DCS Human Resource Development Programmes

1. DEPARTMENT OF CORRECTIONAL SERVICES Department of Correctional Services PRESENTATION ON HUMAN RESOURCE DEVELOPMENT PROGRAMMES IN DCS

2. HUMAN RESOURCE DEVELOPMENT BUDGET Department of Correctional Services

3. PRESENTATION ON THE SKILLS DEVELOPMENT PROGRAM OF THE DEPARTMENT Department of Correctional Services

4. Department of Correctional Services PRESENTATION ON THE SKILLS DEVELOPMENT PROGRAM OF THE DEPARTMENT

5. Department of Correctional Services HUMAN RESOURCE DEVELOPMENT BUDGET

6. Department of Correctional Services HUMAN RESOURCE DEVELOPMENT BUDGET

7. Department of Correctional Services PRESENTATION ON THE SKILLS DEVELOPMENT PROGRAM OF THE DEPARTMENT

8. DCS VISION Leadership Model Executive Transversal Skills (Electives) Tertiary Level Development (Individual / Organisation) Managerial Supervisory In-Service Training (Job Specific – Mandatory TRNG) Lateral Entry Induction Promotional Level Induction - Workstation Entry Level – Basic Corrections Duration 3 months - Theory 9 months - Internship

9. Department of Correctional Services • PROGRAMMES / ACTIVITIES

10. Department of Correctional Services PROGRAMMES / ACTIVITIES

11. PROGRAMMES / ACTIVITIES Department of Correctional Services

12. Department of Correctional Services PROGRAMMES / ACTIVITIES

13. PROGRAMMES / ACTIVITIES Department of Correctional Services

14. PROGRAMMES / ACTIVITIES Department of Correctional Services

15. Department of Correctional Services PROGRAMMES / ACTIVITIES

16. Department of Correctional Services PROGRAMMES / ACTIVITIES

17. Management Development Programmes Department of Correctional Services • Develop a common “culture” of managing in Corrections. • Enhance the performance of managers in DCS by addressing generic and functional gaps. • Empower managers with competencies to manage and respond to challenges effectively

18. Department of Correctional Services Previous Management Development Programmes • Summative evaluation • Block of six weeks • Mostly theory • No opportunity for experiential learning • Linked to promotion

19. Department of Correctional Services New Management Development Programmes • NQF Aligned • Modular-based • Flexibility in starting with modules that are urgent for functioning • Recognize prior learning • Credits are accumulated towards a qualification

20. Benefits to the Learner Department of Correctional Services New approach according to Adult Learning Principles • Credible- meet national standards • Relevant- meet organisational and individual need • Quality focused- meet nationally agreed outcomes • Portable- transferable from one learning area to another • Progressive- progress to qualifications

21. The Leadership Development Model Department of Correctional Services • Leadership Development is based on an integrated model. • Combines the development of both the transformation and transactional leadership skills. • Balanced application of skills to lead and manage in Corrections

22. Integrated Leadership Model Department of Correctional Services Five Competency Clusters • Self-Management • Management • Business • Leading • Interactive

23. Information Processing & Analysis Strategic Thinking and Alignment BEHAVIOUR TRANSFORMATIONAL Learning Orientation Planning & Organising LEADING COMPETENCIES MANGEMENT COMPETENCIES Self- Management Inspirational Motivation Delegation & Control Personal Motives and Insight Profes- sionalism Communi- cation Competency INTERACTIVE COMPETENCIES BUSINESS COMPETENCIES TRANSACTIONAL Functional Empowerment BEHAVIOUR Multi- functional Relationship Building & Team Skills Department of Correctional Services

24. Customization of the Model to Correctional Services Department of Correctional Services Alignment of the Code of Remuneration [CORE] to the model. • Identified competencies necessary for managers in Public Services. • Held workshops in 2002 to validate identified competencies • OUTCOME: Generic Competencies

25. Refining of Competencies Department of Correctional Services • The Generic Competencies were not specific to Correctional Services • Job descriptions were also generic • SOLUTION: Work sessions to generate Functional Competencies [2003]

26. The Challenge to Design and Deliver SAQA-Accredited Programmes by 2004 Department of Correctional Services • Lack of internal capacity to deliver within stipulated period • The SOLUTION: Partnership with a SAQA-Accredited Provider • A tender was advertised in August 2003 to procure services. • The Consortium Tshwane University Of Technology [Technikon Pretoria] & SECUDAC was awarded the tender in November 2003

27. Roles of TUT & SECUDAC Department of Correctional Services • Validation of identified competencies • Design and develop programmes • Train and certify trainers in DCS • Train 200 managers in each module at each level

28. Involvement of Stakeholders Department of Correctional Services • Validation of identified competencies • Development of modules • Piloting of modules • Availability of trainers to facilitate modules • Training in different modules

29. Validation of Competencies Department of Correctional Services • Validation of identified competencies • Administering of the Questionnaire to Six Hundred Managers • Analysis of the responses. • OUTCOME: Organizational and Individual Training Needs

30. Deliverables for 2005/2006 Department of Correctional Services • Design and development of modules • Consultation of experts by the University in the design of case studies and practices • Piloting of the modules to sample groups of 25 Junior and 25 Middle Managers • Training of Trainers • Three [3] Managers @ Module in Middle • Five [5] Manager@ Module in Junior have to be trained as facilitators • Training of 400 Junior and Middle Managers • Launch and Certification of Programme

31. MIDDLE MANAGEMENT DEVELOPMENT PROGRAMME (MMDP Department of Correctional Services 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.

32. PROGRAMME OBJECTIVES Department of Correctional Services Upon completion of this programme the learner will be able to: • 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, • Participate in formulating functional and operational policies, • Perform, supervise and assess basic cost accounting, interpret financial statements and prepare budgets, • Identify and manage work stress, conflict and change, • Apply situational and transformational leadership principles, • Implement project management principles, • Apply operations management principles to improve service delivery

33. Department of Correctional Services 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.

34. Department of Correctional Services PROGRAMME OBJECTIVES • 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.

35. Department of Correctional Services JUNIOR AND MIDDLE MANAGEMENET DEVELOPMENT PROGRAMME CURRICULUM

36. Department of Correctional Services JUNIOR AND MIDDLE MANAGEMENET DEVELOPMENT PROGRAMME CURRICULUM - cont

37. Department of Correctional Services 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

38. Department of Correctional Services 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

39. Department of Correctional Services Thank you