Care and Justice Services South Africa. Presented by Frikkie Venter Managing Director. MANGAUNG CORRECTIONAL CENTRE (MCC). What is a PPP?. degree of risk transfer to private party. Outsource Capitalisation is for Government account Government buys specific services but retains risk
Care and Justice Services South Africa Presented by Frikkie Venter Managing Director
What is a PPP? degree of risk transfer to private party • Outsource • Capitalisation is for Government account • Government buys specific services but retains risk • Fixed and movable assets belong to government • Privatise • Assets purchased • Liabilities purchased • Government has regulatory function only • PPP • Private party: • Finances (whole or most) • Designs • Builds • Operates • Maintains • Government purchases complete service and/or enables business • Fixed assets belong to government
What is a PPP? Traditional payment mechanism Example: Govt-built and operated project Payment (Rands) Overruns Delay costs Construction/ development Overruns Operating costs 0 3 10 15 Time (years)
What is a PPP? PPP payment mechanism Example: PPP Project Payment (Rands) Operational period Pre-set payment by Govt against delivery Construction Period No initial payment by Govt 0 2 10 15 Time (years)
DCS Concession Contract Management Contract Shareholders Agreement Loan Agreements Share-holders BCC Lenders Inter-creditor Agreement Sponsors Construction Sub-contract O&M JV D&C JV Murray & Roberts Fikile Projects GSL Vulindlela Holdings
Introduction Mangaung Correctional Centre (MCC), is situated outside Bloemfontein • 2928 adult, male, sentenced, Maximum Security, inmates • 25 Year Contract • Managed in terms of defined contractual outcomes that focus on: • Delivery of a Developmental approach – White Paper in action
History of MCC • On 10 March 1999, the Minister announced that the Ikhwezi-Consortium was awarded the 2928-bed maximum security centre in Bloemfontein. • Further negotiations followed and the contract was signed with the Department of Correctional Services on 24 March 2000. • Construction work commenced on site on 1 April 2000 and was completed by 30 June 2001. • MCC became operational on 1 July 2001.
Scope of Operations • Like any other correctional centre of DCS, MCC is governed by the Correctional Services Act (111 of 1998) and has to abide to all relevant legislation. • In addition to the above MCC has to comply to specific contractual outcomes as specified by Government in the Contract between the two parties. • The following contractual outcomes are seen as the most relevant for the purpose of this presentation:
Staffing • 563 (481-G4S) employees of which 86% are from previously disadvantaged communities • 29% women work within this all male offender correctional centre • 3 disabled people work for us • Follow a 7 work day establishment
Safe Custody of inmates • Safe environment • Decent Conditions and meeting inmates needs • Addressing inmates’ needs in a structured approach • General • Community Involvement • Achievements/Awards • Remarks from external visitors
1. Safe Custody of inmates In compliance with the relevant Legislation and contractual requirements regarding the safe custody of inmates entrusted to our care, the following extraordinary measures are in place at MCC. Risk assessment • Admission assessment. • Intelligence System • Searching program • Security system • Incident management
2. Safe environment Contractually the Contractor has to maintain order, control, discipline and a safe environment for staff and inmates. This is complied with by means of the following: Ensure that maintenance to cells/buildings does not enable inmates to escape: • Ensure that inmates who are not complying with rules do not destabilize the operation of the centre • A specially trained group of employees (Emergency Support Team) are the only employees who are allowed to use force, with approval from DCS.
2. Safe environment continues • Comprehensive incident and command arrangements. • The Contractor is fully responsiblefor Health and Safety. Drug control is a priority for the Company and we are very successful due to: • Effective searching of all employees, visitors and inmates. • Mandatory Drug Testing when necessary. • Use of Sniffer drug dogs. • Effective intelligence system
3. Decent conditions and meeting inmates’ needs The following extraordinary measures are in process at MCC: Induction process: • Assessment System for Prisoners (ASP) and Sentence Plan for each individual inmate. • Signing of a compact agreement by inmates. Visits to inmates: • 48-Hour pre-booking system. • Daily visiting hours. • Special accommodation for children who visit.
3. Decent conditions and meeting inmates’ needs Family contact: • Inmates to receive mail within 24-hours after receiving at MCC. • One free letter (stationary and postage) per week. • Unlimited telephone calls at inmate cost. Inmate clothing: • All inmates to be issued with adequate range of blue coloured clothing. Range of clothing specified by Contract. • Distinctive range of clothing to be worn by inmates who poses an escape risk.
3. Decent conditions and meeting inmates’ needs Food services: • Food services are outsourced to a sub-contractor. • Three nutritious meals are provided on a daily basis. • Menus developed and approved by Food Services sub-contractor’s dietitian. • Special diets i.e. therapeutic diets will be provided when prescribed by a medical doctor and religious diets as recommended by the Chaplain. All other inmates will receive a high fiber/high protein diet. All qualifying HIV positive inmates receive a supplementary diet. .
3. Decent conditions and meeting inmates’ needs Healthcare Services: • Healthcare services - available 24-hours a day. • A fully equipped chemist, x-ray facility, doctors’ consultation rooms, dentist facility, emergency treatment room form part of the centre. • Healthcare is also provided in the housing blocks (units). • There is a medical program in place for the following category of inmates: • Mentally ill • Chronically illness • Those who present a suicide and self-harm risk (SASH).
4. Addressing inmates’ needs in a structured approach • A proper assessment is followed up with a proper sentence plan for individual inmates. • All inmates follow a structured day program which ensures that they are unlocked from 07h30 in the morning and are only locked up again in the evening at 19h30: • The structured day program consists of two shifts, a morning and afternoon shift. • Inmates are scheduled to attend work/programs while the other group will be scheduled to participate in free activities. (Sport, recreation etc.)
4. Addressing inmates’ needs in a structured approach Structured day program The Structured Day Program is scheduled to accommodate movement management of inmates as well as space management. It is compiled around eight key components, namely: • Work • Education • Vocational training • Physical education • Counselling • Domestic activities • Lifestyle options
4. Addressing inmates’ needs in a structured approach Inmate Care and Empowerment: The aim of Inmate Care and Empowerment is to provide: • A caring and empowering environment • Opportunities and programs for development. • Inmates have the opportunity to be accountable and responsible citizens.
4. Addressing inmates’ needs in a structured approach Education department: • Mother Tongue • ABET Level 1 – 4 • Grade 11 • Grade 12 • Tertiary studies (own financial responsibility and Grade 12 pre-requisite).
4. Addressing inmates’ needs in a structured approach • Upholstery • Cleaning Services • Hobby Making (Box making) • Entrepreneurial Skills • Leatherwork • Woodwork Vocational Training: • Basic computer/Business Skills • Office machine Operator • Candle Making • Garment Making • Home Care • Horticulture
4. Addressing inmates’ needs in a structured approach • Assessment of ALL offenders within 2 weeks of arrival to determine strengths, needs and challenges • 2928 offenders has an Individual Sentence Plan which is reviewed twice a year • 40 hour activity week for each offender • Structured day Programme • 12 hours unlocked per day • 91% matric pass rate for the past 7 years • 4620 Certificates for Educational and Vocational Achievement awarded until end of 2008 • Literacy rate increased by 92.15%
4. Addressing inmates’ needs in a structured approach Social work services: Social workers (10) and Social Auxiliary Workers (PDSO’s) (15) render holistic programs to inmates to develop their knowledge, skills and values as follows: • The facilitation of these programs address offence specific needs and have as their aim to address remorse and guilt to enable the inmates to develop victim empathy and restore justice. • The outcome of these programs focus on addressing the challenges of life in a way that will reflect accountable and responsible citizenship.
4. Addressing inmates’ needs in a structured approach Psychological services: • 4 Psychologists focus on the offending behaviour of inmates in order to address those factors that initially contributed to the inmate’s criminal behaviour. • The facilitation of psychological programs aims at addressing offence specific needs and develops remorse and guilt to enable the inmate to be in a position to extend victim empathy and restore justice. .
4. Addressing inmates’ needs in a structured approach Activities and leisure: • Activities aim to ensure that sport, recreation and sport administration programs are provided to all interested inmates to encourage and stimulate self-development. • Fourteen activity officers are employed and they are engaging at least 900 inmates a day
4. Addressing inmates’ needs in a structured approach • Library services: • A fulltime appointed librarian ensures that the library is sufficiently stocked and that inmates get the opportunity to make use of these services either in the library or in the living units via a trolley service. • An average 3630 books are issued to inmates per month. • To enable this, a schedule of rostered attendance at the library is used. • Each inmate receives two opportunities per week to access the library services, but can access the trolley service daily
4. Addressing inmates’ needs in a structured approach Industries: • MCC believe that it is essential that inmates receive the opportunity to work in an industrial environment to establish workplace ethics and workplace discipline. • During the production phase, inmates are trained in line with acceptable industrial standards and are taught how to master production work. • Qualified contractors train inmates in the manufacturing of clothing, metal work and bread production.
4. Addressing inmates’ needs in a structured approach Religious Care: A full time Chaplain supported by fifty-three external religious workers from 31 different churches/faiths are involved in providing religious care to inmates. The following services are rendered: • Church services for all dominations • Small group discussions • Prayer meetings • Personal interview or counseling • Religious teaching
5. General • MCC has to submit a Strategic Plan for the MCC to the Department of Correctional Services (DCS) every 5 years. This strategic plan has to be in line with DCS’s “White Paper” and other guidelines as indicated by DCS. • DCS has a Correctional Services Controller on site at Mangaung Correctional Centre. The Controller and his staff have unrestricted access to the Centre at any time. • All employees of MCC have to be fully trained in their duties and functions that are pre-approved by the Commissioner of Correctional Services. All staff undergo continuation training of 40 hours per year.
6. Community Involvement • The Mangaung and Free State communities have benefited directly as a result from skills development and training of offenders: • 1015 school desks were donated to ten (10) under privileged schools • 75 tons of vegetables from the horticulture gardens donated to Shelters, Children’s homes, Centres for people with disabilities and the elderly • Three (3) Victim support rooms at local Police Stations revamped and equipped with furniture and toys manufactured by offenders. The next victim support room will be revamped in September during the 16 days of activism against violence against women and children • 7500 Candles donated to CANSA as part of their annual “Relay for Life”.
6. Community Involvement • Life Solutions Program – Employees of MCC facilitate courses on skills development for children who are in conflict with the Law; • Participation in the yearly “16 Days of Activism Against Woman and Child Abuse” campaigns since 2006; • Refurbishing of Victim Support Rooms at SAPS Police Stations since 2006; • Community Indabas take place on a regular basis.
7. Achievements/Awards • NOSA Health and Safety Audit – Five star rating awarded (2009) • Free State Premier’s Award – Gold Award in the Private Sector, State Agencies and Para-statals section (2007, 2008) • Best ABET Adult Learning Centre in the Free State (2007, 2008,2009) • SAFMA - Facilities Management Project of the Year Award – (2005) • Risk Manager of the Year: Ronsley Phillips MCC Safety Health and Environmental Supervisor • Mangaung Correctional Centre International winner at the NOSA awards in the Section Health & Social Work other community, Social and personal services, activities, education public administration and defence
8. Remarks received from external visitors • Martin Neary (Former British Commissioner of Correctional Services) – “I found the day absolutely fascinating and I am left entirely convinced about the feasibility of running a prison of similar size in the UK. I have seen very few prisons anywhere in the world that I would consider to be better that yours.” • Me. R. Reddy (OSW, The Presidency) – “ Excellent institution with use of technology and humane development as a concept for rehabilitation. This is a benchmark for other prison centres to emulate it as a best practice for correctional services in South Africa”.
8. Remarks received by external visitors • The South African Minister of Corrections, The Honorable Ngconde Balfour MP during a certification ceremony for inmates at the facility said: • “…You have proven that rehabilitation of offenders is not a dream and if done consistently with clear outcomes it can be achieved. In this regard, I want to acknowledge the work done by the management and personnel of Mangaung. • …They (management and personnel of Mangaung) are going well beyond expectations and the inmates are the main beneficiaries of this approach.”
Challenges • Changes to Parole Policy – Addressed • ARV Policy – In Process of being addresses • Drug resistant TB – Addressed • Gang phenomenon – Addressed through Gang Strategy • Communication with the Customer
Challenges continues • To establish such good working relationships with our colleagues at DCS that the partnership can serve as an example to others and be utilized effectively for knowledge transfer. Research by professor Tapscott on Best Practices in centres concluded that 53 of the 84 best practices were identified in the two private Centres in SA; • To manage the Contract cost effectively without impeding on service delivery; taken into account unforeseen price increases, (ESKOM) • To retain staff, notwithstanding the fact that external institutions are recruiting our staff, due to the high quality of training and development which we deliver to our employees.