PRESENTATION FOR THE PORTFOLIO COMMITTEE WORKSHOP Presented by

PRESENTATION FOR THE PORTFOLIO COMMITTEE WORKSHOP Presented by: Acting CDC: Central Services 1

Strategic Objective – Central Services • To ensure effective, legally sound, policy compliant and corruption free management of Correctional Services; and effective knowledge management through improved communication, information management systems and information and communication technology solutions and services in order to ensure information driven decision making. • To realise this objective Central Services has the following chief directorates: – Government Information Technology Office (GITO); – Legal and Special Operations (LSO); – Policy Coordination and Research (PCR); – Inter-Governmental Relations (IGR); and – Communication (Comm). 2

CENTRAL SERVICES STRUCTURE 3

THE ROLE OF THE CHIEF DIRECTORATE: LSO Provide legal support to the Department. Investigate Corruption, Fraud, Theft and serious maladministration (in terms of section 95 of the Correctional Services Act 111 of 1998) Enforcement of Disciplinary Code (in terms of section 95 of the Correctional Services Act 111 of 1998) RISKS MANAGED BY CHIEF DIRECTORATE Management of litigation Chairpersons & initiators not complying with disciplinary codes. Fraud Prevention & Corruption prevention 4

THE ROLE OF THE CHIEF DIRECTORATE: GITO • Implementation of Master Information Systems Plan (MISP) • Support the department’s IT Infrastructural needs • Support in implementing actions of the integrated Technology Strategy • Implement Open Source Software (OSS) Initiatives RISKS MANAGED BY CHIEF DIRECTORATE • Lack of back up power system. • Unstable SITA networks • Compromising of IT Security • Inadequate basic IT Infrastructure 5

Key Projects: GITO • Master Information Systems Plan (MISP) Implementation: – Remand Detainee and Offender Management System (RDOMS) – Project Phetogo - Integrated Corporate Services System (ICSS) – Cluster & Parliamentary Liaison Management System (CPLMS) – National Contact Centre (NCC) – Electronic Document & Records Management System EDRMS – Project Lesedi – Integrated Legal System 6

Challenges - GITO • Quality of service SITA network • High Pricing on services from SITA • Inadequate budget allocations • High reliance on SITA to source and pay consultants 7

THE ROLE OF THE CHIEF DIRECTORATE: PCR • • • DIRECTORATE POLICY AND PROCEDURE COORDINATION : Overall coordination of policy and procedure development and alignment, policy & procedure audit, provision of support and assistance to branches, capacity building in policy development, review, analysis, implementation and monitoring. 1 DIR, 2 DDs (Policy Alignment & Policy Coordination) • • DIRECTORATE RESEARCH: Determine research needs/agenda, promote partnership, support to branches, commission research, manage partnership research dissemination of findings, capacity building and process research applications • • DIRECTORATE INFORMATION MANAGEMENT: Determine information needs, promote access, utilization of information, promote availability of accurate & comprehensive information, promotion of public access to information (PAIA), records management and resource centre management. 8

POLICY COORDINATION AND RESEARCH: PROJECTS PPC: • Training in policy development, implementation and monitoring: senior and Co. E managers trained in 2007/2008 FY • Policy development & alignment with White Paper & other prescripts: Coordination of completion of all policies and procedures- challenge delay in finalization of policies & procedures by some branches. Quarterly audit report released • Development of corporate dictionary completed • Development of policy implementation and monitoring framework completed • • Policy debates – policy and research forum Repealing of Orders: process commenced 9

POLICY COORDINATION AND RESEARCH: PROJECTS IM • File Plan: approved by NA • Records management audit and compilation of records destruction register: final phase • PAIA : DIOs trained, Section 14 Manual reviewed, website created & reports to Do. JCD and SAHRC • EDRMS-Electronic document & records management system: service provider appointed, clean-up project started in pilot sites. • Data integrity : Ho. CC system, data audit and training : improvement in data integrity. • MIS awareness: utilization and access • Information Plan: determining information needs of branches and regions a challenge: user forum difficult to convene due to unavailability of managers. 10

POLICY COORDINATION AND RESEARCH: PROJECTS Resource centre: Relocation of head office library with DPW support commenced • Libraries in regions: task team set, structures identified. • Partnership established with National Library for the Blind & material provided for DCS • Policy & procedure being finalised • Need for integrated resource centre services for staff & offenders RESEARCH REC: Quarterly meetings, approval of research applications( academic & institutional projects), Monitor partnership projects • IJSRCC: DCs coordinates IJS research activities to lay foundation for cluster research( protocol for information sharing, audit of research capacity in depts. & development of cluster research database). Quarterly IJSRCC meetings & reports to DEV. COMM. SAPS and NPA research capacity audited, protoclo presented to DEV. COMM 11

POLICY COORDINATION AND RESEARCH: PROJECTS • Re-offending: best practice report presented to Dev. Comm. Testing of measurement of re-offenders using information from CRC (SAPS) • Monitoring of Act: DCS/OSF/UWC project: to develop monitoring tool, in third year, field work completed, data analysed, institutionalization of project. • Parole Board evaluative research: in planning phase • Other projects: Organisational culture data collection started, TB screening in JHB continuing, Child killings by Presidency completed. ARV project in Baragwanath Hospital 12

Challenges and risks - PCR • • Lack of capacity to conduct research Inadequate budget for research Research not meeting strategic needs of DCS Managing partnership research Business responsibility in information management (data integrity) Lack of staff, current structure has no PAIA posts, only one person for the Information resource centre Lack of skills in IM- business analysis Policy & procedure completion delay Risks managed by PCR • Lack of comprehensive and accurate data 13

THE ROLE OF THE CHIEF DIRECTORATE: IGR • Consolidation of DCS involvement in South African Development Committee (SADC) and multilateral processes. – Develop strategies, policies and procedures for engagements in Bilateral relations on the African continent and at the International level. – Identify relevant international organisations and develop relations with them. 14

THE ROLE OF THE CHIEF DIRECTORATE: IGR • Consolidate bilateral relations on the African Continent and participate in Post-Conflict Reconstruction and Development (PCRD) – Identify areas of delivery in signed bilaterals and monitor progress on them. – Identify post-conflict areas and develop strategy for engagement. – Convene workshop for senior DCS officials on IR engagements 15

THE ROLE OF THE CHIEF DIRECTORATE: IGR • Promote the active and effective participation of DCS in delivery on Justice, Crime Prevention and Safety (JCPS) priorities. – Identify senior officials to represent DCS in JCPS and Social Sector – Submit reports to Commissioner on delivery by DCS • Enhance compliance with Parliamentary deadlines and improved quality in answering Parliamentary Questions and presentations. 16

THE ROLE OF THE CHIEF DIRECTORATE: IGR – Co-ordinate oversight visits. Accompany Parliamentary Committees on oversight visits. – Management of Parliamentary Questions and presentations • Coordinate work and tasks identified re Chapter Nine Institutions, Institutions supporting democracy and institutions responsible for oversight of DCS – Co-ordinate responses to questions that relate to regions and management areas. Obtain and analyse reports emanating from these bodies 17

IGR Key Projects • Setting up of the ACSA Secretariat • Effective participation in SADC PSSC • Joint SADC Corrections HR Development and Training • Joint DCS/UNISA Sudan Prisons Cooperation • Joint DCS/UNISA Training of Zambian Parole Board officials 18

IGR Key Projects • Meeting of ACSA Heads of Corrections • Mainstreaming Corrections in Local and Provincial Government level. • Implementation of Operation Masibambisane • Implementation of the electronic Cluster and Parliamentary Liaison Management System (CPLMS) 19

IGR Risks • Unplanned International Trips • Long Approval Route List • Unnecessarily Big Delegations for Trips • Structural Misalignment of IGR • Location of Chief Directorate • Integrity of Information for the GPOA • Information for GPOA not provided on time • Implementation of Operation Masibambisane 20

IGR Successes • ACSA Launch • Hosting of the Inaugural MINCAC • Country coordination of the UNCCPCJ • Setting up of SADC Corrections/Prisons Sub-Sub • SUDAN Prisons Officials training • Trip to UK and Denmark – Sourcing International Best Practice, 7 Days Establishment • Improved Presentation of the GPOA • Timely Response to Parliamentary Questions • Development of CPL Management System (CPLMS) 21

THE ROLE OF THE CHIEF DIRECTORATE: COMMUNICATION • Develop and deliver on DCS Communication Strategy. – Develop and facilitate implementation of DCS overarching communications strategy. – Develop and coordinate implementation of project based communication strategies in consultation with project leaders of strategic priority projects. – Coordinate organisation of the Corrections Week, mobilise all sectors for participation and optimise communication internally and externally. 22

THE ROLE OF THE CHIEF DIRECTORATE: COMMUNICATION – Develop and implement DCS Budget Vote speech comm. strategy incl. of viewing on big screens, reg & MA izimbizo, discussions and Publish in various print, broadcasts and e-communication forms (internet, intranet, DVDs etc. ). – Intensify internal communication with staff & offenders – with izimbizo, SA Corrections. – Develop and implement Media strategy (multi-year with yearly Programme of Action (POA)) 23

THE ROLE OF THE CHIEF DIRECTORATE: COMMUNICATION – Drive Good News Generation Campaign implementation (should focus on enhancing the mandate of DCS) – Multi-pronged media relations management targeting individual & forums – Develop a stakeholder relations strategy with a programme of action for adoption and implementation – Develop an integrated Marketing & Comm. Strategy, consultation and rollout with specific funding 24

THE ROLE OF THE CHIEF DIRECTORATE: COMMUNICATION – Facilitate establishment and effective management of a National Contact Centre • Deliver on DCS signage and branding – Facilitate the DCS signage in regions and ensure adherence to Corporate ID manual. Quarterly reporting on the delivery. – Build and effectively participate in various marketing and advertising forums established by Government Communication and Information Systems (GCIS) and by DCS. 25

THE ROLE OF THE CHIEF DIRECTORATE: COMMUNICATION • Deliver on DCS Corporate ID Strategy – Enhanced professionalism in management of DCS events and protocol services to Apex leadership of DCS 26

Key projects - Comm. Internal Communication strategy for officials and offenders inclusive of: SA Corrections – still bi-monthly DCS TV and Radio concept OSD and 7 -day establishment Organisational Culture Survey Towards SA Corrections Association (making stakeholders’ JTT work) Media strategy development and rollout (issue management notes) Good news Generation & institutionalised media relations Image Turn around Campaign Familiarity campaign (essentially an IC & media programme) Corrections Contact Centre (internal & external launch) Upgrading of the website and enhance other e-marketing platforms Payoff line campaign Branding campaign / signage Key campaigns include: Budget Vote Speech (evaluation report) Corrections Week (incl. Africa Corrections/prisons Day) Operation Vala campaign Government Izimbizo 27

Successes – Comm. • • • Communication strategy framework adopted and used. Key supporter of all branches’ events and projects: ACSA, CEA, National Events, budget vote speech, writing of speeches, etc. Finalised Image Turn Around Campaign strategy - approved SA Corrections: reliably published. Corrections Week: Successfully organised. Operation Vala: received great publicity and continues to improve Celebration of 15 Years of Freedom - media campaign incl. supplement and ALS of SABC in Mar 2009. Production of video and print products on/for all major projects/events Exhibitions in national/provincial shows winning platinum and gold medals: Rand / Pretoria / Royal / Rustenburg Shows etc. 28

Challenges and risks – Comm. Challenge/risk Intervention Submission of a bid for appropriate financing of the IMAGE TURN AR • Exploring alternative financing incl. bill boards in strategic centre Serious budgetary constraints • Partnering with stakeholders to share and reduce costs • Cost cutting measures and decentralise funding for communica HR capacity challenges Request part lifting of moratorium to fill certain critical vacancies inclu Training of existing personnel and tightening the PMDS system throug Identify funded & critical vacancies – Ensure communication budget improved Effective coordination within DCS A structure led by the Chief of Staff with DM’s office, National Commis 29

Current (Original) Budget: Legal & Special Operations Responsibility Compensation of Employees Goods & Services Machinery & Equipments Communication Serv DC: LSO R 1 100 000 R 200 000 R 15 000 R 3 500 Dir: LS R 4 202 000 R 13 505, 700 - R 2 000 Dir: DIU R 4 890 000 R 224 060 R 78 900 R 2 000 Dir: CE R 2 396 000 R 183 600 R 68 000 R 2 000 Actual Budget: Legal & Special Operations Responsibility DC: LSO Compensation of Employees Goods & Services Machinery & Equipments Communication Serv R 94 760. 77 R 129 383. 25 - R 883. 20 Dir: LS R 1 769 863. 88 R 8 876 162. 46 - R 1 930. 96 Dir: DIU R 1 708 799. 58 R 351 592. 10 - R 1 888. 25 Dir: CE R 934 868. 46 R 550 751. 22 - R 634. 55 30

Current (Original) Budget: Intergovernmental Relations Responsibility Compensation of Employees Goods & Services Machinery & Equipments Communication Servi DC: IGR R 1 100 000 R 200 000 - R 3 500 Dir: IR R 1 831 000 R 3 682 000 - R 2 000 Dir: CPL R 1 495 000 R 778 500 - R 2 000 Actual Budget: Intergovernmental Relations Responsibility Compensation of Employees Goods & Services Machinery & Equipments Communication Servi DC: IGR R 318 238. 43 R 59 047. 02 - R 993. 06 Dir: IR R 689 209. 96 R 1 447 870. 53 - R 1 996. 10 Dir: CPL R 163 048. 61 R 59 632. 56 R 489. 30 31

Current (Original) Budget: Policy Coordination & Research Responsibility Compensation of Employees Goods & Services Machinery & Equipments Communication Servi DC: PCR R 1 000 R 200 000 - R 3 500 Dir: IM R 5 487 000 R 3 682 000 R 60 000 R 2 000 Dir: PPC R 1 325 000 R 500 000 R 36 800 R 2 000 Dir: Research R 2 357 000 R 1 052 000 - R 2 000 Actual Budget: Policy Coordination & Research Responsibility Compensation of Employees Goods & Services Machinery & Equipments Communication Servi DC: PCR R 413 338. 75 R 21 087. 34 - R 244. 55 Dir: IM R 987 083. 87 R 522 957. 07 - - Dir: PPC R 502 299. 83 R 1 637. 37 - R 499. 99 Dir: Research R 846 381. 87 R 948. 31 - R 220. 00 32

Current (Original) Budget: Communication Services Responsibility Compensation of Employees Goods & Services Machinery & Equipments Communication Servi DC: Comm R 900 000 R 220 000 - R 3 500 Dir: IC&MP R 4 094 000 R 1 188 000 - - Dir: M&P R 653 000 R 2 563 100 - R 2 000 Dir: PESRM R 553 000 R 692 000 - R 2 000 Actual Budget: Communication Services Responsibility Compensation of Employees Goods & Services Machinery & Equipments Communication Servi DC: Comm R 362 991. 75 R 71 648. 11 - R 497. 50 Dir: IC&MP R 223 938. 32 R 226 838. 23 - - Dir: M&P R 187 761. 83 R 868 638. 20 - - Dir: PE&SRM R 116 300. 68 R 1 099 313. 78 - - 33

Current (Original) Budget: GITO Responsibility Compensation of Employees Goods & Services Machinery & Equipments Communication Serv DC: GITO R 800 000 R 200 000 - R 3 500 Dir: CRM R 1 907 000 R 86 212 000 R 1 572 750 R 2000 Dir: SD R 2 338 000 R 29 035 200 R 3 682 000 R 2 000 - R 84 212 000 R 48 177 350 - MISP Actual Budget: GITO Responsibility Compensation of Employees Goods & Services Machinery & Equipments Communication Servi DC: GITO R 341951. 33 R 73 550. 08 Dir: CRM R 860 704. 73 R 13 322 257 Dir: SD R 865 397. 47 R 642 422. 71 R 106 372. 89 R 1 619. 05 - R 862 397. 40 R 39 132 498 - MISP R 1 572 700 R 497. 30 R 997. 20 34

Current (Original) Budget: Other Projects Responsibility Compensation of Employees Goods & Services Machinery & Equipments Communication Serv SIU - R 12 000 - - JALI - R 600 000 - - MISP - R 84 212 000 R 48 177 350 - Actual Budget: Other Projects Responsibility Compensation of Employees Goods & Services Machinery & Equipments Communication Servi SIU - R 11 333 728 - - JALI - R 1 342. 32 - - MISP - R 862 397. 40 R 39 132 498 - 35

THANK YOU Together we can do more and better to break the cycle of crime 36