DCS 2014 — 2019 STRATEGY AND APP DCS

DCS 2014 - 2019 STRATEGY AND APP DCS contributing towards NDP Vision 2030 PRESENTATION ON 2014/15 – 2018/19 STRAT PLAN AND 2014/15 APP 2014/15 FY Its Almost All Systems go for the new financial Year Presented By Terence Raseroka Act CDC Strategic Management 1

Agenda • • • PRESENTATION OUTLINE Introduction Strategic Plan Overview Vision, Mission & Core Values Legislative Framework Situational Analysis (Internal & External) Linkage to other Govt Plans Strategic Outcome Oriented Goals 5 Budget Programmes Annual Performance Plan 2014/2015 Total Budget Allocation 2 Conclusion

Introduction Objective of the presentation • To brief Minister of Department of Justice and Correctional Services on Strategic and Annual Performance Plans – 2014/2015 – 2016/2017 (MTEF) 3

STRATEGIC OVERVIEW Strategic Intent A desired service delivery standard • Calls for a stretch and leverage of resources to meet the articulated service delivery standards of DCS 4

STRATEGIC OVERVIEW. . cont 5

FRAMEWORK, VISION & MISSION Part A • Vision, Mission, Values. • Legislative Mandate • Situatioal Analysis • Outcome Oriented Goals Part B • Strategic Performance Elelements • Resource Considerations • Risk Management DCS STRATEGY Part C • Links to Other Plans APP • Year 1 of the Strategic Plan VISION Providing the best Correctional Services for a safer South Africa MISSION Contributing to a just, peaceful and safer South Africa through effective and humane 6 incarceration of inmates, rehabilitation and social reintegration of offenders

CORE VALUES lop cu Se rity Values Justic e Ubuntu 6 o c Ac 5 Ef ty ili b ta un y Integrit fe Equity • Values do not drive the organization, they drive the people within the organization in turn people drive the organization. • Values must be internalized by the people in the organization to have meaning. 8 2 De ve 7 me nt 1 3 ct iv en es s 4 Plans and actions must be conceived and implemented within the context 7 of the organization's core values

…core values of DCS Security Safety of employees, offenders and the community e Values A 5 2 Integrity • Honesty • Disassociating yourself from all forms of corruption and unethical conduct • Sound business practices y Integrit ta lit bi Ef y fe Equity un Development Enablement and empowerment Faith in the potential of people Providing opportunities and facilities for growth Ubuntu 6 o cc Equity • Non-discrimination • Affirmative action • Gender equality • Integration of disability issues lop rity 8 Justic Accountability • Desire to perform well • Accepting accountability for your behavior • Commitment me nt 7 cu Se Justice • Fair treatment • Justice for all • Fairness and equality before the law • • 1 De ve CORE VALUES…CONT ct 3 iv en es Effectiveness • Productivity • The best work methods • Excellent services s Ubuntu Serving with kindness and humanity 4 Plans and actions must be conceived and implemented within the context 8 of the organization's core values

LEGISLATIVE FRAMEWORK Constitution, 1996 Sections, 9, 10, 12, 2729, 31 and 35 Correctional Services Act (No. 111 of 1998) As amended Criminal Procedure Act (No. 51 of 1977) As amended The White Paper on Corrections in South Africa (2005) Other legislation on next slide Relevant Court Rulings The White Paper on Remand Detention in South Africa (2014 Correctional Matters Amendment Act (No. 5 of 2011 DCS Policies 9

LEGISLATIVE FRAMEWORK Child Justice Act 75 of 2008 Basic Conditions of Employment Act Promotion of Access to Information Act 2 of 2000 Labour Relations Act Promotion of Administrative Justice Act 3 of 2000, amended Public Service Act 10

Covering the Following Areas: Performance, Organisational Environment and Strategic Planning Process Situational Analysis SITUATIONAL ANALYSIS Performance Environment (Key issues in the delivery environment: External) The performance environment of the Department of Correctional Services is rooted in moving towards the realization of the ideals of • Constitution of the Republic of South Africa (1996) • Correctional Services Act • the White Paper on Corrections in South Africa (2005), • the White Paper on Remand Detention in South Africa (2014) DCS environment is shaped by the Criminal Justice System, size and nature of the inmate population, community corrections population and the state of the departmental infrastructure. There are other activities of CJS departments that impacts directly on the service delivery environment such as arrest trends, management of investigation processes, case flow management and case backlogs and sentencing trends. Information and Communication Technology (ICT) systems of the Criminal Justice System. 11

SITUATIONAL ANALYSIS…CONT Human Resources Organisational Environment • attraction and retention of critical staff; • Implementation of collective agreements; Finance and Procurement IT • Business Architecture • 12

Covering the Following Areas: Performance, Organisational Environment and Strategic Planning Process Situational Analysis SITUATIONAL ANALYSIS…CONT Description of The Strategic Planning Process • The 2014/15 Strategic and Annual Performance Plans produced through a series of executive management sessions in 2013, and early 2014, drawn from the previous strategies of DCS developed from the 12 Government Outcomes, the vision of the Minister of Correctional Services, the vision of the National Commissioner and the transformation strategy developed under their leadership. Several sessions with executive management of the department were held to identify key issues to be aligned to NDP Vision 2030. • DCS developed its Annual Performance Plan (APP) 2014/2015 based on the existing Strategic Plan 2013/2014 – 2017/2018. Annual Performance Plan covers one year, that is 2014/2015 and includes two additional years in order to ensure alignment with the Medium Term Expenditure Framework cycle (2015/16 and 2016/2017). DCS decided to keep and align its APP to existing Strategic Plan as there are no major changes. • Only DCS Annual Performance Plan was tabled and the Strategic Plan was not tabled due to reasons stated above. • The Draft Medium Term Strategic Framework (MTSF) 2014/2019 and National Development Plan (NDP) Vision 2030 has been instrumental in determining the desirable outputs that inform the key performance indicators developed for the financial year (2014/2015). 13

LINKAGE TO OTHER GOVT PLANS Government Outcomes Flow Diagram Election Manifesto: Key Areas Creation of more jobs, decent work and sustainable livelihoods for inclusive growth Human Settlements and Basic Services Education & Training Health Rural Development, food security and land reform Fight against crime and corruption • • • Outcome 3 14 Gvt Outcomes 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. All People in South Africa Are and Feel Safe MTSF Sub-Outcomes i) Contribute towards reducing repeat offending or recidivism a. Percentage of sentenced offenders subjected to correctional programmes b. Percentage of parolees without parole violations c. Percentage of probationers without violations i)ii) An efficient and effective Criminal Justice System ii) iii) South Africa’s borders effectively defended, protected, secured and well-managed iii)iv) Secure cyber space iv)v) Domestic stability ensured v)vi) Secure identity of all persons in South Africa 11. 12. 13. 14. Improve the quality of basic Education Improve health and life expectancy All people in South Africa are and feel safe Decent employment through inclusive economic growth A skilled and capable workforce to support economic growth An efficient, competitive and economic infrastructure network Vibrant, equitable and sustainable rural communities and food security Sustainable huiman settlements and improved quality of household life A responsive, accountable, effective and efficient loval government system Protection and enhancement of environmental assests and natural resources A better and safer South Africa and World A Development-oriented public service and inclusive citienship Social protection Nation building and social cohesion JCPS focused (Outcome 3) Chapter 12 1. Strengthen the Criminal Justice system through a 7 -point plan 2. Increasing rehabilitation of inmates and reducing recidivism 3. Build safety using an integrated approach and reducing overcrowding to promote safety 4. Increase community participation in safety Chapter 14 1. Resilient Anti Combating Crime 2. Strengthen accountability and responsibility of Public Servants 3. Create a transparent and accountable Public Service 4. Improve oversight over procurement procedures for increased accountability 14

OUTCOME & NDP ALIGNMENT OUTCOMES National Development Plan DCS Contribution 1 Quality Basic Education Chapter 9 Improving Education, Training and Innovation Department ensures that there are school facilities and offenders are provided with an opportunity to attend educational and skills programmes within correctional centre facilities. 2 A long and healthy life for all South Africans Chapter 10 Promoting Health There are hospital facilities to ensure that offenders’ health needs are being catered for, Food service units were resourced with required human resources, equipment and facilities requirements. As at 31 March 2014, 68, 7 % of inmates were tested for HIV. Twenty nine (29) management areas contracted health care waste services 3 All people in South Africa are and feel safe Chapter 12 Building Safer Communities 156247 number of inmates were incarcerated Chapter 14 Fighting Corruption Officials who are involved in corrupt activities are being dealt with. 103 officials were dismissed in the previous financial year and this clearly shows that the department is dealing with corruption. Department developed and is implementing Anti-Corruption strategy which focuses on prevention, 15 investigation and sanctioning.

OUTCOME & NDP ALIGNMENT…CONT OUTCOMES National Development Plan DCS Contribution 5 Skilled and capable workforce to support an inclusive growth path Chapter 9 Improving Education, Training and Innovation 21 063 officials are subjected to training in line with the Workplace Skills Plan (WSP) 11 Create a better South Africa, a better Africa and a better world Chapter 7 Positioning South Africa in the world DCS South Africa’s Chairperson of the African Correctional Services Association (ACSA) since it was launched in 2008. ACSA secretariat was established. DCS hosted Executive Committee meeting attended by the Heads of Correctional Services and Prisons from Zambia, Namibia, Mozambique, Ghana, Nigeria, Uganda and Tanzania whereby South Africa has pledged to support Namibia, as the Deputy Chairperson of ACSA in its hosting of the 16 th International General Meeting and Conference of the International Corrections and Prisons Association (ICPA) planned for 2014 16

STRATEGIC PLANNING PROCESS • Understanding of the legal framework governing DCS Vision and Mission Goals • Crafting a vision statement and mission of DCS Mandate S W O T Performance Targets • Settings goals and outcomes at organisational level Organisational Goals and Outcomes • Setting performance indicators and targets Crafting of DCS Strategy conducted within the context of DCS’s SWOT Analysis 17

STRATEGIC OUTCOME ORIENTED GOALS The department is committed to the following three core functions: INDEPENDENCE DCS Effective Justice System through the effective management of remand processes DCS Society is protected through incarcerated offenders being secure and rehabilitated DCS Society is protected by offenders being reintegrated into the community as law abiding citizens DCS 18

BUDGET PROGRAMMES PROGRAMME 1 PROGRAMME 2 PROGRAMME 3 Administration Incarceration Rehabilitation Ministry; Management; Finance; Internal Audit; Corporate Services; Office Administration; and Residential Accommodation Security Operations; Offender Management; Remand Detention; and Facilities Correctional Programme; Offender Development; and Psychological, Social and Spiritual Services PROGRAMME 4 PROGRAMME 5 Care Social Reintegration Nutritional Services; Health Services; and Hygienic Services Parole Administration; Supervision; Community Reintegration; Office Accommodation; and 19 Community Corrections

BUDGET PROGRAMMES. CONT PROGRAMME 1 Administration Ministry Finance Internal Audit Management Corporate Services Office Administration Residential Accommodation Purpose Strategic Objectives Baseline Justification Links Provide leadership, strategic management and administrative support to the department. Building organisational capacity for enhanced service delivery Effective management of business processes to promote good governance and ethical administration Provide a secured ICT infrastructure and business systems Professionalising for effective human resource management and development In order for the department to operate on the basis of its approved structure, DCS is closing vacancy rate standing at 5. 4% at the end of 2013/14. A number of administrative systems on Information management, planning and monitoring and reporting were implemented. The department is the chair of ACSA and ACSA secretariat was established The programme coordinates the overall strategic and budget planning direction to the department and their related activities; provides information technology services, and human resources services. Outcome 4: A skilled and capable workforce to support an inclusive growth path. 20

BUDGET PROGRAMMES PROGRAMME 2 Purpose Incarceration Security Operations Offender Management Remand Detention Facilities Strategic Objectives Provide appropriate services and well maintained physical infrastructure for safe and secure conditions of detention consistent with human dignity of inmates, personnel and the public. Effective management of remand detention processes to promote enable participation in court processes. Remand detainees and offenders are held in secure, safe and humane conditions Effective case management process Baseline The department currently has 243 correctional facilities. The population of Correctional centres facilities is standing at 157 170. Percentage of assaults is currently standing at 4. 67 per cent. Unnatural death and escapes are both standing at less than a per cent. Justification The department provides services on compiling correctional sentence plans and applies necessary measures in order to reduce the average length of time in remand detention facilities. Links Outcome 3: All people in South Africa are and feel safe 21

BUDGET PROGRAMMES Purpose Provide inmates with needs-based programmes and interventions to facilitate their rehabilitation and enable their social reintegration PROGRAMME 3 Rehabilitation Strategic Objectives Correctional Programmes Offender Development Baseline Psychological, Social Work and Spiritual Services Justification Links Effective incarceration and rehabilitation to protect society Offender behaviour is targeted through access to correctional programmes and psychological, social and spiritual services Offenders human and personal development is improved through literacy, education and skills competency programmes Reduced re-offending to contribute to a safer South Africa 64% (61049/95198) of offenders with correctional sentence plans are able to complete their correctional programmes per year. The department offers AET, FET and skills development programmes Baseline for offenders who need psychological services (actual 16. 6% - 21120/126936) 79. 9% (152406/190616) of offenders needing social work services are receiving the service. This programme is geared towards preparing inmates/offenders for their eventual release. Providing educational and skills development programmes as well as psychological, social and spiritual care services help inmates/offenders improve their reentry into communities. Outcome 3: All people in South Africa are and feel safe Outcome 1: Improve the quality of basic education Outcome 5: Skilled and capable workforce to support an inclusive growth path NDP Chapters 3, 9 and 12 22

DCS STRATEGIC INTENT PROGRAMME 4 …strategic outcome oriented goals Purpose Care Nutritional Services Health Services Hygienic Services Strategic Objectives Provide needs-based care services to maintain the well-being of all inmates in the Department’s custody Inmates are provided with appropriate nutritional services Inmates are provided with appropriate access to health services Inmates are provided with Hygiene services is provided Baseline A baseline survey on the status of nutritional service for continuous improvement on the provision of nutritional services is conducted. 68. 7% inmates tested for HIV and 95% of offenders who qualify are on ARV and 75% TB Cure Rate. Justification It is an obligation that inmates in correctional and remand detention facilities receive nutritional and health services for effective operation. The department provides HIV/AIDS, TB and other health services to inmates/offenders in order to maintain good health status. Links Outcome 2: A long and healthy life for all South Africans Outcome 3: All people in South Africa are and feel safe. 23 NDP Chapter 10: Promoting health

DCS STRATEGIC INTENT …strategic outcome oriented goals PROGRAMME 5 Social Reintegration Parole Administration Supervision Community Reintegration Office Accommodation Community Corrections Purpose Strategic Objectives Baseline Justification Links Provide services focused on offenders’ preparation for release, effective supervision of offenders placed under the system of community corrections and facilitation of social reintegration into their communities Probationers and parolees are rehabilitated; monitored and accepted as law abiding citizens by the communities Offenders are provided with access to restorative justice processes Effective management and functioning of the Parole Boards The department is currently working on improving victim involvement programmes; ensuring effective functioning of CMCs and submission of profiles to CSPBs; implementing electronic monitoring system, and has launched halfway house system for successful reintegration of parolees and probationers. Social reintegration is critical and necessary for supervision of probationers, facilitation of inmate/offenders towards successful reintegration into the community. Outcome 3: All people in South Africa are and feel safe NDP Chapter 12: Building safer communities 24

LINKS TO OTHER DCS PLANS Master Information Systems Plan Procurement Plan National Building Plan Service Delivery Improvement Plan Work Place Skills Plan HR Strategic Plan Spending Plan Strategic Risk Register Annual Performance Plan Strategic Plan 25

DCS 2013 - 2018 STRATEGY AND APP PROGRAMME Performance Information 2014/15 Annual Performance Plan 26

DCS 2014 - 2019 STRATEGY AND APP PROGRAMME Performance Information 2014/15 Annual Performance Plan Programme 1: ADMINISTRATION Presented by CDC Human Resource Mr Teboho Mokoena 27

Programme 1: ADMINISTRATION Sub-Programme: Management Strategic Objective statement Justification Effective management of business processes to promote good governance and ethical administration. Protect departmental decision processes from unjustifiable court challenges by defending 100 per cent of (such )cases instituted against the department To ensure that decision making powers of the departmental functionaries are defended so as to avoid same being reviewed and set aside by courts. Links Outcome 3: All people in South Africa are and feel safe. Outputs Performanc Baseline Targets per annum e indicator 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 Effective Percentage 80% 90% 100% management of of cases litigation cases brought against the department defended 28

Programme 1: ADMINISTRATION Sub-Programme: Management Strategic Objective statement Provide reliable, integrated and secured ICT infrastructure and business application system Justification Links Design, develop, deploy and maintain systems that support business processes NDP, Chapter 12, Seven point plan. Implementation of enterprise-wide business solutions, including a single view of inmates and offenders information, to improve information security and inmate and offender identification. Provide a secured, reliable and responsive telecommunications and network infrastructure through consolidation and integration of security technologies into one single infrastructure platform. Point 5: Establish an integrated and seamless information and technology database or system or both for the national criminal justice system output Performance indicator Baseline 2013/14 Targets per annum 2014/15 2015/16 2016/17 2017/18 2018/19 IIMS enhanced Single view of inmate and offender information Single capture of Core business inmate and offender processes mapped information Procurement and configuration of Integrated inmate management system phase 1 Configuration of integrated inmate management system (IIMS)phase 2 Positive identification of an inmate Integrated Inmate Management System (IIMS) enhanced Core operations support systems Automated and Integrated core operations support system Consolidated network components and infrastructure Electronic onitoring (EM) system implemented EM system enhanced phase 1 EM system enhanced phase 2 EM system enhanced phase 3 4 Phase 1 of LAN infrastructure upgraded VOIP Network infrastructure (LANs) upgraded (50 sites) A centralized and virtualised server architecture designed and implemneted phase 1 Security virtual private network (VPN) tender awarded A centralized and virtualised server architecture implemented phase 2 A centralized and virtualised server architecture implemented phase 3 Consolidated ICT and communication infrastructure Integrated physical security system Consolidated and integrated physical security system Electronic Monitoring (EM) system pilot implemented No historical information as the indicator was initiated during 2013/2014 financial year Security VPN assessment and requirements Security VPN implemented Security solutions into the Local Area Network (LAN) integrated A centralized and virtualised server architecture implemented phase 4 Security solutions Security into the LAN solutions into integrated – phase 1 the LAN integrated – phase 2 29 Network infrastructure (LANs) upgraded (50 sites) Security solutions into the LAN integrated – phase 3

Programme 1: ADMINISTRATION Sub-Programme: Management Performance indicator 4. 1. 1 4. 1. 2 4. 1. 3 4. 1. 4 4. 1. 5 Percentage of cases brought against the department defended Single capture of inmate and offender information Automated and Integrated core operations support system Consolidated network components and infrastructure Audited/actual performance 2010/11 Indicator initiated in 2013/2014. No historical information 2011/12 Indicator initiated in 2013/2014. No historical information Estimated performance 2012/13 2013/14 Indicator initiated 80% of cases in 2013/2014. No brought against the historical department information defended Indicator initiated in 2013/2014. No historical information Indicator initiated Core business in 2013/2014. No processes mapped historical information Indicator initiated in 2013/2014. No historical information Business requirements developed and EM Pilot Phase Indicator initiated in 2013/2014. No historical information Consolidated and Indicator initiated integrated physical 2013/2014. No in 2013/2014. No security system historical information EM system implemented pilot Indicator initiated in 2013/2014. No estimated performance information Indicator initiated during 2013/2014 financial year, no historical information Indicator initiated Security VPN in 2013/2014. No assessment and historical requirments information Medium-term targets 2014/15 90% of cases brought against the department defended Procurement and configuration of IIMS of Inmate Management System Phase 1 EM system enhanced phase 1 Configuration of Positive Integrated of Inmate identification of Management an inmate System Phase 2 EM system enhanced phase 3 Phase 1 of LAN infrastructure upgrade and VOIP LANs upgraded (50 sites) A centralised and virtualised server architecture designed and implemented phase 1 A centralised and virtualised servers architecture implemented phase 2 The Security VPN tender awarded Security VPN implemented Security solutions into the LAN integrated solutions into the local area network integrated A centralised and virtualised servers architecture implemented phase 3 Security solutions into the LAN integrated 30 2015/16 100% of cases brought against the department defended 2016/17 100%of cases brought against the department defended

Programme 1: ADMINISTRATION Sub-Programme: Management Performance indicator Reporting period Annual target 2014/15 90% of cases brought against the department defended Quarterly targets 1 st 2 nd 3 rd 4 th 90% of cases brought against the department defended Procure and configuration of integrated offender management system phase 1 EM system implemented Target measured annually Procured and configured IIMS (phase 1) Target measured annually EM integrated with community correction system Quarterly Infrastructure upgrade Target measured annually Quarterly Design and implement a centralized and Virtualized server architecture designed and implemented Target measured annually Infrastructure at prioritised sites upgraded as per regional requirements The central virtualized server architecture implemented Quarterly Implementation of Target measured security VPN annually Target measured annually 4. 1. 1 Percentage of cases brought against the Department defended Quarterly 4. 1. 3 Single capture of inmate and offender information Annual 4. 1. 3 Automated and Integrated Quarterly core operations support system 4. 1. 4 Consolidated network components and infrastructure 4. 1. 5 Consolidated and integrated physical security system 31 Security system consolidated onto the LAN per site

Programme 1: ADMINISTRATION Sub-Programme: Finance Strategic Objective Building organisational capacity for enhanced service delivery Objective statement Justification To provide effective and efficient financial and supply chain management Links Outcome 3: All people in South Africa are and feel safe. Outputs Performance indicator Ensure sound management of revenue, expenditure, assets Baseline 2013/14 Targets per annum 2014/15 2015/16 2016/17 2017/18 2018/19 Effective financial Percentage of management – allocated Actual expenditure budget spent and revenue to remain within budget Under expenditure limited to a quarter of a per cent of voted funds Under expenditure limited to a quarter of a per cent of voted funds Unqualified audit Number of opinion expressed audit by Auditor-General qualifications of South Africa (AGSA) one (1) audit qualification on Assets in 2012/2013 Zero audit qualifications with a reduction of emphasis of matters Zero audit qualifications with zero emphasis of matters and a reduction of other important matters 32

Programme 1: ADMINISTRATION Sub-Programme: Finance Performance Indicator Audited/Actual performance 2010/11 4. 2. 1 Percentage of Actual allocated expenditure of budget spent R 14, 699 billion incurred versus final appropriation of R 15, 427 billion which is 95. 3% expenditure of final appropriation 4. 2. 2 Number of audit qualifications 2011/12 Actual expenditure of R 16, 277 billion incurred versus final appropriation of R 16, 687 billion which is 97. 5% expenditure of final appropriation Estimated performance 2012/13 The expenditure for the financial year 2012/13 was R 17, 313 billion versus the adjusted allocation of R 17 700 billion – 97. 8% of budget spent. Under expenditure of voted funds was 2. 2% (R 386. 729 million) Audit Report of One (1) audit 2010/2011 had 2011/2012 had qualification one (1) on assets qualification Medium-term targets 2013/14 2014/15 2015/16 2016/17 Under expenditure limited to a quarter of a percent of voted funds Information will be available once audit process is finalised an audit report is received from AGSA Zero audit qualifications With a reduction in the number of Emphasis of Matter Zero audit qualifications With a reduction in the number of Emphasis of Matter 33

Programme 1: ADMINISTRATION Sub-Programme: Finance Performance indicator Reporting period Annual target 2014/15 Quarterly targets 1 st 2 nd 3 rd 4 th 4. 2. 1 Percentage of allocated budget spent Quarterly Under expenditure limited to a quarter of a percent of voted funds Under expenditure limited to a quarter of a percent of voted funds 4. 2. 2 Number of audit qualifications Bi-annually Zero audit qualifications With a reduction in the number of Emphasis of Matter Zero audit qualifications With a reduction in the number of Emphasis of Matter 34

Programme 1: ADMINISTRATION Sub-Programme: Corporate Services Strategic Objective Building organisational capacity for enhanced service delivery Professionalising for effective human resources management and development Objective statement Build organisational capacity for enhanced service delivery by ensuring 98% of the funded posts are filled annually Contribute to a positive, motivated and healthy workforce by rolling out the Integrated Employee Health and Wellness (IEHW) Programme 12 management annually. Justification Links This objective will ensure that there is effective human resource capacity and management to enable the department to fulfill its mandate. Outcome 3: All people in South Africans are and feel safe NDP chapter 13: Building a capable and development state Outputs Performance indicator Filling of vacant Percentage of posts funded posts filled Trained officials in Number of line with Workplace officials trained Skills Plan (WSP) in line with WSP A positive, Number of motivated and management healthy workforce areas where enabling the integrated department to employee health achieve its and wellness objectives under the (IEHW) auspices of Programmes employee health rolled out and wellness (EHW). Baseline 97% (40746/42006). Targets per annum 2014/15 2015/16 98% (41 153/ 42 006) 15 000 officials 16 500 trained in line with the WSP IEHW rolled out in 10 5 management areas per year 2016/17 98% (41 153/ 42 006) 2017/18 98% (41 153/ 42 006) 2018/19 98% (41 153/ 42 006) 18 150 19 965 21 962 24 158 10 11 12 35

Programme 1: ADMINISTRATION Sub-Programme: Corporate Services Programme performance indicator 4. 3. 1 4. 3. 2 4. 3. 3 Audited/actual performance Estimated Medium-term targets performance 2010/11 Percentage of funded posts filled Number of officials trained in line with WSP Number of management areas where Integrated IEHW programmes rolled out 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 84. 7% 96. 7% 97% (40746/ 42006) 98% 29 978 22 966 Number of 5 Management Areas where IEHW programmes rolled out 14 100 15 000 10. (41153/4200 (41153/42 6) 006) 16 500 18 150 19 965 10 11 36

Programme 1: ADMINISTRATION Sub-Programme: Corporate Services Performance indicator 4. 3. 1 Percentage of funded posts filled Reporting period Annual target 2014/15 Quarterly targets 1 st 2 nd 3 rd 4 th Annually 98% Target measured annually 98% (41153/42 006) 4. 3. 2 Number of officials trained in line with WSP Quarterly 16 500 2 500 6 000 2 000 4. 3. 3 Number of management areas where IEHW Programmes rolled out Quarterly 10 2 3 37

DCS 2014 - 2019 STRATEGY AND APP PROGRAMME Performance Information 2014/15 Annual Performance Plan Programme 2: INCARCERATION: Presented by CDC Remand Detention Ms Britta Rotmann 38

Programme 2: INCARCERATION Sub-Programme: Security Operations Strategic Objective 1 Objective statement Justification Links Outputs RDs and offenders are held in secure, safe and humane conditions. To ensure that offenders are held in secure, safe and humane conditions, by reducing the number of escapes, alleged assaults and unnatural deaths of inmates by 20% over the next five years. The department uses overcrowding, unnatural deaths, assaults and escapes to determine the condition of correctional service facilities to improve the provision of safe and a secure environment to inmates Outcome 3: All people in South Africa are and feel safe. Performance indicator Improved secured Percentage of and safe custody of inmates allegedly all inmates assaulted in correctional and remand detention facilities per year Percentage of unnatural deaths in correctional and remand detention facilities per year Percentage of inmates who escape from correctional and remand detention facilities per year Baseline 2013/2014 2, 0 % (3117/155 836) Targets per annum 2014/15 2015/16 4, 1% 3, 9% 2016/17 3, 7% 2017/18 3, 5% 2018/19 3, 4% (6325/154 (5956/152 278) 735) (5594/151 208) (5239/149 696) (5038/148 199) 0, 036% (56/155 836) 0, 035% (54/154 278) 0, 034% (52/152735) 0, 033% (50/151 208) 0, 032% (48/149696) 0, 031% (46/148199) 0, 032% (50/155 836) 0, 026% (40/154 278) 0, 025% (38/152735) 0, 024% (36/151 208) 0, 023% (34/149 696) 0, 022% (33/148 199) 39

Programme 2: INCARCERATION Sub-Programme: Security Operations Programme performance indicator 5. 1. 1 Percentage of inmates allegedly assaulted in correctional and remand detention facilities per year 5. 1. 2 Percentage of unnatural deaths in correctional and remand detention facilities per year 5. 1. 3 Percentage of inmates who escape from correctional and remand detention facilities per year Audited/actual performance 2010/11 3, 1% 2011/12 3, 3% 2012/13 4, 5% (5043/ 161021) (5284/ 160 103 (6 884/151 517) 0, 03% 0, 038% (51/161 021) (46/ 160 103) (57/151 517) 0, 065 % 0, 03% 0, 028% (106/ 161 021) (41/ 160 103) (43/151 517) Estimated performance 2013/14 2, 0% (3117/155 836) Medium-term targets 2014/15 2015/16 4, 1% 3, 9% (6325/154 (5956/152 278) 735) 0, 036% (56/155 836) 0, 035% (54/154 278) 0, 034% 0, 033% (52/152735) (50/151 208) 0, 032% (50/155 836) 0, 026% (40/154 278) 0, 025% 0, 024% (38/152 735) (36/151 208) 40 2016/17 3, 7% (5594/151 208)

Programme 2: INCARCERATION Sub-Programme: Security Operations Programme performance indicator 5. 1. 1 5. 1. 2 5. 1. 3 Reporting period Percentage of Quarterly inmates allegedly assaulted in correctional and remand detention facilities per year Percentage of Quarterly unnatural deaths in correctional and remand detention facilities per year Percentage of Quarterly inmates who escape from correctional and remand detention facilities per year Annual Target 2014/15 4, 1% (6325/154 278) Quarterly targets 1 st 2 nd 3 rd 4 th 1, 025% (1 582/154 (1 581/154 278) 0, 035% (54/154 278) 0, 009% (14/154 278) 0, 009 % (14/154 278 0, 008% (13/154 278) 0, 026% (40/154 278) 0, 0065% (10/ 154 278) 41 0, 008% (13/154 278)

Programme 2: INCARCERATION Sub-Programme: Facilities Strategic RDs and offenders are held in secure, safe and humane conditions Objective 1. 2 Objective statement To create 5 342 additional bed spaces in the next five years and support amenities that are conducive to rehabilitation and humane incarceration of inmates. Justification The department must provide physical infrastructure that supports safe custody, humane conditions, and the provision of correctional and development programmes, care and general administration. Links Outcome 3: All people in South Africa are and feel safe. Outputs Performance Baseline Indicator 2013/14 Targets per Annum 2014/15 2015/16 2016/17 2017/18 2018/19 Number of Nil new bedspaces created by upgrading of facilities per year 1 081 518 3 149 39 1000 Facilities conducive to rehabilitation and humane incarceration of inmates 42

Programme 2: INCARCERATION Sub-Programme: Facilities Programme Performance Indicator Audited/Actual performance Medium-term targets performanc e 2010/11 5. 2. 1 Estimated Number of Nil new bedspaces created by upgrading of facilities per year 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 346 Nil 1 081 518 3 149 43

Programme 2: INCARCERATION Sub-Programme: Facilities Programme Performance Indicator Reporting period Annual target 2014/15 5. 2. 1 Number of new bedspaces created by upgrading of facilities per year Annually 1 081 Quarterly targets 1 st 2 nd 3 rd 4 th Target measured annually 1 081 44

Programme 2: INCARCERATION Sub-Programme: Remand Detention Strategic Objective statement Justification Links Effective management of remand detention process to promote and enable participation in court processes. Improve management of remand detention processes by detaining RDs in secure, safe and humane conditions whilst promoting and creating an environment that supports participation in criminal justice processes. This objective ensures that remand detention processes are effectively managed, and that RDs are held in safe, secure and humane condition. Chapter 12 of the NDP 2030: Building safer Communities Outcome 3: All people in South Africa are and feel safe Outputs Performance indicator Baseline 2013/14 Operational Approved policies aligned draft White with the White Paper on Remand Detention Targets per Annum 2014/15 2015/16 Final draft policy and procedure manual on remand detention managemen t Approved policy and procedure manual on remand detention managemen t 2016/17 2017/18 2018/19 Approved Implementatio Implementa procedure n and tion and manual on monitoring remand detention management 45

Programme 2: INCARCERATION Sub-Programme: Remand Detention Programme performance Audited/actual performance indicator 2010/11 2011/12 5. 3. 1 Operational No historical Draft policies information regulations aligned with were approved the White by Parliament Paper on Remand Detention 2012/13 Approved draft White Paper for external consultation Estimated performance 2013/14 Approved draft White Paper on Remand Detention Medium-term targets 2014/15 Final draft policy on remand detention management 2015/16 Approved policy on remand detention management Approved policy Implementatio procedure manual n and on referral of RDs monitoring to court based on the length of detention Final draft policy Approved procedure manual policy on referral of procedure terminally ill or manual on severely referral of incapacitated RDs terminally ill or to court severely incapacitated RDs Final draft Approved privilege system privilege for RDs system for RDs Final draft Approved disciplinary procedure manual procedure for RDs manual for the RDs Final draft policy Approved 46 2016/17 Implementatio n and monitoring Implementatio n and monitoring Implementatio

Programme 2: INCARCERATION Sub-Programme: Remand Detention Programme Reporting Annual target performance indicator period 2014/15 5. 3. 2 Operational Quarterly Final draft policy on Policies aligned remand detention with the White management Paper on Remand Detention Approved policy procedure manual on referral of RDs to court based on the length of detention Quarterly targets 1 st Draft policy developed 2 nd Draft policy consulted with three regions (Limpopo/ Mpumalanga/ North-West (LMN), Western Cape and Free State/Northern Cape (FSNC) Draft procedure manual on referral of RDs to court based on the length of on length of detention consulted with detention developed three regions (LMN, Western Cape and FSNC) Final draft policy Draft procedure manual on manual developed referral of terminally ill or severely incapacitated RDs to court Final draft privilege system for Remand Detainees Draft privilege system developed Final draft Draft disciplinary procedure manual for developed 3 rd Draft Policy consulted with three regions (Gauteng, Kwa. Zulu Natal (KZN), Eastern Cape) Draft procedure manual on referral of RDs to court based on the length of detention consulted with 3 regions (Gauteng, KZN, Eastern Cape) Draft procedure manual on Draft procedure referral of RDs consulted manual consulted with LMN, Western Cape with Gauteng, and FSNC) KZN, and Eastern Cape Draft privilege system consulted with LMN, Western Cape, and FSNC Draft disciplinary procedure manual for the RDs consulted with 3 4 th Final draft policy on remand detention management Approved policy procedure manual on referral of RDs to court based on the length of detention Final draft policy procedure manual on referral of terminally ill or severely incapacitated RDs Draft privilege Final draft system consulted privilege System with Gauteng, for Remand KZN, and Eastern Detainees Cape Draft disciplinary Final draft procedure manual Disciplinary for the RDs procedure 47

Programme 2: INCARCERATION Sub-Programme: Offender Management Sub Programme OFFENDER MANAGEMENT Strategic Objective Outputs Efefctive case management proccesss Justification This objective ensures that facilities are effectively administered and operated, so that overcrowding is controlled. Outcome 3: All people in South Africa are and feel safe Links Outputs Improved level of overcrowding in correctional facilities Provide an environment supportive of the rehabilitation and safety of offenders through regular classification, assessment, effective administration and operations in well maintained facilities. Performanc Baseline e Indicator (2013/14) Targets per Annum 2014/15 Percentage 30% 29% 28% of (35740/119134) (35114/1191 (33628/1200 overcrowdi 64) 99) ng in correctional facilities 2014/15 27% (33277/1232 48) 26% 25% (32055/12328 (31072/12428 7) 7) 48 2014/15

Programme 2: INCARCERATION Sub-Programme: Offender Management Programme Audited/actual performance indicator 2010/11 5. 4. 1 2011/12 Estimated Medium-term targets performance 2012/13 2013/14 Percentage 34, 87% 35, 6% 28, 7% 30% of (41240/11815 (42481/11815 (33953/1185 (35740/1191 overcrowdi 4) 4) 00) 34) ng in correctiona l centres and remand detention facilities per year in excess of official capacity 2014/15 2015/16 2016/17 29% 28% 27% (35114/11916 (33628/12009 (33277/1232 4) 9) 48) 49

Programme 2: INCARCERATION Sub-Programme: Offender Management Programme Performance Indicator Reporting period Annual Target 2014/15 Quarterly targets 1 st 5. 4. 1 Percentage of Quarterly overcrowding in correctional facilities 29% (35114/11916 4) 4) 2 nd 3 rd 4 th 29% 29% (35114/11916 (35114/1191 4) 64) 50

DCS 2014 - 2019 STRATEGY AND APP PROGRAMME Performance Information 2014/15 Annual Performance Plan Programme 3: REHABILITATION Presented by CDC Incarceration and Corrections Mr James Smalberger 51

Programme 3: REHABILITATION Strategic Objective Offenders’ personal development is improved through literacy, education and skills competency programmes Effective incarceration and rehabilitation to protect society. Offending behavior is targeted through access to correctional programmes and psychological, social and spiritual services. Offenders human development is improved through literacy, education and skills competency programmes Reduced reoffending to contribute to a safer South Africa Objective statement Provide programmes and services to offenders to increase their level of education and skills acquisition. To provide psychological, social and spiritual services to assist in the rehabilitation of offenders and their reintegration back into society. Justification This programme is gearing towards preparing offenders for the eventual release. Providing educational, correctional and skills development programmes, as well as psychological, social and spiritual care services help offenders improve their reentry into communities. Links Offender development Outcome 3, NDP Chapter 3, 9 & 12 Outcome 3: All people in South Africa are and feel safe. National Development Plan Chapter 10. Outputs Performance Baseline Targets per annum 2014/15 2015/16 2016/17 2017/18 2018/19 indicator 2013/14 Percentage of Adult education and AET AET AET offenders who training (AET) 80% 80% 80% participate in 56, 8% (11007/12509) (11007/13760) (12108/15136) (13319/16650) (14651/18315) educational (9720/17100) Further education 80% 80% 80% programmes and training (FET) (498/622) (548/684) (603/752) (663/827) (729/910) measured against mainstream the enrolment 1, 6% register per (638/39966) academic year Percentage of Skills training Skills training offenders who 50, 25% 80% 80% 80% participate in skills (4188/8334) (4287/5359) (4 716/ 5 894) (5 187/6483) (5705/7131) (6275/7844) development FET College FET College programmes 33, 90% 80% 80% 80% measured against (3525/10396) (2576/3222) (2835/3544) (3119/3898) (3430/4288) (3773/4717) the list of offenders registered for participation (enrollment register). Improve the mental Percentage of 13% 14% 15% 16% 17% 18% wellbeing, social and inmates who are (20865/157410) (21599/154278) (22910/15273) (24193/151208) (25448/149696) (26676/148199) spiritual functioning of involved in offenders psychological 52

Programme 3: REHABILITATION Programme Performance Indicator Audited/Actual performance Estimated 2010/11 performance 2013/14 2014/15 2015/16 2016/17 AET 67, 2% (11 372/16 929) FET mainstream 1, 4% (565/39 566) AET 80% (11 007/13 760) FET mainstream 80% (548/684) AET 80% (12 108/15 136) 6. 1. 1 Percentage of AET offenders who 69, 8% participate in (12 051/17 educational 273) programmes FET measured mainstream against the 12% enrolment (4 844/40 370) register per academic year 6. 1. 2 Percentage of Skills training offenders who 14, 16% participate in (5 036/35 571) skills development programmes FET college measured against the list New target – of offenders Info available registered for from 2012/13 participation (enrollment register). 2011/12 2012/13 AET 65, 4% (11 296/17 273) FET mainstream 1, 4% (546/40 370) AET 56, 8% (9720/17100) FET mainstream 1, 6% (638/39966) Medium-term targets AET 80% (10 007/12 509) FET mainstream 80% (498/622) Skills training Skills 18, 92% (7 50, 25% 28, 7% training 058/ (4188/8334) (4 872/16 954) 80% 37 303) (4 287/5 359) FET mainstream 80% (603/752) Skills training 80% (5 187/6 483) (4 716/5 894) FET college FET college New target – 33, 90% 13, 6% 80% 80% Info available (3525/10396) (2 929/21 427) (2 576/3 222) (2 835/3 544) (3 119/3 898) from 2012/13 53

Programme 3: REHABILITATION Programme Performance Indicator Audited/Actual performance Estimated 2010/11 performance 2013/14 2014/15 2011/12 2012/13 6. 1. 3 Percentag e of inmates who are involved in psycholog ical services Indicator initiated in 2012/13. No historical information 13% (20865/15741 0) 6. 1. 4 Percentag e offenders who are involved in social work services Percentag e of inmates who benefit Indicator initiated in 2012/13. No historical information 54% (40469/7551 7) 99 % (104073/1045 33) 5% improvement in the number inmates who are involved in psychologic al services against the baseline of 2012/13 57 % (98449/17271 8) Indicator initiated in 2012/13. No historical information 49, 49% (83198/1678 16) 70, 38% (106478/1512 98) 6. 1. 5 Medium-term targets 2015/16 2016/17 14% 15% (21599/1542 (22910/152 78) 735) 16% (24193/15120 8) 57 % 67 % (102732/180 (124040/18 233) 5135) 67 % (127669/1905 52) 52 % 54% 56% (81035/15583 (83310/1542 (85532/152 6) 78) 735) 57% (86189/15120 8) 54

Programme 3: REHABILITATION Programme performance indicator Reporting period 6. 1. 1 Percentage of Annually offenders who (Academic participate in year) educational programmes measured against the list of offenders registered for participation (enrollment register) per academic year 6. 1. 2 Percentage of Financial Year offenders who participate in skills development programmes measured against Academic the list of offenders Year registered for participation (enrollment register). 6. 1. 3 Percentage of Quarterly inmates who are involved in psychological Annual Target Quarterly targets 1 st 2 nd 2014/15 AET AET 80% 80% (10 007/12 509) FET FET Mainstream 80% 80% (498/622) 3 rd 4 th AET 80% (10 007/12 509) FET Mainstream 80% (498/622) AET 80% (11 007/13760) FET Mainstream 80% (548/684) Skills Training Skills 80% 80% Training (4 287/5 359) 80% (4 287/5 359) FET College FET College 80% 80% 80% (2 576/3 222) (2 835/3 544) 14% (21599/15427 8) 3, 5% (5400/154278) 55 3, 5% (5400/154278 ) 3, 49% (5399/1542 78)

DCS 2014 - 2019 STRATEGY AND APP PROGRAMME Performance Information 2014/15 Annual Performance Plan Programme 4: CARE Presented by CDC Incarceration and Corrections Mr James Smalberger 56

Programme 4: CARE Sub-programme: Nutritional Services Sub Programme: Strategic Objective statement Nutritional Services Justification To comply with international, national and departmental legislation and policies the department is obliged to provide services that will improve the nutritional status of all inmates and babies of incarcerated women through promotion of healthy lifestyles and provision of integrated and high quality nutrition services. Outcome 2: A long and healthy life for all South Africans. NDP Chapter 10. Promoting health Links Outputs Improved nutritional status Inmates are provided with appropriate nutritional services To provide inmates with appropriate nutritional services to improve their nutritional status Performanc Baseline e indicator 2013/14 Targets per annum 2014/15 2015/16 Percentage No baseline. of New therapeutic indicator diets prescribed for inmates 10% (15428/1542 78) 10% 10% (15274/15273 (15121/15120 (14970/14969 (14820/14819 5) 8) 6) 9) 2016/17 2017/18 57 2018/19

Programme 4: CARE Sub-programme: Nutritional Services Programme performance indicator Estimated Medium-term targets performance 2010/11 7. . 1 Audited/actual performance Percentage New of indicator therapeutic diets prescribed for inmates 2011/12 2012/13 2013/14 2014/15 2015/16 New indicator 10% 10% (15428/154278 (15274/1527 (15121/1512 ) 35) 08) 58 2016/17

Programme 4: CARE Sub-programme: Nutritional Services Programme performance indicator Reporting period Annual target 2014/15 Quarterly targets 1 st 7. 1. 1 Percentage Quarterly of therapeutic diets prescribed for inmates 2 nd 3 rd 4 th 10% 2, 5% 5% 7. 5% 10% (15428/154278) (3857/154278) (7714/154278) (11570/15427 (15428/1542 8) 78) 59

Programme 4: CARE Sub-programme: Health Services Sub Programme: Strategic Objective Health services Objective statement To provide inmates with health care services in order to improve their life expectancy. Justification To comply with international, National Department of Health and Departmental legislation and policies, the department is obliged to provide services that will improve the health status and life expectancy of all inmates and babies of incarcerated women, through combating HIV, tuberculosis (TB), sexual transmitted illnesses (STIs) and other acute and chronic conditions. Links Outcome 2: A long and healthy life for all South Africans. NDP : Chapter 10. Promoting health Outputs Performance Baseline Indicator 2013/14 Increase life expectancy Combat HIV and Aids and decrease the burden of diseases from TB Inmates are provided with health care services to improve life expectancy Scale up prevention interventions to reduce new HIV and tuberculosis infections Targets per Annum 2014/15 2015/16 70 % 80 % (107995 (122188/ /154278) 152735) 2016/17 90 % (136087/ 151208) 2017/18 90 % (134726/ 149696) 94% (16 577/ 17636) 95 % (19158/ 20166) 96 % (21788/ 22696) 97% 24 469/ 25 226 98% 98% 27201/ 27756 (29680/30286) 75% (4675/ 6233) 80% (4937/ 6171) 85% (5193/6109) 85% (5141/ 6048) 85 % (5089/5988) Percentage 50% of inmates (77918/155 tested for HIV 836) Percentage of inmates on antiretroviral therapy (ART) (cumulative) TB (new pulmonary ) cure rate 60 2018/19 90 % (13379/14819 9) 85 % (5038/5928)

Programme 4: CARE Sub-programme: Health Services Programme performance indicator Audited/actual performance Estimated Medium-term targets performance 2010/11 2013/14 2011/12 2012/13 2014/15 2015/16 2016/17 42, 5 % (67409/158 577) 50 % 50% (76202/15190 (77918/155 6) 836) 70 % 80 % 90 % (107995/154 (122188/1527 (136087/1512 278) 35) 08) 7. 2. 1 Percentage of 32, 65 % inmates tested (52573/ for HIV 161021) 7. 2. 2 Percentage of 98, 9% 69 % inmates on ART (8091/8178 (6095/8819) (Cumulative) ) 96 % 94% (16 (11814/12321) 577/17 636) 95 % 96 % 97% (19158/2016 (21788/22696 (24469/25226 6) ) ) 7. 2. 3 TB (new pulmonary) cure rate Indicator initiated in 2013. No historical information 80% (4937/6171) Indicator initiated in 2013. No historical informatio n Indicator initiated in 2013. No historical information 75% (4675/6233) 61 85% (5193/6109) 85% (5141/6048)

Programme 4: CARE Sub-programme: Health Services Programme performance indicator Reporting period Annual target Quarterly targets 2014/15 1 st 2 nd 3 rd 4 th 17% (26227/15427 8) 18% (27770/154278) (27771/15427 8) 7. 2. 1 Percentage of inmates tested for HIV Quarterly 70% (107995/1542 78) 7. 2. 2 Percentage of inmates on ART (Cumulative) Quarterly 95 % (19158/20166) (4790/5042) 95 % ( 9579/10083 95 % (14369/15125) 95 % (19158/20166 ) 7. 2. 3 TB (new Quarterly pulmonary) cure rate 80 % (4937/6171) 80 % (2468/3086) 80 % (3702/4629) 80 % (4937/6171) 80 % (1234/1543) 62

DCS STRATEGIC INTENT Programme 4: CARE Sub-programme: Hygiene Services Sub Programme: Hygiene services Strategic Objective Inmates are provided with appropriate hygienic services Objective statement To provide inmates with suitable hygiene services to maintain their health and personal well-being Justification To comply with international, national and departmental legislation and policies the department is obliged to provide services that will improve the health and hygiene status of all inmates and babies of incarcerated women to improve the life Links Outcome 2: A long and healthy life for all South Africans. NDP : Chapter 10. Promoting health Outputs Performanc Baseline e Indicator 2013/14 Targets per Annum 2014/15 2015/16 2016/17 2017/18 2018/19 Number of 18 manageme nt areas with contracted health care waste services 6 6 Increase life expectancy 6 63

Programme 4: CARE Sub-programme: Hygiene Services Programme performance indicator Estimated Medium-term targets performan ce 2010/11 7. 3. 1 Audited/actual performance Number of No management historical Areas with information contracted healthcare waste services 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 No historical information 11 18 6 64

Programme 4: CARE Sub-programme: Hygiene Services Programme performance indicator Reporting period Annual target Quarterly targets 2014/15 1 st 7. 3. 1 Number of management areas with contracted healthcare waste services Quarterly 6 2 nd 3 rd 4 th 1 1 2 2 65

DCS 2014 - 2019 STRATEGY AND APP PROGRAMME Performance Information 2014/15 Annual Performance Plan Programme 5: SOCIAL REINTEGRATION Presented by CDC Community Corrections Ms Pumla Mathibela 66

Programme 5: SOCIAL REINTEGRATION Sub-programme: Parole Administration Strategic Objective Effective management and functioning of correctional supervision and parole boards Objective statement Facilitate offenders’ reintegration into communities by ensuring that eligible cases submitted by case management committees are considered timely and appropriately by correctional supervision and parole boards. Justification This objective will ensure that there is effective functioning and management of correctional supervision and parole boards. Social reintegration is critical and necessary for supervision of probationers. The aim is to facilitate successful reintegration into the community. Links Outcome 3: All people in South Africa are and feel safe Outputs Performance indicator Increased percentage of cases considered by parole board Baseline 2014/15 2015/16 Percentage of 94% 95% 96% cases (42338/44878 (42634/448 (43083/ submitted by ) 78) 44878 the case management committees (CMCs) and by parole board 2016/17 2017/18 97% 98% (43 980/ (43532/4487 44 878) 8) 67 2018/19 99% (44 429/ 44 878)

Programme 5: SOCIAL REINTEGRATION Sub-programme: Parole Administration Programme Performance Indicator Percentage of cases submitted by CMCs and considered by parole boards. Estimated Medium-term targets performan ce 2010/11 8. 1. 1 Audited/Actual performance 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 No historical data: Indicator initiated in 2013/14 financial year. 94% 95% 96% 97% (42338/448 (42634/44878 (43083/ 44878 (43532/448 78) ) 78) 68

Programme 5: SOCIAL REINTEGRATION Sub-programme: Parole Administration Programme Performance Indicator Reporting period Annual target Quarterly targets 1 st 8. 1. 1 Percentage of cases submitted by CMCs and considered by parole boards Quarterly 95% 2 nd 3 rd 4 th 95% 95% (42634/4487 (10658/11219) 8) (10658/1121 (10659/11220) 9) 69

Programme 5: SOCIAL REINTEGRATION Sub-programme: Supervision Strategic Objective Probationers and parolees are rehabilitated, monitored and accepted as law abiding citizens by the communities. Promote public safety and security by providing services and intervention that will ensure that offenders placed under correctional and parole supervision adhere to their parole/probation conditions Justification The department uses parole and probation violations to determine effective reintegration of offenders into communities, and to develop and implement new measures to increase compilation to parole/probation conditions Links Outcome 3: All people in South African are and feel safe NDP Chapter 12: Building safer communities Outputs Performance Baseline Targets per Annum 2014/15 2015/16 2016/17 2017/18 2018/19 indicator 2013/14 Persons under Percentage of 79, 6% 80, 9% 81, 9% 83, 9% 84, 9% the system of parolees (38768/48703) 44247/54694 48781/59562 53771/64863 59263/70635 65307 community without /76922 corrections are violations successfully Percentage of 80% 81% 82% 83% 84% 85% reintegrated probationers (13 560/ 14211/17545 15300/18659 16470/19844 17727 /21104 19077 without 16950) /22444 violations Number of 150 500 1000 Persons (Parolees, probationers and awaiting trial persons [ATPs]) placed 70 under an

Programme 5: SOCIAL REINTEGRATION Sub-programme: Supervision Programme Performance Indicator Audited/Actual performance 2010/11 8. 2. 1 8. 2. 2 8. 2. 3 Percentage of parolees without violations Percentage of probationers without violations Number of Persons (parolees, probationers and ATPs placed under EMS 2011/12 74, 9% (28169/37609) 76, 1% (35 819/47 095) 2012/13 84, 89% (39269/4625 9) Indicator initiated in 2013/2014. No 2013/2014. historical No information historical Business case Appointment 136 and of service parolees addendum provider and were under to business pilot project EM on the case mobilisation 31 st of developed but and testing March 2013 not approved at selected community corrections offices in WC, FS/NC, EC, KZN, LMN, and GP Estimated performanc e 2013/14 Medium-term targets 79, 6% (38768/4870 3) 80, 9% 81, 9% 82, 9% (44247/5469 (48781/595 (53771/6486 4) 62) 3) 80% (13 560/16 9 50 81% 82% 83% (14211/1754 (15300/186 (16470/1984 5) 59) 4) Preparation and EM Rollout and implementat ion and placement of 500 offenders under EM 2014/15 500 71 2015/16 1000 2016/17 1000

Programme 5: SOCIAL REINTEGRATION Sub-programme: Supervision Programme performance indicator Reporting period Annual target 2014/15 Quarterly targets 1 st Increase the of Increase the parolees without of parolees violation from without 79. 9% to 80. 9% violation by (44 247/54 694) 0, 25% to 80. 15% (43837/54694) 2 nd Increase the of parolees without violation by 0, 25% to 80. 4% (43973/54694) 3 rd Increase the of parolees without violation by 0, 25% to 80. 65% (44110/54694 ) 4 th Increase the of parolees without violation by 0, 25% to 80. 9% (44247/54694) Increase the number of probationers without violation by 0, 25% to 80. 25% (14079/17545) Increase the number of probationers without violation by 0, 25% to 80. 5% (14124/17545) Increase the number of probationers without violation by 0, 25% to 80. 75% (14168/17545 ) Increase the number of probationers without violation by 0, 25% to 81% (14211/17545) Increase the number of persons (parolees, probationers 72 and ATPs Increase the number of persons (parolees, probationers and ATPs 8. 2. 1 Percentage of Quarterly parolees without violations 8. 2. 2 Percentage of Quarterly probationers without violations Increase the number of probationers without violation from 80% to 81% (14 211/17 545) 8. 2. 3 Number of Persons (parolees, probationers and ATPs placed under 500 Quarterly Award EM tender Roll-out EM

Programme 5: SOCIAL REINTEGRATION Sub-programme: Community Reintegration Strategic Objective Probationers and parolees are rehabilitated, monitored and accepted as law abiding citizens by the communities. Offenders are provided with access to restorative justice programme Objective Facilitate offender reintegration into society by creating support system and providing restorative Statement justice programmes that contribute to acceptance of offenders and healing victims within communities. Justification The objection will reduce re-offending through restored relationship between victims, offender and the community to enhance social stability Links Outcome 3: All people in South Africa are and feel safe NDP Chapter 12: Buidling safer communities Outputs Performance Baseline Targets per annum 2014/15 2015/16 2017/18 2018/19 indicator 2013/14 6/17 Persons Number of 50 80 110 140 170 200 under system parolees of community reintegrated corrections through are halfway house reintegrated partnership Number of 1750 victims/ 2000 victims/ 2250 2500 victims 2750 victims 3000 victims and 23921 victims /23921 / 23921 victims/23921 offenders who offenders /23921 offenders participated in offenders restorative justice programmes (victim 73 offender

Programme 5: SOCIAL REINTEGRATION Sub-programme: Community Reintegration Programme performance Audited/actual performance indicator Estimated Medium-term targets performanc e 2010/11 2011/12 2012/13 2013/14 Roll out 80 SLAs for six halfway houses 8. 3. 1 Number of parolees reintegrated through halfway house partnerships Indicator initiated in 2012/13: No historical informatio n Indicator initiated in 2012/13: No historical information Policy and procedure framework developed 8. 3. 2 Number of victims and offenders who participated in VOM/VOD Indicator initiated in 2012/13: No historical informatio n Indicator initiated in 2012/13: No historical information Indicator 8 VODs initiated in 2012/13: No historical information 2014/15 74 2016/17 110 2000 victims/ 23921 offenders 2015/16 140 2250 victims /23921 offenders 2500 victims /23921 offenders

Programme 5: SOCIAL REINTEGRATION Sub-programme: Community Reintegration Programme Performance Indicator Reporting period 8. 3. 1 Number of Quarterly parolees reintegrated through halfway house partnerships 8. 3. 2 Number of Quarterly victims and offenders who participate in restorative justice programmes (Victim Offender Mediation – VOM; Victim Offender Dialogue – VOD) Annual Target 2014/15 50 Quarterly targets 1 st 2 nd 3 rd 4 th 13 13 12 500 victims/ 5980 offenders 500 victims/ 5981 offenders 2000 victims/ 500 victims/ 5980 offenders 75

Programme 5: SOCIAL REINTEGRATION Sub-programme: Office Accommodation: Community Corrections Strategic Objective Offenders are provided with access to community correction services Objective Statement Enhance accessibility of community correction services by decentralizing existing community correction offices and establishing new community correction service points Justification This objective will facilitate community reintegration by promoting access to community correction services Linkages to Outcome 12/ NDP/ Outcome 3 Links Objective statement Improved administration and supervision of persons under the system of community corrections will lead to: Reduction of reoffending Crime prevention Successful reintegration Perform Baseline ance 2013/14 Indicator Targets per Annum 2014/15 2015/16 2016/17 2017/18 2018/19 Decentr alisation of commun ity correcti on services 12 community correction Service Points established within existing community correction offices Increase number of community correction service points by four Increase number of community correction service points six Increase number of community correction service points eight Increase number of community correction service points ten 211 Community Correction Offices 76

Programme 5: SOCIAL REINTEGRATION Sub-programme: Office Accommodation: Community Corrections Programme performance indicator Decentralis ation of community correction cervices Estimated Medium-term targets performance 2010/11 8. 4. 1 Audited/Actual performance 2011/12 2012/13 2013/14 Indicator initiated in 2013/14 financial year: No historical informatio n Indicator initiated in 2013/14 financial year: No historical information Approved Twelve (12) concept Community document on correction the service decentralizat points ion of established community within corrections existing services community correction offices 2014/15 77 2015/16 2016/17 Increase number of community correction service points to four per Region Increase number of communit y correction service points six per Region

Programme 5: SOCIAL REINTEGRATION Sub-programme: Office Accommodation: Community Corrections Programme Performance Indicator 8. 4. 1 Reporting period Decentralisati Quarterly on of community correction services Annual Target 2014/15 Quarterly targets Twelve (12) community correction Service points established within existing community correction offices Three (3) community correction service points established 1 st 2 nd 3 rd 78 4 th

TOTAL BUDGET ALLOCATION FOR THE DEPARTMENT 79

Overview of 2014/2015 Budget and MTEF Expenditure Estimates 2014 Audited outcomes Programmer Administration Ministry Management Corporate Services Finance Internal Audit Office Accommodation Residential Accommodation Programme Incarceration Security Operations Facilities Remand Detention Offender Management Programme Rehabilitation Correctional 2010/2011/2012 R’ 000 2012/2013 R’ 000 Adjusted budget 2013/2014 R’ 000 Medium-term expenditure estimate 2014/2015 R’ 000 2015/2016 R’ 000 2016/2017 R’ 000 2817 176 3547 465 4 655 952 5 250 679 3 622 85 3 837 078 4 103 435 24 410 653 664 960 866 1 016 374 40 453 35 154 815 682 1 639 108 876 468 53 239 38 544 767 963 1 245 978 928 636 50 136 28 011 1 071 672 1 342 648 1 050 355 69 083 30 940 1 024 926 1 476 569 939 552 95 115 32 630 1 076 597 1 567 715 1 009 733 90 928 34 622 1 158 553 1 707 429 1 041 135 98 168 1 01 701 1 440 606 1 624 272 1 686 910 55 753 560 155 63 528 19 708 21 761 423 2 000 0 9120 661 9782 808 10 994 780 1 1 52 069 12 299 037 12 924 848 13 708 685 4 389 716 2 795 33 597 261 4 742 644 2 940 033 599 967 5 746 233 5 677 192 3 380 091 3 510 503 247 599 708 188 6 230 045 3 676 234 741 141 6 550 543 3 843 664 781 687 6 961 329 4 038 542 853 420 1338 351 1 500 165 1 620 857 1 631 186 1 650 879 1 748 954 1 855 394 752 737 808 152 841 626 1 077 287 1 165 763 1 237 000 1 333 451 80

Programme Audited outcomes Adjusted budget Medium-term expenditure estimate 2010/2011/2012/2013/2014/2015/2016/2017 R’ 000 R’ 000 512 709 535 738 556 181 670 438 739 355 772 502 842 110 217 447 245 966 258 112 353 575 368 479 403 422 426 233 1 416 920 1 482 991 1 668 873 1 667 008 1 747 226 1 852 168 1 938 852 Nutritional Services 815 929 828 798 1 004 001 875 637 923 163 974 954 1 022 173 Health Services 507 708 518 867 584 311 657 221 693 978 748 213 779 723 93 283 135 326 80 561 134 150 130 085 129 001 136 956 591 349 655 385 668 637 802 415 886 230 944 177 996 471 58 374 64 948 62 980 102 732 110 513 118 324 126 116 492 456 546 083 552 516 625 195 692 218 738 039 777 612 18 579 21 317 33 537 39 488 41 459 43 588 46 074 21 940 23 037 19 604 35 000 42 040 44 226 46 669 Offender Development Psychological, Social and Spiritual Services Programme Care Hygienic Services Programme Social Reintegration Parole Administration Supervision Community Reintegration Office Accommodation: 81