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84 DCS Annual Report 2007/08 Arrangements In Place Ownership/Responsibility Strategy to Address 7. Effective human resources function and processes ¸ Corporate Services Decentralised resources function and processes with reporting responsibility to national office. 8. Effective disciplinary process ¸ Corporate Service and Legal Services and Operations 9. Fraud Prevention Strategy ¸ Risk Management Committee and Fraud Prevention Committee 10. Ethics Policy and Code of Conduct ¸ Corporate Services and Legal Services and Operations 11. Reliable, timeous recording and accounting system 12. Reliable credible supply chain management system Train senior management to handle disciplinary cases. Improve good governance. Code of conduct owned by every official. ¸ Finance Improve the effectiveness of the Budget Committee for decision making. ¸ Finance and Supply Chain Management 13. Declaration of interest ¸ Supply Chain Management Internal Audit Human Resource Management 14. Constant vetting of key staff ¸ Operations and Management Support and Security Standards 15. Compliance with laws and regulations ¸ Operations and Management Support and Inspectorate 16. Leadership ¸ Executive Management Committee (EMC) Vetting of procurement staff, training of managers in procurement processes. Done in Bid Adjudication Committee and Audit Committee but should be extended to all decision making meetings Annual Financial Disclosures signed; permission for remunerative work outside of DCS sought from National Commissioner annually Need to develop a framework that will ensure: • Management of information in financial disclosure. • Ensure that remunerative work is kept at lowest possible level. • Declaration of interest in relation to short listing and interviews. Posts to be classified in relation to clearance requirements. Inspectorate to report on inspection findings other than CIP to EMC. Training of all managers on regulatory framework that we must comply with. Database of law and regulations that must be complied with. Ensure that all senior managers are registered and complete Leadership course.
DEPARTMENT OF CORRECTIONAL SERVICES: VOTE 19 REPORT OF THE ACCOUNTING OFFICER for the year ended 31 March 2008 10. Discontinued activities/activities to be discontinued No activities were discontinued. 11. New/proposed activities Branch Operations and Management Support was established as a new branch that added the sixth branch at head office. The Branch was established to enhance performance, its key components are Operations, Strategic Planning, Management and Monitoring, Project Management, Service Delivery Improvement, Security Standards and the Inspectorate. The Branch is an approved structure and new structures that required new funding are Chief Deputy Commissioner posts, the Chief Directorate Operations and Project Management. The Accounting Officer has initiated the Regional Commissioners’ Forum. This is a structure convened by the National Commissioner and comprising of six Regional Commissioners and CDC Operations and Management Support. It was established to provide Regional Commissioners a platform to focus on key operational issues in the regions. The meetings are bi-monthly and the funding for them is provided by regions hosting the forum 12. Asset management 12.1 Asset verification and appointment of asset controllers In November 2006, the Department embarked on an asset verification project which involved identification of individual assets and marking and capturing those that were not on the asset register. Due to the size of the task, contract workers were appointed to assist. At the end previously un-captured assets with a total value of more than R12 million were identified, marked and captured. The project was finalized in November 2007. All centres and offices have appointed asset controllers. The asset controllers are responsible for managing assets under their control. This includes reporting any movement, loss and disposals to Supply Chain Management. 12.2 Asset management reforms The asset verification process was completed and an updated asset register is in place. The current asset register is managed through the Web Asset Tool (WAT). The asset register is maintained and updated at all times. The Department is currently migrating to LOGIS due to the fact that WAT has several shortcomings, amongst them the fact that its functions are not updated whenever National Treasury revises the requirements for asset management and it also does not interface with BAS. Eight (8) sites have already migrated and the rest are expected to migrate by 30 September 2008. Centres and offices developed their own assets acquisition plans for 2007/08 as part of reforms. The Department is currently compiling the asset acquisition and maintenance plan for the financial year 2008/09. Correct or fair values for assets that were initially captured at R1,00 as their values were unknown, are being updated. 13. Events after the reporting date There were no events after the reporting date. 14. Performance information The Department of Correctional Services has entered into partnership with the Technical Assistance Unit of National Treasury to pilot the Framework for Managing Programme Performance Information, which is based on Results Based Management (RBM). The aim of the RBM approach is to: • • • • • • • Formulate the results chain (identifying inputs, activities and outputs that are required if desired outcomes are to be achieved). Select indicators to measure progress achieved at each level of the results chain, i.e. performance indicators for inputs, activities, outputs and outcomes. Set explicit baselines and targets for each indicator. Collection of data on each identified indicator. Review, analyze and report actual results against the set targets. Integrate evaluations to provide complementary performance information through the assessment of the efficacy of the results chain. Use performance information for purposes of decision making, accountability and learning. In addition to improving service delivery, the Department has developed an integrated planning, resourcing and reporting policy to improve planning and reporting. The policy has been approved in the reporting period. The Department is also in the process of developing a monitoring, evaluation and reporting (MER) tool that will include defining indicators, tracking data paths and validating them. The draft MER policy will outline clear roles and responsibilities and include verification of information. 15. Investigations During the financial year 2007/08, the DCS’ Departmental Investigation Unit (DIU) whose mandate is to investigate corruption, fraud and serious maladministration, handled 183 cases in these categories: 116 were DCS Annual Report 2007/08 85
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Department of Correctional Services
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Submission of the annual report to
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Management Structure 01 02 03 04 05
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compromise gains we made in advanci
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and orientation and appropriate pla
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• • • • • • • • •
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parole, and on the facilitation of
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Comparison of significant and prior
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Comparison of significant and prior
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with an overall downward trend and
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Strategy Outputs Strategy A.1.2: Al
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Strategies Outputs Strategy A.2.3:
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Strategies Outputs Service delivery
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TABLE 5.2.1 - Personnel costs by pr
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5.3 Employment and vacancies The fo
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TABLE 5.5.2 - Annual turnover rates
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Occupation Employees as at 1 April
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5.6 Employment equity The tables in
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TABLE 5.6.5 - Terminations for the
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Demographics Number of beneficiarie
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TABLE 5.14.3 - Report on consultant
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