DCS STRATEGIC PLANNING

1. DCS STRATEGIC PLANNING 2008/09-2012/13 Age of hope: National Effort for Corrections, Rehabilitation & Social Re-integration of Offenders

2. Contents Background Strategic Plan • Planning and Priorities for 2008/09 • Delivery on Apex priorities and DCS projects • Service Delivery Improvement • Finalization of FMPP and Development of the M,E and R Framework Performance Information • Administration • Security • Corrections • Development • Care • Social Reintegration • Facilities

3. Background Planning and Priorities • Strong operational element in the Strategic plan • Ensure separation of Strategic issues from Operational issues • Involvement of operational level in the planning process • Clarification of indicators and targets • Improving Performance information • Partnership with the Technical Assistance Unit • Improve and refine indicators (FMPPI) • Development of the M,E&R framework • FMPPI to be finalised in 2008/09 • Policy developments • Approval of the policy on planning, resourcing and reporting • Development of the policy on M,E and R

4. Background Planning and Priorities • DCS Priorities • 7 Day establishment & Occupational Specific Dispensation (OSD) • Case Management System, including Correctional Supervision & Parole System • Invigorating Integration of Criminal Justice System • Reduction of Overcrowding through 8 pillars of Strategy • Building programme for new centres • DCS strategic plan supports these priorities & address strategic weaknesses & non-compliance issues.

5. Background • DCS Strategic Projects • to be included in Strategic plan • Centres of Excellence • Enhancing Security and Safety • Remand Detention • 7 Day establishment and job refinement • ORP • Social Reintegration • Infrastructure development

6. Background • Service Delivery Improvement • Plan includes areas of Service Delivery Improvement • Areas consulted with operational level to ensure delivery • DPSA SDIP unit developing a SDI Plan with DCS at moment – 31 March

7. Administration Measurable objective: Provide the administrative, management, financial, ICT, research, policy co-ordination and good governance support functions necessary for all service delivery by the department and in support of the functions of the Ministry. Performance indicators • Unqualified matters on financial and SCM management; • value of wasteful, irregular and unauthorised expenditure; • level of over and under spending; • level of compliance with asset register and verification; • % of HDI service providers; • % of late payments;

8. Administration • Sufficient and capacitated members and management • Improved HR Functioning; • Healthy and safe employees; • Improved relations between management, employees and unions; • Capable and Competent Employees; • Organisational structure that is aligned to the functions of the DCS and the post establishment

9. DCS Strategies - Administration • Correct the identified deficiencies regarding financial and supply chain management • Reduce high vacancy rate within department • Implement new function-aligned organisational structure • Implement a career development system and improve performance management system

10. Targets - Administration Administration • Measure levels of deficiencies • Reduce the average turnaround time for filling of vacancies at 120 days • Reduce vacancy level for the professionals and/ or scarce skills below 50% • Implement new career pathing model based on Public Service directives; Revise and implement Performance Management Policy and System for DCS employees

11. Security Measurable objective: Prevent persons incarcerated from participating in criminal activities and escaping, by providing an environment that ensures the safety of all persons entrusted to the department’s care as well as the safety of the public. Performance indicators • • Number of escapes per 10 000 inmates • • Number of assaults per 10 000 in DCS facilities • • Number of unnatural deaths per 10 000 • • Provision of access security at DCS facilities • • Number of officials involved in assisting escapes and erroenous releases

12. DCS Strategies - Security • Compliance with Security policies, procedures, standards & applicable legislation • Improved security management to improve detention & working environment of inmates, staff, service providers & safety of the public

13. Targets - Security • Less than 4,3 inmates per 10 000 inmates who escape • Less than 83 assaults per 10 000 inmates in DCS facilities • Less than 3,3 unnatural deaths per 10 000 inmates in DCS facilities • Phased-in implementation of a comprehensive security management plan (10%); 8 additional sites with security access control & fences

14. Corrections Measurable objective: Address the specific rehabilitation needs of persons who have been sentenced to correctional supervision or sentenced to incarceration in a correctional centre or paroled, through regular assessment and providing needs-based correctional programmes to address all the elements associated with offending behaviour. Performance indicators • • Level of overcrowding in DCS facilities; • •Number of offenders serving more than 24 months who are assessed and have sentence plans.Number of correctional centres implementation unit management • • Total number of paid units of labour worked per year; • • % of inmates in DCS facilities who are receiving meals in accordance with Sec 8(5) of Correctional Services Act; • • % of offenders in quality assured / endorsed correctional programmes;

15. DCS Strategies - Corrections • Compliance with Corrections policies, procedures, standards and applicable legislation • Improvement of effective and compliant administration and management of Correctional Centres • Provision of quality assured /correctional programmes, with support from service providers • Management of Offender population levels • Effective management of remand detention

16. Targets - Corrections • Unit Management including structured day programme and 3 meals a day implemented at COE's, and at 51other correctional centres • All new admissions offenders serving more than 24 months have CSP in dedicated admission centre of expertise; CSPs for all offenders due for release; (2 800) • Level of overcrowding in DCS facilities 140 %

17. Development Measurable objective To provide needs-based educational, skills and other development-related programmes, to facilitate the reintegration of offenders into communities. Performance indicators • % of offenders in formal education • % offenders with skills qualification; • Increased % of offender skills utilisation and opportunities for employability in Agriculture and Production workshops; • Value of products provided for self sufficiency, poverty alleviation and income generation

18. DCS Strategies - Development • Compliance with Development policies, procedures and applicable legislation • Enhance education, sports, recreation, arts, culture levels of offenders in partnership with service providers • Improvement of the skills utilisation of offenders and enhancement of opportunities for their employability in partnership with external service providers

19. Targets - Development • % of offenders participating in: Formal education programmes (More than 22 000 offenders) • % of sentenced offenders to participate in Sport, recreation, and arts and culture programmes (More than 116 600 offenders) • % of offenders participating in: Skills development programmes (More than 9 130 offenders)

20. Care Measurable objective: To ensure the personal well-being of incarcerated persons by providing various needs-based services. Performance indicators • • % of offenders in needs-based care programmes - social work services; psychological services; spiritual care services; Number of correctional centres implementing comprehensive primary health care services • •Number of correctional centres implementing comprehensive primary health care services; 100% access to primary health care for offenders in need in relation to TB, STI, HIV, chronic medication • • 100% access to comprehensive HIV and AIDS programmes and services for offenders

21. DCS Strategies - Care • Compliance with Care policies, procedures, standards and applicable legislation • Provision of comprehensive primary health care services to all offenders, awaiting trial detainees and babies of incarcerated mothers. • Provision of needs based care programmes to offenders • Provision of comprehensive HIV and AIDS programmes and services to all offenders • Development and implementation of a needs based Corretion, Development and Care programmes for special categories of offenders as defined in the White Paper

22. Targets - Care • % of offenders participating in Social work sessions (more than 101 000 sessions) • % of offenders participating in Psychological sessions (More than 10 200 sessions) • % of offenders participating in: Spiritual care sessions (More than 166 000 sessions)

23. Social reintegration Measurable objective To provide needs-based programmes and services to offenders to facilitate their social acceptance and effective reintegration of offenders into their communities Performance indicators • • % of offenders eligible for consideration released on parole; % of offenders released on parole • • % of offenders absconding from correctional and parole supervision; • % of offenders violating correctional and parole supervision conditions; • • % of offenders participating in reintegration programmes; % of probationers on community service orders

24. DCS Strategies - Social reintegration • Review and alignment of policy procedures, and standards on Social Reintegration with White Paper on Corrections • Effective administration of Correctional Supervision and Parole systems • Effective implementation of Community Corrections system

25. Targets - Social Reintegration • % of cases heard by CSPB with offender released on parole; % of cases where CSPB decision differs from CMC recommendation;% of cases referred for review where PRB reverses CSPB decision; • Reduce number of violations by 2% from the average baseline of 10780 (215). • Sample audit on 10 % of CMCs & Parole Boards. Bi-annual monitoring report

26. Facilities Measurable objective Provide facilities to support the department in its core functions of security, corrections, development and care and social reintegration. Performance indicators • •No of beds in correctional centres • • No of new correctional centres created • • Increasing improvement and maintenance of correctional centres

27. DCS Strategies - Facilities • Compliance with Facilities policies, procedures, minimum requirements, standards and applicable legislation • Build and upgrade facilities according to DCS policies. • Maintain facilities according to DCS policies. • Provide leasehold office accommodation for all needs

28. Targets - Facilities • Implementation of approved policies and procedures in all management areas Inspection reports on compliance levels in Management areas to establish baseline information • Bed capacity of 114 100 • 90% Completion of Kimberley New Generation Correctional Centre. (NGCC) • Commencement of construction of 2 facilities to replace obsolete facilities. • Construction on 3 upgrade projects commenced. • Implement 94 planned maintenance projects prioritising COE • Maintenance Audit conducted in all facilities and maintenance programme developed for all facilities • Sustain leased office accommodation. % of rental needs addressed; baseline info

29. Conclusion • Process of alignment of planning resourcing and reporting has been enhanced through approval of Integrated planning and Reporting policy • Operational involvement in planning will enhance delivery & ownership • Finalisation of FMPPI will add to improvements on delivery of strategic plan and enhance performance information for accountability and decision making • M,E,and R policy to clarify responsibilities

30. THANK YOU THANK YOU Age of Hope: National Effort for Corrections, Rehabilitation & Social Re-integration of Offenders Age of hope: National Effort for Corrections, Rehabilitation & Social Re-integration of Offenders