PRESENTATION ON RESTRUCTURING OF DCS

1. PRESENTATION ON RESTRUCTURING OF DCS A presentation by Correctional Services

2. Objectives of the Presentation • Provide and background and framework of restructuring in DCS • Demonstrate Realignment with Public Service Restructuring • Provide Progress on Restructuring • Present problems encountered and solution • Focus on HR needs and problems in DCS • Present Annual Priorities for the dept

3. FOUNDATIONAL ELEMENTS FOR FUNCTIONING DEPT • White Paper: Providing national policy framework • Legislation: Providing mandate • Strategy: translates mandate and policy into actionable programmes • Structures: vehicle for strategy implementation (defines required Human Resources)

4. GEARING DCS FOR REHABILITATION • Project launched by the Minister and Commissioner in May 2002 • Focused on strategic repositioning w.r.t: • Overall policy review • Redefinition of strategy, structure and resources (finance prioritisation and personnel) • NMB developed a framework for Service Delivery Range meant to be consistent with constitution • Next 3 slides provide conceptual framework of services to be provided by DCS

5. Strategic Shift FROM:PUNITIVE “UNIVERSITIES OF CRIME” • SAFE CUSTODY • HUMANE TREATMENT OF OFFENDERS HUMAN RIGHTS CULTURE TO: EFFECTIVE REHABILITATION CENTRES

6. SENTENCE PLAN Development Correction Facilities Person under Correction Maintenance / Care After Care Security SERVICE DELIVERY RANGE

7. DEPARTMENTAL RESPONSIBILITIES Management Information Flow Training & Development Maintenance Correctional Official Facilities After Care Recruitment & Induction

8. EXTERNAL RELATIONSHIPS Parliamentary Legislative Structures International Relations Community Family DCS CBOs, NGOs, FBOs Educational Institutions Other State Depts Criminal Justice Cluster Private Sector Social Sector Cluster

9. White Paper • Current White Paper not consistent with Constitution • Not in keeping with new legislation – Correctional Services Act • Dept developed a draft discussions document • White Paper currently running parallel with Restructuring and strategy formulation • Publicly to be led by Parliament (Portfolio – and Select Committee) • Internally to be led by the Commissioner on behalf of the Minister

10. Legislation and Strategy • The Correctional Services Act was promulgated in 1998 • They Act is much more progressive and updated than White Paper • Completion of White Paper may require amendments to legislation • Departmental strategy seeks to realise some of the objectives of the Act

11. Strategic Plan • Strategic Plan addresses 3 fundamental areas • Management of Compliance with current existing policies, legislation and procedures • It provides for development of White Paper and other regulatory policies • Provides for framework for implementation of new policies • Address new areas; Research, international participation, intergovernmental relations

12. Strategic Plan and Budget

13. Departmental Structure • Structure be premised on strategy • Provinces consolidated into 6 regions • Recognition of additional Programmes • Consolidation of Management Areas from 145 to 48 • Creation of strong management and focused resources to Correctional Centres

14. GEARING PROJECT Formally launched by Minister and Commissioner Launched in all 9 provinces Strategically driven by the Steering Committee TRANSFORATION Public Service JOB summit Jan 2000 PCSBC decisions from 2000 to March 2002 The Resolution 7 of 2002: Agreement Public Service Transformation

15. DCS Realignment- timeframes

16. PROGRESS ON RESTRUCTURING • Dept established and working well with DTT • Dept developed Strategic Plan and Structure (approved and consulted with Unions) • Matching & Placement (M&P) finalised except for cases arising from representations • M & P conducted by Management Teams • Monitoring Committee overseeing the process • Unions involved in representation of personnel were preference was made

17. PROBLEMS OF RESTRUCTURING • Unions splinter groups engaging the process on side – creating misperceptions • Some personnel implicated in the Jali Commission • Eastern Cape • PSA refused to participate in Monitoring Committee leaving members vulnerable • Management Team alleged to have used process for reintegration and not considered personnel profiles

18. PROBLEMS OF RESTRUCTURING • Eastern Cape continues… • Monitoring Committee alleged to have substituted Management Team • Management Team effectively disregarded some representations • Staff representation submitted by lawyers and MPs • Some Management Team response letters alleged to be compromising the dept • Historical Management and Unions relations in provinces compromising implementation

19. FORMS OF REPRESENTATIONS • The following forms of representations were received and address when some are still being attended to; • Placement may result into separation of families • Potential to forgo medical treatment • Increased expenses from accommodation • Demand for vertical placement • Schooling for children • Request for job descriptions of new posts

20. FORMS OF REPRESENTATIONS • The following forms of representations were received and addressed (some are still being attended to); • Requests not to placed on night shifts • Submission of request for placement in positions of own preference

21. PROBLEMS OF RESTRUCTURING • Unions splinter groups engaging the process on side – creating misperceptions • Some personnel implicated in the Jali Commission • Eastern Cape • PSA refused to participate in Monitoring Committee leaving members vulnerable • Management Team alleged to have used process for reintegration and not considered personnel profiles

22. PROBLEMS & SOLUTIONS – Eastern Cape • Minister approved establishment of an Audit Committee to review compliance • The Committee has interacted with staff and Unions – PSA is now participating • The primary focus is to investigate compliance and make recommendations on contested representations • Committee has submitted its first preliminary report

23. OTHER RELATED PROBLEMS • Western Cape was provided with assistance to address massive representations • Popcru felt department needed to consult and in the absence of consultation – withdrew from process • Problems have since been attended – general assessment of M&P will be done nationally

24. H R Capacity Requirement of DCS • Strategic management capacity to attend to new mandate • Adjustment of remuneration to attract closed occupation groups (social workers, pharmacist, pyschologists, etc) • Cabinet Lekgotla approved JCPS recommendation to prioritise HRD Strategy for DCS

25. Current Phase Assess reports from Mgt Teams Submit vacant posts Advertise posts Finalise representations Submit possible funding request for transformation costs Next Phase Filling of SMS Post Filling post with personnel from Public Service Manage migration of personnel into new structure Review and assign new delegations Work Process review Outstanding Matters

26. PROPOSED ANNUAL PRIORITIES • Complete Restructuring • Human Resource Development • Focus on Correctional Officials • Focus on Management development • Corruption • Short term: sanction on Jali Recommendations • Long term: Build institutional capacity • Improve compliance with current policies • Finalise the White Paper Document

27. THANK YOU