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Department of Correctional Services Annual Report 2008/09 1 Management Structure

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RC Eastern Cape - Ms Nosiviwe Mapisa-Nqakula, MP 11 Mr ZI Modise RC Free State and Northern Cape 12 Mr J Smallberger RC Western Cape 10 11 12 13 Adv. T Mqobi RC Gauteng 14 Mr M Nxele Acting RC KwaZulu-Natal 15 Ms L Tseana Acting RC Limpopo, Mpumalanga and North West 13 14 15 2 Department of Correctional Services Annual Report 2008/09 Submission of the annual report to the Executive Authority I have the honour of submitting the 2008/2009 Annual Report of the Department of Correctional Services in terms of the Public Finance Management Act, 1999. Ms Xoliswa Sibeko National Commissioner of Correctional Services 31 May 2009 Department of Correctional Services Annual Report 2008/09 3 OUR Vision To be one of the best in the world in delivering correctional services with integrity and commitment to excellence. OUR Mission 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 fo- cus on the correction of offending behaviour, the promotion of social respon- sibility and the overall development of the person under correction; • the cost effective provision of correctional facilities that will promote efficient security, corrections, care and development services within an enabling hu- man rights environment; • progressive and ethical management and staff practices within which every correctional official performs an effective correcting and encouraging role. CONTENTS 4 Department of Correctional Services Annual Report 2008/09 Table of Contents Part 1 General information 1.1 Foreword by the Minister of Correctional Services 6 1.2 Foreword by the Deputy Minister of Correctional Services 8 1.3 Introduction by the National Commissioner of Correctional Services 10 1.4 Information on the Ministry 12 1.5 Mission Statement 13 1.6 Legislative Mandate 13 Part 2 Programme performance 2.1 Aim of the Vote 14 2.2 Overview of Organisational and the Service Delivery Environment for 2008/09 15 2.3 Strategic Overview and Key Policy Developments for the 2008/09 Financial Year 16 2.4 Composition of Inmates 20 2.5 Programme Performance 24 2.5.1 Programme A: Administration 24 2.5.2 Programme B: Security 48 2.5.3 Programme C: Corrections 50 2.5.4 Programme D: Care 53 2.5.5 Programme E: Development 58 2.5.6 Programme F: Social Reintegration 66 2.5.7 Programme G: Facilities 69 Part 3 Report of the Audit Committee 3.1 Report of the Audit Committee 71 Part 4 Audited Financial Statements 4.1 Report by the Accounting Officer 73 4.2 Report of the Auditor-General 87 4.3 Accounting Policies 94 4.4 Annual Financial Statements 103 Part 5 Human Resource Management 151 Department of Correctional Services Annual Report 2008/09 5 PART 1: General Information 1.1 Foreword by the Minister of Correctional Services, Ms N Mapisa-Nqakula, MP This Annual Report is the first one of my term of office which is presented before this fourth and new Parliament. The report represents the work of the Department since the former Minister, Mr Ngconde Balfour, took office in 2004. I wish to reflect, therefore, the work of the Department in the last five years. The Department that the former Minister left in May 2009 is different from the one he lead in 2004. Corruption was still rife, policy direction at its seminal stage, security concerns were high, organisational culture was still largely not supportive of the new government direction and even less so of rehabilitation. Staff morale was low and characterised by industrial action and organisational gangsterism. There was resistance to the new direction and this was evidenced by a high incidence of Minister of Correctional sabotage, deliberate non-compliance leading to audit qualifications, and acutely Services, Ms. Nosiviwe poor service delivery. On a number of occasions the Department had to appear Mapisa-Nqakula before Parliament and account for how it spent its money and explain the lack of delivery. Due to its regular appearance before SCOPA, DCS had, in the word of its Chairperson, “a standing invitation”. These are events of the past and this annual report is evidence of how the Department has in this five year period striven to improve its image and accountability and rid itself of corrupt elements and, more importantly, pay attention to policy development and strategic direction. Let me outline some of the key areas. The development of the White Paper which is the key policy of the Department charted the new direction. The adoption in 2005 was a critical milestone that implied changes to many areas of DCS work. It had implications for personnel in terms of recruitment, training and development and retention, for management of facilities and how the new ones are designed, constructed and located; budget programmes that had to be changed to suit the needs of the White Paper, for the alignment of planning, budgeting and reporting. Performance monitoring and evaluation occupied a central role and impacted on Part of the difficulty facing performance management systems including contracts, and assessments of both the Department was stabil- individuals and the Organisation. ity at Senior Management level. Part of the difficulty facing the Department was stability at Senior Management level, while the introduction of the SMS systems had led to retention of personnel at Director and Chief Director level, there were concerns about competencies and capabilities of some managers. In the interest of the Organisation, several transfers had to be effected. At the higher levels, namely the Deputy Director-General level, there were a number of vacancies and the problem was compounded by the fact that some were nearing retirement, others were suspended, others resigned, and the Department lost one of its champion leaders, Regional Commissioner Siyab- ulela Mlombile, in 2006. This meant that some of the managers at this level had to serve in more than one post for long periods. It also required reshuffling. Prior to Minister Balfour taking office, there was a high turnover of Accounting Offic- ers. Linda Mti was arguably the longest serving Accounting Officer. This has had a positive impact in the running of the Organisation as it brought stability. Since former Commissioner Mti left in late 2006, the Department had an Acting Com- missioner for 5 months, and then the horizontal transfers of the former Commis- sioner Mr Petersen and the current National Commissioner Ms Xoliswa Sibeko in October 2008. I am raising these matters to indicate the importance of ensuring stability at senior management level. This is important to ensure consistency and commitment, particularly in an Organisation as dynamic and complex as this one and one that is in a state of flux as it grapples with many changes taking place in government. It is critical for institutional memory. Many of the gains reported in this Annual Report, notably the reduction in audit qualifications can be attributed to op- timal functioning at the management level. The developments of some strategies span several years; such as the Integrated Human Resource Strategy, requiring consistency in management. The success of some of the major projects in DCS 6 Department of Correctional Services Annual Report 2008/09 Correctional Services’s top three ladies, (from left) Deputy Minister Hlengiwe Mkhize, Na- tional Commissioner Xoliswa Sibeko and Minister Nosiviwe Mapisa-Nqakula in good spirit at their welcoming address on 13 May at head office. such as the process of the 7-day establishment and OSD, requires management to have been involved and have knowledge and experience of the debates with the Many of the gains reported Public Service Administration and within the Bargaining Council.
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