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PART 2: Programme performance Voted Funds Appropriation Main Appropriation Adjusted Appropriation 12 DCS Annual Report 2007/08 Actual Amount Spent Over/Under Expenditure R10 442 331 R10 442 331 R11 384 409 R11 122 379 R262 030 2.1 Aim of the vote The aim of the Department of Correctional Services is to contribute to maintaining and protecting a just, peaceful and safe society, by enforcing court-imposed sentences, detaining inmates in safe custody whilst maintaining their human dignity and developing their sense of social responsibility, and promoting the general development of all inmates and persons subject to community corrections. Programme 1: Administration Purpose: 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. Programme 2: Security Purpose: Provide safe and healthy conditions for all persons incarcerated, consistent with human dignity, and thereby provide security for personnel and the public. Programme 3: Corrections Purpose: Provide needs-based correctional sentence plans and interventions, based on an assessment of the security risk and criminal profile of individuals, targeting all elements associated with offending behaviour, and focusing on the offence for which a person is sentenced to correctional supervision, remanded in a correctional centre or paroled. Programme 4: Care Purpose: Provide needs-based care programmes aimed at maintaining the well-being of incarcerated persons in the Department’s care. Programme 5: Development Purpose: Provide needs-based personal development services to all offenders. Programme 6: Social Reintegration Purpose: Provide services focused on offenders’ preparation for release, their effective supervision after release on
parole, and on the facilitation of their social reintegration into their communities. Programme 7: Facilities Purpose: Ensure that physical infrastructure supports safe custody, humane conditions, and the provision of corrective services, care and development, and general administration. 2.2 Overview of the service delivery environment for 2007/08 In 2007, National Treasury issued a new framework for improving service delivery that was geared towards the Government Wide Monitoring and Evaluation system. This framework, being essentially results based, necessitated the review of DCS performance information. DCS was identified by National Treasury as one of the departments to pilot the Framework for Programme Performance Information. This work was integrated into the DCS Monitoring, Evaluation and Reporting Project. During 2007/ 08, the Department spent a considerable amount of energy in redefining performance indicators and this process will continue into 2008/09. The finalization of this process will ensure that DCS has developed indicators that are measurable, achievable and time-bound and, more importantly, that the impact of the work that the department does can be measured. A number of factors have a direct impact on DCS’s operations and have a bearing on how the Department delivers services. Increase in crime trends, particularly increases in cash-in-transit heists, ATM bombings and more recently the rise in xenophobic attacks has direct impact on DCS. The attempted escapes at Pretoria Management Area and the escapes in KwaZulu-Natal for example, are indications that the DCS as a security institution needs to keep abreast of developments outside correctional centers and to develop strategies that respond to these challenges. An obvious implication is the tightening of security but this should not be misconstrued to mean a reduction of rehabilitation efforts. The DCS has started the process of reclassifying facilities to ensure that offenders that deserve to benefit from rehabilitation programmes are not compromised and that rehabilitation takes place in a safe and secure environment. There has been a notable increase of child offenders in DCS facilities, especially between 1999 and 2004 but since then there has been a decrease of children in correctional facilities. The concern of the Department is that some of the children are incarcerated for serious violent crimes and cannot therefore be accommodated in secure care facilities as they are of high risk and that the Department of Social Development does not have appropriately trained staff to handle this category of child offenders. This means that the DCS has to provide appropriate resources to ensure security and rehabilitation for this category of detainees. The challenge for DCS is that international law indisputably states that children shall not be imprisoned. However, South Africa is in a unique situation because of the social pressures and upheavals in its recent history and children have largely been placed at risk. The continuing vacancy rate plays a critical role in the ability of the DCS to deliver. During 2007/08, the vacancy rate stood at 11.3%. There has been a marked decrease in the total number of psychologists in DCS compared to the 2006/07 Annual Report. The Department employed 33 psychologists in total, 21 of whom are permanent departmental psychologists and 12 are psychologists doing compulsory community service. During 2007/08, 12 of the permanent departmental psychologists resigned with the result that the target set for delivery on psychological services was not met. The launch of the Integrated Human Resource Strategy and implementation of occupation specific dispensations (OSDs) will make a marked difference in the vacancy rate. The challenge however lies in ensuring appropriate working conditions for professionals, placing of personnel in places where they can function optimally and considerations of flexi-time for professional categories of personnel, especially those in the medical profession. 2.3 Strategic Overview and Key Policy Developments for the 2007/08 Financial Year Key policy developments During the year under review, the Department approved nine policies bringing the total number of policies approved since the adoption of the White Paper in 2005 to 62. This represents a significant progress in policy development, with 80 percent of policies aligned to the White Paper. In 2007/08, the Department placed a significant focus on policy implementation and monitoring and evaluation. A total of 413 officials were trained in policy processes to ensure capacitation of personnel in implementing policies. In 2007/08, the Correctional Services Amendment Bill was placed before Parliament. The alignment of the Act to the White Paper is an important milestone and the process will be finalised in 2008/09. Monitoring the Correctional Services Act The Department of Correctional Services, in partnership with the Open Society Foundation of South Africa (OSF-SA), is undertaking a three-year research project to develop a tool to monitor the implementation of the Correctional Services Act. The main aim of this study is DCS Annual Report 2007/08 13
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