briefing on hr matters 13 june 2011. discussion update on human resources related matters: filling...
TRANSCRIPT
BRIEFING ON HR
MATTERS
13 JUNE 2011
DISCUSSION
UPDATE ON HUMAN RESOURCES RELATED MATTERS:
FILLING OF VACANCIES
VETTING OF OFFICIALS
PROMOTIONS AND CAREER DEVELOPMENT POLICIES
DCS SKILLS PROGRAMMES
MANAGEMENT OF SUSPENSIONS
FILLING OF VACANCIESFILLING OF VACANCIES
BRIEFING ON HR MATTERS – JUNE 2011
The current structure was approved in 2003/4, requiring DCS to have approximately
60 000 posts.
By 2007/08 DCS funded post establishment was 46 874. In 2007/08 however, due
to DCS’s consistent inability to maintain a reasonable vacancy rate of 5%, National
Treasury suspended R522 million from DCS compensation of employees baseline,
with intention that once DCS could prove ability to fill vacant posts, that suspended
amount would be reintroduced into the baseline.
On 15 August 2008 DCS declared a partial moratorium on the filling of vacancies in
order to fund requirement to pay for overtime as per Resolution 1 of 2007.
In 2009/10, DCS funded the OSD once-off payment and the OSD translation
through maintaining a 100% moratorium, which resulted in a projected funded
staffing level of 41 500 and an actual staffing level of 40 953 as of 31 March 2010.
INTRODUCTION
A decision was taken in February 2010 to start advertising posts to ensure
vacancies were filled. However this advertising was delayed due to the need to
determine which posts were Public Service Act posts and which were
Correctional Services Act posts.
On the 1 July 2010, a decision was taken by senior management, to uplift
the moratorium for filling of posts.
A total of 3135 posts has since been advertised on various levels and
occupations.
Of the advertised posts, 1745 post have been filled.
A detailed plan has been put in place to address the variance.
PROGRESS REPORT ON THE FILLING OF VACANCIES
REGION
NUMBER OF POSTS
ADVERTISED(1 Jul 2010 – 31
May 2011)
NUMBER OF POSTS FILLED
(1 Apr 2010 – 31 May 2011)
NUMBER OF POSTS VARIANCE(1April 2010 – 31
May 2011)
Head Office 380 226 154
KwaZulu/Natal 267 92 175
Gauteng 230 104 126
Western Cape 225 93 132
Limpopo/Mpumalanga/North West
303 70 233
Free State/Northern Cape
257 72 185
Eastern Cape 441 72 369
Learnership (National) 1 032 1016 12
TOTAL 3 135 1 745 1386
STATISTICS ON THE NUMBER OF POSTS ADVERTISED AND FILLED PER REGION
PLAN OF ACTION TO ADDRESS THE VARIANCE
# Deliverable Description Due Date
1 Filling of all Level 14 & 15 funded posts advertised prior to May 2011
All level 14 & 15 funded posts that have been advertised prior
to May 2011, needs to be filled - 15 posts
1 July 2011
2 Minimum of 500 funded posts to be filled
A minimum of 500 funded posts have to be filled 3 October 2011
3 Minimum of 500 funded posts to be filled
A minimum of 500 funded posts have to be filled 2 January 2012
4 Minimum of 468 funded posts to be filled
A minimum of 468 funded posts have to be filled 2 April 2012
5 Attrition posts : Resignations; Retirement; Deceased; Disability; Internal Transfers; Medical Retirement and Dismissal
Our current attrition average rate is +-90 employees per month, therefore a minimum of 100 additional posts needs
tobe filled on a monthly bases
Ongoing on a monthly bases
WHAT WE ARE DOING TO IMPROVE OUR TURNAROUND TIME FOR FILLING OF POSTS
Quantitative (Right Numbers) Reviewing all current posts that have been advertised; Track and monitoring the progress of all advertised funded posts; Provide regional targets and monitor progress of regional funded posts; Provide monthly and quarterly reports on the status of filling vacant funded posts; Monitoring targets set for each branch as per the operational plans for 2011; and Tracking and monitoring the quarterly targets as per the Annual Performance Plan.
Qualitative (Right Process & Right People) Refinement of filling of vacant posts process; Implementation of advertising process and timelines; Reduce the cost of advertising funded posts; Reducing all back-log advertisements and gross listing of post to 0% ; and Reduce time from advertisement of posts, to appointment of candidate to 90 days
Qualitative (Right Positions) PERSAL team to ensure correct titles and salary scales for advertised posts; HR Planning to ensure correct Job Description to support the advertised post, to attacked the right calibre of
individuals; Selection team, securing the right panel for the short listing and interviews.
WAY FORWARD
In order for DCS to perform optimally, capacity and capability is required, of which we have
a huge shortage;
With the high volume of internal transfers or promotions, we are having challenges of skills
mismatch;
There is a need to introduce a different skills set from the market in order to strengthen and
sustain organisational competencies;
The current vacancy levels demand that this is addressed urgently and this will also address
issues of unemployment in the country;
The vacancy rate is not sufficiently addressed through internal appointments; and
The high levels of vacancy also mean that the work load on individuals is increased,
resulting in employee morale, quality and turnaround times being compromised.
VETTING OF OFFICIALSVETTING OF OFFICIALS
BRIEFING ON HR MATTERS – JUNE 2011
SECURITY STANDARDS INPUTS
YEAR NO. OF CLEARANCES
LEVELS OF CLEARANCES
REGIONS
C S TS GT
LMN
EC
WC
KZN
NC/FS
HO
2007 244 233 10 1
2008 352 333 14 5
2009 76 66 8 2
2010 37 26 5 6
TOTAL
709 658 37 14
The Portfolio Committee will be assessing the DCS on progress made in vetting officials (as per the Sep 2007 decision the DCS may vet its own officials)
RESPONSE:
The total no. of Confidential clearances issued is 658.The total no. for Secret Clearances issued is 37.The total no. for Top Secret clearances issued is 14.
The total number of clearances issued to the DCS Employees since 2007 to date is 709.
The breakdown of clearances is as follows:
PROMOTIONS PROMOTIONS &CAREER &CAREER
DEVELOPMENTDEVELOPMENT
BRIEFING ON HR MATTERS – JUNE 2011
The department does not have a promotion policy which is a situation not unique to
the DCS but to all public service departments in the main.
In terms of the Public Service Sectoral Bargaining Council (PSCBC) Resolution 7 of
2000 interchangeable promotions was phased out.
As a result of this PSCBC Resolution no promotions were granted and appointments
to vacant higher positions were managed through posts advertisement.
Subsequently , all vacant posts were internally and externally advertised to promote
open competition and attract competent skilled people outside government.
PROMOTION AND CAREER DEVELOPMENT POLICIES
During 2005-2008 the department implemented an Interim Promotion Arrangement
for production levels between salary levels 5-7 custodial and support personnel.
The aim of the Interim Promotion Arrangement was to address the lack of upward
mobility opportunities for correctional officials.
The introduction of the PSCBC 1 of 2007 provided for the upward and horizontal
mobility opportunities for all occupational groups.
As of 2009 onwards the Interim Promotion Arrangement was no longer
applicable/valid.
PROMOTION AND CAREER DEVELOPMENT POLICIES
The principles contained in the PSCBC Resolution 1 of 2007 were negotiated and
further incorporates into different OSD resolutions one of which is the General Public
Service Sectoral Bargaining Council (GPSSBC) Resolution 2 of 2009: OSD for
Correctional Officials.
The main thrust of all the OSDs is the implementation of the career pathing
opportunities inclusive of pay progression, grade progression, translation between
occupations and set criteria for appointments to higher positions etc.
Since 2008 the department has implemented a number of OSD with a resultant
employees being translated to various supervisory or managerial positions.
PROMOTION AND CAREER DEVELOPMENT POLICIES
A Draft Integrated Performance and Career Management Policy and the Draft
Career Pathing Framework for employees which include the principles of pay
progressions and grade progression, translations between occupations, transfer or
redeployment of employees, vertical and horizontal mobilitlity is available and once
all the process of consultation with key stakeholders has been exhausted will be
submitted for approval.
All advertisements, appointments, translations and promotions in the department are
dealt with in terms the various OSD requirements.
PROMOTION AND CAREER DEVELOPMENT POLICIES
DCS SKILLS DCS SKILLS PROGRAMMESPROGRAMMES
BRIEFING ON HR MATTERS – JUNE 2011
SKILLS PROGRAMMES – 2011/12
Skills Programme Target Groups Content
Heads of Correctional Centres Training
HCCs Programme specifically designed for Heads of Correctional Centres. This year they will be undergoing modules 2 (case management, CMCs, Parole Boards, Community Corrections, operational planning and performance information, wellness) and 3 (all Corporate-related issues, discipline and grievance management, development programmes) of this
Emergency Support Teams Training
EST officials Firearm TrainingBasic Training for ESTSpecialised EST training (including - intelligence and counter intelligence, advanced driving skills, tactical shooting (engaging SANAI to assist with this)
Parole Board Member Training
Parole Board Members
Functional operations of parole boards, legal and legislative issues, policy procedures, decision making
SKILLS PROGRAMMES – 2011/12
Skills Programme
Target Groups Content
OHS Training OHS managers, Fire Fire Fighters, First Aid appointees
OHS Act, Fire Fighters, First Aid
Accelerated Development Programme
Women Middle Managers Generic Management Skills
Case Management Case Officers Functional operations of Case Management, Application and Utilisation of all Assessment Tools, Development and Management of Sentence Plans
Computer training Those requiring basic / intermediate computer training
Basic and Intermediate Computer Training
Khaedu Newly appointed SMS members
Khaedu – core skills training and deployment to operations
SKILLS PROGRAMMES – 2011/12
Skills Programme
Target Groups Content
Dog Handlers Training Dog Handlers Socialisation of dog behaviour; Interaction between dog and dog handler; Practical functioning of the dog
Food Services Management
Food Service Aids Food Preparation and Management
Risk Management Risk Management Committee, SMS/MMS members
Risk Management E-learning programme developed by National Programme (risk identification and mitigation)
Electronic Data Record Management System
Registration and Archives and end users at pilot sites
Uniform File Plan, Computer Literacy and application of EDRMS training
Learnership in Corrections Services
Unemployed youth, preferably those qualified in Corrections
NQF Level 4 qualification in Corrections Services – basic training in corrections
Firearm Training Centre based security correctional officials
Compliance with Firearm Control Act (Level 1, 2 and 3)
SKILLS PROGRAMMES – 2011/12
Skills Programme Target Groups Content
Basic Training for Lateral Entrants
Lateral Entrants into the Department
Induction Programme
Internship Unemployed youth qualified in identified scarce and critical skills
On-the-job skills transfer in the relevant work area
Student Internship Students currently engaged in tertiary studies
Practical on the job job training required as part of relevant qualification
Bursaries Internal and external applications who wish to pursue qualifications in identified scarce skills qualifications
N/A
External Training Applicants who wish to attend short courses or conferences in WSP priority areas
N/A
SKILLS PROGRAMMES – 2011/12
Skills Programme Target Groups Content
Basic Training for Lateral Entrants
Lateral Entrants into the Department
Induction Programme
Internship Unemployed youth qualified in identified scarce and critical skills
On-the-job skills transfer in the relevant work area
Student Internship Students currently engaged in tertiary studies
Practical on the job training required as part of relevant qualification
Bursaries Internal and external applications who wish to pursue qualifications in identified scarce skills qualifications
N/A
External Training Applicants who wish to attend short courses or conferences in WSP priority areas
N/A
SKILLS PROGRAMMES – 2011/12
Programmes to be offered in conjunction with SASSETA
Fraud and Risk Management ODETDP Monitoring and Evaluation Emotional Intelligence Emerging Managers Women Empowerment Control Room Operators Project Management
The current structure of the department was approved in 2003/4, requiring DCS to have approximately 60 000 posts. By 2007/08 the DCS funded post establishment was 46 874. In 2007/08 however, due to DCS’s consistent inability to maintain a reasonable vacancy rate of 5%, National Treasury suspended R522 million from the DCS compensation of employees baseline, with the intention that once DCS could prove the ability to fill vacant posts, that suspended amount would be reintroduced into the baseline. In 2008/9 the Department declared a partial moratorium on the filling of vacancies in order to fund the requirement to pay for overtime as per Resolution 1 of 2007. In 2009/10, the Department funded the OSD once-off payment and the OSD translation through maintaining the moratorium, which resulted in a projected funded staffing level of 41 500 and an actual staffing level of 40 953 as of 31 March 2010. In 2010/11 a number of significant events took place, particularly at the Senior Management level. These included key appointments, resignations and transfers. The detail if these events is reported is in detail under the Accounting Officer’s Report on pages xxx to xxxx.
SUSPENSION SUSPENSION MANAGMENETMANAGMENET
BRIEFING ON HR MATTERS – JUNE 2011
DCS SUSPENSION POLICY
Precautionary Suspension forms part of DCS Disciplinary Code & Procedure (Clause 7.4)
May only suspend in the following cases: Suspect involvement in serious misconduct impacting on trust
relationship; Threats to fellow employees, inmates; Possible interference with investigation
May not suspend arbitrarily; May not suspend without remuneration; May suspend after guilty verdict and sanction of dismissal awaiting
outcome of appeal; Guideline – suspension should not be for longer than 30 days,
however, depending the complexity of the misconduct, suspension can be for a longer period and must be motivated;
Suspensions should be reviewed weekly.
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ANALYSIS OF SUSPENSIONS
DCS National : 2010/11 Financial Year
REGION
Total no. of cases reported
No of cases
finalized
% cases finalized
No of cases
finalized in 30 days
% of cases
finalized in 30 days
% of finalized cases
finalized in 30 days
Average No of
days to finalize a
case
Cost of suspensions
DCS HO 5 3 60% 2 0% 0% 48.66 R99 852.00
LMN 27 22 81.5% 3 11.1% 13.6% 53.72 R573 702.00
GT 109 75 68.8% 32 29.3% 42.6% 50.92 R2 873 497.00
KZN 202 189 93.6% 65 32.2% 34.4% 60.1 R7 520 207.00
FS & NC 62 48 77.4% 19 30.64% 39.6% 58.14 R1 452 211.00
EC 15 15 100% 4 26.6% 26.6% 54.1 R340 383.00
WC 51 50 98% 32 62.7% 64% 42.2 R1 247 551.00
TOTAL 471 402 82.75 157 27.5% 31.6% 52.5 R14 107 403.00
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ANALYSIS OF SUSPENSIONS: DCS NATIONAL
Comparison – last 6 Financial Years: 2005/06 up to 2010/11
REPORT YEAR
No of employees suspended
Suspensions longer than 3 months
Average No of days Cost of suspensions
2005/06 738 555 92.6 R34 058 000.00
2006/07 483 325 91 R9 794 001.00
2007/08 509 353 79 R15 070 955.00
2008/09 423 295 77.56 R12 094 000.00
2009/10 392 215 94.4 R13 992 360.00
20010/11 471 273 52.5 R14 107 403.00
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CONCLUSION
The management of suspensions improved substantively over the past years. Long pending cases were dramatically reduced . On 31 March 2011 (for the first time in 5 years) no suspensions pending for longer than 12 months were recorded.
Managers are still not complying with the Suspension Policy with specific reference to time frames;
Suspensions are not reviewed frequently; Delays in finalizing investigations and disciplinary hearings are at
the order of the day; Internal control mechanisms (suspension registers) are not in place
all-over and are not monitored; A general lack of supervision – monitor and control; Capacity (human power and training) in Management Areas remains
a problem.
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WAY FORWARD
RC’s should engage Area Commissioners to ensure compliance to the Suspension Policy and time frames;
The management of employee discipline is a line management responsibility and should form a KRA in the performance plan of all managers;
The quantum paid to employees on suspension should be monitored and RC’s, AC’s and Heads of Institutions should be held accountable.
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