Briefing to the Portfolio Committee for Public Service and Administration

Massified Induction Programme (MIP)

Dr FM Orkin: DG and Team21 May 2008

2

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

3

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.

4

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…

5

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)

6

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

7

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.

8

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.

9

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

10

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

11

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

12

IndicatorsTraining of Trainers in Sectoral Departments

Department Number Trained

Correctional Services 37

Home Affairs 15

SAPS 23

Defence 30

Public Works 18

13

Illustrations of Instructional MaterialsLearner Workbook

14

Illustrations of Instructional MaterialsLearner Workbook - continued

15

Illustrations of Instructional MaterialsBatho Pele

16

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

17

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

18

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.

19

Siyabonga

Thank you

Rolivhuwa

Dankie

Nakhensa

Re a leboga