Department of

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DEPARTMENT OF CORRECTIONAL SERVICES
Department of
Correctional
Services
PRESENTATION ON HUMAN RESOURCE DEVELOPMENT
PROGRAMMES IN DCS
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HUMAN RESOURCE DEVELOPMENT BUDGET
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PRESENTATION ON THE SKILLS DEVELOPMENT PROGRAM OF
THE DEPARTMENT

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PRESENTATION ON THE SKILLS DEVELOPMENT PROGRAM OF
THE DEPARTMENT
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HUMAN RESOURCE DEVELOPMENT BUDGET
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HUMAN RESOURCE DEVELOPMENT BUDGET
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PRESENTATION ON THE SKILLS DEVELOPMENT PROGRAM OF
THE DEPARTMENT
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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
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PROGRAMMES / ACTIVITIES

Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator
Strategy Implementation Plan Year 1 (2005/2006) Year 2 (2006/2007) Year 3 (2007/2008) Year 4 (2008/2009) Year 5 (2009/2010)
Promote international partnerships in HRD in the context of Corrections. Develop HRD framework in line with international partnership agreements Conclude bi-lateral agreements on HRD interventions Implement bi-lateral agreements on HRD interventions Increase participation in international associations. Full participation in international associations on HRD matters.
Support the skills needs of DCS and personnel through financial assistance. Increase the bursaries awarded in the previous year by 10. Increase the bursaries awarded in the previous year by 20. Increase the bursaries awarded in the previous year by 30. Increase the bursaries awarded in the previous year by 40 Increase the bursaries awarded in the previous year by 50.
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PROGRAMMES / ACTIVITIES
Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator
Strategy Implementation Plan Year 1 (2005/2006) Year 2 (2006/2007) Year 3 (2007/2008) Year 4 (2008/2009) Year 5 (2009/2010)
Enhance management and leadership capacity. 450 junior managers trained. 450 middle managers trained. 100 senior managers trained. Increase training of junior managers by 50. Increase training of middle managers by 50. Increase training of senior managers by 50. Increase the bursaries awarded in the previous year by 30. Increase the bursaries awarded in the previous year by 40. Increase the bursaries awarded in the previous year by 50.
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PROGRAMMES / ACTIVITIES

Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator
Strategy Implementation Plan Year 1 (2005/2006) Year 2 (2006/2007) Year 3 (2007/2008) Year 4 (2008/2009) Year 5 (2009/2010)
Implement learnership and internship programmes. 3500 Learners registered on Correctional Science learnship NQF Level 4. Register and Pilot Learnership on the Treatment of Young Offenders Register three new Learnerships in the following areas correctional supervision and parole board, catering and dog handlers. 500 interns registered 3500 Learners registered Register and train 120 Learners Implement one registered learnership 10 increase in line with establishment of DCS. 3500 Learners registered Increase registration by 50 Implement the remaining two Learnerships 10 increase in line with establishment of DCS. 3500 Learners registered Increase registration by 100. Determine further learnership needs. 10 increase in line with establishment of DCS. 3500 Learners registered Increase registration by 50. Implement new learnership. 20 increase in line with establishment of DCS.

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PROGRAMMES / ACTIVITIES
Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator
Strategy Implementation Plan Year 1 (2005/2006) Year 2 (2006/2007) Year 3 (2007/2008) Year 4 (2008/2009) Year 5 (2009/2010)
Orientate and induct all newly appointed personnel. 1000 officials oriented and inducted. 1000 officials oriented and inducted. Induction conducted based on appointment within a month after assumption of duty). Induction conducted based on appointment (within a month after assumption of duty). Induction conducted based on appointment (within a month after assumption of duty).
Retrain personnel on the strategic direction of rehabilitation. Train 7000 officials Train 7000 officials Train 7000 officials Train 7000 officials Train 7000 officials
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PROGRAMMES / ACTIVITIES
Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator
Strategy Implementation Plan Year 1 (2005/2006) Year 2 (2006/2007) Year 3 (2007/2008) Year 4 (2008/2009) Year 5 (2009/2010)
Provide basic training to new employees. Train 3000 employees based on Corrections Science Learnership at NQF 4. Train 600 employees appointed at promotional level and closed occupational groups. Train 3000 employees based on Corrections Science Learnership at NQF 4. Train 600 employees appointed at promotional level and closed occupational groups. Train 3000 employees based on Corrections Science Learnership at NQF 4. Train 600 employees appointed at promotional level and closed occupational groups. Train 3000 employees based on Corrections Science Learnership at NQF 4. Train 600 employees appointed at promotional level and closed occupational groups. Train 3000 employees based on Corrections Science Learnership at NQF 4. Train 600 employees appointed at promotional level and closed occupational groups.
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PROGRAMMES / ACTIVITIES
Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator
Strategy Implementation Plan Year 1 (2005/2006) Year 2 (2006/2007) Year 3 (2007/2008) Year 4 (2008/2009) Year 5 (2009/2010)
Provide education, training and development in line with the WSP. 300 officials complete ABET level 4. Address 60 of the operational skills gaps identified. Increase ABET level 4 learners by 20. Address 80 of the operational skills gaps identified. Increase ABET level 4 learners by 10. Address 80 of the operational skills gaps identified. Increase ABET level 4 learners by 10. Address 80 of the operational skills gaps identified. Increase ABET level 4 learners by 10. Address 80 of the operational skills gaps identified.
Establish a Corrections Training Academy. Complete research and feasibility study. Implementation plan approved. Implementation begins. Operationalise 70 activities of the academy. Operationalise 100 activities of the academy.
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PROGRAMMES / ACTIVITIES
Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator
Strategy Implementation Plan Year 1 (2005/2006) Year 2 (2006/2007) Year 3 (2007/2008) Year 4 (2008/2009) Year 5 (2009/2010)
Provide accredited training programmes Provide Functional Training Programme Accreditation framework is established in line with Education Training and skills development legislation Provide training according to approved training standards 10 of internal courses are accredited as skills programs. Provide training according to approved training standards 20 of internal courses are accredited as skills programs Provide training according to approved training standards 30 of internal courses are accredited as skills programs Provide training according to approved training standards 50 of internal courses are accredited as skills programs Provide training according to approved training standards
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PROGRAMMES / ACTIVITIES
Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator Service Delivery Indicator
Strategy Implementation Plan Year 1 (2005/2006) Year 2 (2006/2007) Year 3 (2007/2008) Year 4 (2008/2009) Year 5 (2009/2010)
Attain Investor in People Standard To develop investors in people Standard framework in conjunction with the Seta Attain 20 compliance with the IIP standards Attain 40 compliance with the IIP standards Attain 60 compliance with the IIP standards Attain 80 compliance with the IIP standards
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Management Development Programmes

• 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

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Previous Management Development Programmes

• Summative evaluation
• Block of six weeks
• Mostly theory
• No opportunity for experiential learning
• Linked to promotion

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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

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Benefits to the Learner

• 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

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The Leadership Development Model

• 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

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Integrated Leadership Model

• Five Competency Clusters
• Self-Management
• Management
• Business
• Leading
• Interactive

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(No Transcript)
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Customization of the Model to 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

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Refining of Competencies

• The Generic Competencies were not specific to
  Correctional Services
• Job descriptions were also generic
• SOLUTION Work sessions to generate Functional
  Competencies 2003

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

• 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

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Roles of TUT SECUDAC

• Validation of identified competencies
• Design and develop programmes
• Train and certify trainers in DCS
• Train 200 managers in each module at each level

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Involvement of Stakeholders

• Validation of identified competencies
• Development of modules
• Piloting of modules
• Availability of trainers to facilitate modules
• Training in different modules

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Validation of Competencies

• Validation of identified competencies
• Administering of the Questionnaire to Six Hundred
  Managers
• Analysis of the responses.
• OUTCOME Organizational and Individual Training
  Needs

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Deliverables for 2005/2006

• 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 _at_ Module in Middle
• Five 5 Manager_at_ Module in Junior have to be
  trained as facilitators
• Training of 400 Junior and Middle Managers
• Launch and Certification of Programme

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MIDDLE MANAGEMENT DEVELOPMENT PROGRAMME (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.
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PROGRAMME OBJECTIVES

• 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

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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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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,

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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 1 Mandates in Corrections Legal Ethical issues 38 11 4 2 5 110
Module 1 Mandates in Corrections Occupational health safety principles 39 12 5 1 6 120
Module 1 Mandates in Corrections Policy Development Implementation 38 10 4 2 4 100
Module 2 Core Management Competencies Planning, Organising and Control 41 3 1 1 1 30
Module 2 Core Management Competencies Leading 41 13 5 2 6 130
Module 2 Core Management Competencies Strategic Management 39 Non credit bearing 1 2 2 50
Module 2 Core Management Competencies Problem Solving decision making 39 25 11 3 11 250
Module 3 Rehabilitation Management Competencies Restoration 39 Non credit bearing 2 1 2 50
Module 3 Rehabilitation Management Competencies Unit Management 39 Non credit bearing 3 2 5 100
Module 3 Rehabilitation Management Competencies 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 4 Organisational Transformation Competencies Change Management 39 3 0 1 2 30
Module 4 Organisational Transformation Competencies Project Management 39 17 6 3 8 170
Module 4 Organisational Transformation Competencies Learning Orientation 39 3 1 1 1 30
Module 4 Organisational Transformation Competencies Team Development 43 30 13 3 14 300
Module 5 Interpersonal Competencies Effective Communication 43 20 8 2 10 200
Module 5 Interpersonal Competencies Conflict Management 43 5 1 1 3 50
Module 5 Interpersonal Competencies Stress Management 43 Non credit bearing 0 1 10
Module 5 Interpersonal Competencies Sharpening your people skills 43 Non credit bearing 1 1 30
Module 5 Interpersonal Competencies Emotional intelligence 43 Non credit bearing 1 2 3 60
Module 5 Interpersonal Competencies Inspirational Motivation 39 Non credit bearing 0 2 2 40
Module 6 Supportive Management Competencies Performance Management 37 15 6 2 7 150
Module 6 Supportive Management Competencies Employee Relations 43 12 10 2 10 120
Module 6 Supportive Management Competencies Financial Management 37 10 3 3 4 100
Module 6 Supportive Management Competencies Supply Chain Management 37 5 2 1 2 50
Module 7 Business process Management Quality Management 37 Non credit bearing 1 1 3 50
Module 7 Business process Management Customer Orientation 43 10 4 1 5 100
Module 7 Business process Management Information Process Analysis N/A 8 3 1 4 80
Module 7 Business process Management 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