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Short Term Training
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PATTAF's Short Term Training focuses on improving management and administration in Papua New Guinean agencies. PATTAF works with the GoPNG agencies and organisations to design the most appropriate and effective training opportunities. Delivery takes place in PNG, generally in the workplace. PATTAF does not deliver short-term training, but instead contracts other specialist training groups, including PNG providers, to deliver the agreed courses. The *To view all pdf documents you may require Adobe Reader. If you do not have Adobe Reader you can download a copy by clicking the following link. Download Adobe Reader Short Term Training Activities Papua New Guinea Forestry Authority (PNGFA) Frontline management training at Certificate IV and Diploma levels and the development of a small group of PNGFA trainers to provide in-house training and assessment targeted to strengthen PNGFA's Human Resource capability. In an extension phase, management training was continued and extended to senior management activities that focused on change within PNGFA. Additional support, including the provision of training materials and equipment increased capacity to support forestry community education programs. Feedback indicated that improved workplace communication and relationships impacted on management of operations. Training materials were presented to PNGFA Corporate Services and endorsed as resources for community education and frontline management training.
Oil Palm Industry Corporation (OPIC) Targeted activity to trial a model of training to improve middle management performance in OPIC, Oil Palm Growers' Associations and Oil Palm Smallholders; strengthen public and private partnerships and establish models for rural economic generation in the sector. The program involved NARI senior managers and council members, frontline management training and assessment, mentoring support, assessment and workplace training and office skills training. The methodology was competency based and involved the use of a workplace-based approach. In the senior management component participants were encouraged to develop enterprise specific management competencies, drawing on their own operational experience.
Department of Community Development (DCD) The Activity objective was to develop senior and middle management skills and information to improve the PNG Department for Community Development's (DCD) service delivery function. The focus was on strengthening capacity to deliver frontline services to urban and rural poor communities. The activity started a change process towards a better-trained, more active and confident departmental workforce both in the national office and in the two pilot provinces of Bougainville and Milne Bay. Small but important improvements in the corporate culture were widely noted as was the beginnings of a training culture as participants improved their competency in the workplace.
Tourism Promotion Authority (TPA) Three-phased training to improve tourism sector performance and strengthen the TPA and tourism industry at national provincial and local levels. Training was conducted in five locations: East New Britain, Madang, Morobe, National Capital District and Western Highlands. Outcomes included enhanced partnerships between TPA, selected operators and provincial implementers; enhanced workplace training and assessment skills of nominated tourism initiative implementers; a rural operator skills program was developed and trialed as a model for future implementation; tourism networks were initiated and frontline management skills of participating individuals were improved. The involvement of women as decision makers as well as participants in the process was a key feature of this activity.
National Agriculture Research Institute (NARI) The goal of the activity was to increase middle management capacity and capability in order to add value to NARI human resource capability to conduct applied and adaptive research, assess technologies and generate farmer and industry relevant technologies and information. The intended outcomes of the activity were:
Training and assessment was conducted in the workplace to minimise disruption and promote increased relevance and application of training to job roles. Building the capacity of staff in this way was a tool in increasing capability of NARI personnel to achieve the organisation’s vision and mission.
Department of Treasury (DoT) Development support in Treasury was aimed at strengthening the capacity of human resource management functions. Human resource staff were assisted to identify training needs and organise, implement and evaluate short term training support for managers in information technology, report writing and induction. Learning resource materials were developed for ongoing delivery. Residual training funds for computer training are being managed by the Human Resource unit, in consultation with PATTAF.
Law and Justice Sector This Executive Leadership Program (ELP) for 3 agencies in the Law & Justice Sector adopted a participatory design approach, based on action-learning principles. Following the delivery of a Chief Executive Officers' (CEOs) seminar the program commenced with participants using diagnostic tools to assist with the development of individual learning plans and work based projects. The body of the program comprised a series of modules on leadership and public administration and the design, development and implementation of work place projects as a medium through which learning in the workplace would occur. The work-based projects were supported by one-to-one coaching sessions for each individual.
Post PNG Limited This learning and development intervention was designed to raise skills and knowledge across all areas of the company, and also to create a capability to undertake ongoing training within the organisation. It supported managers at Post PNG Limited to develop the necessary skills and abilities to lead, manage and train staff in areas of agreed focus; and trained targeted technical staff in workplace training and assessment techniques in the areas of Customer Services, Product Knowledge, and Customer Services, Product Knowledge and Basic Computer skills.
Department of Personnel Management (DPM) A Senior Executive Leadership Program (SELP) to develop skills in service delivery and management for outcomes. It comprised a series of customised management and leadership activities focused on needs identified by senior DPM managers. The SELP Methodology integrated workshop inputs, electronic and telephone coaching facilities, targeted workplace mentoring and just-in-time professional development sessions. Transfer of skills and processes between delivery team members and participants through development of a learning community which focused on cycles of collective reflection, dialogue, negotiation, collaboration, planning and evaluation was a feature. The SELP approach engaged DPM personnel as co-designers and co-evaluators of program activities. This promoted ownership by DPM, and ensured relevance and focus of all program activities.
Department of National Planning and Rural Development (DNPRD) The objective for this activity was to help improve the Government of Papua New Guinea national planning as a result of more effective coordination of the process by the Department of National Planning and Rural Development and more effective engagement by provincial and district level staff. A workplace-based training program that used real work situations and tasks, workplace coaching and support and vertical slice workshops to improve planning processes was designed in response to time demands placed on participants, the need to deliver training to a critical mass of personnel at various locations outside of the NCD, to build knowledge and understanding between government levels, to contextualize learning and to be cost-effective.
Department of Prime Minister and National Executive Council (DPM & NEC) This Management and policy program involved delivery of five components to personnel within ten (10) different departments and agencies in four provinces, including National Capital District (NCD).
The activity rationale was to use the workplace based frontline management program to recognise and develop management competencies to help personnel within participating agencies better perform their roles. This training was to overlap with other workshops and activities to support better organisational leadership and development and implementation of policy. The assessment and workplace training component was included to build the capacity of participating departments to identify and meet their own training needs once the intervention was completed.
Department of Provincial and Local Government Affairs (DPLGA) Designed to develop capacity of DPLGA senior executives and executive assistants in people and client management, time management, writing, and computer application skills and knowledge. Training utilizes existing DPLGA materials and resources, for example, selected one-on-one computer training and writing skills sessions are to be delivered at DPLGA, using their computer system, letterheads and communication protocols. Coaching and mentoring is a key feature of this activity.
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