DEPARTMENT OF CORRECTIONAL SERVICES
STRATEGIC PLAN FOR 2005/6 – 2009/10
“From every official becoming a rehabilitator and every prison becoming a correctional centre - a place of new
beginnings - to every offender becoming a nation server through correction”
TABLE OF CONTENTS
1. Foreword by the Minister of Correctional Services, Mr N Balfour
2. Message from the Deputy Minister, Ms Cheryl Gillwald
3. Overview of the Strategic Plan by the Commissioner of Correctional Services, Mr L M Mti
4. Departmental Vision, Aim and Mission
5. Constitutional, legislative functional and policy mandate
6. Broad policies, priorities and strategic goals
7. Departmental Core Values
8. Programme purpose, measurable objectives and key departmental objectives
9. Proposed acquisition of fixed plan capital investments, rehabilitation and maintenance of
10. Multi year projections of income and projected received from the sale of assets
11. Information Systems for managing the programmes for achieving goals and objectives
12. Responsibilities to Members
13. External Relationships
14. Service Delivery Range
15. Programme Performance
1. FOREWORD BY THE MINISTER OF CORRECTIONAL SERVICES, MR N BALFOUR
A major milestone has been reached within the Department of Correctional Services with the adoption and approval of the White Paper on Corrections in South Africa by Cabinet in February this year.
This sets the department firmly on course in achieving its aim of contributing towards maintaining and protecting a just, peaceful and safe society through an integrated focus of all our resources on correcting offending behaviour.
Our prime mandate within Correctional Services remains security and public safety. We will not compromise on this. Driven by the challenge of ensuring that rehabilitation is central to all our activities, our programmes are aimed at maximising delivery on corrections, development, security, care, facilities and after-care to all offenders. It is only through the delivery of these key services, aimed at behavioural, attitudinal and social changes that we have a chance of succeeding in the rehabilitative processes of offenders.
While the White Paper reflects our strategic policy direction aimed at the mandate which we have been entrusted with as the State’s agent in the final level of corrections, this Strategic Plan for 2005/6 – 2009/10 is a
manifestation of how we intend giving practical effect to that mandate. In this regard, the Centres of Excellence as outlined in the White Paper will be piloted in this financial year, setting a platform for needs-based corrections to be extended to all correctional centres.
Another highlight of this Strategic Plan is the implementation of community-driven Correctional Supervision and Parole Boards. If we want to succeed in making corrections a societal responsibility, we will have to entrust our communities with shared responsibilities. It is only through active and sustained societal involvement that we will succeed in building a correctional service that truly belongs to all South Africans.
We will not be overawed by the challenges presented by overcrowding in our correctional centres. Through the integrated criminal justice system as represented by the JCPS Cluster, we will continue to find solutions that will impact positively on this challenge; thus increasing the potential for successful rehabilitation.
Greater emphasis is being placed on the management of correctional centres with the introduction of a seven-day establishment being a key factor in the optimal utilisation of our resources. It also creates the scope for the department to contribute in a tangible way to reducing levels of unemployment through the creation of job opportunities within Correctional Services.
The success of the implementation of this Strategic Plan cannot be separated from both the necessity for and the desirability of sustainable partnerships with all stakleholders. I want to urge all our partners to own this Strategic Plan while also joining us in building a South Africa that truly belongs to all.
BMN BALFOUR, MP
Minister of Correctional Services
2. MESSAGE FORM THE DEPUTY MINISTER, Ms CHERL GILLWALD
3. OVERVIEW OF THE STRATEGIC PLAN BY THE COMMISSIONER OF CORRECTIONAL SERVICES, Mr L
4. DEPARTMENTAL VISION, AIM AND MISSION
To be one of the best in the world in delivering correctional services with integrity and commitment to excellence.
The aim of the Department of Correctional Services is to contribute towards 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.
Placing rehabilitation at the centre of all Departmental activities in partnerships with external stakeholders, through:
; The integrated application and direction of all Departmental resources to focus on the correction of offending
behaviour, the promotion of social responsibility and the overall development of the person under correction; ; The cost effective provision of correctional facilities that will promote efficient security, correction, care and
Development services within an enabling human rights environment;
; Progressive and ethical management and staff practices within which every correctional official performs an
effective correcting and encouraging role.
5. CONSTITUTIONAL, LEGISLATIVE, FUNCTIONAL AND POLICY MANDATES
The Strategic direction of the Department for the medium term is
guided and informed by numerous policies, including:
; Constitution of the Republic of South Africa, (Act No. 108 of 1996); ; Correctional Service Act, 1959 (Act No. 8 of 1959);
; Correctional Service Act, 1998 (Act No. 111 of 1998);
; Public Finance Management Act, 1999 (Act No. 1 of 1999);
; Public Service Act, 1994 (Proclamation 103 of 3 June 1994);
; Public Service Regulations, 2001;
; The Treasury Guideline 2002;
; The initiatives of the Integrated Justice System;
; South African Qualifications Authority Act, 1995, (Act No. 58 of
; Skills Development Act, 1998, (Act No. 97 of 1998)
; National Education Act.
6. BROAD POLICIES, PRIORITIES AND STRATEGIC GOALS
The Department of Correctional Services is gearing all its activities to serve a rehabilitation mission that ensures, through delivery of appropriate correction and development programmes and security that the people who leave correctional centres have appropriate attitudes and competencies, enabling them to successfully integrate back to society as law abiding and productive citizens.
Through a comprehensive approach, the Department embraces correction, development and care of offenders under conditions consistent to human dignity. This substantial undertaking also involves policies for the types of rehabilitation programmes offered and the training of personnel to implement these policies. Crime prevention and rehabilitation require a social contract between government and civil society, and as such, we need to mobilise our communities around issues of social cohesion, social justice, moral and ethical values, and socio-economic development. This new paradigm continues to symbolise the strategic direction of the Department over the medium to long-term.
Implementation of the White Paper on Corrections
The White Paper on Corrections is meant not only to guide the work of the department but also to set objectives against which the department should be measured by the people of South Africa. Delivering services according to the principles of the White Paper continues to be a key priority of the Department of Correctional Services over the medium to long-term. The White Paper embodies the Department’s long-term
strategic policy and operational framework that recognizes corrections as a societal responsibility and places rehabilitation at the centre of all the department’s activities. The department is required to deliver focused quality services to all persons under its care, to create a working environment for officials that are conducive to their role as rehabilitators and to substantially improve its management of relations with accredited external stakeholders and oversight authorities.
The Department has opted to develop best practice in the implementation of the White Paper through the establishment of Centres of Excellence in each Region during the 2005/06 financial year that will enhance the unit management and case management initiatives and result in a rapid increase in outputs. In these thirty six (36) selected
Centres of Excellence the Department will be able to put into practice the needs-based corrections, development and care programmes that were implicit in the White Paper and the successes will be replicated on other correctional centres.
Seven-day establishment (overtime)
The Department is in the process of phasing out the overtime arrangement for essential weekend services and replacing it with a seven-day establishment. In order to phase out remuneration for weekends, the Department is currently developing mechanisms in line with Governments’ commitment to building a People’s Contract to create work and fight poverty, by re-assessing its weekend establishment and finding a solution that will contribute to job creation and to aligning the shift system at Correctional Centres with the requirements of the Basic Conditions of Employment Act, (Act No 75 of 1998). All efforts are being made to phase out the overtime arrangement and implement a seven-day establishment from the beginning of the 2005/06 to 2007/08 medium term cycle.
Correctional Supervision and Parole Boards
The amended Sections of the Correctional Services Act (Act No 111 of 1998), related to the establishment of new Correctional Supervision and Parole Boards was promulgated on 1 October 2004. These Boards will be staffed by community members, officials from the Department of Correctional Services and officials who will be co-opted from the South African Police Services and the Department of Justice and Constitutional Development. Victims or their next-of-kin will be able to attend Board hearings or provide written inputs if not present at a Board session.
As an outcome of the challenges in the alignment of criminal justice processes, the Department of Correctional Services continues to face overcrowding problems which impact negatively on the delivery on the core business of the Department. Overcrowding of facilities has the most significant impact on the department’s costs and performance, especially in relation to infrastructure and development and care capacity.
On 30 September 2004 a number of 58 144 Awaiting Trail Detainees (ATD’s) and 137 063 sentenced inmates were incarcerated within correctional facilities. In order to determine the level of overcrowding within Correctional facilities the Justice, Corrections, Police and Security (JCPS) cluster set a benchmark target of 25 000 ATD’s who should be incarcerated within correctional facilities. However, using this benchmark of 25 000 ADT’s, the level of overcrowding in DCS Correctional Centers for
ADT’s were 98 percent. During the same period Correctional Centers were overcrowded with 54 percent for sentenced inmates with a bed capacity of 88 824.
With regards to the ADT’s, although the overcrowding figure remains extremely high
when put against the proposed benchmark target, the average ATD population decreased marginally, from 58 144 as at 30 September 2003 to 49 483 as of 30
September 2004. This demonstrates marginal improvements resulting from the efforts of the Department through the Interdepartmental Justice Sector Cluster to reduce the levels of Awaiting Trail Detainees.
The projection is that by 2005/06 the daily average sentenced inmate population will have increased to 44 251 and the ATD population will decrease to 47 692, which means that Correctional Centres will be 62 percent overcrowded for sentenced inmates and 90 per cent for ATD’s. By the 2006/07 financial year Correctional Centres will be 71 percent overcrowded with a projected daily average of 152 011 sentenced inmates and 86 percent overcrowded for ATD’s with a projected daily average of 46 622 ATD’s. During the 2007/08 financial year the projected daily average sentenced inmate population will be 159 772 and the daily average ATD’s will be 45 553, which
means Correctional Centres will be overcrowded with 80 per cent with regard to
sentenced inmates and 82 percent for ADT’s. The overcrowding figure for sentenced inmates will decrease to 58 per cent in 2007/08 due to the additional accommodation capacity of 12 000 bed spaces that will become available due to the completion of four new Correctional Centres in the 2006/07 financial year.
HIV and Aids
The Department has commenced with the implementation of its HIV and Aids policies to prevent the spread of the disease and to provide care and support for members and offenders suffering from the disease. The Department’s HIV and Ai0ds programmes and activities were boosted by the donor funds received from the United States President’s Emergency Plan for Aids Relief (PEPFAR). The approval for the
undertaking of an HIV prevalence and Knowledge, Attitude and Behaviour (KAB) survey will provide the Department with an opportunity to determine the prevalence among offenders and personnel. Offenders are furthermore encouraged to undergo voluntary counselling and testing so as to determine their HIV status and to make future decisions based on their negative or positive status. Affected offenders receive counselling services provided by psychologists and social workers.
The Constitution of the Republic of South Africa (Act No 108 of 1996), the Bill of Rights (Chapter 2:35(2)(e) and Section 8 (5) of the Correctional Services Act, (Act No 111 of 1998 as approved by Cabinet enshrines the right of detainees to adequate nutrition and stipulates that “food must be served to inmates at intervals of not less than four and a half hours and not more than 14 hours between the evening meal and breakfast during each 24 hour period.” The mentioned section of the Act as approved came into
effect on 1 August 2004.
The Correctional Services Act, with reference to Regulation 6 and policies, provides that three nutritionally balanced and adequate meals be served to offenders and awaiting-trial detainees, at intervals as stipulated in the Act. The Department aims to achieve the objectives of serving three meals per day to all offenders and awaiting-trial detainees in custody within the limitations of the existing infrastructure and personnel shortages, without interfering or hampering development and care programmes whilst adhering to the minimum Health Regulations under the Health Act (Act No 63 of 1977). As an interim measure seven management areas were contracted out to a private company to provide nutritional services to offenders during the 2004/05 financial year.
Management and Development of Programmes
Over the last two years, after confirmation of new budget programmes, a rigorous programme was undertaken to review current intervention programmes. The initial steps included audit of existing programmes offered by both the development and
external stakeholders. This work ensures itself to a principled commitment enshrined in the mission of the department to render excellent services in collaboration with stakeholders.
The determining criteria is the alignment of these programmes to the draft White Paper on Corrections and compliance with departmental mandate as enshrined in the Correctional Services Act. The department has completed an audit is currently in the process of quality assurance and accreditation. Programmes that will be accredited will be classified according to current budget programmes and monitored for effectiveness and continuity.
Correction, which is a defining programme for correctional services, in targeting and correcting offending behaviour, will pilot four new programmes in the year 2005/06 and
continue research and development of new programmes. These four new programmes
are; Aggressive Management, Substance Abuse Treatment, Sexual Offence
Treatment and Pre-release Preparation programmes. 7. DEPARTMENTAL CORE VALUES
; Enablement and empowerment
; Faith in the potential of people
; Providing opportunities and facilities for growth
; Disassociating yourself from all forms of corruption and unethical conduct
; Sound business practices
Recognition of human dignity
; Accepting people for who they are
; Humane treatment of prisoners
; Recognizing the inherent human rights of all people
; The best work methods, procedure and system to achieve set goals
; Excellent services
; Desire to perform well
; Accepting accountability for your behaviour
; Fair treatment
; Justice for all
; Fairness and equality before the law
; Safety of employees, offenders and the community
; Affirmative action
; Gender equality
; Integration of disability issues
8. PROGRAM PURPOSE, MEASURABLE OBJECTIVES AND
KEY DEPARTMENTAL OBJECTIVES
Programme 1: Administration
Purpose: Provide administrative, management, financial, information communication technology, and good governance support functions necessary for all service delivery by the department in support of the functions of the Ministry.
Key Departmental objectives
; To provide effective and efficient financial management, accounting and supply
; To ensure effective internal provision of legal support and measure aimed at
eradication of Corruption
; To improve the human resource capacity and management to enable DCS to fulfil
; To ensure effective Knowledge Management in DCS through improved information
management systems and information communication technology solutions and
services in order to ensure information driven decision making
; Improve DCS involvement in intergovernmental relations
; Provide services aimed at promoting information and communication needs of the
public and the department
Programme 2: Security
Purpose: Provide safe and healthy conditions for all persons incarcerated, conditions with human dignity, and thereby provide security for personnel and the public.
Measurable objective: To prevent all persons incarcerated from participating in criminal activities and escaping by providing an environment that ensures the safety of all persons entrusted to the department’s care as well as the safety of the public.
Key Departmental objectives
; To provide the public with protection by preventing escapes and effectively
supervising offenders in the community supervision. .
; To provide security for members, offenders, awaiting-trial detainees, community
and service providers within correctional centres
Programme 3: Corrections
Purpose: To provide needs-based correctional sentence plans, based on the assessment of security risk and criminal profile of individuals targeting all elements associated with the offending behaviour/s, and focusing on the offence for which a person is sentenced to community correctional supervision, remand in correctional centre or paroled.
Measurable objective: Address the specific rehabilitation needs of all persons who have been sentenced to community correctional supervision and/or remand in a correctional centre and parolees through regular assessment and provision of needs-based correctional programmes that contributes to a reduction in the recidivism rate.
Key Departmental Objectives
; To improve effective management of all Correctional Centres
; To provide programmes aimed at targeting offending behaviour
; To promote societal ownership of corrections
Programme 4: Care
Purpose: To provide needs-based care programmes aimed at the maintenance of the well-being of incarcerated persons entrusted to the Department’s care.
Measurable objective: Ensure the personal well-being of incarcerated persons by providing various needs based services, in order to be in line with internationally accepted conventions.
Key Departmental Objective
; To improve the care services provided to all persons in the custody of the
Programme 5: Development
Purpose: To provide needs-based personal development services to all offenders.
Measurable objective: To develop employable and productive citizens by providing needs-based educational, skills and other development related programmes, in order to facilitate the re-integration of offenders into communities.
Key Departmental Objective
; To improve services aimed at the personal development of all offenders Programme 6: After-Care
Purpose: To provide services focused on the offenders’ preparation for release, effective supervision after release and the facilitation of their social reintegration into their respective communities.
Measurable objective: Facilitate the social acceptance and effective reintegration of offenders, to assist them to adhere to all applicable correctional and parole supervision conditions.
Key Departmental Objective
; To make provision for all services focused on offenders in preparation for release,
effective supervision and to facilitate re-integration into their communities Programme 7: Facilities
Purpose: To provide facilities that are conducive to safe custody, humane conditions, provision of corrective services, care and development and general administration.
Measurable objective: To support the department in its core function of security, corrections, development and care by providing well-maintained facilities that comply with internationally accepted standards.
Key Departmental Objective
; To provide facilities that are geared to support safe custody, humane conditions,
provision of corrective services, care and development and general administration. 9. PROPOSED ACQUISITION OF FIXED PLAN CAPITAL INVESTMENTS,
REHABILITATION AND MAINTENANCE OF PHYSICAL ASSETS
Measurable objective: To support the Department to deliver on its core functions of security and corrections through the provision of a well maintained physical infrastructure that complies with internationally accepted standards for
Correctional Centre facilities.