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DEPARTMENT OF SOCIAL DEVELOPMENT
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  1. DEPARTMENT OF SOCIAL DEVELOPMENT Presentation to the Portfolio Committee on Social Development on the Transformation of Welfare Services 15 April 2003 Department of Social Development

  2. MINMEC Review • MINMEC decision to review Financing Policy in February 2001 • Review was motivated by: • Concerns raised by internal and external stakeholders, including Portfolio Committee • MINMEC observations about protracted process of implementation • Confusion about status of the Financing Policy Department of Social Development

  3. Key Recommendations • Overall conclusion: Policy has good intentions, but lacks direction to advance implementation • Implementation of policy to be held in abeyance until detailed review is done • Funding to continue on current basis • Principles of policy to be retained Department of Social Development

  4. Key Recommendations • Detailed review and revision to include: • Legislation/regulation to be developed to enforce policy • Costing of policy to consider financial implications for government and partners Department of Social Development

  5. Transformation Agenda • Proposal from National Department to MINMEC to adopt more comprehensive approach to transformation of welfare services • Motivation for comprehensive approach: • Financing Policy is one of many transformation initiatives • Fragmentation of different initiatives Department of Social Development

  6. Outputs of Review • Norms and standards for services: • Human Resource Issues • Improving infrastructure • Review of welfare policies and legislation • Financial Issues • Monitoring and evaluation • Implementation Plan Department of Social Development

  7. Norms and standards for services Department of Social Development

  8. Norms and standards for services Department of Social Development

  9. Norms and standards for services Department of Social Development

  10. Human Resource Issues Department of Social Development

  11. Human Resource Issues Department of Social Development

  12. PURPOSE HRD Strategy: • To facilitate the delivery of the 10-point plan and it’s statutory obligations. • To expedite the government’s commitment to the public service transformation. Department of Social Development

  13. OBJECTIVES OF THE HRD STRATEGY • Analyse key elements of the functional strategies: provincial and national. • Analyse skill, service delivery and personnel audit reports from provinces (where they exist). • Examine workplace skill plans: relevancy and linkages. • Determine current education and training supply in the sector Department of Social Development

  14. OBJECTIVES OF THE HRD STRATEGY (continues) • Investigate institutional arrangements for successful HRD. • Determine generic employee profile (existent vs. ideal). • Collate and assimilate into HRD strategy and tactical plans Department of Social Development

  15. THE SUCCESS TRIANGLE • For a value adding strategy, there are three key cornerstones that have to be considered: • The organisational culture itself – and how enabling it is. • The process of ensuring that other systems and processes are complementary. • The process of ensuring that the strategy adds value to the business and the HRD function. Department of Social Development

  16. AREAS OF THE STRATEGY • Transformation of services. • Transformation of the curriculum. • Proffessionalisation of social work. • Financing mechanism. Department of Social Development

  17. ROLE PLAYERS • Govt. departments. • Professional Bodies. • Universities (Training providers). • NGO’s. • HWSETA. • SAQA. Department of Social Development

  18. THE STRATEGY • Ensure the appropriate training, education and employment of a new category of social workers: • Recruitment of new workers: moving from traditional forms of Welfare and social work to a developmental form. • A sufficient skills pool in terms of numbers and quality of graduates and future incumbents. Department of Social Development

  19. THE STRATEGY (continues) • X number of employees at all provinces to undergo reorientation training. • A standard pilot programme to be piloted at nine universities across all provinces. Department of Social Development

  20. THE STRATEGY • Relationship with Universities • A Forum of key stakeholders established to develop common, multi-skilling foundation to curricula at NQF levels 5 and 6. • Professional qualification thresholds established for Community Development, Probation, Child and Youth Care Workers. Department of Social Development

  21. THE STRATEGY (continues) • Department / academic partnerships established to promote relevant development of curricula productive research, student coaching and appropriate staff forecasting / absorption. Department of Social Development

  22. PROGRESS MADE: • The JUC activities has been revived • Council is looking into the notion of Continuous Development Programme (CDP). • The strategy has been submitted to the HWSETA to inform to process of developing a Sector Skills Plan. Department of Social Development

  23. CHALLENGES: • There is slow progress in the development of the tools for transformation e.g. financing mechanism. • Instability at the line-function SETA (Health and Welfare). • Slow progress in SAQA processes. • Current working conditions for social workers. Department of Social Development

  24. Improving Infrastructure Department of Social Development

  25. Improving Infrastructure Department of Social Development

  26. Review of policies and legislation Department of Social Development

  27. Review of policies and legislation Department of Social Development

  28. Review of policies and legislation Department of Social Development

  29. Review of policies and legislation Department of Social Development

  30. Financing issues Assistance from Treasury to be enlisted Department of Social Development

  31. Financing issues Department of Social Development

  32. Monitoring and evaluation Department of Social Development

  33. Implementation Plan Department of Social Development

  34. Implementation Plan Department of Social Development

  35. Issues and Challenges • Scope of project requires dedicated financial and human resources • How to draw in existing initiatives without slowing down their progress • Sequencing the various elements of the project • Developing a sensible interim funding policy for NGOs and CBOs Department of Social Development