Template 2T07
DEPARTMENT : name
PROGRAMME: name
CAPACITATION PLAN
YEAR : XXXX
Status: XXX
Version Control
Version No / Date / Revision MadePrepared by: XXX
2T07: Capacitation Plan v4.0: XXXX Year: XXXX1
CONTENTS
1Definitions & Abbreviations
2Introduction
2.1Objectives
2.2Analysis of Capacitation Requirements
3Background
4The Status Quo
4.1Organogram
4.2Human resource
4.3Information management systems
4.4Support services
4.5Internal infrastructure
5Shortfall in Departmental Human Resource
6Shortfall in Systems, Services and Internal Infrastructure
6.1Information management systems
6.2Support services
6.3Infrastructure
7Capacitation Plan Implementation Process
7.1Institutional Framework
7.2Roles and Responsibilities
7.3Contractual Arrangements
8Capacitation Plan Budget Allocations and Programme
9Monitoring and Evaluation
9.1Reports
9.2Key Performance Indicators
10Monitoring and Evaluation
10.1Progress and Performance Monitoring
10.2Evaluation
11Guidelines
12Management Plans
12.1Risk Management Plan
12.1.1Methodology
12.1.2Risk Management Responsibility
12.2Quality Management Plan
12.2.1Quality Checks
12.2.2Quality Management Responsibility
12.3Communications Plan
12.4Objectives
12.4.1Communications Costs
12.4.2Communication Responsibility
12.4.3Management of the Capacitation Programme
LIST OF TABLES
Table 1: Human resource
Table 2: Capacitation Contracting Arrangements
Table 3: Year XXXX Budget Allocation
Table 4: Summary Capacitation Programme Timetable
Table 5: Anticipated cash flow requirements
Table 6: Key Performance Indicators for Capacitation
Table 7: Capacitation Programme Management Team
LIST OF FIGURES
Figure 1: Relationship between the Infrastructure Plan, Organisational & Support Plan and the Capacitation Plan
Figure 2: Institutional framework for the Capacitation Plan
Figure 3: Progress Reporting on Capacitation Programme
2T07: Capacitation Plan v4.0: XXXX Year: XXXX1
1Definitions & Abbreviations
In order to provide clarity the following definitions are used within this document:
Insert definitions as appropriate
Capability - within the context of this plan meansthe specific skills needed by individuals in order to fulfil the functions of their work
Capacity -within the context of this plan meansthe specific organisational capacity, staff complement, organisational systems and support services which the department requires to plan and manage the delivery of its infrastructure needs
IDIP - Infrastructure Delivery Improvement Plan to enhance the current capacity and capability of Provincial Departments responsible for providing infrastructure in support of their service delivery mandates
Infrastructure Plan – the plan within the department which sets down the infrastructure to be implemented (including rehabilitation and maintenance and conditions applicable to the implementation)
IPIPInfrastructure Programme Implementation Plan which defines how the Infrastructure Plan will be implemented and managed
IPMPInfrastructure Programme Management Plan which defines how the implementation of the Infrastructure Plan will be managed
Organisational & Support Plan – defines the capacity and capability needed i.e. the numerically adequate and appropriately skilled staff complement,, organisational, logistics, systems, support services etc. in order to effectively formulate and implement the Infrastructure Plan
PSETA – Public Services Sector Education and Training Authority
SDF - Skills Development Facilitator responsible for facilitating the formulation of the departmental WSP
WSDC -Workplace Skills Development Committee responsible for ensuring that the WSP is formulated and for feedback to individuals
WSP - Workplace Skills Plan developed by the Department to address its skills and training needs
2T07: Capacitation Plan v4.0: XXXX Year: XXXX1
2Introduction
Infrastructure planning defines the intentions of the Department, in ever-increasing detail from the 10-year Infrastructure Plan, via the Annual Performance Plan (APP)(previously the MTEF Plan) to the Operational Plan, to give effect to its mandate. Organisational and support planning defines the needsof the Department in terms of its own infrastructure to achieve this goal and, logically, should similarly address the levels of detail associated with infrastructure planning.
The Capacitation Plan accepts and understands the findings of the O&S Plan, relates these needs to what the Department actually has available and thus defines the gap between them. Informed also by Departmental policies and long- as well as short-term strategies, it then defines the actions required to ensure that the Department is, in fact, capable of addressing its brief.
This template describes the Capacitation Plan, addressing:
Organisational structure
Human resources
- Capacity, i.e. the number of bodies possessing the required capability;
- Capability; the qualifications, skills levels and experience required to execute the tasks entrusted to the staff of the Department;
Information Management Systems;
Support services;
- Finances
- Human resource development
- Communications
Infrastructure
- Office accommodation and equipment
- IT network, computers, office and specialist software, and support systems
- Library and laboratories
- Plant and equipment
- Vehicles
IDIP Capacitation Plan Objectives and Outputs
Note to draughters: Insert the objectivesof the capacitation plan, which should be “SMART” (i.e. specific, measurable, approved, realistic and time bound) and which should focus on the enhancement of the departments capacity to fulfil the key functions of infrastructure planning and management of the infrastructure delivery process
2.1Objectives
The objectives of the capacitation plan are to:
Enhance the capacity of the department to fulfil its infrastructure planning function byXXXinsert SMART objective
Enhance the capacity of the department to fulfil its deliverymanagement function of the infrastructure delivery process byXXX insert SMART objective
Figure 1: Relationship between the Infrastructure Plan, Organisational & Support Plan and the Capacitation Plan
2.2Analysis of Capacitation Requirements
The following key questions need to be answered in detail as the analysis of the capacity needs, availability, gap between need and availability, alternatives for meeting the capacity need, and planned interventions to enhance the capacity of the host department to plan the infrastructure needs and manage the delivery of the infrastructure.
1.What is the NEED – i.e. the specific organisational capacity (number of resources), individual skills,organisational systems and support services which the department requires to plan and manage the delivery of its infrastructure needs? This is derived from the Organisational & Support Plan together with an analysis of the specific functions to be performed.
Provide a summary and refer to Annexure B for details
2.What is the SUPPLY – i.e. current organisational capacity, individual skills, organisational systems and support services available in order to carry out the infrastructure planning and programme management functions?
3.What is the GAP – i.e. between the NEED (organisations capacity, individual skills, organisational systems and support services) and the SUPPLY (appropriateness and availability).
4.What are the options – i.e what alternatives and combinations of options have been considered to improve the specific organisational capacity, individual skills,organisational systems and support services which the department requires to plan and manage the delivery of its infrastructure needs? (Typical options/combinations may include restructuring, re-skilling of individuals, mentoring, recruitment and skilling of new staff, outsourcing, introducing new management systems etc.)
5.What is the cost - i.e. how much will the capacitation cost over what period to achieve appropriate and sustainable organisational capacity, individual skills,organisational systems and support services?
6.How will the IDIP Capacitation Programme defined in the Plan be managed – i.e. what management structure will be put in place to manage the implementation of the capacitation programme defined in the capacitation plan with respect to scope, time, cost, quality, risk, communications etc.
7.How does the IDIP Capacitation Plan integrate with the department’s Workplace Skills Development Plan?
3Background
Summarise the findings of the O&S plan with regard to the Department’s needs in terms of human resource, information management systems, support systems and internal infrastructure.
The need for human resource estimated in the O&S Plan is to be verified by the development and application of Production Norms and Standards. For example, a team comprising one engineer, one surveyor and two building inspectors could manage a project list with a value of R5 m to R8 m per annum. These norms and standards enable the conversion of a budget into a human resource requirement.
4The Status Quo
4.1Organogram
Evaluate the existing organisational structure of the Department in terms of its fitness for purpose in giving effect to the Departmental mandate.
4.2Human resource
Establish the current strength of the Department in terms of
Number of Built Environment professionals, e.g. architects, engineers, quantity surveyors, project managers;
Number of Built Environment technicians, e.g. surveyors, soils technicians, draughtsmen, building inspectors;
Number of Built environment “other”, being people without tertiary qualifications but with several years of practical experience in the appropriate field.
Current strength includes deriving an age distribution of the relevant staff and the average rate of resignations in order to predict future staff levels
Conduct a skills audit to verify the qualifications, years of experience and skills levels of personnel associated with infrastructure delivery.
4.3Information management systems
List the infrastructure-related information management systems, describing their functions, available to and in regular use by the Department. Evaluate these systems in terms of age (in the case of commercially available systems, version number), ability to communicate with other systems and user-friendliness.
4.4Support services
Describe the various services that the Department possesses. This typically includes
Finances
Human resource development
Communications
The description should not only discuss the nature of the service but also the human resource, information management and internal infrastructure dedicated to its provision including the budget allocated to each element of the support service.
4.5Internal infrastructure
Internal infrastructure includes:
Office accommodation and equipment
IT network, computers, office and specialist software, and support systems
Library and laboratories
Plant and equipment
Vehicles
The adequacy of infrastructure needs to be related both to the task the Department has set itself and to the human resource currently available to it. For example, one computer shared between five staff members would not normally be considered to constitute adequate provision.
5Shortfall in Departmental Human Resource
In this section, the difference, i.e. the gap, between the need for human resource and that available is expressed in tabular form as illustrated in Table 1. It is to be noted that this table is restricted to analysis of staff directly concerned with infrastructure provision.
Table 1: Human resource
Skill required / Experience / Required / Available / ShortfallManager
Engineer / 0 to 3 years
4 to 5 years
> 5 years
Technician / 0 to 3 years
> 3 years
6Shortfall in Systems, Services and Internal Infrastructure
Any inadequacy within the Department’s management systems, support services and internal infrastructure are discussed under individual headings as listed below
6.1Information management systems
6.2Support services
6.3Infrastructure
7Capacitation Plan Implementation Process
7.1Institutional Framework
The institutional arrangements for the implementation of the capacitation plan are illustrated diagrammatically in Figure 2 below (Insert the applicable institutional arrangements including all key stakeholders and functionaries)
Figure 2: Institutional framework for the Capacitation Plan
7.2Roles and Responsibilities
Describe in detail the roles and responsibilities of the stakeholders including coordinating forumsset down in Figure 2.
The responsibilities of the various Role Players as reflected in Figure 2 are summarised as follows:
7.3Contractual Arrangements
The various agreements/contracts are contained in Annexure C of this document and are summarised in Table 2 below.
Table 2: Capacitation Contracting Arrangements
Contract/Agreement Name and Purpose / Parties to the Contract / Responsibility for Facilitating the ContractDescribe in detail any contracts/agreements between the stakeholders set down in figure 1 (e.g. service provision contracts with trainers, technical assistance etc. service level agreement with Implementation Agent (Public Works,) MOUs with stakeholders relevant to the capacitation plan) attach the agreements (or at least agreement outlines) in numbered order within Annexure C
8Capacitation Plan Budget Allocations and Programme
The budget allocation, ti\me table and anticipated cash flow for the Capacitation Programme are summarised in Tables3, 4 and 5 below.
2T07: Capacitation Plan v4.0: XXXX Year: XXXX1
Table 3: Year XXXX Budget Allocation
No. / Capacitation component / Deliverable / Target completion date / Budget Item / Budget allocationYear XX / Year YY / Year ZZ / Total
Restructuring
Training
Recruitment
Mentoring
Etc etc etc
Table 4: Summary Capacitation Programme Timetable
Capacitation component / Activity / Target completion date / Responsibility / Apr / May / June / Jul / Aug / Sep / Oct / Nov / Dec / Jan / Feb / MarTable 5: Anticipated cash flow requirements
No / Budget Item / Year XXX budget / Apr / May / Jun / Jul / Aug / Sep / Oct / Nov / Dec / Jan / Feb / Mar / Year YYY / Year ZZZ / Total (Rm)2T07: Capacitation Plan v4.0: XXXX Year: XXXX1
9Monitoring and Evaluation
9.1Reports
The reporting within the capacitation programme is set down in figure 3 below and described thereafter.
Figure 3: Progress Reporting on Capacitation Programme
9.2Key Performance Indicators
In order to monitor and evaluate the Capacitation Programme in terms of its Objectives, Key Performance Indicators (KPI’s) will be reported on throughout the implementation of the programme. These are summarised as follows in Table 6.
Insert appropriate KPIs
Table 6: Key Performance Indicators for Capacitation
Key Performance Area / Key Performance Indicator1. Skills Development of existing staff and new recruits / 1.1 No. of people provided with skills development
1.2 % of peopled skilled relative to number required
1.3 Deliverables measured against job specifications
2. Recruitment of new staff / 2.1 No. of suitably skilled people recruited
2.2 % of peopled recruited relative to number required
3. Outsourcing / 3.1 No. of suitably skilled people appointed
3.2 % of peopled appointed relative to number required
3.3 Deliverables measured against service provider terms of reference
4. Outputs / 4.1 Infrastructure Plan approved
4.2 % of Budget spent on infrastructure delivery
4.3 Norms and Standards formulated and approved
10Monitoring and Evaluation
10.1Progress and Performance Monitoring
The Programme Leader for the capacitation programme will have overall responsibility for quality assurance, scope, time and cost management. The PL will be required hold coordination meetings at least monthly or more frequently where circumstances demand with the stakeholders in order to coordinate efforts, assess progress and solve problems.
10.2Evaluation
Evaluation comprises the process of reviewing what has been done, and identifying weaknesses on the basis of which improvements can be made within the programme. Evaluation provides a “feedback” loop to enable continuous improvements.
Within the Programme it is recommended that internal reviews/evaluations should be undertaken on at least a quarterly basis in order for the managers involved to take stock and formulate rapidly improvements.
An external independent evaluation should be undertaken within the last three months of the nine month pilot programme and should focus on problem areas, so that the impact on improvements is maximised. The evaluation should include a formal feedback loop to the managers within the Programme both to clarify issues raised within the evaluations and to provide the managers with insight into proposed improvements. The evaluations (both internal and external) should always include formal appropriate and realistic recommendations for improvements. Senior management should be held accountable to seriously consider the recommendations, as part of performance review and implement approved recommendations timeously, so that the Programme can benefit from the improvements as soon as possible.
11Guidelines
The Guidelines which support the capacitation programme comprise:
Skills Assessment Tool – see annexure J
Organisation and Support Plan (see 2T01 Infrastructure Plan section 3)
PSETA Guideline Workplace Skills Development Plan
12Management Plans
12.1Risk Management Plan
12.1.1Methodology
The Risk Management Plan is contained in Annexure G of this Document. It identifies and addresses the following key risks which could impact the IDIP Capacitation programme:
Insert the key risks identified in Annexure G
.
12.1.2Risk Management Responsibility
It will be the responsibility of the Capacitation Programme Leader to review and undertake risk management on the programme in terms of the Risk Management Plan and to ensure that the risks are minimised an adequately managed.
12.2Quality Management Plan
12.2.1Quality Checks
The Quality Management Plan is contained in Annexure H of this document and focuses on what are the quality checks which will be built into the programme in order indicate that an acceptable quality has resulted from the intervention. Quality checks for the programme comprise the following components:
Insert appropriate quality checks for the programme
Appraisal of staff recruited within the probation period
Monthly performance verification of service providers and trainers
Programme on time and within budget
Infrastructure Plan is delivered on time and approved
12.2.2Quality Management Responsibility
The Capacitation Programme Leader is responsible for managing the quality plan. Management of quality is to be reported monthly.
12.3Communications Plan
12.4Objectives
The Communications Plan has been compiled, together with budgeted cost, with the following objectives: Insert appropriate guidelines for the programme
To provide effective communication among the various key stakeholders on the Programme;
To provide a structured mechanism to convey to the target audiences all appropriate information necessary to ensure that they are kept informed of progress and involved in the development process;
To provide the necessary communication channels to ensure the effective implementation of the Programme;
12.4.1Communications Costs
The Costs for the implementing of the Communications Plan must be incorporated into the capacitation programme budget as a budget line item.
The detailed Communications Plan for the Programme is detailed in Annexure I.
12.4.2Communication Responsibility
The Capacitation Programme Leader is responsible for the management of the Communications Plan, with input from the Communications Officer as appropriate.
12.4.3Management of the Capacitation Programme
The resource requirements to manage the capacitation programme (i.e. the management team) are set down in Table 7 below.
Table 7: Capacitation Programme Management Team
Position /Function / Grade / Total required / Key Responsibilities / Date required2T07: Capacitation Plan v4.0: XXXX Year: XXXX1