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ECA/PHSD/RA/90/2(24.2.1)

E aluati rt on the Training ctivities of the Unifi Local Governm'ent Ser "e of

o Bots ana

• •

•

•

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Botswana

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ECA/PHSD/RA/90/2[24.2.1]

Ul'llTISD llATIOBS

ECOlQIIC CCJlMISSION lOR mICA

EVAWATION REPORT ON THE TRAINING AC'1'IVITIE8 OF THE UIllFIISD lOCAL GOVERRMEII'r SERVICE OF llO'l'SWAllA

19 August - 30 September 1989

by

Peter M. Ef'ange Regional Adviser

Public Administration. Human Resources and Social DeveloIDIDt Division

Note: The views expressed. in this report are those of' the author and not necessarU3' Shared by the Ul¥ECA

"',

MLGL ULGS ISMl'U SIPU

aRT

SHHA 1m

BrAe

MT

PrO's

NDP

ECA/PHSD/RA/90/2] 24. 2. 1]

GWSSARY

Ministry of Local Government. and Lands Unified Local Government Service

In·-Service !'labile Training Unit

Swedish National Institute for Civil Serive Training and Development

>lorld aRT Union, Svitzerland Self Help Housing Agency

Institute of Development Management Botswana Institute of Administration

and Cornmerc e

Association of Accounting Technicians Personnel Training Officer

National Development Plan

ECA/PHSD/RA/90/2124.2.~

REPORT ON EVALUATION OF THE TRAINING ACTIVITIES OF THE UNIFIED IDCAL GOVERNMENT SERVICE OF OOTSWANA

TRAINING ACTIVITIES

Introduction

1. The evaluation of the training activities of the Unified Local Government Service of Botswana took place from 20 August to 30 September 1989. It 'fas originally planned that the task should be undertaken by two consultants over a two month period but. due to unavoidable circumstances only one consultant was made available and the duration

or

^his assignment was limited to just six weeks. It was also agreed that the Government of Botswana \lould place at the disposal of the Evaluation team five senior officials to represent each of the following di sc i plines : -

Administration

Community Development and Housing Finance

Social Helfare Technical (Civil)

These officers "ho were to be selected from persons not currently involved \lith training were not provided and the consultant had to

\lark alone \lith only the assistance of a Senior Personnel Officer whose role was limited to dealing vith administrative and logistic issues.

It was also not possible to have inputs from the Senior ~mnpower Planner of ULGS who left on leave a day after the arrival of the mission and did not return until after the departure of the mission.

2. As a result of the heavy work load and the limited time at TJIY disposal it was not possible to visit all the local councils in the country. I therefore had to adopt a selective and yet representative ,"lpproach to give ,",C a fair and be.lanced picture of the training and manpower situation in the Councils. It would be recalled that Botswana has five Urban CouneilH and eight District Councils. I was able to cover tvo Urban Councils Le. Gaborone City Council and Francistown Tmm Council as well as five of the eight. District Councils namely, Central District Council, Ghanzi District Council, Kgatleng District Council, North-East and South-·East District Councils. As a result of TJIY findings, I came to the conclusion that what prevailed in these councils was fairly representative of the entlre country and that little

ECA/PHSDJRA/90/2/24.2.~

Page 2

was lost by not visiting the "emalnlng councils (three Urban and three Rural). In addition to the 'District/Urban Councils I also visited five out of eight Land Boards as ~ell as all the Local institutions 'Thieh undertake training for the ULGS. My visits to the training institutions ""s restricted to programmes and activities in ~hich ULGS

was involved.

3. Throughout the assignment, I received the full support and co- operation of both senior and junior officials of the ULGS as well as other officials both at ULGS headquarters, the various Councils as

",ell as staff of training institutions. I liould like in particular to acknowledge the support and assist,ance I received from llr. Peter Siele, Establishment Secretary" Mr. Henry Nyirenda, ISHTII Training Co-ordinator, Mr. Finn Hedvall, In House 'Training Co-ordinator, llr.

L. Perera, Staff Development and Training Officer (I1LGL) and lis. Victoria Isaacs, Senior Personnel Officer who sacrIficed much time and effort to provide m" ~ith information and documentation relating to the system, scope and dimensions of local government training in Botswana. I would like to place on recDX'd my appreciation for this support. A list of all the other officers whon I interviewed and who volunteered infor_tion is at ATL'1ex A of this report.

4.

This report is divided into six parts.

Part I Part II Part III Part IV Part V Part VI

gives a brief ~ccount of the Unified Local GovernMent Gervice of Bots\Tana

deals with a cummary of my findings under each term of reference

summary of Conclusions alId RecOlmnendations

deals >1i th the TcrI'lS of Reference as well as the Methodology and concepts of the Evaluation

deals lTieth the background to the evaluation

deels with the Unified Local Government Service

"hchinery for Implementation of ~raining

SCA/PHSD/PA/9C/2/24.2.~

Page 2

PART I

TIlli UNIFIED LOCAL GOVERliMENT SERVICE OF roTSWAl'IA

5. The Unified Local Government Service of BottrFana VetS established by the Unified Local Gcverrunent Service Act, No, 13 of 1913. Section

5

of ~he Act provides for the nppoi~trnent of an .Establishment SecretarY who is responsible among things for local authority training policy.

discipline:. staff t.raining and 't,.,relfar'3 as i.tell as recru!tment~ terms of service~ promotions and staff developrneni; programmes. The Counei If>

employ about

i,337

permanent and pensionable personnel as in Table

I below:

TABLE I

COW1cil PopuL:rtion NUTTlber of Posts 1988/1939 1989/1990 rrancistown Town COuncil

Gaborone City Council Lobatse Town Counei]

Se1ebi-Phikwe Tmm Council Jwaneng Town Council

Central District Council Ghanzi District Council

Kr~_laf,adi District <=ounci.^1_

Kgatleng District Council

Kweneng Distl'"'.:!-ct Council North-East Dist~rict Council

Southern District Council South-East District Council

Q9,6G3

25,82«

i~6,741 12,637 389,9:?9 24,011

51,713

89,916 143,245 42,244

252 459 If,9 233 lID 9⁴8 193

~06

?04 371 329

263 749 177 244

115 1,nil

995 202 215 213 30(;

350 350

4,337 4,337 Total All Councils

t.ll Land BOdrds

4,137

2110 253 253

4,

,77

There are about 400 vacant posts according to ULGS s.urces Source: Unified Local Government Service

ECA/PHSD/RA/gO/2(~4.2.~

Pa[c 4

o. Under the Local Governmen-: (Listrict Councils) Ace: Cap. 40.01 and the frownsbips Act Cap, 40.02" Caunc-:l~J are c~harged ~}i-t~j, ⁸ ~.:idf2

range of develo-pI!lental runctioE~ such ~.,_s Primary Education.> Public

Healtb~ SanitE~tion~. Public ~"at,er :]uppli.es,) pY'o'Ttsion of recreational facIlities mal!n:.enn,ncc' ot' non""'tl--Lm1. roauG and streets. The Y!a,ior objec¹oive of local e;ove,.nment :cs to improve the '1unlHy of life of all Ba.T,S1vc.na.. The c;ovcl'nment is pa.ct.lcul.qrly jnterested In the development of the rural areas ·~There t.h'2 bull;: of the population resides.

St,ruc~ural transforl1k'ltion of ·the !'w'2~1 sector through the desi.gn ...

iI!lplementation-: rnon:i. taring and evaluation of integrated rurRl development .is therefore ^C:I rrucial corner stone in the realizatton of the goals and ob,jectives of t,he national develc,pment plan.

7. Accordine to the curren;. National Development Plan, government intends to enhance the respon::;ibili+,:y of local authorities for development in their respective areas anc, to strengthen their cc:lpaci+;y to provide development leadership. Efforts are also to be made "to strengthen ".nd promote the role of local institut ions (Village Development Committ.ees etc.) in rurecl de'felopment. The'>" " , " , l l be el'1;>hasis on communal areas in plannil'l1': and implementation of development projects. D.istrict level development planning i.n BotS1..rana is a. .j.'Jint respon5i bilit.:'{ of the Dis"',rict AdmJnis1~ration, Dis-t~·:.ct Co~w.cf1s"}

District Development Com:rrdttees~ Land Boa.rds and IJ:lribal Authorities.

Close collaboration and co··-~oper8.ti.oD bet;ueen these bodies

.:5

of vltal inpor'ta.nce. In part.icular t',he District. Councils ;(;.11 nepd to develop more awareness ab01rt the cont-rt''Jut ions expected of them in +,he plg,nning and implementa. tion of development programmes in tj'eir respecti'fe p"reas.

It is ncedlesr; to say that· the:::..c gO:j,ls would "he nnatte,:inable without substantial improve~ents in the management and technical capaDility of the local counr">ils :indeed many of the rural infi'astruct,ure targe1:.s and goals in the national development plan for the period 1979-8); were not achieved as indicated in Table II" Apart from organJ.zational and ma.nagerial. constraints the 1m"T level of' impleruentat,ion may ~·rell have

~)een d.1.:C to te:hnical <.:,no. Fai1ar::er~,ql inn..deCi~Af\,c:i~s as many Councils lack the capability for the implementation development programme .

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ECA/PHSD/RA/90/2[24.2.~

Page 5

TABLE II

Rural Infrastructure Targets and Achievements 1979

Plan Service

Number

tG

23 Primary Schools Classrooms

Teachers's Quarters Toilets

NDP5 Target

2,150 n.a n.a

Actual

1 346 482 3,136

Difference

-804

LG 20

LG 30

LG 34 LG 56

Health Facilities Uinics

Health Posts Nurses' Bouses Maternity Wards District Housing (District Councils)

District Labour Intensive Road Units

District Water Maintenance Units

14

88 152 15

630

n. a.

n.a

9

67 58

II

792

5

17

-5 -21 -94 -11

+162

LG 28/0~ Rural Industrial Plots n.a 524

(95,53 na.) LG 51 Rural Sanitation Units

(Ventilated Improved

Pit Latrines) n.a. 300

Source: National Development Plan 1985-1991 Government Printtr, Gaborone (Page 93)

,

ECA/PHSD/RA/90/2{24.2·lJ Page 5

8. Since 1966, the government has embarked on a system of decentralization designed to delegat.e fllDctions and responsibilities to local authorities to enhance administrative capabilities for development. The aim is to promote development that is more directly related to actual needs .. by. s~imulation of popular participation, mobilization of local resources and'" brlngingthe Councils: into the mainstream of development in valid partnership with the central government.•...Tr.,l.ining is a key element Jr. this process and its rna.ior objective should be' 'not only' to prov·ide the... <;.cuncils with effective leadership 'but also to produce skilled, knowledgeable and qualified manpcwer for the realization of th'e goals set out in the national development plan.

PART II - TERlolS OF REFERENCE AND FINDIllGS

9.

TERM OF REFERENCE NO. 1

To review the training materials of each di.scipline and to assess if they address the training needs and are relevant to job situations.

Findings

Under this term of reference attention is focused on the quality and quantity of training materials, their content and relevance. In this regard ULGS training is undertaken in the follo,",ing disciplines and by the follo,ring organization

Finance:

~nistratiol1:

ISt-lTIJ, SIPU" BIAC

ISt·1TIJ, SIPU, IDN, University of Bots"ana, BIAe

ISMTU, SIPU, T;relelopole T.C.

Botswana Polytechnic,

Land Board:

Health:

Social Welfare:

Roads Training Centre

SIPU, University of Botsua""

National Health Institute ISHTU SIPU

Community Development and SHHA,

ECA/PHSD/RA/90/2{2~.2.1J

Page 7 (a) FIRANCE

(1) ISMTU Finance Modules

The training materials produced Qy ISMrU for its Finance courses are of a very high professional standa.l:'d. They are very well written, easily readable very practical and job-related.

They focus on the key areas in which finance ofricers not onlY in local government but also in central government constantlY deal with including budgeting, rates, financial management in CounCils, cash fore-casting, cash flows, expenditure control, TreasurerIs Statements etc. The modules definitelY address the training needs of the Councils.

(u) SIl'lJ Finance and Accounting Modules

SIro has produced four modules for its Finance and Accounting programmes. These are:

Basic Finance (one week)

- Practical Finance (1 -

5

weeks)

Applied Accounting (now in its final stage)

(1-5

weeks) Procurement and Supplies

These modules which are meant for lower level grades i. e.

LG VI to IV are of a very higJ:l quaJity. They are practicallY -'orient-ed and" ,;ob related. They cover such basic issues as cash boOk pOstings',' calculation of salaries and rates, ,bank reconciliations, 'imprests etc. Their forllBt and style are very impressive and could be used by the ambitious individuals to foster self-learning. As senior members of staff of Councils serve as resource persons on the in-house training programme' (for which the modules are primarily designed) they also help to improve and refresh their knowledge.

(iii) mAC Course on Accounting

BIAC organizes courses in Accountancy at three levels Le.

National Certificate, National Diploma and Higher National Diploma.

The courses cover issues -such as Financial Acco\IDting, QuAntitative methods, company law, ,statistical analysis, company law etc. The courses are of a very high quality but they seem to be too commerciallY oriented and are reallY not suitable for the needs of local authorities. Apart from foreign tex!; books, the training module used by BIAC was produced by lLO/UNDP - project BOT/77/0l0;

it has a strong commercial flavour. BIAC is willing to mount special courses on Local Government Finance but has not been requested to do so.

ECA/PHSD!RA!90/2[24.2.l}

Page

8

(b) A11ffiQSTRATION

(i) ,"

ISHl'U

Administration Training Modules'·

The ISMTU Administration modules cover the Legal Functions of . local authorities, best p!'actice guidelines for a model local 'authority, introduction to law, local authority by"laws,

organization of English local government etc • There is no doubt 'that a lot of information contained in these modules is of conniderableimportance; nonctheless they seem to over-emphasize the legal aspect of local government at the expense of its developmental role. These courses are held for Chief Executives of Councils and their deputies who should have competence in basic administrative skills such as Planning, Project Management., Budgeting and Financial Hanagement, Rural/Urban .development, 0

& Mete. in addition to a grasp of substantive policy programmes, and developmental matters ifuherent in the role of such personnel.

The development task which is their primary responsibHity should see\< to build attitudes and understanding that will free them from the restrictions imposed by wholly technical considerations.

The Chief Executive must therefore be perceptive and should be able to grasp the significance of current development and play a constructive part in organizational change. There is need for a complete re-orientation of these modules so that they can produce skilled and development oriented Chief Executives. There is also a need for the training of Councillors. l';xperience from other African cO\lIltries has revealed that programmes offered to locally based administrative anc. technical personnel together 1,ith elected officials are J?Ossible and have improved the management of rural development and the general operation of local government administration. Such programmes have the advantage of improving communication betveen officials and local citizens.

( 11) SIPU Administration Training Modules

SIPU has developed three lll6dules·,for its administration programmes I.e.

In~uction Programme and Introduction Course Practical Adndnistration (one veek) , Practical SuperVision (tvo weeks) ....'.

These modules contain basic data which is of crucial importsnce to ULGS staff at the lower levels (WA

6-5)

and eqUivalent. The issues dealt with Include:

Formation of Councils Committees and Functions Councillors and Staff Registry and Filing System

ECA/PHSD/RA/90/2£24.2.~

Page 9 Office Equipment and Organization

Communication process

The mo,<;lules are very practically oriented. 'l'hey are written in simplela\1guage; they include a certain amount of group 1<ork, role play, and in-basket exercises. The quality of these modules is of a very high level; they are very relevant to the practical problems 1Thich are encountered by officers at the lower levels of Councils.

IJ:H Certificate Course in Local Government Administration._

A new programme in Local Government Administration has just been developed by IDH. It is divided into four JXlrts Le., Public Administration, Public Personnel~mnagement, Development Administration and Local Government Administration. The course ,is said to be designed "t,o equip participants with skills in the management and administration of public affairs"; focus is on practical tools for management and administration; public administration theories and concepts are therefore used merely as instruments of analysis rather than the focus of training.

IDM does not have training modules but the lecturers prepare'lecture notes which are of very high quality. In addition'to classroom work the trainees are sent out to the field for prA.cti cal attach:llent and ·are expected to present a paper on their field experience

in order to qualify for the award of the certificate.

An examination of the course content of the programme reveal"

that. itha~ a high administration content including personnel managelllent and .contrary to its title local government covers ,only 25%' of the programme. Havinr; regard to the short duration of the course, it is not possible tn the circwnstances to do enough justice to local government issues and in particular the programme does not appear to cover such ~ritical issues as Rural Development, Urban l'mnagement, Local Planning and Plan Implementation. It does not therefore address fully the tasks expected of Local Councils as laid dmm in the Nation"J. Development Plan.

(iv) BlAt Course in Administration

BIAC has no Administrat.ion training modules. It offers two courses in Administration for junior and middle level officials Le. the Basic Administration Course (12 weeks) and the Advanced Administration Course (8 weel,s) . Both courses are designed primarily for central government officials and cover Office Management, Records Management, General Orders, Supplies Management, Public Finance and Accounting. The BaSic Course, however has a small Local Government component dealing ,fith District Administration, Responsibilities of District CounCils, Functions of the land Board, Responsibilities of Tribal Administration,

ECA/PHSD/RA/,0/2[24.2.1) Page 10

Functions and Responsibilities of District Commissioners as "ell as relationships bet"een MLGL and other Ministries. This course is expected to provide participants with basic knowledge about the machinery of government but. due to its relat.ively short duration local government issues are not dealt with in sufficient depth. I t is useful to ULGS personnel only in the sense that it provides a foundation for 'the proper understanding of the machinery of government.

(v) University of Botswana

Under the Political Administrative St',ldies Department, the University of Botswana offers a four year degree course in Public Admi,nistration vhicn includes a strong local ogverrnnent component.

The focus is on organization and operat.ion of local level organizati,on, instr'llOents and effectiveness of decentralizat,ion, District and T01.ffi Councils, District and Tribal Administration, Land Board, Community Development, Finance and Co-ordination.

Like all other programmes offered at the University, the course is of international standard a.nd very relevant to the areas of both central and local governments. It has a heavy local (Botswana) flavour.

( vi ) Management Training (SIro)

A management Training Programme for' Council Chief Executives and their deputies vas conducted in 1937. I consisted of two parts.

The first part covered planning and financial management and was conducted in Francistown from 27 April to

8

May. The second part '.overed e;eneral and personnel management and l"as conducted in Haun from 29 June to 4 July. The latter portion had to be limited to six days and pas disrupted because the participants were requested by HLGL to attend a housing conferenoe in Gaborone. The programme was based on a needs analysis made by SIPU and dealt with:

Role of Chief Executives Decision ~la,kinc;

Co'-ordinat;ion Personnel Issues Development Planning Financial l~nagement.

A detailed examination of the course content reveals that the two programmes dealt mainly with operational problems which confront the Chief Executives of Councils. 1'he programme was to that extent relevant to job situations but not necessarily the training needs of these officers. (For furthe~ observations refer to para 9(b)(1) ...

•

ECA/PHSD/RA/90/2[24.2.1]

Page 11 (c) . TECHNICAL

( i ) SIro Technical Training Modules

The BIPU modules on Technical Training are:

Technical drawings and COST EstimaTes I (one week) Technical drawings and Cost Sstimates I I (two weeks) Building Inspection (2 weeks)

BuildIng l<1aintenance (2 weeks) Contract ing ~-. ^r1lender Procedures

The drawings s~lected for the modules are from the Ministry of Harks and Communication; they cover in full the principles of technical drawings, quantitite~ and qlmlities of materials to be used in construction" castings, tendering procedures. ULGS technical personnel will wi!;h the assistance of these modules undertake their tasks on a more scientific basis instead of by intuition. The SIPU consultants have done an excellent job,. the modules are written in simple language and easy to understand even by non-technical personnel. They are indeed yery useful and relevant to current job situations and make it easy fOl ULGS personnel to tackle even morc complicated construction projects.

( 11) ISMTU Technical Training Modules

These fall under two categories - Mechanical and Civil 1. t1echanical: ~cre are three mechanical modules i.e"

Local Authority Transport ~~nagement and Maintenance Hanual

Phase I of draft \/orkshop ~·~nual Completion Report Appendices

The Transport Rnd t<laintenance Uanual is designed to provide guidelines and cperational steps to assist mechanical personnel responsible for defining and executing safely the optimum level of work necessary to keep vehicles and plant used by the Local Authorities operating at their desiened efficiency for as long as economically acceptable. The procedures cover operations related to vehicle maintenance~

transport and stores operations. The maintenance system :[s prilllc'1.rily one of protectlon. Currently the investment made by emmcils on vehicles is conside~able - running into millions of Pulas but the present leyel of protection is

inadequate due to limited staff skills, limited storage space

ECA/PHSD/RA/90/2[24.2.~

Page 12

for spare parts, poor maintenance planning and general lack of effective supervision; most workshops do not also comply

"Ith normal standards in ter.ms of safety and hygiene. ^It is also understood that a number of Council vehicles are involved in accidents due to irresponsible driver behavior.

The training modules addr<,ss all these problems in a most comprehensive manner seldom foun'i in other African countries.

The consultant should be commended for a job "ell done; if properl,y and fully implemented the modules will save the Councils a lot of money.

2. C'vil;.. These modules cover technical drawings ('Juildings), calculations including costing and estimating, construction management. building maintenance, communi cations, supervision and report writing. These issues are dealt 1f:ct), In ^8, satisfactory manner and are V€Y'-;l relevant -r,o Job situations. As a rJatter of fact the modules have been effectively used for both classroom and on the job traIning.

The Botsvana Polytechnic currently offers diploma courses in l-fechanical, Electrical and Civil Engineering" I t is' extensively used by trainee2. from the public service ULGS and the private sector. In the past the courses lee. t.o the award of the City and Guilds of London Certificate in the afore-mentioned disclplines.

Now a national diploma of ·the same level as the City and Guilds of London (adopted to local conditions) is "'larded at the end of a t.hree years programme. On the "hole the courses are designed to offer a broad technical education and appropriate qU8,lifications in the three fields of engineering listed above. At the end of each year the trainee l'eturns to his organizat~on for a IY=riod of practical attachment to acoquire additional experience.

The Polytechnic also offers Craft Courses in FittIne; and l1achining, Welding and Fabrication, PJumbing, Painting and Decoration, Bricklaying, Plastering, Carpentry, Joinery, Electrical Maintenance/Installation, Refrigeration and Air Conditioning.

Needless to say skilled craftsmen in the above areas are cr'~cial

not only to the national economy but to ensure that ULGS technical services operate at a hIgh leveL The courses therefore meet the training needs of ULGS.

(iv) Tswelelopole Training Cent.re

This is a private orp,;anIzation based in Ramotswa. Its major objectives are to improve the quality of Efe of rural Batswana by:

(a) provIding a model for vocational ~ra2n2ng "hich leads to employable skIlls or self--employment;

•

ECA/PHSD/RA/~O/2!24.2.~

Page 13 (0) creating ruralemvloyment opp<:>rtunities

(c) creatine; income through production actj.vit.i.es and

establishing viable

•

(d) '",orking "ith government or other organizations in providing services to the community.

It operates the onJy Architectural draughting school in Botswana. In addition it runs cours~s in BricklayinG and Carpentry.

Its builning training modules are of a high quality and compare very favourably with those of SIPU and ISMTU. The quality of its architectural programmes IS also very good and in keeping with the needs of the country.

(d) ROADS

Roads Training Centre

The objectives of the Roads Training Centre are to provide technical knowledge in the design, construction and maintenance of roads inlcluding the operation and maintenance of road construction plant. The courses offered are:

Highway Engineering Technician Diploma Course; the duration of the course is three years and entry qualifications are 110¹¹ level

Road Supervisor's Course ,. entry is to be raised to

"0"

level and duration two years

Plant Operator's Course.

In addition the following labour"intensive method courses are offered; Gangleader COll!"SeS, Team leader maintenance courses, Basic

~~nagement and Supervision courses. All courses and training materials are of a high quality and respond to local needs. The Directorate of Public Service r~nagement (DPSl4) is involved in its programmes and examinations,

( e) LAND BOARDS

'I'"nere are three main cadres within the Land Board, viz. the Land Board Administration, the Land Board Finance cadre and the Technical Cadre. IHth regard to the first [';roup "hich is headed by Land Board Secretaries, the main problem seems to be lack of knOWledge of the law i.e., the Tribal Land Act No. 54 of 196[\ as amended by the Tribal Land (Amendment.) Act No.

48

of 1969, the Tribal Land Commencement Notice No.6 of 1970 and the Tribal Land Regulations S.l No.7 of 1970. In

addi~ion there is need to e~lance capability in implementation. Both

the University of Botswana and SIPU rtm courses for Land Board Administration.

{

ECA/PHSD/RA/90/2{24.2.~

Page 14

(i) U.B. Certificate in Land Board Administration The programme consists

Administration involving 16 courses:

Part I

of a Single Subjec"t ... Lani! Board lectures a veek in the follm/ing

Fundamentals of Botswana Politics The Econorr~ of Botswana

Botswana's Leea1 System

Constitutional and Administrative Law of Botswana Part II

Land La,., in Botswana

Local Government and Administration in Botswana Land Board Administration and either

Financial Anministration or Personnel Management.

As from next academic year the University shall terminate all certificate courses including that for Land Board Administration. The current course i.s certainly relevant to actual work situation in Botswana bU~L it seems too academic and lacks a practical component "here Lhe issue of implementation is important.

(ii) §.IPU Course :for Land Board Administration

SIPU has produced a module for Land Board Administration.

The module is comprehensive and re5ponds to the training needs of Land Board Secretaries.

( f) SOCIAL WELFJIEE

( i ) ISMTU Training Materials!Monules

The Social Welfare Training Consultant has developed

24

classroom training materials covering both Social Welfare and Home Economics. TIlese are'.-

Role of Social l,1orker in Day Cllre/Role of Day Care in Development.

•

•

•

Social Work Skills Process

Communications and the Helping

•

• •

•

J~(;h/fHSD/Eh/gG/2l2Li.2 .. 1}

T'2r.:,: ::'C

HOlTIQ EC"Qnomlcs - Home l"ia!12.gement;; T0x7-_tles and lfutri.tio'1

Cour,selling

.~;'2 the i.r1101p the !,ra:::line ^1.:; eC:[:'-l'~~,d ~,cvar(1s Lrnproving the pe-rformance of -L1}e geneY'~"_l Pl.1.""pose wc,.J'1:er an.d 1.S targeted tOl:,ra-:ds

~;he ~·.;1.sks JY'::~l'fOL"1e-¹ hy c~iff-.:::-r·cnt ~rollp~-; 0r- ",;or~'~_en:L It recognizes the nc:cd for dj_ff(;rc~t typeJ r f tr::~,;Jl.:iJ1,I_~ fo" Ghc p;0neralJ3t::s 8.nd '3pr!,i'_iG.li:-:;t·s nt, ~111 .level? ·~1:.t:-:- i:.!·~tir'iP:?, rnc,:r,C!,J~al he s been developed as a result of .'i·.:ra:i.n.1.~~ nel_'ll:: .9.SS,8SS}"1':> 't, (",ndDcted .in Counci.ls as vell as di.SC'u£;E~i.ons ~;i-!---,h Hea.ds of Dep~Lrt,i.;lf.'nt ;j,nd ~heir st,aff

rese~n'cb if, 2..13;' 1;ndert;~J;:e.1 :L:TO nece~')s;:::.Y"Y :mo';Tlr;(l_[~e; s~cllls anc~

at-tit udes ~3nd case ,)T,udies for j~"!lproveri h .._sk ~J.:"~;->for~n~e, r.:~tJe

~:>ocial ~;elfarr:: modules (-JJ1(~ C011T'Se I"",8.,tE'~5.8.1:3 a:.r'(· of a high quali t.y finn. most of 1',hGHe ',-rho havl:." p3rtL:.ipa:~r;d In the prof[,r'1I!l~[es affirm

tha~~ thf:i[ found ^t}](; ~.:"3j.nj_np: very us!~fu.l. a71cl re.lr-'var:.t

~~IPU V8..S rcqlleS~;".(;d_ ^\-)y f"'lLG'L 1:.0 produce a basl,(' h:::\ndbook and/or cow'se for C & CD 2.+'::1.1'::C" l',ra.teri3.1 collection has taken place

~ln.d the fjY03~ draft ":s be:i..nL~ Pl"cp.:~~ed In 8\_·edcIl~

• •

This PX-'C[G':C.iillIi1E 1.; conductG{i Social "incl i}:<;unur;,:it.y Devclopm0~1":;

Self Bel::? HO~1~..,5.nc; 1\~-:eYl'-::d,?'s in 'ro',~n

lE;I'-iTU and L; !~esponsj'::J.2 for -t.rs5:l:1.ng

i!o~->l·:<.::!J"'s 8.-::; ;rF~] 1 a.s pc:rsonnel ^{'01.' the}

(;·']un,>i15

ECt,!?ESD/PJ\l90/2i2~.2 .1/

Page .:~ '"

:iour~^'.!-ng l".L !lCiDe (:

Land Cl.i!.d other Pact--,r":; in. L01-/" income I-!cusint; 19G9

Affor·~:A_hiJ..i_'i_:,r in Lov 'Lncom~

IioU3 ing/L8.:ld ani LC;-T Ii.('c,m:~ i':;:'~'''':''slEi" 1)n9

It \{ill ':}::; n:'C8.lled ·t~l·;~t, ':T;'~TU t, r'.i.l,necs aye ('xrer.:l;e~-~ li tn··p,.lly T,O t:3-1:c tra:tnlTl{"; ·~o t,Le enpJoyees 8,n(~ ~:o tn~~-:'~ on ~ht'- ,10',',1 r;,l.he C,Y~:r3es

are to be ':r.-;'~]T'-rp.lpt,cd. }-eeptng "he T.'lV;:I)re:,lcd.1 ele!ncn1." ,0 the i)[<rest mirtiiUli.."U, In ':::ll.S ""~gilrd t,r<:- S~n-li~. proe:ram:r:J.es/mo(h.~~L:"';~" 8cerfl~; ·,',0 :it:";- ~JOO t':'leorcr-'L(~al and f:~C'A.cc::a:,,:i" _·hey dFf:l.1 Cl"' ~C\~~;:c_nJTJPnt poJicLcs n.n^r}

p1:·ogrA.T"Jn(-;~j OIl Ie:.'.: ,:::o~;t )lou3.inp;, f·hC:/ rl(';~"l exteIl~J.'re.i.y ',:~.th ~·.-L"-; '.;onc('p~·,

of' ;3hf:lt.e-r anc. c'...en --;" (':<LS":; sl-:.J,jy 1'.l"orl ·<:.~al at-la~,,· lr:.d.;~; :::G us(~d and

f~frordH'Jili ty of i"!.CUG ';.nE:: _ l.'lVl-':::c ::;sncr, ElL"" no Jo:fht of '/i~:c,l u:::Jortancp to i:ihe lrholc pr0f,'r'am1J.c s}ld tr:ey .::::el'·tri.i nl~! gc> R lo:::g ~Ja~.r !:'.() in-DaGen the 11O:rJ~on of th~ t,n),in~2~j,

HC~'I'f'vpr pra~ ~;:LcaJ py-(:l_~ler:-rs \ililc;! ccnt"ron-l·, [;W-IA offtclJ11s 'I.D the field seem nut t.o he ,-':;C:1.)--j; r t t l l JD. ~~lJ:f'fic:p:,· ,'!.'d-,p~]J., ~~uch pl"o':-)lems

j_nclud~? sta.tisticr..:,l repc)'}'''t,s ::;!Jd kc(;-.:~if!e of ^'-':l.rih a('C0UYl+-,~~ ccllec+,lon of lcvJJ:!s, servic~n~ of lop.I)::: . st0cJ:~'::'J,1"'~~ng of hui.lding rrk':lt.e1"Ll-~S ('o~-(Jpe'('ativc effoy·i:,;;;.) t-n(~ll1Gln,; j0~,:.t !n.q;.:.)~:;eEi"inC(~.. l",i,Yp':Leni.C' l1onsinr, etc .. It 'l-TO\11d be l:e:""f1Jleci t:.ho..+; C,-;l1r:C·'qt.;:- of ·:·o···ope',:'::.~.":.i-~-{"'s and .'3(::lf-help

a~~e as aIel ^8.S c:or:1mnni-'c.y- lif'f:' ~-, ·Sc~·,s:,rar;,J· 'rr8.i(1:~ng S;:101Jl'J bu:i..J.:i on tiles:: ,.:;onl.:e;rt:"" Case ,:o;tUQler, ;-\.')~ "-1'1'2 o.v'igiI1al ,lch,:;mes at :;81-i:')L"·F"',jl~.i\-re

and 'p,-.,,;,ncisto'rn sh.Gu.Ld havE:: :lc,:;n developed ^"CO r-'ci.rLt'c'·"-::e :J'lE::: !!lo(~·lle~.

Tbr; t-Ir:l.ti.cno.l HeI..l•.l.t1 Tnr,t: 'lute prov.~de~:; 905: 'Jf heri.lth troJr.i'l£

i.~c BotsV12na 1'0" Rr.:g i S7Cr"'(:C' n,.:.)."S~<:' PrUiT!!1J)J:Y !J.ieehnj ':Jar. !)f'n",,-::·al ·-::1.·!9rapy

o"nd :'lledieal Lato~~8.~',ory TeetL'1}·: . ._{~~X:;3 ~hi'll} .cesr.n'd to t;lE: ILlcsir:f.!, p-rofeBslon J.+ ':1150 prc'l~l,jcs ^Jli'p. ~;·c' ^,IJ(~(- ;.~:nine" It 8.150 rUll.~'; post,-- 'bat>:h: progrr1.mI::!02S for nUT2CS Conu:rnnit,.f t-{eal·t;h IiuT3cs prograr:J:r1('s as

1'10J_1 as CO:l.':lnuni"7,y j-'Jcn ~;J. ncrJ v' )i'u:r~;;~:~; ,:l1d 1"1idJ..rj,.fe~';r progr!JTIl.il1CS⁰ i'here

are no tY'aj.l1in~ !'1oc1.ule.:, fo," t,he;:-e cOI),cses but the course r~·ont·2nt 0f the variOUf; :,ro~.r3.rr.ullCs a=· e nf ~^nt.0TYJa1~J.on~.,1 ^D'~:,n!1~1<'-}.::><j•

• •

•

•

ECA!PHSD!RA!90!2{24.2.L!

Page 17 10. TERM OF flEF'ERENCE NO.2

To determine if and vhether training given is:

(1) adequate and

(2) _improvi~g the efficiency of local _gover~~ent personnel at various levels in the disciplines concerned and on overall organizational performance,

Findings

Findings under this part _~hould be tempered by the fact that training per se is not a panacea to individual and organizational performance. Performance is influenced by institutional, organizational, financla.l and motIvatIonal problems. These issues are closely re1R.ted and need to be viewed as an intee;rai whole as chane;es in one area are likely to affect others in varying dei>I'ees. I t would of course be ideal to handle them as a sine;le paCkage to ensure that any changes did not "or], at cross purposes ".;0 orp;anizational goals.

(a) FINANCE

\-lea~<:: financial management a.nd inadequate internal audit are

prevalent in virtually all local authorities in Bots'lana. There is therefore an urgent need for specialized training of Council finance staff at a level higher than 1,hat obtains at. present. In the meantime

"Ohere seems to be no alternative hut to intensify the various in-service training programmes as Sxperience of sending officers to the UK for AAT training haE not "",en successful; in addition it is expensive and not geared to local circumstances. A study commissioned by ULGS on this issue has rccor:nncncted as "3, long~~term measure the. establish.ment of a local qualification and certification in Public Finance and Accountancy to be taught at t.he proposed Local Government Training Institute.

(i) _I3~ITU Finance _Traini~

'rllis course j.s for senior 'personnel of Councils and has proved adequate and is improving th" efficiency of some of the Councils and personnel as is evidenced by tile following performance indicators:

Some Councils ~.re producing improved final accounts.

These include the elimination of unnecessary schedules, separate balance s'leet.s for development and recurrent funds. The latter i.s· particularly important since it bas hi ghlighted hitherto undisclosed horro>tings of development funds for recurrent expenditure purposes

ECA/PHSD/RA/90/2[24.2.~

Page 18

Improved cash foreo·cas"ting, investment of surplus funds, avoidance of overdraft interest; loank overcharging has also been considerably reduced

Rounding figures where appropriate

Better reasoned and more relevant Treasureris statements in narrative form

I!tlportant s(.atements which tie up Fith the final accounts together wito reconciliation of key figures

There is however still room for further improvements.

(ii) SIro Finance and Accounting Nodules

The fact T.hat some Councils have shovn an improvement in their accounting system as outlined in (a) (1) above means that there has also bee'n an improvement in the performance of their support staff "'ho have been tra'.ned by SIPU. More improvement will Qepend on the activities of the various Personnel and Training Officers of councils who should be encouraged and spurred to i.ntensIfy their tra.ining activities. Trainees complained t.hat the duration of courses was too short and should be extended to at least two ueeks,

(iii) BrAC Courses in Accountancy

BIAC COUl'ses in Accountancy are too commercially oriented and are not i.deal for the needs of local aut.horities.

(b) ADMINISTRATION

(i) ISMl'U Course in Ad1ninistration

This course should be re-focussed ()r re-oriented 1;0 cope wIth the development"-l role 0)'" funct.ions of Senior Executives of Councils an outlined under Term of Reference 9 (h)

(i).

(ii) SIro Ad1ninistration Training

Training is adequate and prospects for improvements to personnel and organi7.at.5.onal performance seem 'l.uite good prOVided the Personnel Training Officers (PTO is) int.ensify their training activities, TraIners complained that the course 'ras too short, and should he extended ";0 two ',""ks.

(iii

I

IDM Course in Inca1 Government Administration

Course needs re-foc1J.ss inc ^8.5 described in para 1 (rJ) (i i) above. It is too academic and should aim at training officers in mo,e paractical aspects of local gov~rnmen~.

ECA/PHSD/R~/90/2[24.2.~

Page 19 (iv) BLAe Courses in Administration

These courses are not are designed mainly for personnel should att.end SIPU

suitable for ULGS pe':"sonnel as central government officials.

Courses on Administration.

they ULGS

•

(v) University of Botswana Cs>urse in Administration

The degree course is quit.e adequate. The graduates from this course should pursue a post~'graduate certificate course in local Government Administration at

rmi

before they are eligible for further advancement/confirmation in the serviceG

(vi) Management Training SIPU

Even though the Nanagement '!raining programme offered by SIPU is relevant to job situations; awl certai nl,v goes a long way to improve the efficiency of local government personnel, it focuses mainly on operational issues. It is necessary to reformulate tbe programme so that i t could deal in depth with issues that will transform the Chief Executives into change agents and p':"ovide them with additional knowledge to enable the councils achieve the goals spelt out in NNDP

6.

In this regard the SIPU consultants who carried. out a needs assessment of Council Chief Execu'~ives'

in 1985/86 came up with the following interestine; observations:~

(1) There ,ms a tendency in general on the part of' top executives and managers to regarrt development planning as a specialized task to be han,Ued by planning specialists. One effect of this is that planning activities stop when the planning specialist is not around to keep the work going. Other .oroblems are that planning officers are left too much to thel!lselves with too lIttle guidance from Gecretaries⁶

(2) In the management of .Elan implementation, Secretaries tend t,o give this aspect. too little attention '" and tend to loose track of the progress of b01;h projects and fund s .

(3) On financial management a pervading theme is the low at.tention t.hat top exeeuti ves pay to i!1lportant areas of managerial responsibilities... many have demanded more involvement by top executives in financial matters especi.all,y the need t.o appreciate their role as accounti.ng officers. It is generally alleged that managers in Councils are rat.her ignorant of and ~re not even interested in financial matters.

ECA/PHSD/RA/90/2t24.2.~

Page ·20

(4) Estimates are drawn up' a s a :matter of rout.ine l)ased on previous figures without due consideration to plans of operation. Heads of Department do not look upon themselves :is responsible for funds >lhich may be one reason for bvcr expenditure; there is lack of cost consciousness on the part of managers. There is lack of analysis' of expenditure in relation to budget and services so it is difficult for the general public to assess "hat they If't in return from t.he resources put

into the Councils.-

In the light of the above observation it seems that Chief Exec\cives generally lack the knowledge and skills to tranform their organization into strong centers for planning and plan implementation. 'I'here is t.herefore a real danger T.hat local government may ultimatelY decline becoming a mere arm Qr ext.ent ion of the central government instead of an institution orientcd. T,m1ard change and coping effective].;1 vi th developmental issues which are best administered locally based on an intimate knowledge of local needs and conditions. I t is therefore recommended t.hat Council Chief Executives should undergo ~. hir,h level course in Administration and Rural Development "ith emphasis on the basics of planning, local planning, plan co-ordination, the relationship bet1{een local, district and national plans and the programming of ?1"l's for execution. The course should "lso cover project formulatior. and implementation, budgeting and financial management, (See also para 9(bXL) (e) TECHNICt,L

(i) SIro Technical Training

Training is inadequate due t.o the fact that i t is not carried out on a full time .... sis by the Council 7raining Officers. Trainees complain that the duration of the courses should be extended to at least two weeks.

(ii) ISMTU (Civil)

Training is adequate and pla,Yinf, a crucial role in meeting the needs of the Councils but; trainees ,,'ould like the duration of courses to be extended to a'c least a fortniBht. The local C01.lnterpart has carried out his tasks ,?ell vithout the assistance or guidance of an expat.riate,

•

(uil

Roads Training Centre

Training is adequate and plays a significant Y'ole in the improvement of the L'Qad net works of the CouncilS.

-- See IDN Report on Evaluation

11

of Workshop in Hanagement for Chief Executives of Town and District Councils oy Dennis Nathis _. Consultant pp.

27-29.

ECA/PHSD/RA/90/2[24.2,~

Page 21 (v) TSllelelopole Training Centre

Training is adequate. Councils should make more use of the facilities and expeTtise available at this Centre.

(vi) Botswana Polytechnic

Training is adequate and is playing a crucial role in satisfying national needs

(d) NATIONAL HEALTH INSTITUTE

The courses are adequate but selection of trainers should be' re-examined as there seem to be some connnunication problems with foreign teachers. Since primary health care is a local responsibility more opportunities for training should be given to ULGS staff including attendance at external workshops such as those held in Zimhabwe; vis- a--vis. central government nurses. Opportunities should 1Je given to mane.gers of clinics, some of' which are far from referral hospitals to do degree courses in nursing. These additional measures will assist Dist.rict Councils to achieve the goal of essential health care for all by the year.

(e) LAND OOARDS

(i) U.B. Certificate Course in Land Board Administration

The course is too academic and lacks a practical component.

The course is due for terminat.ion at. t.he end of the current financial year so no further action by ULGS is proposed.

(u) SIPU Course for land Board Administration

The course is adequate and practically oriented. Training should also be extended to members of the Land Boards.

( i ) ISMl'U Training in Social Welfare

The training is adequate ~nd is improving the performance of Social Welfare/Home Economics Officials. The duration of courses should be extended to a minimum of two weeks for greater impact.

(11) SIPU Courses in Social Welfare Not yet operational

(g) SELF HELP HOUSING (SRlIA)

Courses in S"lf Help Housing appear to be too academic; . a more practical approach usine; locally developed case studies is necessary in order to enhance s+;aff ane organizational performance. It seems ULGS

ECA/PHSD/RA/90/2!24.2.L!

Page 22 has little

to conduct (iii).

confidence in the training since ^{i t} has commissioned BIPU a needs analysis "nd drav up a training plRn (See para 12

li. TERM OF REFERENCE NO. 3

To assess if ~he selection criteria, methods, competence of t~ainers

is adequate and if trainine; of local resource persons \Till ensure continuation of the non-'institutional training programmes in future.

Findings

'This term of reference Olwi.o\lsly refers only to trainers employed by organi 2ations or :nstitutions under the direct control of ULGS such as SIPU and ISMTU. Other institutions such as BIAe, the Polytechnic.

the National Health Institute are government owned and it is up t.o the various minist.ries under "hich they operate to quest.ion their selection criteria and ~he competence of their trainers. Similar considerations would ".ppear to apply to independent or semi-autonomous institutions such as IDtl and the Univprsity.

With regard to ISHTU, the government of Botswana decided to contract trainIng to aRT an organizat.ion based ; n London \rith its sub~consultant

partners CIPFA and eHF. OR'r is responsihle for the selection and recrul tment of staff. I t is understoOd that .on ocassions ULGS offic ials part.ici]X\te in interViews but the ultimate decision seems to res;' with ORT. This does not appear +.0 be satisfactory and in future it is suggested that ULGS should have a greater say in the selection precess to ensure that in additi.on Lo their qualifications those chosen have relevant experience includinr, experience as trainers. At. the tIme of tbe mission ISHTU had five ex;oa+.ria1;e "onsultants in Finance, Social Welfare, Housing ani! Community Developr.1ent, T~chnical (Mechan;.cal) and Administrat.ion. They all appear to be very well qualified academically 8.no. rost of them have had previou:o \lorking experience in Africa and other developing' countries. The only exception seems to be tiJe Consultant in Administration vho is a Solicitor and a former Chief Executive of a District Council in t.h" United Kingdom. He iI.oes not appear to have had any experience as a.. trainer nor any previous knowledge of administration and local gover1U'1ent in developing c01mtries in general and ,Africa in particular. As. a result emphasis is on law and teachi.ng methodologies have been largely pedagogic; they do not make use of case st.udi.es nor do they simulate actual work si.tuations in developing countri.es, OnT 5]1ould haVl'~ consulted the Institute of Local Government Studies in the United Kingdom for guidance and assistance before making selections. ULGS has accepted this shortcoming and has said the consultant would be used to revise the Local Government Laws. In vie\T of \That has been saYl 9-bove such diversion would appear inappropriate.

F···· IPHSD!P!J00/2[2',.2.

JJ

'-:.i-rp~tlY ircH .~\'!CC;:':"r:. "oy t.t:e"" ['"Tent

ihose i.nvolv[~d -in pro::pRring t,Y'f-{ining

he[,.dqud!::'~:elE -:)"1.-1'(, ~)y 2;nd J.P.Y'5c ~,he~,r ':~IPU 21<1..5 ct,1ter cQQf-ultl.lntc ;'io:r.kinr;

Henp,),JCT Plannin;~. Fl1en ask.ed ~'.bout

to!:,,; IL-h011S(' CCroYfilne"c::.o:r st.atf.,j (J~~

GIPD cDnsult,~-~,l_·\ts <31':; seleC't-,;:~

org'"dni zatj on, The qualJ.fj ci:iUuns of modules ^1,rpre no-t 8.vrJlC.l)le <Sl.r ULG5 he,ve perfOYNCd 8.rl e,-><:ce1.1J~n,~ i..:.a s~'-"

on 11a.tE:"1" _; U ?.: [1, l'1nf~ r~o

,ro

n-;d

the que.li fic8.7.1on ,)f S}PU st.~.,ff

fo1.1o\J3~..

"~':::'he CCils1l1tants eI'JTJloyc(~ in th0 p.c0era:m.:il€: I'cC"''"utic:d b~r SIPU

~V1VC D,t" e~'\~el1(>:Tj·9'·'i.id eJ."rlLc ~~~.~' l::!.'_rOliY~ bUT. a,l~;-;) lo~{~ :2Y:peric,'l1ce i r: t tie -:,:r'0.:t!l.iT·;~: fJi~l(~. j'h,:'::' 8.('(idf'~m.1.C )xlckp;1'Olm,C; vould normally

if-Iply 8.1, 10.':13"', t1I.Y':C ~~C0Y::: full time l.Jnivf::tsity sT,ucHes.

::;ome of them have ';'. specialization :in cl.:_ucatl011, other-s aye or.ier,:ced -:-,O~/ar,:l~~ 1~1~(~ subjt.:cr nrp;l~, 8ue BCOi':l in :~\lC financf'"]

r.icl('~ ,~--Lllj t.HO "",'iv:l ('nr::in~.'~?:~= for "',;le tec:1:111ic::::.l ~~r3.ining

body 'fnjc r, ~( 1'1 .spec i::-f.l L/:: :h.~S :1. Ph. D. in poll t5. cal

:3ci ,:;1"1C'e;·

•

~fhetrler P:LD, Ls ;::'.11 :lpprop:cj;:..~..c qll::'lific3.~.Lon for 'J &; ;1 is of

c.:ot.U~le open +.0 (l\::lxl.tt:" m1Jc:l ~,!ouJ-,1 cle:pi::1Li. also on ~"orkln[; ~xp.~rI.cncc.

The l'b.llpOVe.·'-' :;pcci::-,J.1:3~~ l-l[~~:; 8.'.~00d !1,('t'l::.1er::1j__ ,; oar~.~j::-Ollnt:.: ::.n Admjnistl"G.1'1on La'('T ann Eco~10rn':;J':s bu-r, (1oc", :ilC' ;J:9pear i c~ :-'~"vc 11101,::'1 Q,YlV prev~.ous ?xpec~ence

in TT1Rnpo"·r~r· plrmn,L1r::. development F.Tl,l UL!__ ·._ ..,a.~ion prior ^t,(1 his appo'_ ntment in Bot;~:;;.{;::'i'la. r1'h"}f· i3 ,,:;ruc^{121 bpr}~i'J.F,,-? ~JU"..~·' d.oes not. Clppca:t' to r,aVE: ,.::.ny COl'i.(TC--'-J':! rr!2.nr)O~.Jcr p:;~ns, a(J~,i ~',i.C'.il '-- \'"": \JIGS ~TP~:'ninG

plan fCl~ vbich '~11(__:: P.lG.nncy I'l1.U?t 8i.,;c;;pL !"1'~:::xnl~_n1.-lil::..t./ is d.r.:fi.c1ent in man:v aspcC' "':'.:--' (~3ee p8.ra 51) ;\\~~'li--l:..t:.::dly· t"~j'.;' Ph-i.nr:er lpft for If'ave

\.rhil";t. r,he evalnaticn 1·.ra,; rJ'vl,?r~.r8..'~" 'Gur, he lcr'i~ DO l'-"?ports and attcnrts t.o E~?t e. suI);,lj.r~sir::1 Hi'l..·CY' ·t-:'.8 ::liS~~i.O;:l Jloo..ve no~ 1Jecn succesHful~

~H!!Li.~:...al"ly the qllal,.:..L;c_~,,~>;_Q!L';cf "',h", Ls.nd Boa:ri ~~pE:cJaUst. are not kr.O\J11.

of tJlese

Pr;J.r.~~i.cal

Course.

PO"~:l SIPU l.flO.1_ I[)I-.1'!'"lJ ;lWh: loc<i,l ':::'CSG'l}'C'-~ p0rsoT's⁰ j'l;p c;IFU Y"csonr:::e persons ar(;- thr: Perr,ionne1. ~".;16 Tffi.ln in!: Orf'^Cers 'in the CQUY1Ci^},S. 8IPU has tra5ned :J. tot,al of 52 p('rS0n~:; [~S tl:"tliners :Ln bnsic P~(i.ctp:or.;J.c sldlls, On their p(lY't. the PTO;::; hav(~ ','ain(:d 1332 t.r8.inet.~s through

the modvlc5 5inee 1'::'(33 durL~lr,; LJta.;. of 1327 cour;.:,c ,~T,se;,::'3;

791 'j'cnt t.hrough the :.nr_1_:~'~.lnn '":'c~r~(>' J;.B6 +r'~'(iuc:h the AdJ'1Jnistl'atlon Course all('~ ~)5 1:,]-U'ouC}; t.l"'.e Pr:l.c-(,:L'8.1 Sl.;pervisi.on

Post 01' thc' PTCJ s d~r :] n'jnr:-'montl:~~ C01..l('::.~e 8.S trr:d,TJ.Cr:3 at the

Botsuc~rt[i P.g:.-:·J.cult....rrt"ll Cclleu;c a:/~ (1~'hcr local insrj.'Cuf,)__ons an-:l _r~ppea:' t·o be '(:,11 ciuti.lif-Le:-~, ""11r.· prDblem : s ~;::,~~> t.hc ;ec:ul"'xi_~-v ,J.nd to some px-f·,ent. U-,e qnalltv of the t·.:~rdn1.n':r. offered· Norr;;':1.11y ~·.he co:rrf2CS at -:::.1-10 Councils h:-lve heen co~(hw'~,E':d "by ·:·n~ P'l'() ,s U1(~ns€'lve.')vllj:,h :1;J3iS'~,ance

frOJTl :3{;ni.or connc.ll s--t2.ff., .nUT ;-,b(; .inc('2asc:: in 't,hc:- "":u,,"J.bcr of pen::.iona1)le staff u.s ;,rell a3 J.lll'-'U,;;~i;f'io..!. -:~l2,~Js ~TOC'i(ll"S lv,s ltl:rpa~,,;d t:h~ '.lork loa(~

of tn.;:; Pl'8¹s "·-ll.D .qr(· f~"!d""'iC; L, c:l.Lffir:ul~. 'vQ ~1!'l(lert8.1:c· -:--.hf';1r training functioEs on a reg·l).la~ and sustaj.:Jecl. 1'p,J-is. 'j1}oj'3 lS?,UC 'Tas partly solved by i:.~:le 8.ppoi nt.IT1t:'?n-c ':If Ai.";si:~..t~,ant. p'j'();~ ;~')1}.1, -r-,.hf--:' lEohlE'm s'r,~11 :rer:l2.-J..:1S, It, j s thc-:refcll'0 I~C'CO[llnenclf~d -::'11o,t, PT(~)1 s s"10ul(~ 1-'2 reli~Ycd

of all othei:- rl'Jr.:Les 'IUel :3hou..tc' I,:.e',rot.:,: 1'l1et/" fU...ll tirJE to 'c,raiIunr;,