Department of social development western cape

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HEAD OF DEPARTMENT: HEALTH (3 - 5 year contract position)

Key performance areas Responsible for the overall management of Health Services within the Western Cape Province by aligning all departmental plans with national and provincial government objectives... 17/07/2014

HEAD OF DEPARTMENT: HEALTH (3 - 5 year contract position)

Key performance areas Responsible for the overall management of Health Services within the Western Cape Province by aligning all departmental plans with national and provincial government objectives and strategies; Coordinate and manage the diverse responsibilities and relationships of the Department with internal and external stakeholders and give strategic leadership that will contribute to the promotion of Health services to the people in the Western Cape Facilitate, promote and implement a Health service delivery model for the Provincial Government in line with the needs of the people of the Western Cape; Define, review and improve, on a continuous basis the purpose, challenges, objectives and priorities of the Department; Promote comprehensive integrated strategies to implement the Health Care 2030 strategic plan, human-resource plan, service-delivery improvement programmes, infrastructure plan and information-technology resource plan; Ensure effective, efficient and transparent systems of financial and risk management as well as internal control in accordance with prescribed norms and standards; Report to relevant role-players on matters relating to the management of health service. Competencies: A proven track record in leading change management initiatives and driving strategic organisational objectives; Extensive managerial experience in the health environment and should be able to provide strategic direction in terms of health services within South Africa; Strong business orientation with proven skills and abilities in Health Management. Proven management competencies with specific reference to the health care environment; The ability to drive Change Management initiatives and strategic organisational objectives and to utilise resources effectively and economically to achieve key deliverables; Extensive knowledge of the following: o Health legislation in order to give sound advice and leadership; o Communication, media management, public relations and public participation; o Public Service legislation and the Public Finance Management Act, and how that relates to good corporate governance; o People and Financial Management experience gained in a large organisation with a multi-billion rand budget as well as a good understanding of and competency in financial management systems including budgeting, expenditure control, revenue collection and revenue generation. Note: Only shortlisted applicants will receive further correspondence. If you have not received a response from the department within three months of the closing date, please regard your application as unsuccessful. Appointment is subject to the undergoing of a competency test, security clearance and vetting checks as prescribed. The successful incumbent will be required to the signing of an annual performance contract and disclosure of all financial interests. Shortlisted candidates will be required to submit copies of their documentation for verification purposes and will also be required to undergo competency assessments/proficiency tests as well as interviews on a date and time as determined by the department. Only applications submitted online will be accepted. For any technical challenges on how to apply, please contact Ashley Houtzamer at (021) 483 6732 or Donelle Reid at (021) 483 2824. SALARY: All-inclusive salary package of R 1 570 254 per annum (Level 16) plus a 10% HOD allowance payable in addition to the monthly salary, viz. a total of R1 727 279 per annum. Note: The remuneration package consists of a basic salary (70%) and the employer's contribution to the Pension Fund. The remainder of the package may be structured according to your personal needs. SALARY LEVEL: Level 16 CLOSING DATE: 8 August 2014 ENQUIRIES: Adv. B Gerber: (021) 483 6032 or to apply for this vacancy. Recruiter Links Company Profile Company Map Our Adverts Website Other positions we have available HEAD OF DEPARTMENT: HEALTH (3 - 5 year contract position) HEAD OFFICIAL: PROVINCIAL TREASURY (3 - 5 year contract position) HEAD OF DEPARTMENT: SOCIAL DEVELOPMENT

2014/07/17 02:07:36 PM

Facility Manager - Cape Town

Facility Manager The Open Circle Group home for adults with intellectual disabilities and challenging behavior The Open Circle is a non-profit organization that aims to serve and support persons with... 10/07/2014

Facility Manager - Cape Town

Facility Manager The Open Circle Group home for adults with intellectual disabilities and challenging behavior The Open Circle is a non-profit organization that aims to serve and support persons with Intellectual disabilities that present with a history of challenging behavior. In line with this objective, the Open Circle will be establishing a new facility on the grounds of Alexandra Psychiatric Hospital to provide for transitional & respite services as well as permanent residence for this group of adults that have been excluded from other group homes. This 24 hour residential facility aims to provide a safe, structured environment for residents to acquire acceptable behavioural skills whilst at the same time encouraging self-care and opportunities for learning and development. This exciting initiative now requires a Facility Manager whose key role will be to assist with the start-up of this facility, and once up and running, to manage the day-to-day operations thereof. Reporting to the Open Circle Management Committee, the successful incumbent will manage and supervise an interdisciplinary support team including clinicians, therapists, and direct care staff. Key Responsibilities include but are not limited to: Develop and implement residential treatment plans / clinical programs for residents Work closely with clinicians and therapists in developing and evaluating residential treatment plans. Directly responsible for the day-to-day operations of the home including budgets, expenses, supplies and groceries for the home Maintain the facility in compliance with necessary state regulations governing group homes. Supervise and manage all direct-care staff Hire, discipline and terminate employees as well as maintain employment records, including certification Coordinate training and development of staff to meet residents needs Ensure compliance with the Department of Labour and other government regulations Initiate and ensure adherence to policies and procedures to guide the day to day operations Requirements: A proven track record of managing similar facilities (essential) Appropriate qualifications as an Occupational Therapist, Social Worker or Psychologist Registration with a professional council: HPCSA or SACSSP (essential) Valid (Code B/EB) drivers licence Flexibility when required Key Competencies Relevant clinical experience in the disability sector and more specifically intellectual disability and mental health Evidence of experience in operational management Appropriate experience in project management duties Experience in human resource management and management of staff Ability to keep accurate records of finances and develop budgets and expenditures to present to management committee Compliance with Continuing Professional Development requirements for registration with (HPCSA/SACSSP) Report-writing and communication skills in at least two of the three official languages of the Western Cape Sound knowledge and experience of Employment Equity legislation, Labour laws, appropriate health, disability and rehabilitation policies. Instructions to applicants Please submit a comprehensive CV, no longer than 5 pages, and a certified copy of South African ID document. Application deadline is Friday 25 July 2014.

2014/07/10 12:12:50 AM

HEADS OF PROVINCIAL DEPARTMENTS (Three 3 5 year contract...

HEAD OFFICIAL: PROVINCIAL TREASURY Remuneration: R1 570 254 R1 768 893 per annum Reference number: SMS 13/2014 HEAD OF DEPARTMENT: HEALTH Remuneration: R1 570 254 R1 768 893 per annum Reference number... 18/07/2014

HEADS OF PROVINCIAL DEPARTMENTS (Three 3 5 year contract positions available)

HEAD OFFICIAL: PROVINCIAL TREASURY Remuneration: R1 570 254 R1 768 893 per annum Reference number: SMS 13/2014 HEAD OF DEPARTMENT: HEALTH Remuneration: R1 570 254 R1 768 893 per annum Reference number: SMS 14/2014 HEAD OF DEPARTMENT: SOCIAL DEVELOPMENT Remuneration: R1 201 713 R1 353 732 per annum Reference number: SMS 15/2014 All these positions are stationed in Cape Town. To view the comprehensive details of the advertisements and how to apply for these positions, please visit the Western Cape Government website as indicated below.

2014/07/18 12:00:33 AM

Short Consultancy - Xenophobia in S. Africa Western Cape

South Africa Xenophobia Programmes Evaluation Terms of Reference November 4 2013 Purpose and Description of the Evaluation: Overall Context Xenophobia commonly defined as the fear of the other is... 07/11/2013

Short Consultancy - Xenophobia in S. Africa Western Cape

South Africa Xenophobia Programmes Evaluation Terms of Reference November 4 2013 Purpose and Description of the Evaluation: Overall Context Xenophobia commonly defined as the fear of the other is gaining ground as an inhibitor to providing protection to refugees stateless persons asylum seekers and internally displaced persons. This fear has been compounded by the current global economic crisis and the deteriorating political and social environment in some countries. It poses additional challenges to the protection of people of concern to UNHCR. 1 Although xenophobia is often linked to economic decline and competition for a shrinking pool of jobs it is noteworthy that this problem exists in industrialized states as well as the developing countries who are the host to most of the world s refugees. Xenophobia can take the shape of a spectrum of activities from ugly remarks and bullying to gender based violence and mobs that result in deaths. Lately notable xenophobic attacks targeting persons of concern to UNHCR have occurred in all five geographic regions: Colombians in Ecuador and Costa Rica; Zimbabweans and other Africans in South Africa; Somalis and people from the DRC in Kenya; the Rohingya in Myanmar and asylum seekers in Greece. These situations are of grave concern to UNHCR and its partners. They provide examples where the overall protection environment has been directly jeopardized by widespread and generally accepted xenophobic attitudes that have resulted in human rights abuses. While xenophobia occurs in all contexts the urbanization of refugee populations is another factor in the ongoing phenomenon of xenophobia. As more refugees and asylum seekers are independently seeking exile in urban and peri-urban areas 2 they may be exposed to racism and intolerant attitudes that can prevent them from pursuing safe livelihoods placing their children in public schools using health care and social welfare systems and moving freely throughout the city because they are in competition for the same economic opportunities and services as host country nationals. To date UNHCR and its partners have a limited presence in urban areas and may not be immediately available to intervene on the behalf of refugees who are victims of xenophobic attacks or even worse may not be known to them as a source of legal and social support. Beyond assaults the pervasiveness of xenophobic attitudes and policies is surfacing as a hindrance to refugees abilities to lead productive lives in cities. In a recent survey of UNHCR s largest urban refugee operations the repercussions of xenophobia emerged as a challenge to fostering constructive relationships with host communities pursuing livelihoods and accessing a durable solution i.e. integration into the city. In addition to contributing to interagency initiatives to battle xenophobia UNHCR issued a policy paper Combating racism racial discrimination xenophobia and related intolerance through a strategic approach in December 2009. The policy offers seven strategies on addressing the threat of pandemic xenophobia in country operations. The strategies involve engaging with various stakeholders including the media states international organizations law-enforcement community and faith based organizations. Xenophobia in the context of UNHCR s Regional Office in South Africa (ROSA) While Senior Government officials acknowledge the situation the response to xenophobia remains a major challenge. To better address incidents of xenophobic violence against refugees asylum seekers and migrants and as a way to promote greater tolerance of migrants UNHCR launched a Roll Back of Xenophobia Campaign (RBX) in 1998. The Campaign was carried out in partnership with the South Africa Human Rights Commission (SAHRC) and the National Consortium on Refugee Affairs (NCRA). The Campaign ran until 2007 when due to a number of problems including funding it was brought to an end. Despite the end to the formal campaign UNHCR s education and awareness raising efforts continued within its regular programming. Following the wave of xenophobic attacks in 2008 UNHCR s involvement in the prevention and response to violence and discrimination against populations of concern changed. Its focus now includes in addition to education and awareness a community outreach and community safety programme including working with the South African Police Services (SAPS) and other strategic partners. Xenophobic-related violence continues to affect persons of concern. Such incidents not only generate fear and increased insecurity which adversely affects the quality of asylum enjoyed but they also often result in the destruction of livelihoods physical injuries and death. Moreover they have a negative impact on local integration both due to the destruction of livelihoods and as a consequence of the trauma it creates. The lack of a comprehensive and effective response to address the root causes of such violence has necessitated the continued involvement by UNHCR to prevent xenophobia and increase response activities. Yet these activities are only a fraction of the UNHCR ROSA budget today. Within UNHCR only one staff member (the Senior Regional Community Service Officer) working with one NGO (the Displaced Migrant Person Support Program DMPSP formally known as Militia Trust ) is directly implementing anti-xenophobia programming with UNHCR s support. Since 2008 the interagency response has been more promising. In March 2009 a Protection Working Group (PWG) was established under the UN Framework for Action. Originally created to respond to the mass influx of Zimbabweans and the increasing xenophobic violence it has developed into a key mechanism for analysing the nature of incidents and mobilising response to xenophobia. The PWG has also served to enhance cooperation and dialogue amongst UNHCR different department of the Government NGOs as well as the civil society. This dialogue created an opportunity for UNHCR to play a catalytic role in the prevention of and response to xenophobia as well as in promoting social cohesion between refugees migrants and South Africans. For instance through the PWG and in conjunction with the Conference of Bishops the South African Human Rights Commission and other actors UNHCR was instrumental in containing the 2010 xenophobic violence preceding the World Cup and expediting reintegration of 20 000 refugees displaced because of xenophobic threats. In essence the PWG has created a space to link key stakeholders and provide a coordinated operational response to xenophobia which includes an emergency hotline and community safety/outreach programs. In discussions with the Government the key players acknowledge the on-going trend of xenophobia and that consistent effort is required to combat the issue. In her keynote speech on World Refugee Day on 20 June 2013 the Minister of Home Affairs publicly condemned xenophobia and acknowledged that much needs to be combat the violence and educate the community. UNHCR commends the current efforts by the South African Police (SAPS) to prevent and respond to xenophobia. In order to enhance the response and the long-term consolidation of social cohesion the on-going efforts should lead to a more effective mechanism with the involvement of key departments amongst others the Department of Justice Social Development Cooperative Governance and Traditional Affairs (COGTA) as well as Trade and Industry. It should be noted that in the past years the Department of Home Affairs and the South African Trade Unions have been responsive on the agenda on xenophobia and social cohesion but as earlier said there is still much to be done. UNHCR recently drafted a strategy for sustained work on anti-xenophobia campaigns and community outreach. The programme to combat xenophobia and build social cohesion has had four key aims (please see addendum for more detail): (i) Information management to prevent violence and protect refugees from xenophobic attacks (ii) Rapid re-documentation of those having lost their documents during attacks to minimize hardships (iii) Reintegration of refugees and asylum-seekers to their places of former livelihood to reduce hardships and isolation (iv) Negotiation with local authorities to improve response time and prevent future xenophobic attacks With UNHCR support the DMPSP (formally known as Militia Trust) works in the front line and provides a direct response to on-going xenophobia. Funding has also been provided by UNHCR-ROSA for other implementing partners and projects that address xenophobia more indirectly to combatting xenophobia e.g. advocacy work and the promotion of local integration and community sensitization projects. UNHCR ROSA has also tried to complement the States protection response to xenophobia by engaging the Congress for South African Trade Unions (COSATU) to empower refugees via their access to trade unions and inclusion in the lobbying for changes in current labour laws. Such work seeks to remove the perception that refugees are sabotaging the labour market by driving down salaries by working for lower wages. As it stands UNHCR s implementing partners (IPs) are limited in their ability to effectuate complete social and legal responses due to funding and capacity constraints. However these IP s allow UNHCR a sustained presence at the Musina border point as well as in the Western Cape Eastern Cape Kwa-Zulu Natal and the Gauteng. Their work in litigating is effective and consistent but limited in scope. Dedicated motivated partners as well as a lack of physical human and fiscal resources are all serious challenges in implementing UNHCR ROSA s strategy to combat xenophobia. UNHCR ROSA strives for a significant preventive as opposed to a wholly remedial approach to xenophobia programming. Implementing this approach requires coordination and commitment at all levels of civil society. If implemented it would significantly enhance the credibility not only of UNHCR ROSA but all humanitarian actors and civil society. And the time is nigh. Recent reports from the Southern Africa region suggest that xenophobia is increasing in countries that previously welcomed and allowed asylum seekers and refugees to live and enjoy peaceful asylum. In many countries the competition for scarce resources secondary movements of asylum seekers concerns over terrorism and the perceived need to protect national security has resulted in negative political discourse and inaction on the part of government to prevent populations of concern from xenophobic attacks. In the present protection climate characterised by restrictive asylum policies and practice the need to preserve the asylum space is becoming more critical. It is against this complex and evolving backdrop that an independent review to assess the extent and scope to which UNHCR has been able to provide timely and effective protection to refugees and asylum seekers who are victims of xenophobia in South Africa is required. The main evaluation questions are as follows: 1. To what extent is the current UNHCR ROSA strategy effective in combatting xenophobia? How effective will it be in face of trends of escalating xenophobia? How effective and sustainable is the current strategy? What is the impact of the investments made to date? Are the current partnership arrangements the most appropriate ones in combatting xenophobia? What are the consequences and risks reputational and otherwise for UNHCR ROSA should they not be able to deliver effective protection from xenophobic incidents and attitudes. 2. What are the lessons learnt in overcoming inhibitors to anti-xenophobia programming? How can persons of concern bridge with host communities to diminish fear and discrimination? How can these lessons and associated good practices best be shared?3. To what extent is UNHCR ROSA using the guidance provided in the 2009 anti-xenophobia policy? What is the level of familiarity amongst field based staff? Have they provided feedback on the implementation of the policy? Has the field been given additional support in implementing the policy? Methods: This evaluation will be an on-site review based on qualitative and quantitative data generated by coded focus group sessions interviews document reviews and the budget and programming information available in Focus.The following regions locations will be covered targeting the various groups of persons of concern (table below). Province (9) Locations (131) Eastern Cape Motherwell New Bright Kwazakele Kadwezi Njoly Kwanobuhla Langa (Uitenhage) Viplaas Booyzenberg Kleinskool Mthata (and surroundings) Sterkspruit Dordrecht Gonubi (East London) Gauteng Khutsong Diepsloot Laudium Atteridgeville Alexandra Shoshanguve weinterfelt Ga-Rankuwa Mamelodi Lakeside Tembisa Mabupane de Deur Soweto (various) Kwa thema Ramaphosa Tsepisong Noordgesigt Tokoza Kathlehong Denver Bertrams Hillbrow Meyerton Orange Farm Sebokeng Evaton Lawley Freedom Park Jeppe Meyerton Limpopo Musina Bochum Tzaneen Giyani Lephalale Mabopane Modimolle Mokopane Thohoyandou Makhado Northam Western Cape Franschoek Phillipi Delft Mitchell Plain Hotbay Beacon valley Nyanga Hanoverberg Valhla park Nomuzamo Retriet Kayamandi Bontifell Mafuleni; the Doorns Kayelitsha Krainfontein Wellington OR Tambo Newrest macassa Free State Fochville Tumahule Ficksburg Clocolan Bethlehem QwaQwa Sasolburg Mangaung Thaba Nchu Warden Odendals Rust Welkom Perusburg Botshabelo Frankfurt Mpumalanga KwaGuqa Mhuluzi Kanyamazane Kabokweni Matsulu Mayflower Delmas Piet Retief Nelspruit Jeppes Rief Siyabuswa Kwaggafontein Kwa Mhlanga Verena KwaZulu Natal Kwa Manchu Mayville Inanda Newtown Ntazuma Lindalani Tugelaseria Pietermaresburg Steinger Mulazi area North West Sonop Rustenburg Brits Bathong Matchakanane Tlokwe (Potchesfstroom) Carltonville(NW) Mafikeng Rustenburg Marikana Wonderkop Jabula Northern Cape Kuruman Postmansburg The evaluation will culminate in a workshop in South Africa where the findings and recommendations of the evaluation will be shared with implementing partners the members of the Protection Working Group refugee leaders the South African Police Services and other key stakeholders in civil society. The workshop will be co-facilitated by PDES and UNHCR ROSA. The evaluation will be administratively managed and edited by UNHCR s Policy Development and Evaluation Service (PDES) in Geneva Switzerland. The consultant will work directly with the designated staff in the UNHCR ROSA in Pretoria South Africa. UNHCR ROSA will provide logistical support to the consultant. A steering group convened by PDES will be formed to guide the review provide periodic feedback (literature review questionnaires draft documents) and ensure the relevance of the document to stakeholders within and beyond UNHCR. UNHCR ROSA staff the Xenophobia Unit of UNHCR s Division of International Protection (DIP) the Solutions Unit of DIP and key members of UNHCR s Africa Bureau staff will be invited to be steering committee members. The deliverables for this review include: a well-written concise document that answers the three evaluation questions a literature review summarizing the most contemporary analysis of cases of intolerance racism discrimination and xenophobia toward forcibly displaced persons and migrants in South Africa; semi-structured focus group questionnaires to provide a baseline of incidents and policy implementation; case studies featuring positive and transferable practices in combating xenophobia; and a section of the report detailing the findings and recommendations on further actions to mitigate xenophobia toward persons of concern to UNHCR. At number of field missions will be associated with this review. An independent consultant will be recruited to research and author the review. The recruitment will be through a request for proposals based on the publication of this Terms of Reference. The consultant will report jointly to the UNHCR/PDES Evaluation Managers and the dedicated UNHCR ROSA official. The closing date for applications is November 13th. Shortlisted consultants will be interviewed the week of November 18th. The research is expected to commence on December 1st at the latest. Interested candidates are invited to submit the following to and: 1. Cover letter and resume2. Draft proposal (including methodology calendar and budget)3. Writing Sample Expressions of Interest must be received by 13 November 2013 1 Combating racism racial discrimination xenophobia and related intolerance through a strategic approach UNHCR s Division of International Protection 2009 2 The current estimate exceeds the 50% estimated at the beginning of this decade since more than 70% of the refugees from Syria are in urban areas.

2013/11/07 01:57:08 AM

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