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PAIA, 2000 (Act 2 of 2000) 

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Revenue Shared Services Centre Print E-mail



The entrance to the Thuso House Customer Service Centre THE RSSC department, headed by an executive director, is made up of seven directorates:

Revenue management
The revenue management directorate includes several functions vital to the smooth-running of the city.

These are billing, which incorporates measurement usage function and non-stand related charges (that is, for emergency services, and so on); credit management, which includes cut-offs (or logistical support) and legal administration; rates services, which focuses on all billing functions of the rates and taxes department; back office support to assist with the other functions; and revenue collection, which includes cash collections and electronic payments

Customer interface
Dealing with customers is core to the department, and it has a directorate dedicated to this function.

It focuses on Customer Service Centres.

Services offered in the seven regions include opening and closing of service accounts, self-service centres, payments, logging of service requests, and providing information on the City and its services.

The directorate runs the contact centres, including Joburg Connect and those for Joburg Water, City Power and other technical call centres; it is also responsible for the eServices functions.

Key accounts under the directorate include corporate accounts such as major financial institutions or multinationals ? clients who may have more than one account; City of Johannesburg Municipality staff accounts deal with staff account queries, staff arrangements, payments and other staff related issues; and government accounts include government schools, government hospitals and their account queries, staff arrangements, payments and other related issues.

Customer interface is also responsible for front office support, such as back-office support to front office staff in the regions.

This includes dealing with incoming correspondence in the form of post, email, faxes and hand delivered letters; and outbound communications which involve telephonic communication with customers relating to their queries and requests.

We also monitor our services to see if queries and requests are resolved within the agreed timeframes through our monitoring unit.

Customer communications
This directorate provides integrated marketing and communications support to the RSSC.

It aims to:

  • Position the department as an innovative, approachable customer-focused organisation (marketing);
  • Develop and entrench a "uniform" culture and entrench a customer-focus and service culture (communications); and
  • Provide reassurance to all our stakeholders (stakeholder and reputation management).

The core objectives of the directorate include:

  • To use effective marketing and communication tools to help increase the collection rates;
  • To position the RSSC among stakeholders as demonstrating effective revenue management;
  • To educate, inform and create awareness among all customers on the services, programmes and processes of the department;
  • To use internal communication to entrench values and a service culture, resulting in improved customer service;
  • To manage the reputation of the RSSC among stakeholders; and
  • To inform management on pertinent issues emanating from stakeholders, and sustain a healthy relationship between the City and its stakeholders.

The four pillars on which communication to customers is executed are:
Information - increase awareness among customers and key influencers of the RSSC services, programmes and processes through information campaigns.
Education - increase awareness among customers and key influencers of the RSSC department's benefits, programmes and processes through education campaigns; to reduce the number of customer queries received by the department through customer education campaigns.
Awareness - increase awareness among customers and key influencers of the RSSC department's benefits, programmes and processes through education campaigns.
Advocacy - get key influencers and decision-makers to be ambassadors for the RSSC department.

Value chain resource integration
A human resources division, the value chain resource integration unit deals with issues ranging from process engineering and monitoring, change management and placement and resourcing, to implementing the new service organisation regarding matters relating to disputes and labour engagement.

It is also responsible for training staff in the new service organisation and manages staff accounts.

The finance directorate is divided into two legs.

The first, the financial management unit, focuses on internal controls. Essentially, it acts like an auditor, making sure that the department?s budget is spent properly, on items such as salaries. And then the unit balances this internal budget at the end of the year, to make sure its cash is spent correctly, and in the right places.

The second leg is specialised accounting. It includes specialised accounting, cash management (including cash security, and key programmes and projects.

The credit control department has created a number of initiatives to help people in lower income brackets manage their payments.

Business support
The business support directorate helps the other directorates to do their work.

It is responsible for information technology, project management, knowledge management, document management, department policies and processes, and administration.

This last function includes running the switchboard and mailroom, facilities management, fleet management, running the driver and messenger service, security for buildings, and administration of procurement.

Business planning and organisational performance
Business planning and organisational performance includes business planning and reporting, performance management and reporting, board support and service management and monitoring.

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