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Facilities Presentation

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Functions of Facilities Section

• Manage and renew leases (±150 office leases)

• Administer accommodation charges, User Asset

Management Plan, Immovable Asset Management

System/Register (GIAMA)

• Manage municipal services expenditure and

payments.

• Development of policy and standard requirements

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Functions of Facilities Section

• Provide and manage facilities geared towards

departmental core business

• Planning for new facilities, upgrade and replacement

of existing facilities

• Coordinate maintenance, facilities repair and

renovation (over 400 projects).

4

Policy Framework for Facilities• White Paper requires a change of design to allow

rehabilitation.

• Our old designs consist of 11 to 19 bed cells (double bunked

to 38 beds) with court yards and limited support buildings.

• Our current design provides for 240 bed housing unit with 10

bed cells for unit Management and direct supervision.

• Redesign allows for easy access of services from within the

secured walls to enhance rehabilitation.

• Critical element is to improve security functionality premised

on technology, information and personnel

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New layout Correctional Centre

• Perimeter security and security buildings

• Area visitors may move after screening (visitations, bails

and administration building)

• Support buildings around street connecting all buildings

and allow for movement of personnel and offenders

• Housing cell units of 240 beds each

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Our Scope of Work

• Facilities are managed by DCS from

Head Office.

• 239 Facilities nationally (2 Closed)

• Over 4million square meters of buildings

• 165 000 offenders and ± 115 000 beds

therefore 50 000 shortfall

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Our Scope of Work

• Type of Buildings

– Correctional Centres

– Offices

– Training

– Housing for staff

– Workshops

– Agricultural

– Sewerage and Water Works

– Security

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FACILITIES BUDGET 2009/2010

DESCRIPTIONDESCRIPTION ALLOCATIONALLOCATION

CAPITAL WORKS R898m

ACCOMMODATION CHARGES R532m

PRIVATE PROPERTY LEASES R58m

MUNICIPAL SERVICES R413m

TOTAL DCS TOTAL DCS ALLOCATIONALLOCATION R1,901 BillionR1,901 Billion

NDPW Maintenance Budget for DCS R574m

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Performance against TargetsFINANCIAL YEAR ALLOCATION EXPENDITURE BALANCE spend %

2006/2007 810,570,000.00 549,296,403.00 261,273,597.00 68

2007/2008 1 185 426 000 878 871 550.19 306 554 449.81 74.13

2008/2009 885 461 000 885 461 000 0 100

2009/2010 897 902 000

2010/2011 913 529 000

2011/2012 1 200 000 000

2012/2013 3 109 580 069

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Performance against TargetsMONTH 2005/06 2006/07 2007/08 2008/09 2009/10

MUNICIPAL SERVICES

BUDGET 325 085 000 352 802 000375 016 000

374 494 800412 517 000

EXPENDITURE 259 547 221.79 348 206 622.62 341 504 890.53 374 494 800

% SPEND 79.84 98.69 91.06 100%

PRIVATE PROPERTY LEASES

BUDGET Was not devolved to DCS49 084 000 53 303 200

58 280 000

% SPEND 100 100

ACCOMMODATION CHARGES

BUDGET Was not devolved to DCS351 260 000

421 579 000 531 981 000

% SPEND 100% 100%

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Facilities Major Projects in Construction

1. Kimberley Correctional Centre construction

completion September 2009 (R830m)

2. Tzaneen Correctional Centre (R220m)

procurement processes started in May.

3. Brandvlei Correctional Centre (R330m)

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Facilities Major Projects in Construction

1. Vanrhynsdorp Correctional Centres (R250m)

2. Ceres: Warmbokkeveld Correctional Centre

(210m)

3. Five PPPs currently in procurement phase

4. Polokoane PPP centre delayed owing to

availability of land

5. Awaits viability study from NDPW

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Facilities Major Projects in Construction: CSPB

• Tender Stage (Planning) - 8

Facilities

• Construction stage - 16

Facilities

• Practical Completion taken - 29 Facilities

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Maintenance projects process

• Planned Maintenance budget is allocated to DPW.

• Regions send their priorities to Facilities.

• Head Office reflect priorities to DPW.

• Final approval for project funding is with DPW.

• Currently over 400 projects being processed

• DCS role involves monitoring and advise, DPW

budget has doubled starting this fin year

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Immovable Assets Management

• Government-wide Immovable Asset

Management Act (GIAMA) of 2007 has been

promulgated

• User Asset Management Plan (UAMP) informs

Treasury of the infrastructural needs of the

department

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Immovable Assets Management

• Department currently considering procuring a

Immovable Asset Management System for

effective management

• Further work to improve capacity included in the

next MTEF cycle

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Leasing

• Regions instructs DPW to renew or conclude new lease contracts.

• DPW negotiates with landlords and pays leases, on invoicing DCS pay DPW

• Budget allows for office and residential leases• Dept currently experiencing budget shortfall for

existing lease contracts (Head Office)• Audit of the required lease portfolio currently

under consideration

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Municipal Services

• DPW pays the municipalities and claim back from DCS.

• The current budget of R412m appears to be around

R80m short of the expected increase costs for 2009/10

as Treasury’s increase of 9% is not market related to

increase of municipal services anticipated.

• The option of paying the municipalities directly after

creating capacity is being considered.

• Improved monitoring of consumption targets per area

needs to be implemented to reduce costs.

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Challenges

• DPW execution and service delivery (SLA)

• Long delivery periods for projects (service delivery

standards)

• Sufficient funding for new and maintenance projects

• Address funding short fall on leasing and municipal

services

• Extra personnel (skills) required to execute control.

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SECURITY

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Key Departmental Objectives

To provide the public with protection by enforcing incarceration and effectively

supervising offenders in the community supervision system

To provide security for members, offenders, awaiting-trial detainees, community and

service providers within Correctional Centres

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Key strategic Functions of Security in DCS

• Policy and procedure formulation and

monitoring w.r.t security operations, special

security units (dogs/horses/ and emergency

support teams), security evaluation and

security systems and equipment.

• Continuous analysis of security risks/trends and

develop security responses and strategies.

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Key strategic Functions of Security in DCS

• Oversight over and management of security

technology systems/ equipment projects.

• Monitoring of risk areas and keeping of a database

on security related incidents/ breaches such as

escapes, assaults, unnatural deaths

• Together with HRD, collect information relevant for

and provide training programs for security staff.

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DCS Minimum Security StandardsDCS Minimum Security Standards

A set of established proactive & reactive measures to address security concernsBased on realistic appraisal of the threats to the institution – proportional to the threatIndividually and collectively contribute to prevention or neutralisation of security violations

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Basic General Threat to Correctional Facilities

– Poor management of security (breaches like;

escapes, assaults, unnatural deaths, etc)

– Idleness: ”when inmates idle, they generally hurt

themselves”

– Proliferation of prison gangs

– Management of syndicate ATDs

– Changing profile of inmates: young, violent crimes,

sophisticated syndicate operations, etc

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Basic General Threat to Correctional Facilities

– Limitation in providing tailor made DCS security

training: compounded by unfocused recruitment,

haphazard deployment, demotivation, etc

– Overcrowding (143%), limited to less that 50

correctional centres nationally

– Poor management of and sharing of information

within DCS and with other agencies

– Inmate classification vs limited facilities

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Key Strategies during MTEF

• Technology Deployment

– To date DCS shared responsibility of technology deployment

with NDPW

– Most of the technology not compatible and supportive of core

business

Measures

– CSIR completed audit and currently finalising report and

proposal on integration strategies and long term plan

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Key Strategies during MTEF

• Personnel Measures

– OSD dispensation present opportunity for focused security

personnel

– Capacity development measures currently developed with

SASSETA

– Formal establishment of emergency response team (EST) – next

page

– (pending approval of structure by the Minister)

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Emergency Support Teams: Roles defined…

Emergency Support Team

Investigation

Info Collection & Analysis

Physical protection

Escort Services

Emergency Response

Search and seizure

Monitoring

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Key Strategies during MTEF

• EST

– Information collection, analysis and monitoring

(Control Rooms)

– Technical Operations (medical support, use of

maximum force, dog handling, fire fighting)

– Investigations (follow through on security incidences

not involving the team)

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Key Strategies during MTEF

• EST

– Physical protection (area sweeping operations, VIP

protection, high security inmate escort, inspection of

equipments and buildings, occasional entrance

control)

• Units operate individually and collectively depending on

the nature of the operations

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Key Strategies during MTEF

• Operations

– Improved management of Quarterly

Security Risk Analysis and reports to

management

• Escapes

• Assaults

• Unnatural deaths

• Staff complacency and collaboration

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Key Strategies during MTEF

• Physical Measures

– Upgrading and development of High Security

Centre (facilities, personnel and appropriate

intervention programmes) for dangerous offenders

– Exploring minimum security facilities for women,

children and open centre concept – pre release

– Improved management of technology

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Performance against Targets

ESCAPES FINANCIAL YEARS

171

11395 82

65

0

50

100

150

200

2004/2005 2005/2006 2006/2007 2007/2008 2008/2009

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Performance against Targets

UNNATURAL DEATHS: FINANCIAL YEARS

56 57 6270 75

0

50

100

2004/2005 2005/2006 2006/2007 2007/2008 2008/2009

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Performance against Targets

ASSAULTS : FINANCIAL YEARS

24772173

1825

10381318

0500

100015002000

25003000

2004/2005 2005/2006 2006/2007 2007/2008 2008/2009

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Performance against Targets

• Gangs in Centres

• Gangs have been a feature of the South African Correctional

System over the past century.

• Along with the presence of gangs is a level of Correctional

Centre violence that violates the safety of other inmates and

Correctional Officials.

• A disturbing development, is increased infiltration and use of

prison gangs by crime syndicates to further own goals.

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Performance against Targets

• Gangs in Centres

– Earlier this year held Round Table discussions on gangs in

correctional centres

– Completed Working Paper on Gangs in CC

– Improved security will improve DCS efforts to limit gang

operations

– Security Cluster developing comprehensive measures

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PERSONAL CORRECTIONS

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Policy Framework

• Corrections focuses on addressing and correcting the offending

behaviour of sentenced persons

• The work is possible only when there is a secure, safe and

humane environment.

• All these services are rendered within the framework of the

Offender Rehabilitation Path (ORP), Case Management Cycle

and Unit Management Framework.

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Policy Framework

• Personal Corrections refers to all those services

aimed at the assessment of security risks and the

criminal profile of individuals based on their social

background, and developing correctional sentence

plans targeting all elements associated with the

offending behaviour/s

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Personal Corrections core Functions• Development of Policy, Policy procedures, tools and

programmes for the management and correction of

offenders.

• Comprehensive Assessment of offenders to

determine their risks and needs in order to develop

an individual profile, security classification and

correctional sentence plan.

• Compile a national offender population profile bi-

annually

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Personal Corrections core Functions• Development and implement needs based

correctional programmes aimed at targeting offending

behaviour and facilitation of the implementation of

these programmes.

• Monitor the administration of correctional centres:

management of the offender from admission to

release (including privileges).

• Ensure implementation of unit management.

• Monitor the down management of overcrowding (8

pronged strategy)

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454545

Offender

Assessment and Classification

Profiling

CMC approves

CSP

Housing unit (Intervention/

Services)

CRT

(3/6/12 monthly)

CMC

3/6/12 monthly

progress & Re-

classification

CSP

Intervention/ Services

CRT

CMC (Parole recomm)

CSPB

Approve Disapprove

Placement Admission

HCC

Disapprove

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Corrections Tools

• Admission Risk and Needs Assessment Tool is used to

assess all sentenced offenders within 6 hours upon admission

to determine immediate risks and needs.

• Comprehensive Risk and Needs Assessment Tool is used to

assess all sentenced offenders serving more than 24 months

within 21 days after admission to determine future criminal

behaviour, risks posed, own vulnerability and intervention

needs.

• Offender Profile Tool is used to profile sentenced offenders

serving more than 24 months in terms of social background,

criminal history, education and skills level, employment history,

emotional well being and security risks.

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Corrections Tools

• Security Classification and Re-classification Tool is used to

determine the security risk level of all sentenced offenders for

placement in the appropriate centre/unit.

• Correctional Sentence Plan is used as a framework guiding

interventions aimed at addressing the risks and needs identified

during assessment of sentenced offenders serving more than

24 months.

• Correctional Sentence Plan Revision Framework is used to

monitor and evaluate interventions over a period of time as

planned in the Correctional Sentence Plan

• Pre-Release Risk Assessment Tool is used to assess the

risks and needs of offenders approaching their

parole/correctional supervision dates.

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Correctional Programmes

Substance Abuse: Aimed at offenders with substance

addictions.

Sexual Offences Programme: Aimed at addressing

the sexual offending behaviour.

Anger Management: Aimed at offenders with violent

and aggressive behaviour.

Pre-release: To prepare offenders for their reintegration

back into the community

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Correctional Programmes

New Beginnings: Orientate newly admitted offenders to adjust in

correctional facilities.

Crossroads: To enhance the self-awareness of offenders and to

assist them not to re-offend.

Restorative Justice Programme: Orientate offenders on

Restorative Justice

These programmes are rendered by Correctional Intenrvention

Officials and NGOs

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Programme Performance in 2008/9

• The average offender population level was 143%

• 18 873 new Offenders were classified

• 12 551 Offenders have CSPs

• 146 939 Offenders were involved in work

opportunities

• 66 543 Offenders participated in Correctional

Programmes.

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LEVEL OF OVERCROWDING- 31 May 2009

Region Capacity ATD’s SentencedIn custody total

% Occupation

E Cape 12633 6404 13307 19711 156.03%

Gauteng 25379 16049 28741 44790 176.48%

KZN 21507 7980 19858 27838 129.44%

LMN 19024 3345 19770 23115 121.50%

N Cape 16927 5340 14573 19913 117.64%

W Cape 19352 8955 19376 28331 146.40%

Total 114822 48073 115625 163698 142.57%

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Offender Population (31 March 09)

Regions Minimum Medium Maximum Total

Gauteng 930 16355 7975 122 511

W C 2169 13897 2681 18 747

LMN 996 1147 6219 18 362

KZN 808 9291 6583 16 682

N C/ F S 2085 7445 4500 14 030

E C 1777 7864 2870 12 511

RSA 8765 65999 30828 105 592

NB: A total of 10 161 sentenced offenders are not classified or non-board

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Key Deliverables during MTEF

• CSPs for 11 000 newly admitted offenders

serving 24mths and more.

• CSPs compiled for all offenders sentenced to 24

mths and more with parole consideration date.

• Improve implementation of Correctional

programmes by 10% to offenders serving

24mths and longer.

• Maintain levels of overcrowding at 140%.

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SOCIAL REINTEGRATION

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Policy FrameworkPolicy Framework

•Social Reintegration refers to a process of facilitating

acceptance and effective readjustment of offenders into the

community.

•It is initiated during the early stages of the sentence, including

the pre-sentencing period, and continues throughout the

sentence (incarceration, parole and probation) until release.

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Policy FrameworkPolicy Framework

• Throughout this period the offender is reliant on a

variety of services (legal, social, spiritual, financial,

psychological ,etc), the most critical of them being

reliant on strong partnerships within the IJS and

between the Department of Correctional Services

and its social partners

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New Policy Framework

• Aim of Social Reintegration

– Prepare the offender for successful re-entry

– Re-entry must ensure public safety

– Should aim to reduces chances of relapse and repeat

offending

– Promote social responsibility

– Promote stable, social and family relationship

– Promote correction, reparation and victim empowerment

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Phases of Social Reintegration

Pre-sentence phase

• Compilation and submission of pre-sentence reports to court

• Provision of intervention informed by findings of needs/risks

Incarceration phase (sentenced offender only)

• Induction: include services like visitation, family support, linkage with

outside community (news, letters, education, continuation of some

services including health etc)

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Phases of Social Reintegration

Incarceration phase (sentenced offender only)

• Induction: include services like visitation, family support, linkage with

outside community (news, letters, education, continuation of some

services including health etc)

• Assessment

• Profiling

• Development of a correctional sentence plan and its execution

• Facilitation of social reintegration (family involvement and support),

victim offender mediation activities, etc)

• Preparation for release and handing over to Community Correction

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Phases of Social Reintegration

Supervision phase

• Monitoring to ensure compliance with conditions

• Interpretation of set conditions and building

partnerships between the offender,

• the service provider or the service recipient

• Application of the consequences of non-compliance

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Phases of Social Reintegration

Preparation for final release phase

• Pre-release intervention• Referral to community support systems

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Key Deliverables for MTEF

• Promotion of Victim Empowerment

– Development and implementation of victim offender mediation

programme

– Sign Service Level Agreement with NGOs to render the

programme

– Provide training to DCS staff to render the programme

– Database for offenders with serious crimes as a priority area

– Database for sexual offenders

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Key Deliverables for MTEF

• Incarceration Framework (S. 73 A)

- Must prescribe sufficient periods in custody to indicate the

seriousness of the offences

- Must apply to all sentenced offenders generally

- Must provide for consistent application of it’s provisions

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Key Deliverables for MTEF

- Incarceration Framework (s. 73 A)

- May provide for different periods in relation to the same offence,

depending on the measure of good behavior or co-operation of a

sentenced offender during incarceration framework

- May provide for any ancillary or incidental administrative matter necessary

to the proper implementation or administration of the incarceration

framework

- May not apply in a manner that would be in conflict with another law or

any direction given or decision made by a court of law (section 73A(3)

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Community CorrectionsCommunity Corrections

• "Community corrections" is a non-custodial measure applicable to

persons directly sentenced to supervision of community corrections

officials, paroles and awaiting trial under control of DCS

• It is a system introduced as cost-effective way of managing sentencing

option for the judiciary.

Current Basic Information:

• Community corrections caseload stands at 57 278 (inclusive of 36 479

parolees and 20 799 probationers )

• Staffing –approved post establishment 2877

• There are currently 193 community corrections offices

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Community CorrectionsCommunity Corrections

• Main functions of community corrections are :– Monitor conditions imposed by the CSPB and the courts – Compilation of suitability report for courts– Oversee supervision activities– Management and coordination of community service

orders – Co-ordination and facilitation of programmes to

probationers and parolees– Handling and management of violations

– Liaise with the community

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Key Deliverables for MTEF

- Implementation of new system for classification of

offenders

- Redirect resources towards more risky cases of parole

- Visible and direct offender involvement in communities

(quantify value add in community projects)• Number of parole violations reduced by 2% from average

baseline of 10780.

• Promote alternative non-custodial sentencing.

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Community Supervision and Parole Boards

• The current 52 CSPB started operation in 2004

• The CSPB is mainly comprised of community members

(chairperson and vice and two members are drawn from

communities)

• Government officials are the secretary, Police and

Justice officials

• Decisions are reviewed by the Parole Review Boards

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Key Deliverables for Parole System during MTEF

• Review of legislative provisions for parole of terminally ill offenders

• Backlog cases for offenders eligible for parole addressed.

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Thank You

Business Unusual: all hands on deck to detain, rehabilitate and

reintegrate offenders for a safer South Africa