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Briefing to the Portfolio Committee for Public Service and Administration Massified Induction Programme (MIP). Dr FM Orkin: DG and Team 21 May 2008. Presentation Structure. Underpinning and Objectives of the MIP Implementation Challenge and Mechanism Indicators

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Briefing to the Portfolio Committee for Public Service and AdministrationMassified Induction Programme (MIP)

Dr FM Orkin: DG and Team

21 May 2008


Presentation structure
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


Underpinning and objectives of the mip
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.


Implementation challenge and mechanism target audience
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 meansthree outsourced sessions in an average province every week, forever…


Implementation challenge and mechanism scale of induction programme
Implementation Challenge and MechanismScale of Induction Programme

Situation 1: How we approached

the challenge

(where we come from)

Situation 2: Confronting the

challenge

(where we are)

Situation 3: Meeting the challenge

(where we need to be)


Implementation challenge and mechanism target broken down by province
Implementation Challenge and MechanismTarget Broken Down by Province

Level 6-12

Level 1-5


Implementation challenge and mechanism modes of delivery
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.


Indicators budget
IndicatorsBudget


Indicators activities
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 500trainers 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 startedin all provinces from May 2008 and is expected to be at full speed (25,000 per quarter) after the first quarter of 2009


Indicators start up training since 1 april to may 2008 updated
IndicatorsStart-up training since 1 April to May 2008 (updated)

*Some sessions postponed due to cost of printing the manuals


Indicators training of trainers
IndicatorsTraining of Trainers


Indicators training of trainers in sectoral departments
IndicatorsTraining of Trainers in Sectoral Departments



Illustrations of instructional materials learner workbook continued
Illustrations of Instructional MaterialsLearner Workbook - continued



Illustrations of instructional materials course outline
Illustrations of Instructional MaterialsCourse Outline

We 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


Monitoring and evaluation
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 MonitoringReports

  • 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


Potential challenges and mitigation steps
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

    • Endorsementby 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.


Siyabonga

Thank you

Rolivhuwa

Dankie

Nakhensa

Re a leboga


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