DCS STRATEGIC PLANNINGDCS STRATEGIC PLANNING

Age of hope: National Effort for Corrections, Rehabilitation & Social Re-integration of Offenders

2008/09-2012/132008/09-2012/13

ContentsBackground Strategic Plan

• Planning and Priorities for 2008/09

– Delivery on Apex priorities and DCS projects

• Service Delivery Improvement

– Finalization of FMPP and Development of the M,E and R Framework

Performance Information – Administration

– Security

– Corrections

– Development

– Care

– Social Reintegration

– Facilities

Background

Planning and Priorities• Strong operational element in the Strategic plan

– Ensure separation of Strategic issues from Operational issues

– Involvement of operational level in the planning process

– Clarification of indicators and targets

• Improving Performance information– Partnership with the Technical Assistance Unit

• Improve and refine indicators (FMPPI)• Development of the M,E&R framework

– FMPPI to be finalised in 2008/09

• Policy developments– Approval of the policy on planning, resourcing and reporting

– Development of the policy on M,E and R

Background

Planning and Priorities• DCS Priorities

– 7 Day establishment & Occupational Specific Dispensation (OSD)

– Case Management System, including Correctional Supervision & Parole System

– Invigorating Integration of Criminal Justice System– Reduction of Overcrowding through 8 pillars of Strategy– Building programme for new centres– DCS strategic plan supports these priorities & address

strategic weaknesses & non-compliance issues.

Background

• DCS Strategic Projects

– to be included in Strategic plan

– Centres of Excellence

– Enhancing Security and Safety

– Remand Detention

– 7 Day establishment and job refinement

– ORP

– Social Reintegration

– Infrastructure development

Background

• Service Delivery Improvement

– Plan includes areas of Service Delivery

Improvement

– Areas consulted with operational level to

ensure delivery

– DPSA SDIP unit developing a SDI Plan with DCS

at moment – 31 March

Administration

Measurable objective:

Provide the administrative, management, financial, ICT, research,

policy co-ordination and good governance support functions

necessary for all service delivery by the department and in

support of the functions of the Ministry.

Performance indicators•Unqualified matters on financial and SCM management; •value of wasteful, irregular and unauthorised expenditure; •level of over and under spending; •level of compliance with asset register and verification; •% of HDI service providers; •% of late payments;

Administration•Sufficient and capacitated members and management •Improved HR Functioning; •Healthy and safe employees; •Improved relations between management, employees and unions;•Capable and Competent Employees; •Organisational structure that is aligned to the functions of the DCS and the post establishment

DCS Strategies - Administration

• Correct the identified deficiencies regarding

financial and supply chain management

• Reduce high vacancy rate within department

• Implement new function-aligned organisational

structure

• Implement a career development system and

improve performance management system

Targets - Administration

Administration

• Measure levels of deficiencies

• Reduce the average turnaround time for filling of

vacancies at 120 days

• Reduce vacancy level for the professionals and/ or

scarce skills below 50%

• Implement new career pathing model based on

Public Service directives; Revise and implement

Performance Management Policy and System for

DCS employees

Security

Measurable objective:

Prevent 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.

Performance indicators

•• Number of escapes per 10 000 inmates•• Number of assaults per 10 000 in DCS facilities•• Number of unnatural deaths per 10 000 •• Provision of access security at DCS facilities•• Number of officials involved in assisting escapes and erroenous releases

DCS Strategies - Security

• Compliance with Security policies, procedures,

standards & applicable legislation

• Improved security management to improve

detention & working environment of inmates, staff,

service providers & safety of the public

Targets - Security

• Less than 4,3 inmates per 10 000 inmates who

escape

• Less than 83 assaults per 10 000 inmates in DCS

facilities

• Less than 3,3 unnatural deaths per 10 000 inmates

in DCS facilities

• Phased-in implementation of a comprehensive

security management plan (10%); 8 additional

sites with security access control & fences

Corrections

Measurable objective: Address the specific rehabilitation needs of persons who have been sentenced to correctional supervision or sentenced to incarceration in a correctional centre or paroled, through regular assessment and providing needs-based correctional programmes to address all the elements associated with offending behaviour.

Performance indicators•• Level of overcrowding in DCS facilities; ••Number of offenders serving more than 24 months who are assessed and have sentence plans.Number of correctional centres implementation unit management•• Total number of paid units of labour worked per year; •• % of inmates in DCS facilities who are receiving meals in accordance with Sec 8(5) of Correctional Services Act; •• % of offenders in quality assured / endorsed correctional programmes;

DCS Strategies - Corrections

• Compliance with Corrections policies, procedures,

standards and applicable legislation

• Improvement of effective and compliant

administration and management of Correctional

Centres

• Provision of quality assured /correctional

programmes, with support from service providers

• Management of Offender population levels

• Effective management of remand detention

Targets - Corrections

• Unit Management including structured day

programme and 3 meals a day implemented at

COE's, and at 51other correctional centres

• All new admissions offenders serving more than

24 months have CSP in dedicated admission

centre of expertise; CSPs for all offenders due for

release; (2 800)

• Level of overcrowding in DCS facilities 140 %

Development

Measurable objective

To provide needs-based educational, skills and other development-

related programmes, to facilitate the reintegration of offenders into

communities.

Performance indicators

•% of offenders in formal education

•% offenders with skills qualification;

•Increased % of offender skills utilisation and opportunities for

employability in Agriculture and Production workshops;

•Value of products provided for self sufficiency, poverty alleviation and

income generation

DCS Strategies - Development

• Compliance with Development policies,

procedures and applicable legislation

• Enhance education, sports, recreation, arts,

culture levels of offenders in partnership with

service providers

• Improvement of the skills utilisation of offenders

and enhancement of opportunities for their

employability in partnership with external service

providers

Targets - Development

• % of offenders participating in: Formal education

programmes (More than 22 000 offenders)

• % of sentenced offenders to participate in Sport,

recreation, and arts and culture programmes

(More than 116 600 offenders)

• % of offenders participating in: Skills

development programmes (More than 9 130

offenders)

Care

Measurable objective:

To ensure the personal well-being of incarcerated persons by providing various needs-based services.

Performance indicators

•• % of offenders in needs-based care programmes - social work services; psychological services; spiritual care services; Number of correctional centres implementing comprehensive primary health care services

••Number of correctional centres implementing comprehensive primary health care services; 100% access to primary health care for offenders in need in relation to TB, STI, HIV, chronic medication

•• 100% access to comprehensive HIV and AIDS programmes and services for offenders

DCS Strategies - Care

• Compliance with Care policies, procedures, standards and

applicable legislation

• Provision of comprehensive primary health care services to

all offenders, awaiting trial detainees and babies of

incarcerated mothers.

• Provision of needs based care programmes to offenders

• Provision of comprehensive HIV and AIDS programmes and

services to all offenders

• Development and implementation of a needs based

Corretion, Development and Care programmes for special

categories of offenders as defined in the White Paper

Targets - Care

• % of offenders participating in Social work

sessions (more than 101 000 sessions)

• % of offenders participating in Psychological

sessions (More than 10 200 sessions)

• % of offenders participating in: Spiritual care

sessions (More than 166 000 sessions)

Social reintegration

Measurable objective

To provide needs-based programmes and services to offenders

to facilitate their social acceptance and effective reintegration

of offenders into their communities

Performance indicators•• % of offenders eligible for consideration released on parole; % of offenders released on parole•• % of offenders absconding from correctional and parole supervision; • % of offenders violating correctional and parole supervision conditions;•• % of offenders participating in reintegration programmes; % of probationers on community service orders

DCS Strategies - Social reintegration

• Review and alignment of policy procedures, and

standards on Social Reintegration with White

Paper on Corrections

• Effective administration of Correctional

Supervision and Parole systems

• Effective implementation of Community

Corrections system

Targets - Social Reintegration

• % of cases heard by CSPB with offender released

on parole; % of cases where CSPB decision differs

from CMC recommendation;% of cases referred

for review where PRB reverses CSPB decision;

• Reduce number of violations by 2% from the

average baseline of 10780 (215).

• Sample audit on 10 % of CMCs & Parole Boards.

Bi-annual monitoring report

Facilities

Measurable objective

Provide facilities to support the department in its core functions

of security, corrections, development and care and social

reintegration.

Performance indicators••No of beds in correctional centres•• No of new correctional centres created•• Increasing improvement and maintenance of correctional centres

DCS Strategies - Facilities

• Compliance with Facilities policies, procedures,

minimum requirements, standards and applicable

legislation

• Build and upgrade facilities according to DCS

policies.

• Maintain facilities according to DCS policies.

• Provide leasehold office accommodation for all

needs

Targets - Facilities

• Implementation of approved policies and procedures in all management areas Inspection reports on compliance levels in Management areas to establish baseline information

• Bed capacity of 114 100• 90% Completion of Kimberley New Generation Correctional

Centre. (NGCC)• Commencement of construction of 2 facilities to

replace obsolete facilities. • Construction on 3 upgrade projects commenced.

• Implement 94 planned maintenance projects

prioritising COE• Maintenance Audit conducted in all facilities and

maintenance programme developed for all facilities• Sustain leased office accommodation. % of rental

needs addressed; baseline info

Conclusion

• Process of alignment of planning resourcing and

reporting has been enhanced through approval of

Integrated planning and Reporting policy

• Operational involvement in planning will enhance

delivery & ownership

• Finalisation of FMPPI will add to improvements on

delivery of strategic plan and enhance performance

information for accountability and decision making

• M,E,and R policy to clarify responsibilities

THANK YOU

Age of Hope: National Effort for Corrections, Rehabilitation &

Social Re-integration of Offenders

THANK YOU Age of hope: National Effort for Corrections, Rehabilitation & Social Re-integration of Offenders