1 Department of Correctional Services PRESENTATION ON HUMAN RESOURCE DEVELOPMENT PROGRAMMES IN DCS...

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Department of

CorrectionalServices

PRESENTATION ON HUMAN RESOURCE DEVELOPMENT PROGRAMMES IN DCS

DEPARTMENT OF CORRECTIONAL SERVICES

22

Department of Correctional Services

HUMAN RESOURCE DEVELOPMENT BUDGET

BUDGET : 2005/2006: HUMAN RESOURCE DEVELOPMENT

R 39,404,300.00

R 1,800,000.00

R 11,000,000.00

Total R52,204,300

Functional and Management Training

Generation of Standards

Entry level training

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PRESENTATION ON THE SKILLS DEVELOPMENT PROGRAM OF THE DEPARTMENT

ENTRY LEVEL TRAINING

R 2,000,000.00

R 4,500,000.00

R 4,500,000.00

National Office

Zonderwater College

Kroonstad College

Total budgetR11,000,000

44



Generation of Standards


55



R 3,200,000.00

R 16,556,800.00

R 5,695,200.00

R 850,000.00

R 10,700,000.00

R 2,402,300.00

Bursaries ManagementDevelopment

Functional Training External Training Regional Offices Dog Training Center

Functional and Management Training


66



BUDGET : 2005/2006 : REGIONS

R 2,500,000.00

R 1,000,000.00

R 1,200,000.00

R 2,000,000.00

R 2,000,000.00

R 2,000,000.00

Western CapeKwazulu Natal

Freestate and Norther Cape

Gauteng

Eastern Cape

NW/LM/MP


77



POSLEC SETA

Budget allocatedR2,890,000

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Entry Level – Basic Corrections

Induction - WorkstationInduction

In-Service Training(Job Specific – Mandatory TRNG)

Supervisory

Managerial

Executive

Duration3 months - Theory9 months - Internship

Lea

ders

hip

Mod

el

Lateral EntryPromotional

Level

DCS VISIONT

ran

sver

sal S

kil

ls (

Ele

ctiv

es)

Tertiary L

evel Develop

men

t(In

divid

ual / O

rganisation

)

99


PROGRAMMES / ACTIVITIESPROGRAMMES / ACTIVITIES

Service Delivery IndicatorService Delivery Indicator

Strategy Strategy Implementation Implementation PlanPlan

Year 1Year 1

(2005/2006)(2005/2006)

Year 2Year 2

(2006/2007)(2006/2007)

Year 3Year 3

(2007/2008)(2007/2008)

Year 4Year 4

(2008/2009)(2008/2009)

Year 5Year 5

(2009/2010)(2009/2010)

Promote Promote international international partnerships in partnerships in HRD in the HRD in the context of context of Corrections.Corrections.

Develop HRD Develop HRD framework in framework in line with line with international international partnership partnership agreementsagreements

Conclude bi-Conclude bi-lateral lateral agreements agreements on HRD on HRD interventions interventions

Implement Implement bi-lateral bi-lateral agreements agreements on HRD on HRD interventionsinterventions

Increase Increase participation participation in in international international associations.associations.

Full Full participation in participation in international international associations associations on HRD on HRD matters. matters.

Support the skills Support the skills needs of DCS and needs of DCS and personnel through personnel through financial financial assistance.assistance.

Increase the Increase the bursaries bursaries awarded in the awarded in the previous year previous year by 10%.by 10%.


Increase the Increase the bursaries bursaries awarded in awarded in the previous the previous year by 30%.year by 30%.

Increase the Increase the bursaries bursaries awarded in awarded in the previous the previous year by 40%year by 40%


1010




Year 1Year 1

(2005/2006)(2005/2006)

Year 2Year 2

(2006/2007)(2006/2007)

Year 3Year 3

(2007/2008)(2007/2008)

Year 4Year 4

(2008/2009)(2008/2009)

Year 5Year 5

(2009/2010)(2009/2010)

Enhance Enhance management and management and leadership leadership capacity.capacity.

*450 junior *450 junior managers managers trained.trained.•450 middle 450 middle managers managers trained.trained.

*100 senior *100 senior managers managers trained.trained.

Increase training Increase training of junior of junior managers by managers by 50%.50%.

Increase training Increase training of middle of middle managers by managers by 50%.50%.

Increase training Increase training of senior of senior managers by managers by 50%.50%.

Increase Increase the the bursaries bursaries awarded in awarded in the the previous previous year by year by 30%.30%.

Increase Increase the the bursaries bursaries awarded in awarded in the previous the previous year by year by 40%.40%.


PROGRAMMES / ACTIVITIES

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Year 1Year 1

(2005/2006)(2005/2006)

Year 2Year 2

(2006/2007)(2006/2007)

Year 3Year 3

(2007/2008)(2007/2008)

Year 4Year 4

(2008/2009)(2008/2009)

Year 5Year 5

(2009/2010)(2009/2010)

Implement Implement learnership and learnership and internship internship programmes.programmes.

3500 Learners 3500 Learners registered on registered on Correctional Science Correctional Science learnship NQF Level 4.learnship NQF Level 4.

*Register and Pilot *Register and Pilot Learnership on the Learnership on the Treatment of Young Treatment of Young

Offenders Offenders Register three new Register three new

Learnerships in the Learnerships in the following areas: following areas: correctional correctional supervision and parole supervision and parole board, catering and board, catering and dog handlers.dog handlers.

*500 interns registered*500 interns registered

3500 Learners 3500 Learners registered registered

**Register and Register and train 120 train 120 LearnersLearners

*Implement one *Implement one registered registered learnershiplearnership

10% increase in 10% increase in line with line with establishment establishment of DCS.of DCS.

3500 Learners 3500 Learners registeredregistered

•Increase Increase registration by registration by 50%50%•Implement the Implement the remaining two remaining two LearnershipsLearnerships

•10% increase 10% increase in line with in line with establishment establishment of DCS.of DCS.

3500 3500 Learners Learners registered registered

•Increase Increase registration registration by 100%.by 100%.•Determine Determine further further learnership learnership needs.needs.

10% increase 10% increase in line with in line with establishment establishment of DCS.of DCS.

3500 Learners 3500 Learners registered registered

**Increase Increase registration by registration by 50%.50%.

**Implement Implement new new learnership.learnership.

20% increase 20% increase in line with in line with establishment establishment of DCS.of DCS.


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Year 1Year 1

(2005/2006)(2005/2006)

Year 2Year 2

(2006/2007)(2006/2007)

Year 3Year 3

(2007/2008)(2007/2008)

Year 4Year 4

(2008/2009)(2008/2009)

Year 5Year 5

(2009/2010)(2009/2010)

Orientate and Orientate and induct all newly induct all newly appointed appointed personnel.personnel.

1000 officials 1000 officials oriented and oriented and inducted.inducted.

1000 officials 1000 officials oriented and oriented and inducted.inducted.

Induction Induction conducted conducted based on based on appointment appointment within a month within a month after after assumption of assumption of duty). duty).

Induction Induction conducted conducted based on based on appointment appointment

(within a month (within a month after after assumption of assumption of duty).duty).

Induction Induction conducted conducted based on based on appointment appointment

(within a month (within a month after after assumption of assumption of duty).duty).

Retrain Retrain personnel on personnel on the strategic the strategic direction of direction of rehabilitation.rehabilitation.

Train 7000 Train 7000 officialsofficials






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Year 1Year 1

(2005/2006)(2005/2006)

Year 2Year 2

(2006/2007)(2006/2007)

Year 3Year 3

(2007/2008)(2007/2008)

Year 4Year 4

(2008/2009)(2008/2009)

Year 5Year 5

(2009/2010)(2009/2010)

Provide basic Provide basic training to new training to new employees.employees.

Train 3000 Train 3000 employees employees based on based on Corrections Corrections Science Science Learnership Learnership at NQF 4.at NQF 4.

*Train 600 *Train 600 employees employees appointed at appointed at promotional promotional level and level and closed closed occupational occupational groups.groups.

Train 3000 Train 3000 employees employees based on based on Corrections Corrections Science Science Learnership Learnership at NQF 4.at NQF 4.

**Train 600 Train 600 employees employees appointed at appointed at promotional promotional level and closed level and closed occupational occupational groups.groups.

Train 3000 Train 3000 employees employees based on based on Corrections Corrections Science Science Learnership at Learnership at

NQFNQF 4.4.


Train 3000 Train 3000 employees employees based on based on Corrections Corrections Science Science Learnership at Learnership at NQF 4.NQF 4.


Train 3000 Train 3000 employees employees based on based on Corrections Corrections Science Science Learnership at Learnership at NQF 4.NQF 4.



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Year 1Year 1

(2005/2006)(2005/2006)

Year 2Year 2

(2006/2007)(2006/2007)

Year 3Year 3

(2007/2008)(2007/2008)

Year 4Year 4

(2008/2009)(2008/2009)

Year 5Year 5

(2009/2010)(2009/2010)

Provide Provide education, education, training and training and development in development in line with the line with the WSP.WSP.

300 officials 300 officials complete complete ABET level ABET level 4.4.

* Address * Address 60% of the 60% of the operational operational skills gaps skills gaps identified. identified.

Increase ABET Increase ABET level 4 learners level 4 learners by 20%.by 20%.

*Address 80% *Address 80% of the of the operational skills operational skills gaps identified. gaps identified.

Increase ABET Increase ABET level 4 learners level 4 learners by 10%.by 10%.

*Address 80% *Address 80% of the of the operational operational skills gaps skills gaps identified. identified.

Increase Increase ABET level 4 ABET level 4 learners by learners by 10%.10%.

*Address 80% *Address 80% of the of the operational operational skills gaps skills gaps identified. identified.

Increase Increase ABET level 4 ABET level 4 learners by learners by 10%.10%.

*Address *Address 80% of the 80% of the operational operational skills gaps skills gaps identified.identified.

Establish a Establish a Corrections Corrections Training Training Academy.Academy.

Complete Complete research and research and feasibility feasibility study. study.

Implementation Implementation plan approved.plan approved.

Implementation Implementation begins. begins.

Operationalise Operationalise 70% activities 70% activities of the of the academy.academy.

OperationalisOperationalise 100% e 100% activities of activities of the the academy.academy.


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Year 1Year 1

(2005/2006)(2005/2006)

Year 2Year 2

(2006/2007)(2006/2007)

Year 3Year 3

(2007/2008)(2007/2008)

Year 4Year 4

(2008/2009)(2008/2009)

Year 5Year 5

(2009/2010)(2009/2010)

Provide Provide accredited accredited training training programmesprogrammes

Provide Provide Functional Functional Training Training ProgrammeProgramme

Accreditation Accreditation framework is framework is established established in line with in line with Education Education Training and Training and skills skills development development legislation legislation

Provide Provide training training according to according to approved approved training training standardsstandards

10% of internal 10% of internal courses are courses are accredited as accredited as skills programs.skills programs.

Provide training Provide training according to according to approved approved training training standardsstandards

20% of internal 20% of internal courses are courses are accredited as accredited as skills programsskills programs

Provide training Provide training according to according to approved approved training training standardsstandards

30% of 30% of internal internal courses are courses are accredited as accredited as skills skills programsprograms


50% of 50% of internal internal courses are courses are accredited accredited as skills as skills programsprograms



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Strategy Strategy ImplementatioImplementation Plann Plan

Year 1Year 1

(2005/2006)(2005/2006)

Year 2Year 2

(2006/2007)(2006/2007)

Year 3Year 3

(2007/2008)(2007/2008)

Year 4Year 4

(2008/2009)(2008/2009)

Year 5Year 5

(2009/2010)(2009/2010)

Attain Investor Attain Investor in People in People StandardStandard

To develop To develop investors in investors in people people Standard Standard framework in framework in conjunction conjunction with the Setawith the Seta

Attain 20% Attain 20% compliance with compliance with the IIP the IIP standardsstandards

Attain 40% Attain 40% compliance with compliance with the IIP the IIP standardsstandards

Attain 60% Attain 60% compliance compliance with the IIP with the IIP standardsstandards

Attain 80% Attain 80% compliance compliance with the IIP with the IIP standardsstandards


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• Develop a common “culture” of Develop a common “culture” of managing managing in Corrections.in Corrections.• Enhance the performance of managers Enhance the performance of managers in in DCS by addressing DCS by addressing generic and generic and functional functional gaps.gaps.• Empower managers with competencies Empower managers with competencies to to manage and manage and respond to challenges respond to challenges effectivelyeffectively

Management Development ProgrammesManagement Development Programmes

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• Summative evaluationSummative evaluation• Block of six weeksBlock of six weeks• Mostly theoryMostly theory• No opportunity for experiential learningNo opportunity for experiential learning• Linked to promotionLinked to promotion

Previous Management Development Programmes

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New Management Development ProgrammesNew Management Development Programmes

• NQF AlignedNQF Aligned

• Modular-basedModular-based

• Flexibility in starting with modules that are Flexibility in starting with modules that are urgent for functioningurgent for functioning

• Recognize prior learningRecognize prior learning

• Credits are accumulated towards a Credits are accumulated towards a qualification qualification

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Benefits to the LearnerBenefits to the Learner

New approach according to Adult Learning New approach according to Adult Learning PrinciplesPrinciples

• Credible- meet national standardsCredible- meet national standards• Relevant- meet organisational and individual needRelevant- meet organisational and individual need• Quality focused- meet nationally agreed outcomesQuality focused- meet nationally agreed outcomes• Portable- transferable from one learning area to anotherPortable- transferable from one learning area to another• Progressive- progress to qualificationsProgressive- progress to qualifications

2121


The Leadership Development ModelThe Leadership Development Model

• Leadership Development is based on an Leadership Development is based on an integrated model.integrated model.

• Combines the development of both the Combines the development of both the transformation and transactional transformation and transactional leadership skills.leadership skills.

• Balanced application of skills to lead and Balanced application of skills to lead and manage in Correctionsmanage in Corrections

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Integrated Leadership ModelIntegrated Leadership Model

Five Competency ClustersFive Competency Clusters

• Self-ManagementSelf-Management

• ManagementManagement

• BusinessBusiness

• LeadingLeading

• InteractiveInteractive

2323


TRANSFORMATIONAL

TRANSACTIONAL

BEH

AVIO

UR

BEH

AVIO

UR

PersonalMotives and

Insight

Self-Management

Competency

MANG

EMENT

COM

PETENCIES LEADING

COMPETENCIES

BUSINESS

COMPETENCIES

INTERACTIV

E

COMPETENCIE

S

InformationProcessing &Analysis

Planning &Organising

Delegation& Control

Profes-sionalism

Functional

Multi-functional

StrategicThinking and

Alignment

LearningOrientation

Inspirational Motivation

Communi-cation

Empowerment

RelationshipBuilding &Team Skills

2424


Customization of the Model to Correctional Customization of the Model to Correctional ServicesServices

Alignment of the Code of Alignment of the Code of Remuneration [CORE] to the model.Remuneration [CORE] to the model.

• Identified competencies necessary for Identified competencies necessary for managers in Public Services.managers in Public Services.

• Held workshops in 2002 to validate Held workshops in 2002 to validate identified competenciesidentified competencies

• OUTCOME: Generic CompetenciesOUTCOME: Generic Competencies

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Refining of CompetenciesRefining of Competencies

• The Generic Competencies were not The Generic Competencies were not specific to Correctional Servicesspecific to Correctional Services

• Job descriptions were also genericJob descriptions were also generic

• SOLUTION: Work sessions to generate SOLUTION: Work sessions to generate Functional Competencies [2003]Functional Competencies [2003]

2626


The Challenge to Design and Deliver SAQA-Accredited The Challenge to Design and Deliver SAQA-Accredited Programmes by 2004Programmes by 2004

• Lack of internal capacity to deliver within Lack of internal capacity to deliver within stipulated periodstipulated period

• The SOLUTION: Partnership with a SAQA-The SOLUTION: Partnership with a SAQA-Accredited ProviderAccredited Provider

• A tender was advertised in August 2003 to A tender was advertised in August 2003 to procure services.procure services.

• The Consortium Tshwane University Of The Consortium Tshwane University Of Technology [Technikon Pretoria] & SECUDAC Technology [Technikon Pretoria] & SECUDAC was awarded the tender in November 2003was awarded the tender in November 2003

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Roles of TUT & SECUDACRoles of TUT & SECUDAC

• Validation of identified competenciesValidation of identified competencies

• Design and develop programmesDesign and develop programmes

• Train and certify trainers in DCSTrain and certify trainers in DCS

• Train 200 managers in each module at Train 200 managers in each module at each leveleach level

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Involvement of StakeholdersInvolvement of Stakeholders

• Validation of identified competenciesValidation of identified competencies• Development of modulesDevelopment of modules• Piloting of modulesPiloting of modules• Availability of trainers to facilitate modulesAvailability of trainers to facilitate modules• Training in different modulesTraining in different modules

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Validation of CompetenciesValidation of Competencies

• Validation of identified competenciesValidation of identified competencies• Administering of the Questionnaire to Six Administering of the Questionnaire to Six

Hundred ManagersHundred Managers• Analysis of the responses.Analysis of the responses.• OUTCOME: Organizational and Individual OUTCOME: Organizational and Individual

Training NeedsTraining Needs

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Deliverables for 2005/2006Deliverables for 2005/2006

• Design and development of modulesDesign and development of modules• Consultation of experts by the University in the design Consultation of experts by the University in the design

of case studies and practicesof case studies and practices• Piloting of the modules to sample groups of 25 Junior Piloting of the modules to sample groups of 25 Junior

and 25 Middle Managersand 25 Middle Managers

• Training of TrainersTraining of Trainers• Three [3] Managers @ Module in Middle Three [3] Managers @ Module in Middle • Five [5] Manager@ Module in Junior have to be Five [5] Manager@ Module in Junior have to be

trained as facilitatorstrained as facilitators• Training of 400 Junior and Middle Managers Training of 400 Junior and Middle Managers • Launch and Certification of Programme Launch and Certification of Programme

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MIDDLE MANAGEMENT DEVELOPMENTMIDDLE MANAGEMENT DEVELOPMENTPROGRAMME (MMDPPROGRAMME (MMDP

Aim of the Programme

This programme aims to develop the skills of managers functioning at middle management level so that they can perform their management responsibilities in an effective and efficient manner within a changing and challenging correctional environment. The programme focuses on functional and cross-functional business process.

3232


PROGRAMME OBJECTIVESPROGRAMME OBJECTIVES

Upon completion of this programme the learner will be able to:Upon completion of this programme the learner will be able to:

• Execute planning, control and leading at functional or project level, Execute planning, control and leading at functional or project level, • Understand the legal and ethical issues pertaining to corrections, Understand the legal and ethical issues pertaining to corrections, • Contribute to the establishment of a learning management approach Contribute to the establishment of a learning management approach

and culture, and culture, • Participate in formulating functional and operational policies, Participate in formulating functional and operational policies, • Perform, supervise and assess basic cost accounting, interpret Perform, supervise and assess basic cost accounting, interpret

financial statements and prepare budgets, financial statements and prepare budgets, • Identify and manage work stress, conflict and change, Identify and manage work stress, conflict and change, • Apply situational and transformational leadership principles, Apply situational and transformational leadership principles, • Implement project management principles, Implement project management principles, • Apply operations management principles to improve service deliveryApply operations management principles to improve service delivery

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JUNIOR MANAGEMENT DEVELOPMENT PROGRAMME (JMDP)

Aim of the Programme

The aim of this programme is to train and develop junior managers in the Department of Correctional Services to enable them to optimize service delivery, employee relations and to implement contemporary management principles in their work environment.

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After completion of this programme learners will be able to:

• Understand the purpose of a financial accounting system, do financial planning and draw up a budget and also understand procurement procedures of the Department of Correctional Services,

• Execute planning, control and leading at functional or project level,

• Understand the legal and ethical issues pertaining to corrections,

• Contribute to the establishment of a learning management approach and culture,

• Apply operations management principles to improve service delivery,

• Analyse and manage organization culture, change, diversity and working teams,

• Manage human resources, handle grievances and disciplinary hearings and apply proper strike handling procedures within the ambit of the relevant legislation,

• Coach and interview subordinates and manage their performance.

PROGRAMME OBJECTIVES

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JUNIOR AND MIDDLE MANAGEMENET DEVELOPMENT PROGRAMME CURRICULUM

Module Study Unit Weight according

to validation report %

Weight according to

Unit Standards (credits)

Pre workshop days

Training days(face to

face)

Practical training

days

Notional hours

Module 1Mandates in Corrections

Legal & Ethical issues 38 11 4 2 5 110

Occupational health & safety principles

39 12 5 1 6 120

Policy Development & Implementation

38 10 4 2 4 100

Module 2Core

Management Competencies

Planning, Organising and Control 41 3 1 1 1 30

Leading 41 13 5 2 6 130

Strategic Management 39 Non credit bearing

1 2 2 50

Problem Solving & decision making

39 25 11 3 11 250

Module 3Rehabilitation Management Competencies

Restoration 39 Non credit bearing

2 1 2 50

Unit Management 39 Non credit bearing

3 2 5 100

Preventing & Managing Unrest, Riots and Disturbances

39 Non credit bearing

3 2 5 100

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JUNIOR AND MIDDLE MANAGEMENET DEVELOPMENT PROGRAMME CURRICULUM - cont

Module 4Organisational Transformation Competencies

Change Management 39 3 0 1 2 30

Project Management 39 17 6 3 8 170

Learning Orientation 39 3 1 1 1 30

Team Development 43 30 13 3 14 300

Module 5Interpersonal Competencies

Effective Communication 43 20 8 2 10 200

Conflict Management 43 5 1 1 3 50

Stress Management 43 Non credit bearing

0 1 10

Sharpening your people skills 43 Non credit bearing

1 1 30

Emotional intelligence 43 Non credit bearing

1 2 3 60

Inspirational Motivation 39 Non credit bearing

0 2 2 40

Module 6Supportive

Management Competencies

Performance Management 37 15 6 2 7 150

Employee Relations 43 12 10 2 10 120

Financial Management 37 10 3 3 4 100

Supply Chain Management 37 5 2 1 2 50

Module 7Business process

Management

Quality Management 37 Non credit bearing

1 1 3 50

Customer Orientation 43 10 4 1 5 100

Information Process & Analysis N/A 8 3 1 4 80

Business Systems Process N/A Non credit bearing

1 1 3 50

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SMS Training

•Skills Auditing •SMS training build on the leadership model• Identification of urgent training needs.• Identification of possible service providers• Development of a needs assessment model • SMS/Personal development contracts

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SMS Training - cont

Identified training needs for SMS members:

• Finance for non-financial managers• Project Management • Communication and Media liaison • Leadership and Change Management • Policy Planning analysis and formulation•Ethics and Corruption training•Fraud Management

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Thank you

1 Department of Correctional Services PRESENTATION ON HUMAN RESOURCE DEVELOPMENT PROGRAMMES IN DCS...

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