APPOINTMENT OF A SERVICE PROVIDER(S) TO ASSIST THE DEPARTMENT OF PLANNING, MONITORING

AND EVALUATION (DPME) WITH THE FOLLOWING AS PART OF THE RESTRUCTURING PROCESS NOT
EXCEEDING FOUR MONTHS

 THE DEVELOPMENT OF JOB DESCRIPTIONS  

 JOB EVALUATION OF ALL POSTS ON THE ORGANISATIONAL STRUCTURE

 DEPARTMENTAL SKILLS MAPPING

 CONDUCTING OF A SKILLS AUDIT

2. SCOPE   2.1. The scope of the project (Development of Job Profiles/Descriptions/Job Evaluation/ Skills
Mapping and Skills Audit for the DPME) must be undertaken within the framework set out in the Public
Service Regulations, 2001, Public Service Act, Supply Chain Management policies and other applicable
legislations and policies

3. OUTPUTS/DELIVERABLES

3.1. The DPME seeks to appoint one or more suitable service provider(s) to:

 Develop Job Descriptions for all posts on the organisational structure of the Department

 Conduct Job Evaluation utilising the EVALUATE software of all posts on the organisational
structure.

 Conduct a Departmental Skills Mapping exercise.

 Conduct a Departmental Skills Audit.

3.2. The Service Provider(s) will be expected to:

3.2.1. Development of Job Descriptions:

 Develop a template and implement Job Profiles/Descriptions that are systematically consistent
with the DPME’s strategic objectives and business plans;  

 Ensure that competencies are aligned to the requirements of the job;  

 Ensure that the Job Profiles/Descriptions comply with the standards and requirements as set by
the Department of Public Service and Administration and other best practice models;  

 Ensure that the Job Profiles/Descriptions will be measurable in terms of the EVALUATE Job
Evaluation System, and
  Do a presentation of the Job Profiles/Descriptions that were developed to the DPME’s Executive
Management Committee (EXCO)

3.2.2. Conduct Job Evaluation utilising the EVALUATE software of all posts on the organizational
structure:

 Conduct Job Evaluation of all posts on the organizational structure utilizing the EVALUATE‐
system

 Present the JE Results to the Departmental JE Committee (this will include preparing JE reports
booklets for all panel members)

3.2.3. Conduct a Departmental Skills Mapping exercise and conduct a Skills Audit:

 Develop a list of inherent job competencies

 Classify the competencies into Soft, Technical and Managerial

 Define the proficiency levels of the competencies required per job level using the broad
categories of junior, intermediate and management.

 Develop the competency matrix

 Conduct the skills audit. Use questionnaire, interviews and other appropriate assessment tools
that are free from bias.

 Generate a competency audit report indicating the gaps 

I INTRODUCTION

One of the key requisites for sustaining the reforms that have been initiated in ASEB is to ensure that
the unbundled entities are staffed appropriately and have the necessary capacity and skill base. There
are several challenges currently being faced by the power utilities–creation of adequate capacity (the
forecasted Assam’s peak power demand of 1,883MW is to be met by 2014); reduction of distribution
losses; meeting the rising expectations by stakeholders; developing business practices of a modern
utility; building capacities of the companies in several areas (relatively non -existent so far) such as
finance, regulatory & commercial, human resources and IT. Further, as the unbundled entities migrate
to functioning as independent business Companies- there will be an increasing emphasis on the bottom-
line and financial results, performance efficiency and customer satisfaction. Training in this context, is
envisaged as one of most important vehicles for bringing about improved performance and change- be it
developing new capacities, competencies, orientations or leadership styles; or supporting new
structures, processes and systems.
1. OBJECTIVES

It is in the above context, that the Training Needs Assessment (TNA) is undertaken. Its key objectives
are:

1. To determine the organizational capacities that are required (for each of the Utilities) to meet their
current demands for performance and the needs arising from the anticipated changes

2. To ensure that the capacity building interventions are focused specifically on the most relevant
issues and opportunities. The needs have been prioritized into Short, Medium & Long Term (ST, MT
and LT).

3. Strategic framework & Plan for implementation 4. Description of Quality Assurance process for the
capacity building

2. SCOPE OF TNA

The focus of TNA will be on the organizational/Institutional level needs. This will cover:

1. Higher level needs arising from Programs and Mandate of DoP (Department of Power) Assam, &
external challenges such as - capacity addition projections on the one hand (forecasted Assam’s
peak power demand of 1,883MW are met by 2014) and the gap in the capacity of the utilities to
implement the growth projections on the other; security of fuel supply; challenges such as
competition in Generation (average tariff of the state-owned plants is much higher than that of the
power sourced from the Central Generating Stations); meeting demand in dispersed/rural areas
thorough options such as installation of renewable based distributed generation and community
based approaches; autonomous functioning of the Utilities by 2014 etc.

2. Needs and development imperatives arising from Transformative requirements of the three entities
AEGCL, APGCL & APDCL (internal factors - changes in structure, technology, processes & systems,
skills and mindsets). Some of the internal requirements are: Renovation & Modernization of old
power plants; upgrading technology such as GIS-supported Network Planning and IT based solutions
especially in Distribution; improving operational and commercial processes; financial restructuring
for autonomous and sustainable performance; reducing Distribution commercial losses; meeting the
challenges arising from large-scale retirements at all levels; developing strategic plans in order to
meet independent targets & the performance standards that comply with the regulatory
requirements of AERC and ensuring the sustainability & financial viability of each company. The
specific transformative needs that flow from ‘Gaps Identification and Analysis & the Action plans’,
under the Project have been provided a greater focus in the Report. This has been based on the
experience that rather than discrete training activities to meet a wide & varied range of training
needs, the needs arising from action plans will be both- more focussed & directed, and have greater
impact. Further, it is proposed that some capacity-building activities will be linked to and proceed in
conjunction with the progress of the overall Project.
BACKGROUND
The PSETA has been in operation since 2011, with limited capability to support its
mandated strategy. The greater portion of staff members were transferred into posts
that were based on the organization meeting the bare minimum organizational
functionality.

Some work has been initiated in partnership with the Department of Public Service and
Administration (DPSA) to align the Organizational Functional Structure to that of public
service institutions. The required work is intended as a progression from this base.

The re-establishment and renewed mandate with improved funding presents an

opportunity for the PSETA to look into its organizational strategic capability with specific
emphasis on:

I. Determination of an appropriate organizational structure, aligned to the mandate

with due consideration for separation of powers and functions;
II. The development of an Human Resources (HR) competency model to deliver
PSETA strategic objectives;
III. Performance of a skills audit for the organization;
IV. Analysis of the internal and external environment and provide proactive people-
related business solutions;
V. Provision of different scenarios and alternatives for HR strategies;
VI. Preparation of an HR action plan to implement the recommendations and
VII. Revision of the organization structure and recommend the optimal structure for
the performance of PSETA.

4. SCOPE OF WORK AND EXPECTED DELIVERABLES

The scope of work covers an end to end OD exercise which includes but is not limited to
the following:
I. Perform a skills audit to determine relevance;
II. Propose an optimal organizational structure that will assist PSETA to achieve its
objectives;
III. Preparation of an HR action plan to implement the recommendations.
Terms of Reference for District Skills Wide Audit
Specifications.
1. Assess the Organizational Structure.
 Review all job Profiles [Job Description]
 Assess the Supervisory System
 Determine how many vacancies are responsible linked to
Skills shortage

2. Conduct a Skills Audit and Prepare a Status quo report.

 Develop Assessment Tools
 Identify Skills gap in employees Skills level from Middle
Manager to General Labour or lower post
 Identify and define the Skills requirements of the
organization

3. Fill Work Place Skills Plan [use relevant template]

i. Number of Employees
ii. Management Positions
iii. Critical Skills Needed

4. Prepare the Skills Development Report

 Succession Plans for the critical positions
 Job profiles improvement

Result
 Status Quo Report [Current Skills]
 Workplace Skills Plan for each Municipality
 Return Investment Strategy

OBJECTIVES
The objectives of the Skills Audit are to:
 Determine skills and competencies of the current employees of the organization
 Determine skills, competencies and qualifications required to effectively deliver
on the operational requirements of the organization.
 Determine the skills and competence gaps between the skills requirements and
current employee skills sets.
 Determine critical and scarce skills for the SABC.
 Verify authenticity of employees’ qualifications .
3. SABC REQUIREMENTS AND SCOPE OF WORK

Determine skills demand

 Utilise strategic documents to determine the skills and qualifications required to

fulfil the SABC’s operational demands.

(Analysis of SABC architecture, qualifications / experience and competency

requirements to effectively execute the SABC strategy / roadmap ensuring
optimal staff engagement)
Compile a report.

Determine skills supply

 Utilise proven methodology to determine the “As-Is” skills supply.

(Existing qualifications, skills, competencies and experience of SABC staff)

Compile a report.

Determine skills gap

 Perform a comparative study of the skills supply versus the skills demand thus
determining the skills gap and compile a report.

PART A: SPECIFICATION

1. Project objectives
The State Library of Victoria requires a consultant or organisation (‘Service Provider’) to
undertake a skills audit of the Victorian public library sector.

The objectives of the project are to:

 develop a framework which analyses and articulates core competencies

required by the Victorian public library workforce for the 21 st century;
 conduct a skills audit of Victorian public library staff to provide a snapshot of
current skills and gaps; and
 deliver a report that analyses the audit findings and makes recommendations on
training needs and strategies to prepare for the future delivery of public library
services in Victoria.
The report will form the basis for future workforce planning initiatives at a statewide and
local level.
Deliverables

 Competence Framework

 Skills Audit (Gap Analysis)

 Skills Audit Report (Findings, Recommendations per department readiness to

deliver COMESA department services/mandates )

 Framework developed
 Development of a framework for the skills audit, including:
o definition of core competencies/skills for the public library sector, covering
staff at all levels and including cognitive, technical and behavioural skills; and
o a methodology for delivering the skills audit, which may include online or
other survey techniques proposed by the Service Provider and agreed with
the project Workgroup.
 Skills audit conducted
 Successful deployment of a skills audit of Victorian public library staff. Conduct skills
audit of public library staff in accordance with the methodology defined in the
Framework

 Skill Audit Report

 Skills Audit Report: Delivery of a statewide report of publishable quality that includes
an executive summary of key findings, overview of the methodology, analysis of
collected data, identification of skills gaps in the current workforce, and
recommendations on training and other strategies to address skills gaps .

8. Project milestones (indicative)

The following table shows indicative timelines for the project. Respondents may propose
alternative milestones and delivery dates in line with their proposed approach and
methodology.

The absolute deadline for project completion is June 2014. No extensions are possible.

Milestone Date
Service Provider engaged June 2013
Milestone Date

Briefing meetings with State Library of Victoria project team Late June 2013
and Workforce Leadership and Learning Workgroup
Methodology for Framework development and skills audit June – July 2013
documented and agreed
Framework developed July – September
 Familiarization with Australian and international literature 2013
 Consult with public library managers, staff and other industry
stakeholders.
 Develop a Framework that defines core competencies and
confirms the methodology for the skills audit.
 Present draft and final Framework to the Workforce
Leadership and Learning Workgroup.
 Present an overview of the Framework to Public Libraries
Victoria Network on Tuesday 10 September 2013.
Skills audit conducted October –
 Conduct skills audit of public library staff in accordance with December 2013
the methodology defined in the Framework.
Report writing January –
 Analyse finding of the skills audit. February 2014
 Write report including findings and recommendations to
address skills gaps.
 Present key findings and review draft report with the
Workforce Leadership and Learning Workgroup
 Deliver final report.
Report presentation March – May
 Report designed and published by State Library of Victoria 2014
 Service Provider presents key findings to stakeholders,
including Public Libraries Victoria Network (Tuesday 18
March 2014 – TBC) and Advisory Committee on Public
Libraries (Tuesday 20 May 2014 – TBC).
Project end May 2014
4. EXPECTED DELIVERABLES:
 Skills audit report
 Skills gap report
 Individual development plans
 Workplace skills plan

FOR EXPRESSIONS OF INTERESTS TO CONDUCT “STAFF COMPETENCY

AND SKILL AUDIT SURVEY.”

Background
In line with its Modernization programme, the National Revenue Authority (NRA)
is undergoing major reforms aimed at modernizing its operations in order to
increase effectiveness in revenue collection and improve accountability and the
delivery of services to the taxpaying community and the general public.

In view of the above, the NRA has a major role to perform in the development of
its human capital and strengthening the institutional capacity as specified in the
2018-2022 Strategic Plan. In that connection, there is need to identify, develop
and utilize staff skills competencies that relate to their routine processes and
procedures they have to follow in performing their operations.

To fulfill the above goal, there is need for the NRA to undertake Staff
Competency and Skill Audit Survey across the Authority in order that it may be
able to properly align its workforce with scheduled tasks and implement
effective career planning programme that will lead to professionalism. The
objective here is to enhance efficiency in the performance of staff for maximum
output.

Aim/ Purpose of the Survey

The main aim/purpose of this survey is to undertake knowledge and skills audit
of the entire NRA workforce that will eventually inform staff capacity building
activities

Objectives of the Survey

The specific objectives include the following:
a) To examine the competency levels of frontline, middle and upper cadre of
b) NRA staff based on their technical, interpersonal and conceptual skills.
c) To clearly identify what knowledge is needed to support the overall
organizational goals, individual and team activities.
 d) To provide an inventory of knowledge assets, allowing them to become
more visible and therefore more measurable and accountable.
e) To identify training needs to fill in the gaps.
f) To identify staff strength & weaknesses relative to their operations

Exercises outstanding performance on this competency far exceeds

acceptable standards 5
Exercises very good performances on this competency better than
acceptable standards 4
Exercises quite acceptable performance on this competency and
meets requirements 3
Performance on this competency is not quite up to acceptable
standards. A development is needed 2
Performance on this competency fails to meet acceptable
standards. A major development is needed 1

There are a number of elements of the PACI's organization that

were not included in the scope of this Project review process.
These additional recommendations are areas related to
organizational re-design processes outside the scope of this
Project and can also be used to close gaps not directly related
to the organizational structure design but which were identified
during our data gathering and analysis exercise.

1. Comprehensive role review, including:

a. Based on the surveys and interviews conducted, it was noted that job
descriptions are not reflective of employees' current job roles. As a result,
job analyses will allow for the identification of the duties and
responsibilities of each role within the organization, and assist with
identifying the knowledge and skills required to perform these roles
successfully.

b. Skills Gap Analysis

The task of identifying the most appropriate roles for current employees is
a significant part of the implementation process. The skills gap analysis will
identify the knowledge and skills of each employee as it relates to their
assigned job roles and compare their skills against the requirements
identified in the job analysis. This process will identify any skill gaps in
current job roles and allow for re-alignment of employee skill sets to
appropriate roles and / or additional training opportunities.

c. In addition to identifying the skills that are required and are currently
available in the organization, it is also necessary to identify, mentor and
develop talented individuals to replace key persons within the
organization upon retirement, departure, promotion, etc. Succession
planning will ensure seamless transitions of key individuals into roles
within the organization

4. ANALYSE CURRENT SKILLS AND DEVELOP SKILLS PROFILE OF THE

ORGANISATION
Once the skills matrices have been developed, one of the most effective ‘byproducts’
would be to compile skills based job profiles. These will assist the organization to align
itself to SAQA and SDA legislation. Job profiles:

 Identify outputs and output measurements for each role

 Identify the skills required for each job profile
 Assign specific Unit Standards to specific roles in the organization

Completed job profiles will assist with the following:

 Determining training and assessment interventions
 Developing learning pathways, career paths and learnerships
 Recruiting and inducting new employees
 Aligning organizational performance management and HR systems

Developing Skills Based Job Profiles

In order to develop job profiles the following steps need to be completed:

Step 1 Identify the jobs/roles to be profiled.

Step 2 Analyse the existing job information, such as job descriptions and skills/titles
matrices.
Step 3 Identify one job incumbent for each role and arrange interview time.
Step 4 Briefly explain purpose of interview, then obtain the information to be included in
the job profile from the job incumbent:

 Details of position, including purpose, context and customers

 Generate a comprehensive list of tasks/activities performed in the position
  Categorise the list into key functional areas (ie clusters of tasks that result in
certain job outputs)
 Allocate each task/activity to a category/key functional area
 Identify the output that results from the performance of tasks/activities in each cluster
 Make a list of all people/groups of people who are direct recipients of each output (ie the
customers). List only those who receive or make use of outputs listed previously

Project Objectives
The Consultant/Firm will be required to:
 Analyze the organizational structure to determine whether it aligns with the
overall mission/strategic direction of the Campus.
 Determine existing skills sets and required skills sets to drive the mission of the
Campus against the different categories of positions/employees, enabling the
UWIOC to redeploy employees to roles where they are better fit.
 Conduct an assessment of existing communication systems approaches to
determine effectiveness, including collaboration among departments.
 Review job descriptions for 1st and 2nd tier managers to identify the required
critical competencies needed.
 Determine the extent to which staff understand and are on board with the mission
of the Campus.
 Determine the impact of leadership practices.

Products and Services:

1) Inception report (including work plan), outlining proposed approach and
associated activities, and required documentation from the Campus (December
21, 2018)
2) Job Profile reviews for 1st and 2nd tier managers (January 2-31, 2019)
3) Collation of Key Performance Indicators for 1st and 2nd tier managers (February
1 – 15, 2019)
4) Mid-Audit Progress Report and Findings (February 22, 2019) (5) Submit a
Consultant’s report (Draft) (March 22nd , 2019) (6) Submit a Consultant’s report
(Final) (March 29th , 2019)

4. Calendar of Events
4.1 Project Audience
The Organizational Audit will be used by the Open Campus Leadership Team and the
Human Resource Department to inform key decisions as they relate to enhancing
organizational efficiency and effectiveness.

4.2 Project Outcomes

A detailed/comprehensive report on the findings of the Organizational Audit with
attendant recommendations geared towards enhancing the overall performance of the
Open Campus. Key among these recommendations must be detailed information on
approaches/strategies the Open Campus should adopt to bring about alignment
between its mission and purpose, and alignment of departments/collaboration between
departments, positions and required skill-sets with specific emphasis on 1st and 2 nd
tier managers/leaders.

Job Complexity
The Competency Assignment Matrix helps in classifying jobs in the organization as per
their role in achieving the organization’s objectives and their level of complexity.
Complexities within a role could be degree of public contact, nature of the problems
being solved, uncertainties being handled by the job-holder (less or no precedences or
guidelines available) or the impact the job can have on the
organization.