briefing to the portfolio committee for public service and administration massified induction...
TRANSCRIPT
Briefing to the Portfolio Committee for Public Service and Administration
Massified Induction Programme (MIP)
Dr FM Orkin: DG and Team21 May 2008
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Presentation Structure
Underpinning and Objectives of the MIP
Implementation Challenge and Mechanism
Indicators
Illustrations of Instructional Materials
Monitoring and Evaluation
Potential Challenges and Mitigation Steps
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Underpinning and Objectives of the MIP
In 2007, the President stated that:
“SAMDI should be the major service provider (in public sector training) including in the mass induction of public servants”
The urgency of the MIP was confirmed by the MPSA in her 2007 Budget Vote Speech
The intention is to expose new public servants to the core values of public service delivery, Batho Pele and development: To develop and inculcate the Batho Pele ethos of serving; To stimulate a sense of pride in working for the Public Service; To point participants to generic as well as functional skills; and To create an awareness of the challenges of the developmental state.
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Implementation Challenge and MechanismTarget Audience
The estimated number of new public servants at national and provincial level is 100,000 per annum General support staff (salary levels 1-5) - approx. 68,000; Junior and middle managers (salary levels 6-12) - approximately
32,000; and SMS (salary levels 13-16). This group is to be inducted separately.
The 100,000 translates into approximately 90 induction training sessions per week across all national and provincial departments
Assuming 2/3 of sessions in departments (including Training of Trainers), this still means three outsourced sessions in an average province every week, forever…
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Implementation Challenge and MechanismScale of Induction Programme
Situation 1: How we approachedthe challenge (where we come from)
Situation 2: Confronting thechallenge (where we are)
Situation 3: Meeting the challenge(where we need to be)
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Implementation Challenge and MechanismTarget Broken Down by Province
0
2000
4000
6000
8000
10000
12000
14000
16000
18000
20000
Provinces
Targ
et
Level 1-5
Level 6-12
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Implementation Challenge and MechanismModes of Delivery
The MIP, like Academy programmes, will be rolled-out through a partnership model comprising Departmental trainers (Training of Trainers); Sectoral training (e.g. by Education, Health, Defence departments); Private Sector (Outsourced); and Provincial Academies.
This approach is in line with Academy strategy, which shifts from Competition to collaboration; Direct provision to facilitation; and Selective offerings to comprehensive or massified delivery.
Only suitably qualified trainers, will be licensed to facilitate the Induction Programme SAMDI has developed qualification criteria for trainers; Selected trainers have been trained in the use of the new manuals and
methodology in an eight-day Training of Trainers Programme; and A total of 500 trainers are being trained for the roll-out of the MIP.
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IndicatorsBudget
Cost Items
Level 1-5 (Groups of 40)
R’000
Level 6-12(Groups of 20)
R’000
Trainer and training materials per workshop 20 14
Venue 12 9
Accommodation and meals: (R700 per delegate) * 28 14
Total per Induction Workshop 60 37
Average cost per person (group size of 40/20) 1,5 1,9
Cost to induct 68,000/32,000 new entrants per annum ** 110,000 62,000
SAMDI’s Budget for the Implementation of Induction Programme 28,500
Total Cost of Programme per Annum 200,000
* Excludes travel to and from training venue. ** Paid from departmental training budgets.
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IndicatorsActivities
The MIP Project Team comprising 10 people has been appointed to support national departments and provinces
The interactive induction manuals (learner workbooks, visual slides and course manuals) were completed in October 2007
The pilot Training of Trainers Programme took place in KZN in November 2007, and the pilot with end-users in December 2007
447 out of 500 trainers have been trained to roll-out the programme nationally and provincially (304 in the provinces)
Implementation teams have been established in all nine provinces under the supervision of the Offices of the Premier
Training has started in all provinces from May 2008 and is expected to be at full speed (25,000 per quarter) after the first quarter of 2009
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Indicators
Start-up training since 1 April to May 2008 (updated)
Province/National No. of new entrants booked for training by province
Actual number trained as at May 2008
Gauteng 30 30
Limpopo 54 54
Mpumalanga 135 135
North West 180 40*
Northern Cape 140 21*
Western Cape 151 61*
KZN 25 24
Eastern Cape 31 30
Free State 104 88*
National 84 41*
Total 934 524
*Some sessions postponed due to cost of printing the manuals
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IndicatorsTraining of Trainers
Region Provinces Trained Trainers
Central North West
Free state
KZN
34
44
33
Northern Gauteng
Limpopo
Mpumalanga
26
36
44
Southern Eastern Cape
Western Cape
Northern Cape
33
22
32
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IndicatorsTraining of Trainers in Sectoral Departments
Department Number Trained
Correctional Services 37
Home Affairs 15
SAPS 23
Defence 30
Public Works 18
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Illustrations of Instructional MaterialsLearner Workbook
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Illustrations of Instructional MaterialsLearner Workbook - continued
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Illustrations of Instructional MaterialsBatho Pele
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Illustrations of Instructional MaterialsCourse OutlineWe Care: The goals and key government programmes The developmental orientation of the South African Government
We Belong:
The Structure of government The Constitution and the roles of the three spheres of government The Rights and responsibilities of public servants
The Code of Conduct; Conditions of Service; policies on Sexual Harassment and HIV and Aids
We Serve: Batho Pele Communication and relationships with members of the public Government’s Anti-Corruption Strategy
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Monitoring and Evaluation
SAMDI has developed Monitoring and Evaluation instruments to assess implementation progress and impact
Feedback will be received from trainees, facilitators and monitors through the Reaction Evaluation Questionnaire, Facilitators Evaluation Form and On-site Monitoring Reports
SAMDI’s monitors and provincial implementation teams are being trained on the use of the instruments
Reports will be produced quarterly as an early warning mechanism to advise on required interventions for improvement
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Potential Challenges and Mitigation Steps
The implementation of the MIP is contingent on the following factors:
Effective core administration for MIP especially in provinces;
Availability of adequate financial resources especially printing; and
Endorsement by provinces and national departments.
The following steps have been taken to ensure delivery
Collective and bilateral workshops with provinces and national departments for
information and support;
The issuing of the Directive by the Minister for Public Service and
Administration in March 2008; and
SAMDI’s DG communiqué to other DGs and Heads of Departments, and their
HR functionaries.
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Siyabonga
Thank you
Rolivhuwa
Dankie
Nakhensa
Re a leboga