portfolio committee presentation presented by cdc corporate services on 04 august 2009

PORTFOLIO COMMITTEE PRESENTATIONPresented by CDC Corporate Services on 04 August 2009

MEASURABLE OBJECTIVE:

A2. To improve human resource capacity and management to enable the Department to fulfil its mandate

STRATEGY: A2.1 Compliance with policies, procedures, standards, programmes and applicable legislation

TARGET: Monitoring of compliance with HRM and Equity & Recreation policies

ACTIVITIES:• Obtain approval for Equity & Recreation policies• Align monitoring tools with the new policies

ACHIEVEMENTS:

All policies have been submitted to the Minister for approval in 2008 but have not been received back

Directorate Policy & Procedure Coordination advised that the Branch should review all the policies that have not yet been approved in resubmit, since it is fast approaching the time that these policies would have to be reviewed had they been approved as expected




TARGET: HRD policy and policy procedures monitored

ACTIVITIES: • Review HRD policy and policy procedures

ACHIEVEMENTS:

An HRD Task Team must still be established to review the policy and policy procedures

The reason why the Task Team has not yet been established is due to personnel shortages – staff is needed to conduct the review sessions at Head Office and the Regions



STRATEGY: A2.2 Coordinate and monitor improvement of provision, maintenance and management of human resources

TARGET: Number of days lost due to leave, excluding vacation leave, against the total number of annual working days monitored

ACTIVITIES:• Monitoring days lost due to leave excluding vacation leave• Report on quarterly basis the days lost due to leave, excluding

vacation leave

ACHIEVEMENTS:

• Baselines for leave days lost were determined:– Annual Leave = 3.27– Leave without Pay = 3.97– Sick Leave = 2.30– TIL = 8.20– Family Responsibility = 1.87– Maternity Leave = 9.90– Occupational Injuries = 7.70– Shop Stewards = 1.63– Special Leave = 3.07– Adoption Leave = 0.33

• Persal reported statistics on leave days taken, excluding vacation leave, is:

– 35 209.41• Cost for all leave categories, excluding vacation leave:

– R 31 673 181.00




TARGET: Average vacancy rate of 10% maintained

ACTIVITIES:

• Develop a Recruitment Plan• Monitor the Recruitment Plan• Recruit 1 768 entry level learners• Recruit assistant probation and probation officers in line with identified

needs and funds provided

ACHIEVEMENTS:

• Only the first activity was addressed in the first quarter• A total of 507 posts were filled for the new Control Rooms as part of the

Recruitment Plan under the R 300 million allocated by Treasury towards the 7-Day Establishment Project

• A total of 179 appointments were made for the closed / specialised and management positions

• Due to budgetary constraints, the moratorium is still effective on the filling of non-critical posts. The approval of the OSD for Correctional Officials has also placed all entry level recruitment actions on hold




TARGET: Turnaround time for filling vacancies reduced to 120 days

ACTIVITIES:

• Review recruitment and selection processes• Refine recruitment turnaround time monitoring tool• Report quarterly on overall vacancy rate

ACHIEVEMENTS:

• The recruitment policy and processes need to be revised in line with the new OSD – negotiations have started with role-players, but this has been hampered by the delay in the signing of the OSD for Correctional Officials

• The recruitment turnaround time monitoring tool was revised in the Recruitment Seminar held in September 2008 and is still applicable

• The vacancy rate could not be reduced to 10% due to the moratorium on the recruitment of non-critical posts – the vacancy rate increased to 11.3%. The impact of the moratorium and pending entry level recruitment is slowly increasing the vacancy rate




TARGET: Maintain vacancy rate for professional and scarce skills below 50%

ACTIVITIES:

• Provide quarterly analytical report on professional and scarce skills vacancy rate

• Apply headhunting and counter offers for critical / scarce skills• Marketing at tertiary institutions• Implement approved National Strategic HR Plan• Review approved National Strategic HR Plan• Facilitate the development of Regional Strategic HR Plans• Develop a Personnel Provisioning Plan linked to the National Strategic

HR Plan

ACHIEVEMENTS:

• The average vacancy rate of critical / scarce skills is currently 38%– Nurses – 278 (25%)– Psychologists – 87 (70%)– Medical Practitioners – 2 (13%)– Pharmacists – 24 (53%)– Social Workers – 255 (29%)

• The current market is not sufficient to provide for the critical / scarce skills

• The non-attractive salaries is also restraining candidates from applying for possible positions when advertised

ACHIEVEMENTS:

• A total of 14 headhunting actions were successfully completed for Professional Nurses

• There was only partial achievement in respect of the development of a marketing strategy. The strategy only needs to be aligned and then disseminated to the Regions for implementation

• The current developments in DCS, like OSDs and the 7-Day Establishment, also need to be finalised before the marketing strategy can be implemented

• A Draft National Strategic HR Plan was presented to the Branch Corporate Services BMM and to the PRRCC session, as well as circulated on 29 May 2009 to Branch Heads, relevant Directorates and the DC HRM for comments. Inputs received were consolidated into the Draft National Strategic HR Plan and the final draft was put en route to the Commissioner for approval. The reason why the plan has not yet been finalised and implemented is due to a lack of support staff in the Sub-Directorate HR Forecasting to assist with the development of the plan

• All 6 the Regions submitted their Draft Regional Strategic HR Plans to the Directorate HR Planning at Head Office for quality assurance prior to submission to their respective Regional Commissioners. Inputs were provided and they were sent back for submission to the RCs for approval and implementation. Again, the delay in implementation is due to lack of capacity to develop the Regional Strategic HR Plans at Regional level

• All 6 Regions submitted their prioritised HR needs for the MTEF period. The Directorate HR Planning consolidated all the HR needs from the Regions and developed the National Draft Personnel Provisioning Plan. Lack of support staff in Sub-Directorate HR Forecasting contributed to the delay in the development of the Personnel Provisioning Plan



STRATEGY: A2.3 Improve management of service terminations

TARGET: Turnaround time for processing of terminations reduced to 180 days

ACTIVITIES:

• Monitor and evaluate service terminations• Identify problem areas in the service termination process• Establish and monitor the functioning of Service Termination Forums• Develop a service termination document tracking system

ACHIEVEMENTS:

• The current turnaround time for correctly completed documents is an average of 4 months and for incorrect document it is 12 months. Constraining factors are the frequent rotation of trained HR staff, as well as shortage of staff at Head Office who is required to process all documents from the Regions that are going to GEPF – only 3 permanent officials and 2 contract workers are currently available to process these documents

• The current process was mapped and problem areas were identified. Mitigation strategies are currently being developed, but progress is slow due to lack of capacity

• Due to capacity problems and lack of funding, Service Termination Forums have not yet been implemented

• A tracking system has not been developed as originally intended. During consultation with Directorate Systems Development, the team was informed that such a tracking document already exists but that it would require a dedicated office and computer equipment. Lack of funds and capacity prevent further achievements in this regard



STRATEGY: A2.3 Improve management of service terminations

TARGET: Exit Management Programme implemented

ACTIVITIES:

• Conduct Regional sessions for all officials about to retire in preparation for their exit – the focus group to range from 55 – 60 years of age

• Develop a pensioner booklet for all officials going on retirement• Analyse and report quarterly results of Exit Interviews

ACHIEVEMENTS:

• An Exit Management session was not held at Head Office as intended due to reprioritisation of work and dealing with other matters of urgency. Also, the allocated budget for this was shifted to the PILIR Project that was deemed more urgent. The planned programme is now with effect from 24 July 2009 to the end of September 2009

• A draft pensioner booklet was not finalised due to the non-availability of the official from GEPS who promised to avail her services for this purpose. GEPF conducted staff rotation and new officials were allocated to help DCS with retirement matters. The draft booklet will be finalised by 31 August 2009

• Comprehensive statistics cannot be provided on Exit Management because the Regions submitted the statistics too late



STRATEGY: A2.4 Improve performance and career management systems

TARGET: Career management model developed

ACTIVITIES: • Develop a career pathing framework in line with the principles of OSD

ACHIEVEMENTS:

• The resolutions on OSD for Correctional Officials and Social Workers were signed

• Workshops on the OSDs for Correctional Officials and Social Workers are being held to facilitate the implementation of the implementation plans that have been developed

• The workshops in respect of the OSD for Correctional Officials are being done at GPSSBC level to ensure the commitment of all parties (DCS, DPSA and Labour) to the process

• Constraints that plagued this process were:– The implementation of all OSDs are dependent on the correctness of

the establishment and the availability of the Implementation Directive from DPSA

– The availability of funds – National Treasury made it clear that no funds would be provided for the OSDs for Correctional Officials

– Some OSDs have not yet been signed, e.g. Artisans and Psychologists




TARGET: Implement DCS related OSDs

ACTIVITIES:

• Revise organisational structure, post establishment and job descriptions in line with the OSDs

• Implement approved OSD organisational structure and post establishment on Persal

• Convert vacant support posts to Public Service Act occupations• Workshop Regions on translation and migration of officials to OSD for

Correctional Services• Monitor implementation of approved DCS related OSDs

ACHIEVEMENTS:

• Translation of DCS officials to OSD related posts on the establishment for artisans and engineers – awaiting the signed resolution. The organisational structure, post establishment and job descriptions were revised inline with the OSDs. The post establishment is already sent en route for approval. The process is delayed by the fact that the resolution is not yet signed for the OSD for Artisans and Engineers

• The identification of posts that must be converted to PSA has started and will have been finalised 31 July 2009 – in line with the OSD implementation plan. However, it needs to be noted that HR capacity in HRM is insufficient for the number of strategic and critical projects the Chief Directorate is engaged in

ACHIEVEMENTS:

• Workshops with the Regions on the translation and migration of officials to OSD for Correctional Officers were conducted during the Persal Steering Committee meeting on 24 and 25 June 2009. However, lack of resources to implement OSD decisions is a serious constraint

• The national workshops under the auspices of GPSSBC dealt with the interpretation of the clauses of the OSD of Correctional Officials, as well as the migration and translation, amongst other things




TARGET: Performance management system aligned to the requirements of the OSDs

ACTIVITIES:• Review PMDS in line with the requirements of the OSDs• Identify percentage of underperformers

ACHIEVEMENTS:

• The PMDS for DCS employees (salary levels 2 – 12) aligned for the OSD for Professional Nurses related requirements and implemented for the 2008 / 09 year under review

• The OSD for Legal Services was not available and implemented by the end of June 2009 to allow for the alignment with the PMDS to cater for OSD Legal Admin Officers

• A projected percentage of 0.5% under performers for 2008 / 09 not yet determined / confirmed because the moderation processes are still in process. The moderation process was not concluded during the first quarter and the information will only be available in the second quarter. It is important to note that the moderation processes in DCS require a 2 – 3 month period for compilation. An extension for moderation committees for levels 2 – 12 has been granted until 23 July 2009. The need to complete this was necessitated by the urgency to implement pay progression for qualifying candidates prior to OSD translation measures are applied



STRATEGY: A2.5 Improve human resource data integrity and access security to HR systems

TARGET: Valid, reliable and accurate human resource data maintained and provided

ACTIVITIES:• Audit Persal information• Conduct Persal inspections

ACHIEVEMENTS:

• The following discrepancies were identified and communicated to Regions:

– Leave Accruals:• April = 0.07%• May = 0.04%

– Capped Leave:• April = 0.98%• May = 0.92%

– Incorrect Leave Group:• April = 0.60%• May = 0.59%

– PSA Appointment versus NOA:• April = 22%• May = 24%

ACHIEVEMENTS:

– CSA Appointment versus NOA:• April = 0.01%• May = 0.01%

• Information for the end of June has not yet been received from National Treasury

• The identification of discrepancies in relation to pension fund has not happened due to capacity problems

• An inspection was conducted at Gauteng Region from 25 – 29 May 2009 at Baviaanspoort Area Commissioner’s Office, Pretoria Maximum Correctional Centre and the Regional Office

• No Persal Forum was arranged by Gauteng Region during the first quarter and therefore no feedback could be provided in respect of its functioning



STRATEGY: A2.6 Provide human resource development programmes and services based on organisational priorities and strategic direction

TARGET: 2.5% (1156) of the financed post establishment appointed into the graduate internship programme and 200 students offered experiential training

ACTIVITIES: • Conduct a needs analysis and prioritise

ACHIEVEMENTS:

• 2.5% of the financed post establishment could not be appointed into the graduate internship programme, and 200 students could not be offered experiential learning because the Commissioner disapproved the project due to financial constraints




TARGET: 100 interns (40 at Head Office and 10 per Region) appointed on the Public Service Internship Programme

ACTIVITIES:• Recruitment and placement of interns for the Public Service Internship

Programme

ACHIEVEMENTS:

• An advert was published in the national media and applications were received

• Regions and Head Office are currently busy sorting and capturing all the applications

• There was a delay caused by the national media to publish the advertisement, which adversely affected progress on the delivery of this target




TARGET: 200 student interns enrolled (80 for Head Office and 20 per Region) to do experiential training in their various fields

ACTIVITIES: • Provide experiential training to 80 student interns

ACHIEVEMENTS:

• 50 students were trained• It needs to be mentioned that significant achievements have been

prevented due to lack of funding and the need for staff to do the administrative work and mentors to training the students




TARGET:

Learnerships implemented on:• Basic Corrections Science – 3096• Public Admin – 100• Auxiliary Social Workers – 51• Orientation and Induction

ACTIVITIES:

• 3 learnerships implemented on the following areas:– Basic Corrections Science NQF 4– Basic Training for People with Disabilities– Basic Training Lateral Entry– Public Administration– Designing of learning material for the new qualification in Corrections– Instructors and Range Officers Training– Competency Based Firearm Training– Auxiliary Social Workers– Orientation and Induction

• Provide financial assistance to meet skills requirements of the DCS through awarding 140 bursaries

• 500 members to attend external training interventions

ACHIEVEMENTS:• Learnership manuals were not printed, and uniforms and ammunition

were not procured because this can only be activated during basic training intervention and the recruitment is still in process

ACHIEVEMENTS:

• 32 people with disabilities were trained as opposed to the expected 35. This was due to 3 officials not reporting for the training

• 361 officials received basic training for lateral entry as opposed to the expected 420. This was due to some officials not reporting for training

• 539 officials successfully completed the competency based firearm training during the first quarter, against a milestone of 520. Training of 499 officials are currently in progress

• The critical shortage in retaining the following occupational classes as outlined in the Department’s Retention and Recruitment Strategy would be utilised as baseline for the advertising and allocation of bursaries. These occupational classes are also mentioned in the Sector Skills Plan):

– Social Workers– Nurses– Psychologists– Pharmacists– Medical Doctors– Employee Assistance Practitioners– Internal Auditors– Accountants– Agriculture Technicians– Artisans– Technical Educators– Provisioning Administration Officers– IT– Occupational Directed Education & Training Development

Practitioners• It needs to be mentioned that R 2.5 million is needed to allocate bursaries

ACHIEVEMENTS:

• 305 officials benefited from external training interventions during the first quarter

• The following constraints had an adverse impact on performance:– Late submissions of tax invoices by service providers / applicants– Registration of service providers on DCS database– Shortage of staff




TARGET: Provision of Workplace Skills Plan aligned training

ACTIVITIES:

• Conduct skills audit with a view to compile a Workplace Skills Plan• Establishment of a Professional Council• Accreditation of training centres• Establishment of an assessment centre• Conduct junior and middle management training in line with the

prioritised needs• Training of SMS on prioritised needs in accordance with priorities set

by the National Learning Council• Implementation of Correctional Services Delivery Improvement

Programme• Provide functional training on all National Learning Committee

endorsed training needs• Training of all Heads of Correctional Centres on Service Delivery

Improvement through Khaedu for MMS

ACHIEVEMENTS:

• A Task Team was appointed towards conducting a skills audit and the eventual compilation of a Workplace Skills Plan. A project plan for the Task Team must still be developed – delays have been due to the unavailability of team members due to other work commitments

ACHIEVEMENTS:

• A meeting was convened with National Treasury and Department of Arts &. Culture towards the establishment of a Professional Council. Progress in this regard has been delayed because a business case was not developed before the project was started and as a result no clear guidelines are available

• Workshops were conducted on the accreditation of training centres. However, progress cannot be easily demonstrated because no specific targets of centres to be accredited were set for each quarter. Checking of centres to be accredited in the Western Cape has been done

• A submission has been made with a concept document for the development of an assessment centre – hardware and furniture that will be used in this centre were assembled. Progress has been hampered by the fact that no business case was developed before the project started and as a result no clear guidelines are available

• An official request to advertise a tender for the decentralisation of the MDP was submitted to the Commissioner, but approval has not yet been granted. Consultation with PALAMA was not successful and a clear takeover is not possible. Training material for MDP has been reassessed and its updating depends on the official and formal approval of the requested tender. Marks for the previous MDP were distributed and verified Regionally – the service provider is still waiting for the resubmissions from those managers who were declared not yet competent. All existing deliverables of the MDP contract were completed: 224 middle managers and 202 junior managers were declared competent in all the 7 modules. Regional certification was approved and is scheduled for August 2009

ACHIEVEMENTS:

• Priorities for SMS training needs were identified but not yet approved by the National Leaning Committee. Only the following areas are receiving attention:

– Risk Management– Monitoring and Evaluation

• A service provider was procured for SMS training on Khaedu. The training is scheduled for the end of July 2009 and 17 SMS were identified, informed and scheduled. A DCS customised session was secured provided that all officials attend simultaneously – 2 SMS are not available for the Interactive Training Session

• 19 managers attended the pilot session hosted by PALAMA for Monitoring and Evaluation. DCS has not yet received the evaluation report and feedback

• Training analysis and project plan completed for the following training interventions, but the National Learning Committee has not yet approved the priorities:

– EST– Women Empowerment– CCLDP– Khaedu

• 6 trainers per Region was identified and orientated in respect of the implementation of the Correctional Services Delivery Improvement Programme

ACHIEVEMENTS:

• A training analysis and project plan was not completed for all National Learning Committee priorities needs because the priorities have not yet been approved. However, functional training interventions have been finalised regardless:

– Moderators = 137– Assessors = 175– Mentors = 53– Control & Restraint Awareness = 20– EAP and HIV / AIDS = 20– Policy & Procedures Educators = 15– Frontline Staff = 52– Restorative Justice = 17– Spiritual Care = 3– Firearms = 536– Logis = 89

• A service provider was secured through PALAMA to provide training for Heads of Correctional Centres on Service Delivery Improvement through Khaedu for MMS. Absence of a PALAMA approved customised model is delaying progress in this regard



STRATEGY: A2.7 Building HR capacity, sports and wellness in SADC / African Countries in the context of Corrections

TARGET: Building HR capacity, sports and wellness in SADC / African Countries in the context of Corrections

ACTIVITIES:

• Participate in the drafting of MoUs• Conduct need analysis visits• Finalise joint capacity building plans / programmes• Implement capacity building programmes

ACHIEVEMENTS:

• It needs to be noted that this is not driven by Corporate Services who merely participates in the process in respect of HRD, sport and wellness

• A workshop was held with the following identified SADC and African Countries to discuss training needs:

– Swaziland– Zambia– Southern Sudan– Lesotho

• Delegates of these countries were requested to consult with their Ministers in respect of their training needs and report back at the next forum – this has not yet happened

• This approach was taken on the premise that each country has its own training needs and we need to identify overlapping needs



STRATEGY: A2.8 Coordinate and monitor implementation of the Integrated Employee Health and Wellness Programme

TARGET: Integrated Employee Health and Wellness Programme designed and implemented

ACTIVITIES:

• Facilitate the implementation of the Safety, Health and Environmental Programme

• Conduct training on correct reporting of COID claims• Monitor compliance with EAP service delivery standards• Monitor implementation of HIV / AIDS Programmes• Improve participation levels in sport and recreation by motivating

employees to adopt an active lifestyle• Host and coordinate National Executive Committee (NEC) meetings• Host National Championships• Participate in the World Policy and Fire Games• Identification of health and wellness programmes available within local

government structures• Signing of MoUs with 6 National Federations for Sport Education

ACHIEVEMENTS:

• Senior managers were appointed in terms of Section 16.2 of the OHS Act – a problem in this regard is the regular movement of officials appointed under Section 16.2 which makes it difficult to keep track of developments to ensure that relevant incumbents have been appointed

ACHIEVEMENTS:

• 70% of firefighters and first aiders have been appointed in all Regions, Head Office and the Training Colleges. A total of 126 firefighters and first aiders from Head Office, Western Cape and Gauteng were trained. It needs to be mentioned that training is a continuous process and is only applicable to new appointees

• COID training for 141 officials were completed in Gauteng, LMN and Eastern Cape. A total of 176 new cases were received, 155 of which were submitted to the Compensation Commissioner. 99 claims were for long term injuries and 56 for short term injuries. There was a total of 8 awards in the first quarter. A total of 1364 medical accounts were received and 1127 were captured. Only 237 claims were returned to the services providers for being incomplete

• A checklist to monitor compliance with EAP service delivery standards was developed and disseminated to the Regions. A 10% compliance has been reported to EAP service delivery standards measured against a milestone of 15%. The discrepancy can be attributed to lack of sufficient funds because the allocated budget was shifted to the Organisational Culture Survey Project

• 1 HIV / AIDS programme was not implemented per Region as was the original milestone. However, all Regions have identified 1 programme to be implemented and sustained. The reason for not achieving the milestone can be ascribed to insufficient funding and lack of capacity for HIV / AIDS in the Regions – officials are utilised on an ad hoc basis to deliver HIV / AIDS programmes

– Gauteng, EC, LMN and FS / NC = HIV Awareness– WC = Behaviour Modification– KZN – Creating a Conducive Environment

ACHIEVEMENTS:

• DCS hosted the following sport championships during the first quarter:– Soccer– Darts– Lawn Bowls– Tennis– Handball– Squash

• In general all sporting codes are showing growth. For cost saving purposes, many championships were coordinated and the totals of participants were reduced. In total 1000 officials participated in the championships

• DCS has sent a representative team to the World Policy and Fire Games. Originally approval was granted to use some state funds, augmented by donations and contributions from the athletes themselves. However, due to financial constraints no departmental funds were used. As an alternative money was utilised from the National Sport Fund (Facilities Fund) and contributions from the athletes themselves. DCS is participating in the following sporting codes:

– Squash– Freshwater Angling– Darts– Cycling– Volleyball– Pistol Shooting– Badminton– Tennis

ACHIEVEMENTS:

– Karate– Golf– Rugby– Biathlon– Lawn Bowls– Athletics– Soccer

• During the DPSA wellness session DCS identified the following Departments with health and wellness programmes that could be mutually beneficial. DCS met with representatives of these Departments during the same DPSA session. What is now needed is approval for a DCS delegation to visit these Departments

– Sport and Recreation– Health– SANDF– Home Affairs

• The following National Federations were identified as possible partners in providing sport education and MoUs were drafted:

– Netball SA– Rugby– ASA– SAFA– Cricket SA– Volleyball SA– Tennis



STRATEGY: A2.9 Improve employee relations

TARGET: Functioning of labour relations forums evaluated and reported on

ACTIVITIES:• Monitor compliance to DBC Resolution 3 of 2006 with regard to the

functioning of Regional Labour Relations Forums (RLRF) and Management Area Labour Relations Forums (MLRF)

ACHIEVEMENTS:

• The Labour Relations Forum monitoring tool was developed and sent to Regions for reporting purposes. The report to RCs on the findings are still being generated. The following constraints are experienced:

– Some Regions are not functioning as expected in terms of the collective agreement

– There is a lack of commitment from both management and labour– Minutes are not properly captured or not provided at all when

requested.– There is a serious capacity problem due to the moratorium on

recruitment and the filling of non-critical posts




TARGET: Relationship Building by Objectives (RBO) resolutions evaluated and reported on

ACTIVITIES:• Develop a monitoring tool to ensure compliance to RBO objectives and

monitor feedback from the Regions

ACHIEVEMENTS:

• Head Office Employee Relations developed a monitoring tool to monitor the RBO in the Regions.

• The National RBO Monitoring Task Team met to develop the national monitoring tool

• The Ministerial Consultative Forum was not held due to the elections, change of government and the fact that the office of the new Minister and the Commissioner must provide suitable dates for this meeting to take place




TARGET: Employee Relations data integrity improved

ACTIVITIES:• Analyse ER MIS information• Conduct quarterly visits to Management Areas to inspect ER MIS

information and source data to ensure correctness thereof

ACHIEVEMENTS:

• Compliance letters to RCs were submitted together with the 4th quarterly report on ER MIS as feedback.

• Submission of data by Regions to Head Office runs very late, and together with capacity problems both at Head Office and in the Regions, this poses serious challenges to service delivery

• Inspection visits were conducted to FS / NC and Gauteng during the first quarter to inspect ER MIS information and source data. The feedback reports are still being generated. As a cost saving measure these inspection visits were combined with training visits



STRATEGY:A2.10 Manage workforce representation in line with the Employment Equity Plan and accelerate the empowerment of women and people with disabilities to achieve substantive equity

TARGET: Job Access Strategy for the employment of people with disabilities developed

ACTIVITIES: • Customise Job Access Strategy for DCS

ACHIEVEMENTS:• A first draft on DCS Job Access Strategy is available and has been shared

with members of the NEEC




TARGET: Employment Equity Plan reviewed

ACTIVITIES:• Develop a new DCS Employment Equity Plan for the next 5 years and

monitor implementation thereof

ACHIEVEMENTS:• Direction on managing challenges experienced with the current EE Plan

has been given to the Department to ensure better compliance with the new EE Plan




TARGET: Youth Development Framework / Strategy developed and implemented

ACTIVITIES:• Monitor implementation of approved Youth Development Framework /

Strategy

ACHIEVEMENTS: • Priority programmes were outlined and costed




TARGET: Implement the Gender Equality Strategic Framework

ACTIVITIES:

• Implement the Heads of Departments’ 8 Principle Action Plan for promoting Women’s Empowerment and Gender Equality which includes:– Transformation for non-sexism– Establish a policy environment– Meet EE Targets– Provide adequate resources and an enabling environment– Gender mainstreaming

ACHIEVEMENTS:

• Empowerment on the relationship between HIV / AIDS and gender took place for the 26 Gender Forum members in April 2009 (4 males and 22 females)

• Gender Empowerment Workshops were held during May – June 2009 for 286 officials against a target of 180. The workshops addressed (amongst others) gender based violence and sexual harassment in the workplace

• The National Call Centre has been established and a sexual harassment work interface post box was created for the Gender Directorate staff

• Disaggregated data on reported sexual harassment cases have not been compiled due to an alleged heavy workload and shortage of staff in Employee Relations. Directorate Gender will now source the information directly from the Regions

ACHIEVEMENTS:

• The current applicable Gender Policy and National Guidelines are being implemented

• Updated statistics on equity targets for April 2009 was obtained and analysed in terms of the trends and current status of participation of women in positions of decision making

• A total of 40 Focal Points and Regional Coordinators were trained on Gender Empowerment

• A National Gender Forum was held where the Regions and Head Office presented progress reports on specific gender programmes which were evaluated and feedback shared with the Gender Forum members

• A Gender Forum has been established at Head Office• A gender webpage has been established and reviewed in April 2009. New

information for June (gender survey report) was uploaded to the webpage• As part of the monitoring process in respect of training on gender

mainstreaming, 7 officials from NC / FS were nominated for training on Gender Mainstreaming training programmes and submitted to PALAMA for inclusion in the provincial list of trainees for July 2009



STRATEGY: A2.11 Participate in national Governance and Administration (G&A) Cluster substructures

TARGET: Representation in local cluster meetings and substructures

ACTIVITIES:

• Identification of local G&A substructures• Identification and formalisation of representatives for different

meetings• Monitor and report on involvement• Send representatives to JCPS HR Task Team meetings• Participate in the development of an IFMS

ACHIEVEMENTS:

• No representatives have been sent to the JCPS HR Task Team meetings because not invitations had been received from the secretariat

• DCS representatives have participated in the development of IFMS blueprint for the following streams for the months of May and June 2009:

– Organisational Structure and Establishment Management– Manage HR Planning, Career Management and Recruitment

Management– Remuneration Management

• A point of concern is the length of time that officials are required at the IFMS sessions, which is creating a serious capacity constraint and making it difficult to not withdraw them occasionally from the sessions; this makes it difficult to ensure optimal participation by the representatives – it is important to note that 28 DCS representatives are required for IFMS



STRATEGY: A2.12 Ensure centralised database and information system for monitoring of performance information on relevant outpiy and outcome indicators

TARGET:

Database on:• Equity Targets• Training• Terminations• Exit Management• EHW• Analytical Report

ACTIVITIES:• Due to financial and capacity challenges the Branch has indicated an

inability to achieve these targets during this financial year

ACHIEVEMENTS: • None



STRATEGY: A2.13 Post establishment aligned with approved organisational structure

TARGET: Post establishment aligned to the approved organisational structure

ACTIVITIES:• Revise post establishment for Head Office, LMN and FS / NC in line

with the approved organisational structure

ACHIEVEMENTS:

• The post establishments for Head Office and Witbank Management Area (LMN) were revised and finalised in line with the approved organisational structure

• On 10 June 2009 the Directorate met with the Commissioner in Cape Town on the alignment of the structure and functions. The Commissioner gave inputs which were all incorporated on the alignment and submitted en route to the Minister for approval on 19 June 2009

• ESTs – a benchmark exercise was conducted with SAPS and Defence, and presented to the DC Remand Detention, Director Security Management Services and the MATD Project Manager on 19 May 2009. Branch Corrections was asked to revise their concept document based on the feedback given by HR Planning and their feedback is still awaited

• The MTEF bid for the critical unfinanced posts in Correctional Centres was compiled and submitted on 18 May 2009

• Critical unfinanced posts for Kimberley New Correctional Centre and Area Commissioner were identified and submitted as part of the funding submission that was made on 23 June 2009

ACHIEVEMENTS:• Staffing ratios for Maximum Centres were revised and clustered in line

with the sizes of the Correctional Centres in the Regions for input. Comments received were incorporated into the revised staffing guidelines




TARGET: Awaiting Trial Detainees Branch established

ACTIVITIES: • Develop a structure and post establishment for an ATD Branch

ACHIEVEMENTS:

• The consultation session was held on 29 May 2009 with Branch Corrections for inputs on the proposed organisation structure for mATD. HR Planning is waiting for inputs from Branch Corrections to be incorporated into the proposed organisational structure

• HR Planning had a meeting with Branch Corrections about the revision of the MATD structure where their inputs were incorporated into the alignment of the structure and functions of DCS, which was sent to the Minister on 19 June 2009 for approval




TARGET: Structure and post establishment amended to provide for probation and assistant probation officers

ACTIVITIES:• Amend structure and post establishment to provide for probation and

assistant probation officers

ACHIEVEMENTS:

• HR Planning began the conceptualisation process. It has already consulted with Department of Social Development on the functions of the probation and assistant probation officers, as well as Chief Directorates Social Reintegration and Personal Wellbeing in DCS

• Desktop research was conducted on the roles and responsibilities of these officials in order to benchmark with institutions with similar posts

• Due to lack of adequate personnel to handle this task at Head Office level, Regional Organisation & Workstudy Officers were asked to come and assist with the project. The due date for the project deliverables is 31 July 2009




TARGET: 20% of job descriptions revised in line with the approved organisational structure

ACTIVITIES:• Revise job descriptions in line with the approved organisational

structure

ACHIEVEMENTS:

• HR Planning has a target of 49 job descriptions per quarter – thus far a total of 67 job descriptions have been revised in line with the organisational structure. It is important to note that the job titles and job content cannot be aligned to the proposed organisational structure until the structure has been approved by the Minister




TARGET: 20% mandatory jobs evaluated

ACTIVITIES: • Grade mandatory jobs

ACHIEVEMENTS:

• A target has been set for 5% per quarter – therefore, the target for the 1st quarter is 156 mandatory jobs

• 235 jobs have already been evaluated and the breakdown is as follows:– Manager Facilities & Security– Manager HR Development– Area Coordinator Development & Care– These posts will be benchmarked against the same positions

existing in all the Management Area and therefore it brings the total of evaluated jobs to 132

– Manager HR Utilisation– These posts will be benchmarked against the same positions

existing in all the Management Areas, which brings the total to 22

ACHIEVEMENTS:

– Centre Coordinator Operational Support– This post will be benchmarked against the same jobs existing in all

the Management Areas and brings the total to 81

– Admin Secretary to DC Remand Detention System Security

– Admin Secretary for DC Policy Coordination and Research

– Admin Secretary for DC Social Reintegration

• The Sub-Directorate Job Evaluation further evaluated a total of 8 mandatory positions and 23 non-mandatory positions from the New Generation Kimberley Correctional Centre

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

reintegrate offenders for a safer South Africa

portfolio committee presentation presented by cdc corporate services on 04 august 2009

Documents