Typist B3 4 4 0 Light Duty Driver
A3 4 4 0
Cleaner Messenger
A2 3 4 +1
Night-Watchman A2 1 0 -1 Totals 51 56 +5 Inkhundla Level
Assistant Social Welfare officer
B4 0 55 +55
Grand Total 97 171 +74
The following needs to be noted; • There is an increase in Social Welfare Assistants (Grade B3) at the regional level
to meet the demand for services at regional/sub-regional level. • It is proposed that an Assistant Social Welfare Officer be place at each Inkhundla
increasing the current number by fifty-five (55). . These will be newly created positions under the proposed regional structure.
• The position of Assistant Social Welfare Officer has been removed from the regional and sub-regional levels.
5.5 Staffing and related costs
All current posts and proposed posts together with the associated staff costs are listed in Annexure 2. The staff positions and associated costs for both current and projected staff are summarized in Figure 9 below.
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Figure 9:- Cost Comparison between Current and Proposed Structure
Office/Directorate Current Post
Staffing Cost SW (E)
Proposed Post
Staffing cost SW (E)
% increase staff
% increase cost
DSW Directors Office 2 346,163 2 346,163 0% 0% Social Welfare Operations H/Q 15 1,663,853 22 2,222,510 47% 33,6% Social Welfare Operations Regional Offices 51 3,897,877 111 7,986,046 118% 105% Administration and Support Services 29 1,834,665 36 2,602,597 24% 42%
Totals 97 7,742,558 171 13,159,316 76%
70%
It is important to note the following;
• The 47% increase in staff in the Social Welfare Operations Headquarters is due to the establishment of the new sub-division of Policy/Planning and Research.
• The increase of 118% in staff numbers at the Regional Office level is mainly due to the proposal to have one Assistant Social Welfare Officer at each of the 55 Tinkhudlas.
• The overall increase of 70% in staff cost is reasonable considering that staff costs for the nine (9) staff from the former department NCCU are already budgeted for. In addition the proposed phasing in of staff at regional level will ensure that the increase in costs is kept to a minimum.
5.6 Benefits of the new structure
The proposed structure is envisaged to offer the following benefits; 5.6.1 Better provision of services at the Tinkhudla level as outlined in the functions of the
Assistant Social Welfare Officer. 5.6.2 Better coordination of activities at the regional level, 5.6.3 Improved inter-divisional coordination and collaboration, 5.6.4 Opportunity for strategic resourcing as a result of limited funds 5.6.5 Opportunity for staff development and 5.6.6 Opportunity for resource mobilization to fill the resource gap.
6.0 Annexures
6.5 Annexure 1:-Current Schemes of Service for DSW 6.6 Annexure 2:- Detailed Costing 6.7 Annexure 3:-Proposed DSW Functions
6.8 Annexure 4:- Proposed DSW Schemes of Services
