PORTFOLIO COMMITTEE PRESENTATION HUMAN RESOURCES MATTERS

PORTFOLIO COMMITTEE PRESENTATIONHUMAN RESOURCES MATTERS Mr TMI Mokoena Chief Deputy Commissioner : Human Resources 19 November 2014

TABLE OF CONTENTS 1. Purpose 2. Introduction 3. Leadership Stability 3.1 Establishment Status: SMS Level 3.2 A Comparative analysis reflecting turnover at SMS Level 3.3 Vacant Posts: SMS Level 4. Recruitment in DCS 4.1 Establishment Analysis 4.1.1 Status Per Region as at 31 March 2014 4.1.2 Status Per Region as at 31 October 2014 4.2 Appointments Vs Terminations: 1 April 2013 To 31 March 2014 4.3 Proposed Recruitment Turnaround Strategy 5. Ministerial Task Team on HR matters 6. Organisational Re-alignment process

1. PURPOSE • In line with the table of contents above, the purpose of the presentation is to • provide the Portfolio Committee with feedback on the following • Human Resources-related matters: • Statistics on leadership turnover at SMS level • Appointments Vs Terminations: 1 April 2013 To 31 March 2014 • Establishment Status Per Region • Proposed Recruitment Strategy • Ministerial Task Team on HR matters • The organisational Re-alignment process

2. INTRODUCTION It is critical to point out at the outset that at the recent National Management Committee meeting, a resolution was taken to convene a special workshop to discuss HR challenges within the department. The primary focus of the proposed workshop would be to deliberate upon, interrogate and adopt HR interventions to address these challenges. The workshop is scheduled to take place on 17 November 2014. Accordingly, is vital that the portfolio committee takes note of this development, bearing in mind that the content herein may be amended based on the outcomes of the proposed workshop.

3. LEADERSHIP STABILITY

3. LEADERSHIP STABILITY. Cont…

LEADERSHIP STABILITY. Cont….

3. LEADERSHIP STABILITY. Cont….

3. LEADERSHIP STABILITY. Cont….

3. LEADERSHIP STABILITY. cont..

LEADERSHIP STABILITY. Cont….

4. RECRUITMENT IN DCS4.1Establishment Analysis 4.1.1 Status per Region: as at 31 March 2014

4. RECRUITMENT IN DCS. Cont…4.1.2 Status per Region: as at 31 October 2014

4. RECRUITMENT IN DCS. Cont…4.2 Appointments Vs Terminations: 1 April 2013 to 31 March 2014 The rate of terminations in relation to appointments is excessive and this does not factor internal promotions which creates an added challenge on recruitment.

4. RECRUITMENT IN DCS. Cont…4. 3 Proposed Recruitment Turnaround Strategy Department of Correctional Services is a labour-intensive employer which has an ability to realise it’s Vision, Mission and Strategic Objectives.

4. RECRUITMENT IN DCS. Cont…Recruitment challenges and proposed solutions

4. RECRUITMENT IN DCS Cont…Recruitment challenges and proposed solutions

4. RECRUITMENT IN DCS. Cont…Recruitment challenges and proposed solutions

4. RECRUITMENT IN DCS. Cont…Proposed solutions • Development of a scientific staffing model for DCS. This model will assist us to: • Over and above the specific instances cited above, there is a need to revive Task Teams which implemented policies like OSD in the Public Service i.e. National Treasury, DPSA, Departments and Unions to review impact of Resolutions on recruitment and retention of staff; • Determine current and future staffing numbers of the organisation based on the strategy and operating model going forward; • Define our current and future talent needs in terms of roles profiles on one hand, and skills, competencies and attributes of persons on the other hand;

4. RECRUITMENT IN DCS. Cont…Proposed solutions • Determine recruitment costs going forward, thus avoiding the current scenario where the recruitment budget is often depleted midyear, resulting in vacancies not being advertised; • Develop a relevant and responsive Workplace Skills Plan based on current and future needs of the organisation; and • Develop a set of competency assessment batteries to be used in conjunction with interviews, so that candidates are properly assessed to determine their suitability.

STEP 2 Check HR supply Strategic plan STEP 1 Check HR demand Analysis of present resources Organisational / Business plan Internal HR supply analysis External HR supply analysis Component Business plan Activity forecast Forecast HR supply analysis Forecast HR demand Equity Analysis of Human Resources utilisation STEP 3 Analyse gap Forecast deficit or surplus STEP 4 HR Plan HR Plan Resourcing, recruitment, selection, placement Remuneration or CORE Performance Management Job redesign Human Resources HR budgets STEP 5 Monitoring & Evaluation HR controls Source: Department of Public Service and Administration (DPSA), Baseline Implementation Guidelines, Part II. 2000.

An Integrated HR planning approach Strategic objective and plan Workplace skills plans and individual and group/team development plans Work organisation and definition and functions HR plans, job profiling, definition of competencies and performance measures Source: Rapea, A. 2002. Integrating Human Resources in the Public Service. Public Service Review, 1(3): 24.

5. MINISTERIAL TASK TEAM ON HR MATTERS • The Ministerial Task Team was established on 11 February 2013, during a Ministerial Consultative Forum with our recognised Trade Union partners, POPCRU and PSA. The task team, comprising of four representatives from Management, POPCRU and PSA was mandated to tackle a range of issues in order to facilitate that a sound union-management relationship within the Department. The forum resolved that the task team would resolve all issues on of before 15 March 2013. However, it soon became clear that, given the enormity of the task at hand, it was necessary to set aside more time to achieve the task at hand.An extension was thus granted, and the deadline extended to 15 June 2013. • The Ministerial Consultative Forum also made clear that this intervention was in no way designed to replace the existing Departmental Bargaining Chamber (DBC), but rather an instrument to remove some of the barriers that existed in the DBC. Accordingly, the forum also resolved that the DBC and other would remain to fulfil their stated mandates.

5. MINISTERIAL TASK TEAM ON HR MATTERS Cont… • Issues for Discussion • The Ministerial Task Team was tasked with resolving the following issues: • Pay progression less three percent [3%]; • Overtime for Nurses; • Translation of the 2nd group of 2008 to correct notches; • Pay progression for group one [01] and two [02] appointed in 2008; • Pay progression for Social Workers; • Extension of ELRC Resolution 4 of 2009 to educators in DCS; • Merit awards to qualifying members; • Translation of Correctional officials who were declared as artisans to the OSD of Correctional Officials; • Second [02nd] Phase OSD Correctional Officials; • Backdated Overtime since 2009; • Shift patterns and the safety of members; • The non-implementation of agreements, for example the memorandum of Understanding [Settlement Agreement of 2005] etc.; • Promotion policy for the Department of Correctional Services;

5. MINISTERIAL TASK TEAM ON HR MATTERS Cont… Issues for Discussion • The Ministerial Task Team was tasked with resolving the following issues: • Absorption of Learners; • Control Room Operators; • Removal of factors that affect the success of the Relationship By Objectives [RBO]; • Non-payment of housing allowance; • Privatisation and Outsourcing; • Leave management; and • Employees on personal notches.

5. MINISTERIAL TASK TEAM ON HR MATTERS Cont…

5. MINISTERIAL TASK TEAM ON HR MATTERS Cont… PAY PROGRESSION LESS 3%

5. MINISTERIAL TASK TEAM ON HR MATTERS Cont… NUMBER OF LEARNERS ABSORBED AS AT 31 OCTOBER 2014

5. MINISTERIAL TASK TEAM ON HR MATTERS Cont… • The following matters were also resolved: • Leave Management; • Privatisation and Outsourcing; • Non-payment of housing allowance; • Translation of correctional officials who were declared as artisans to the OSD of Correctional officials; • The non-implementation of agreements, for example the memorandum of Understanding [Settlement Agreement of 2005] etc.; • Leave Management • The Department committed itself to implementing all types of Leave as per the applicable policy provisions. A workshop will be held with organised labour so that there is appreciation of the applicable policy provisions. • Privatisation and Outsourcing • CDC Remand Detention and GITO were invited to make presentations in this regard. Organised labour expressed appreciation in this regard, and indicated that they have a better understanding of these areas of operation.

5. MINISTERIAL TASK TEAM ON HR MATTERS Cont… • The following matters were also resolved: • Non-payment of housing allowance • Parties resolved that the Department would conduct an audit into the allocation of housing on the Departmental terrain. The audit is ongoing. In addition, the Department has developed a draft Housing policy to be deliberated at the Departmental Bargaining Chamber. • Translation of correctional officials who were declared as Artisans to the OSD of Correctional officials • Parties resolved that organised labour would submit a list of Artisans who are affected. The Department is currently conducting an investigation into the allegations by the affected Artisans. • The non-implementation of agreements, for example the memorandum of Understanding [Settlement Agreement of 2005] etc. • The Department undertook to implement the spirit and letter of signed agreement

5. MINISTERIAL TASK TEAM ON HR MATTERS Cont… Artisans OSD In respect of the issue of Artisans referred to above, the following provides additional detail, as well as work done since: • The Ministerial Task Team dealt with challenges that emanate from : • Artisans who claimed that they are worse off since the implementation of OSD in the Department. • Artisans who claimed that they were unjustly treated by the Department by not giving them an opportunity to complete the migration choice forms that the other Custodian and Support employees prior to the translation to the OSD Artisan were given an opportunity to make their choices. • A work session in Bloemfontein (28-29 November 2013) was held and areas of concern from regional Artisans’ representatives were registered. • Following this work session, regional audit on Phase 1 implementation was conducted and the report was concluded and submitted to the Executive for a decision (26th May 2014).

5. MINISTERIAL TASK TEAM ON HR MATTERS Cont… Artisan OSD • Parties agreed that the implementation to migrate these officials from OSD Artisans to OSD Correctional Officials will not be retrospectively implemented from 1st July 2009 but only from a new date after the matter has been concluded at the Ministerial Task Team level. • Officials who choose to migrate to the OSD for Correctional Officials be awarded a once-off amount of R7500. In the event that the 658 audited artisans choose to migrate the projected cost for the once-off payment amounts to R 4,9 million. • The matter of possible migration be mandated, consulted and dealt with through the processes of the Departmental Bargaining Chamber (DBC).

5. MINISTERIAL TASK TEAM ON HR MATTERS Cont… Implementation of the 7 Day Establishment – Shift System As in the case of OSD for Artisans, since then, the Task Team has continued to meet and the following reflects the resolutions of the Task Team in this regard: • Having deliberated on various shift systems and models, the Ministerial Task Team recommends the 2 x 12 (2/3/2) as the ideal shift system for Centre Based Correctional Officials. • Graphic presentation of the recommended shift system, 2 x 12 (2/3/2) will be shown separately

5. MINISTERIAL TASK TEAM ON HR MATTERS Cont… Implementation of the 7 Day Establishment – Shift System • How the system is designed to operate: • It is meant to cover all Centre Based Correctional Officials • 2/3/2 Shift System(2 days on, 3 days off, 2 days on, then the cycle reverses) • 45 Hours per week • 12 hours per day (Including Lunch)

5. MINISTERIAL TASK TEAM ON HR MATTERS Cont… Implementation of the 7 Day Establishment – Shift System Way forward • Referral to the Departmental Bargaining Chamber for negotiation on working time and the averaging of hours. • Determination of human resource needs through work study investigation relating to appropriate shift system. • Consultation with the relevant stakeholders. • Development of the road map for the implementation of the proposed shift system • Securing of additional funding (BID process or Funds reprioritisation).

PORTFOLIO COMMITTEE PRESENTATION HUMAN RESOURCES MATTERS