As part of our commitment to rehabilitation of offenders, the ...

More documents

Recommendations

Info

SCOPA, fifth report of 2008. SCOPA, fifth report of 2008. 88 DCS Annual Report 2007/08 Medical expenditure. Recommendations: (a) detailed information on continuing members is requested on an annual basis (b) measures are put in place to verify that members are still alive (c) invoices and supporting documents are verified before payments are made (d) Money paid to medical aid on behalf of deceased members is paid back to the department and disciplinary action is taken against employees in cases where corruption or negligence is proven. Status: (a) Life certificates are now being requested annually from the continuation members. The department has managed to secure a private bag that will receive all correspondence dealing with medical aid issues. (b) A database, linked with the Department of Home Affairs’ database, has been developed to enable DCS to receive regular updates on the status of the continuation members. The process whereby verified information is captured on the said database had already begun. (c) Various measures have been adapted to ensure that medical aid expenditure is verified and reconciled before payments are made. The adoption of the database will assist the department in reconciliation of the medical account. (d) The process of recovering the monies paid to Medcor for the deceased members has started during February 2008. Future recoveries will be made as information on the database is purified. Receivables. Recommendations: (a) The Auditor-General reported a recurring problem with receivables. For the 2006/07 financial year, an amount of R40 million for staff debtors could not be verified for completeness or accuracy. SCOPA therefore recommends that this issue is addressed as a matter of urgency and that monthly reconciliations are done. Status: (a) The financial policy and procedures to implement proper debt collection has been developed and approved with the objective to avoid huge losses. (b) Action plans on debts were compiled, refined and distributed to all relevant role-players. (c) Dedicated debt management units (at Head/Regional/Area offices) have been established in the Department and training is continuously provided. (d) Policies have been modified and procedures supporting the process have been established to ensure that all funds owed to the Department are recovered before an employee receives pension payouts. (e) Procedures have been developed to ensure debts are properly investigated before being written off. (f) Procedures have been developed to ensure relevant cases are referred to the State Attorney before they are written off. (g) The practice of issuing standing advances has been terminated during 2007/08 and an amount of R233 201 from the initial outstanding amount of R348 130 has been recovered from officials. Some of the challenges encountered in effective management of staff debts are as follows: • Highly decentralised nature of DCS where the point of the debt incurred and the location of the employee records would not be the same.
DEPARTMENT OF CORRECTIONAL SERVICES: VOTE 19 REPORT OF THE ACCOUNTING OFFICER for the year ended 31 March 2008 SCOPA, fifth report of 2008. SCOPA, fifth report of 2008. • • • Many of the debts are very old. While the debt might be identified, the documentation of the debt to substantiate these is difficult to source/obtain. Monitoring of action plan at the Chief Directorate, Branch level and Audit Steering Committee levels. Vacancies. Recommendations: (a) That vacant position is filled and the department’s retention strategy is implemented successfully. Status: (a) On the area of scarce skills the Department advertised these vacant posts on a regular basis and also implemented head hunting frameworks for Nurses, Pharmacists, Medical Practitioners and Psychologists. (b) With Medical Practitioners it was also possible to upgrade their salaries to Level 12 which lead to the filling of some of the positions. (c) On the other Occupations the department is also restricted within the salary framework of the broad Public Service and currently only the new OSD for Nurses has been implemented and approved by DPSA. (d) The Commissioner has approved the translation of all Professional Nurses to the occupational stream of Primary Health Care. This approval implies a higher compensation package which will ensure the more effective recruitment and retention strategy for this critical occupation. (e) The new structure for Social Workers was successfully implemented in the Department which presents Social Workers with better salary and career opportunities. This also led to the filling of some of the positions. (f) Regarding Psychologists, the department is faced with a situation that the current public service salary is not sufficient to attract and retain qualified Psychologists. There is also a deeper imbedded problem which relates to the working environment conditions which impact negatively on this professional field. As a counter measure the department has presented flexible working hours and a framework for head hunting. (g) It is a fact that the department alone cannot address the critical shortage experienced with Psychologists and the new OSD as developed by DPSA for Psychologists which is scheduled for 2008 will assist a great deal in eliminating salary disparities within the Government sectors and provide for a platform from where open competition can prevail. Consultants. Recommendations: (a) That the department ensures that there is proper skills transfer to staff to eventually decrease the department’s dependence on consultants. Status: (a) The Public Sector has not been able to compete successfully with Private Sector in relation to amongst others the ruminations and Human Capital Investment to support the attraction and retention of skills. (b) The reasons for outsourcing are the following: • • • • • To source expertise and skills that are not available within the Department; The high turn-over and the inability to retain and match what the private sector is offering in terms of salary and other benefits; Prolonged process of staffing; To allow the department to refocus on its core function; Improve service delivery of the department on the rendering of the core services; DCS Annual Report 2007/08 89
Page 1 and 2:
Department of Correctional Services
Page 3 and 4:
Submission of the annual report to
Page 5 and 6:
Management Structure 01 02 03 04 05
Page 7 and 8:
compromise gains we made in advanci
Page 9 and 10:
and orientation and appropriate pla
Page 11 and 12:
• • • • • • • • •
Page 13 and 14:
parole, and on the facilitation of
Page 15 and 16:
Comparison of significant and prior
Page 17 and 18:
Comparison of significant and prior
Page 19 and 20:
with an overall downward trend and
Page 21 and 22:
Strategy Outputs Strategy A.1.2: Al
Page 23 and 24:
Strategies Outputs Strategy A.2.2:
Page 25 and 26:
Page 27 and 28:
Strategies Outputs Service delivery
Page 29 and 30:
Page 31 and 32:
Page 33 and 34:
Page 35 and 36:
Page 37 and 38: Strategies Outputs Service delivery
Page 39 and 40: Strategies Outputs Integrated Techn
Page 41 and 42: Strategies Outputs Strategy A.5.2:
Page 47 and 48: Purpose: Provide safe and healthy c
Page 49 and 50: Strategies Output Strategy B.1.2: D
Page 51 and 52: Purpose: Provide needs-based correc
Page 53 and 54: Strategies Output Strategy C.1.2: P
Page 55 and 56: Strategies Output Reasons for Non-a
Page 57 and 58: Strategy Output Strategy D.1.2: Pro
Page 59 and 60: Strategy Output Strategy D.1.3: Pro
Page 61 and 62: Strategy Output Output Performance
Page 63 and 64: 2.5.5 Programme 5: Development Purp
Page 65 and 66: Strategy Output Strategy E.1.2: Enh
Page 67 and 68: Strategy Output Output Performance
Page 69 and 70: Summary of targets exceeded, detail
Page 71 and 72: Strategies Outputs Strategy F1.2: E
Page 73 and 74: 2.5.7 Programme 7: Facilities Purpo
Page 75 and 76: Programme/ Subprogrammes Strategy G
Page 77 and 78: The quality of in year management a
Page 79 and 80: DEPARTMENT OF CORRECTIONAL SERVICES
Page 87: DEPARTMENT OF CORRECTIONAL SERVICES
Page 93 and 94: Matter of governance Audit committe
Page 97 and 98: 3.3 Interest and rent on land Inter
Page 127 and 128: Department of Correctional Services
Page 129 and 130: Department of Correctional Services
Page 139 and 140:
DEPARTMENT OF CORRECTIONAL SERVICES
Page 141 and 142:
Page 143 and 144:
Page 145 and 146:
Page 147 and 148:
Page 149 and 150:
TABLE 5.2.1 - Personnel costs by pr
Page 151 and 152:
5.3 Employment and vacancies The fo
Page 153 and 154:
TABLE 5.4.1 - Job Evaluation 1 Apri
Page 155 and 156:
TABLE 5.5.2 - Annual turnover rates
Page 157 and 158:
Occupation Employees as at 1 April
Page 159 and 160:
5.6 Employment equity The tables in
Page 161 and 162:
TABLE 5.6.5 - Terminations for the
Page 163 and 164:
Demographics Number of beneficiarie
Page 165 and 166:
TABLE 5.7.4 - Performance related r
Page 167 and 168:
TABLE 5.9.4 - Capped leave 1 Januar
Page 169 and 170:
TABLE 5.11.2 - Misconduct and disci
Page 171 and 172:
TABLE 5.11.7 - Precautionary suspen
Page 173 and 174:
TABLE 5.14.3 - Report on consultant
show all

As part of our commitment to rehabilitation of offenders, the ...

Create successful ePaper yourself

Delete template?

Save as template?