Department of Correctional Services Strategic Plan For ... · Department of Correctional Services |...

Department of Correctional Services Strategic Plan For 2008/09 – 2012/13

… from every official becoming a rehabilitator and every prison becoming a correctional centre - a place of new beginnings - to every offender becoming a nation server through

correction.

Department of Correctional Services | Strategic Plan 2008/09 – 2012/13 1

Department of Correctional Services | Strategic Plan 2008/09 – 2012/13

TABLE OF CONTENTS

1. Foreword by the Minister of Correctional Services, Mr. N Balfour

2. Overview of the Strategic Plan by the Commissioner of Correctional Services

3. Departmental Vision, Aim and Mission

4. Constitutional, legislative functional and policy mandate

5. Broad policies, priorities and strategic goals

6. Departmental Core Values

7. Programme purpose, measurable objectives and key departmental objectives

8. Proposedacquisitionoffixedplancapitalinvestments,rehabilitationand maintenance of physical assets

9. Multi-year projections of income and projected received from the sale of assets

10. Information Systems for managing the programmes for achieving goals and objectives

11. Responsibilities to Members

12. ExternalRelationships

13. Service Delivery Range

14. Programme Performance

15. Acronyms

4-5

6-7

8

8

8-9

9-10

10

11-13

13-14

15

33

34

35

36-108

109-110


FOREWORD BY THE MINISTER OF CORRECTIONAL SERVICES,MR BMN BALFOUR

We hAVe CONCluDeD ANOtheR FINAN-CIAl yeAR 2007/08 and having done that we had to look back and review how we have per-

formed as a Department. Our review process was an in-tense one as the department took stock. From our review, it was clear that, for us to turn the tide we had to be honest as to how we performed and be realistic in terms of how we move forward. A number of very important initiatives have taken place in the last financial year and these initiatives are cornerstones of what will happen in years to come. Let me firstly indicate that we appreciate feedback from parliament and our partners (NGOs). The department has not just ac-knowledged the feedback but has acted upon it. During our last appearance in presenting the Strategic Plan for 2007/08 - 20011/12, Parliament indicated that our plan seems to be good but had a concern about how realistic the plan is. A number of submissions from NGOs pointed to the fact that many of our indicators are either not realistic or simply un-achievable. The Department has undertaken the task of ensuring that these matters are addressed through a project

aimed at improving Performance Information. However, let me hasten to mention that this is a project that will only be completed during this financial year. What the department is currently involved in is ensuring that our strategic plan is indeed able to deliver on its indicators. This has involved developing indicators that fulfill the criteria of measurability, achievability, time-bound and simple but more importantly to ensure that they make sense to those who deliver them.

Now this brings me to my second point, which is, ensuring that indicators are useful to those who deliver them. To achieve this, the department has revised the planning pro-cess to ensure involvement of critical role players – those at operational level. Thus, our planning processes have taken a strong operational input. This means that, while the departmental apex leadership and management ensures it provides strategic direction, the operational level, viz the management areas, will take centre stage on matters of op-erational planning. Therefore, while head office focuses on monitoring and impact analysis, the operational level will focus on delivery.

The third critical aspect that will ensure that we deliver is for us to understand what we are talking about. Part of the criticism of our plan is that we tended to mix performance indicators and targets and this caused complications when trying to operationalise the strategic plan. From the Strate-gic Plan we have developed a Business plan for Year 1 (in essence a departmental operational plan) thus separating strategic issues from operational ones. This process that started in 2007/08 has allowed us to clearly translate strate-gies into operationalisable indicators.

An important and integral part of our work is to deliver on government programmes and projects. During 2007/08, the department identified key Strategic projects to deliver on within the timeframe of this strategic plan, although some would go beyond. These projects are on track. The Apex priorities of government have been integrated in the strate-gic plan and in order to ensure delivery, clear responsibilities have been identified and deliverables clearly defined. Al-ready, the department had started delivery on some of the apex priorities.



The financial year 2007/08 was not a particularly easy ride but I must state that there were demonstrable im-provements such as reducing escapes, finalisation and implementation of the Integrated Human Resource Strat-egy, accreditation of at least 10 centers for provision of ARVs. It must however be noted that the Qalakabusha escapes, attempted escapes at Pretoria awaiting trial centre and corruption and collusion between officials and inmates put a damper on our efforts to achieve our objectives. But I remain relentless in dealing with es-capes, corruption and ill-discipline. Building on the an-nual festive season security planning, Operation Vala, launched in 2006/07 has become a permanent feature of our security plan around the festive season.

The public service strike of 2006/07 had very little im-pact on us partly because the department has taken a stance to recognise officials as key to our work. The interim promotions, labour forums and the implementa-tion of Occupation Specific Dispensations are some of our initiatives that say we are not paying lip service to our commitment to our members. So part of this plan is delivery for personnel.

Over the last few years, we have placed emphasis on rehabilitation and reintegration of offenders. In this plan, the services towards inmates are clearly spelt out and have in fact been elevated to strategic projects. The phased-in implementation of the Offender Rehabilitation Path and Social Reintegration are projects towards ser-vices for offenders.

The ongoing challenge for DCS is overcrowding. The department has put in place a plan to build centers to ac-commodate an extra 18 000 inmates. This will indeed bring much required relief to our overcrowded facilities. However, I must warn that the constant inflow of inmates into our facilities may impact negatively on these plans. It is thus critical that we ensure, as a collective, that we put equal emphasis on other measures to address over-crowding, already in place are such efforts as the Man-agement of Awaiting Trial Detention (MATD) project, the rollout of the video arraignment project, optimised use of provisions in the Criminal Procedure Act to alleviate over-crowding and marketing of social reintegration. This, as I indicated is a collective effort, and I believe, judging by trends in inmate population, which show that every time we put an extra effort, there is a difference made in the offender population.

We have and continue to commit to deliver on our plans and this plan and the changes I spoke about earlier are evidence of this commitment.

.........................................................................BMN Balfour (MP) Minister of Correctional Services


OVERVIEW OF THE STRATEGIC PLAN BY THE COMMISSIONER OF CORRECTIONAL SERVICES, MR VP PETERSEN

t he DePARtMeNt OF CORReCtIONAl SeR-VICeS continues to make improvements in order to ensure effective and efficient service delivery. This

Strategic Plan reflects these intended improvements. One of the most critical areas is improving on Performance Infor-mation. During 2007/08, Treasury selected the Department as one of the five departments for the pilot of the Framework for Managing Programme Performance Information. This process will assist in developing performance indicators and improving on their delivery. As a starting point, sev-en performance indicators under Corrections and Security programmes were selected, and with the assistance of the Technical Assistance Unit (TAU), improvements were made on them. This process will be extended to cover all other programmes in the next financial year. The process of de-veloping the Monitoring, Evaluation and Reporting system will also contribute towards improving on service delivery and reporting processes.

In addition to this, the department identified five projects, aligned to government priorities, for service delivery im-provement in the 2007/08 financial year and beyond. To ensure delivery on these projects the department has es-tablished the Project Management Directorate to provide support to the projects. The reduction in audit queries in re-lation to Performance Information is evidence that the DCS has committed itself towards excellence.

The process of aligning the organisation structure to func-tion is another important venture undertaken by the DCS to enhance delivery. When I took over the reigns as Com-missioner for Correctional Services, I set myself a task of enhancing on the work already done, but more importantly to move the department beyond planning processes. It is pointless to plan and not execute these plans, and this re-quires that resources are allocated properly, that priorities are clearly identified, that we build the requisite capacity and that we develop a Monitoring, Evaluation and Report-ing ethos. This plan is therefore focussed on strengthening delivery. As I indicated earlier, the task on improving on our work is a continuous one but is also a challenging task. Some of the challenges relate to improvements on perfor-mance indicators beyond the pilot project, develop region-specific operation plans and enhance planning processes at operational level, improve risk management and compli-ance, curbing violent escapes through training of security officials and vetting of officials in critical posts and improving on retention and recruitment of personnel.

It is important to reflect on a number of gains made by the department during 2007/08. Our relationship with the unions has improved, the reduction in escapes, the finalisation and the launch of the Integrated Human Resource Strategy, the increased number of sites accredited for provision of ARVs, filling up of all posts at CDC level (in the meantime a vacan-cy has been created by the retirement of CDC Development and Care) and development of a comprehensive framework and policy on social reintegration were some of the achieve-ments made. Our relationship with the JCPS cluster in re-lation to the management of awaiting trial detainees and various efforts within the department are beginning to pay



dividends, albeit at a slower pace than we would have liked. DCS’s role in the transformation of the Conference of the Eastern, Southern and Central African Heads of Correc-tional Services (CESCA) will remain crucial, particularly as penal reform continues to be an area that requires much attention in the continent

This Strategic Plan will ensure ongoing delivery for the period 2008/09-2012/13. Among other areas, the plan will ensure delivery on identified priority projects; inmate development and rehabilitation; tightening security; per-sonnel well-being and development; physical infrastruc-ture; relations between DCS and partners that include government departments; civil society organisations; organisations within the continent and beyond; improve-ments in supply chain management and asset manage-ment and; our communication strategy both externally and internally.

sation for Correctional Officials will afford many officials an opportunity for upward mobility. These are some of the efforts to ensure that this plan is realisable.

In conclusion, it is going to be critical for the department to apply its mind to the many developments taking place in South Africa and what the implications of this are. The 2010 World Cup is around the corner and the magnitude of the event will require some serious thinking on DCS’s role in events leading to 2010 and beyond.. The chang-ing crime patterns mean changes in inmate population and what impact this has on our planning processes. The DCS needs to keep abreast with policy develop-ments and our processes in the area of policy must be responsive to the environment outside DCS. Finally, as I mentioned earlier, planning without execution is point-less, and our Business Plan, presented here provides basis for us to plan, execute and measure.

The DCS recognises that one of its key assets is its per-sonnel. The department has made numerous efforts towards recognising the role officials play in delivering on its mandate, which including the interim promotions process. During this financial year, the department will build on the inaugural event of holding an Excellence ...................................................................... Awards Ceremony to recognise and reward personnel. Mr. VP Petersen The implementation of the Occupation Specific Dispen- Commissioner of Correctional Services


Departmental Vision, Aim and Mission

4.1 Vision To be one of the best service providers in the world by delivering correctional services with integrity and commit-ment to excellence.

4.2 Aim The aim of the Department of Correctional Services is to contribute towards maintaining and protecting a just, peaceful and safe society, by enforcing court-imposed sentences, detaining inmates in safe custody, whilst maintaining their human dignity and developing their sense of social responsibility and promoting the general development of all inmates and persons subject to com-munity corrections.

4.3 Mission Placing rehabilitation at the centre of all Departmental ac-tivities in partnerships with external stakeholders, through:

• The integrated application and direction of all Depart-mental resources to focus on the correction of offend-ing behaviour, the promotion of social responsibility and the overall development of the person under cor-rection;

• The cost-effective provision of correctional facilities that will promote efficient security, correction, care and development services within an enabling human rights environment;

• Progressive and ethical management and staff prac-tices within which every correctional official performs an effective correcting and supportive role.

Constitutional, legislative, Functional and Policy Mandates

The Strategic direction of the Department for the medium term is guided and informed by numerous policies, includ-ing the:

• Basic Conditions Of Employment Act (No 75 of 1997)

• Compensation For Occupational Injuries And Dis-eases Act (No 130 of 1993)

• Constitution of the Republic of South Africa, (No. 108 of 1996)

• Criminal Procedure Act (No 51 of 1977) • Correctional Service Act, (No. 8 of 1959) • Correctional Service Act, (No. 111 of 1998) • Employment Equity Act (No 55 of 1998) • Labour Relations Act (No 66 of 1995) • Mental Health Act (No 17 of 2003) • National Crime Prevention Strategy (1996) • National Education Policy Act. (No 27 of 1996) • National Health Act (No 61 of 2003) • Occupational Health and Safety Act (No 85 of 1993) • Preferential Procurement Policy Framework Act (No

5 of 2000) • Promotion of Access to Information Act (No 2 of

2000) • Public Finance Management Act, (No. 1 of 1999); • Public Service Act, of 1994) • Public Service Regulations, 2001 • SITA Act (No 88 of 1998) • Skills Development Act, (No. 97 of 1998) • South African Qualifications Authority Act, (No. 58 of

1995) • Treasury Guideline 2002 • Treasury Regulations for departments, trading enti-

ties, constitutional institutions and public entities, as amended 2005

• White Paper on Corrections (2005) • White Paper on Human Resources In Public

Services (1997)

Broad Policies, Priorities and Strategic Goals

6.1 Amendment of the Correctional Services Act A critical element in the delivery of correctional services is the alignment of the White Paper on Corrections and the Correctional Services Act. The process of amend-ing the Act began shortly after the adoption of the White Paper in 2005/06 and picked up during 2007/08. El-ements of the amendment include alignment of defini-tions, to make further provision for the manner in which correctional centres are managed; and to authorise the National Council on Correctional Services to determine, under certain conditions and against an Incarceration Framework, the period before an offender may be placed on parole.



6.2 Implementationof theOccupationSpecificDispensation A critical new development is the implementation of the Occupation Specific Dispensation (OSD) for Correc-tional Officers. The dispensation will be determined by the enhanced and refined job of the correctional officer will provide an opportunity for personnel to move upward into different streams.

6.3 Infrastructural Development In order to ensure that physical infrastructure supports safe and secure custody, the department is in the pro-cess of increasing bed capacity from the current 114 000 to 134 500 in 2010/11 through the construction of 6 new correctional centres (including five PPPs) by 2010/11. The construction of the Kimberley correctional centre commenced during November 2006. The department will also be increasing improvement and maintenance of correctional centres from 89 in 2008/09 to 241 in 2010/11. The process of optimisation of existing facilities for utilisation of low risk category offenders is in progress and is expected to be completed in February 2009.

6.4 human Resource Management A major challenge in terms of personnel for the depart-ment is the attraction and retention of scarce skills, mainly health professionals, psychologists and artisans who are central to the implementation of a rehabilitation-centered strategic direction and key professional support staff such as IT personnel, legal personnel, and inter-nal audit personnel. The Integrated Human Resource Strategy has been developed to address, among other things, the retention and recruitment of scarce skills.

6.5 Seven Day establishment A critical area for the department is the implementa-tion of the seven day establishment. The 7 Day Work Week is aimed at improving service delivery by allowing compliance with the requirements of the White Paper in terms of provision of rehabilitation programmes within the structured day of the offender. This will make it pos-sible for essential services to be provided 7 days of the week and 24 hours of the day.

6.5 Improving Delivery Of health Services to In-mates DCS will intensify interventions at improving health care

services for offenders including the provision of Anti-retrovirals. At the end of 2007/08, the department had secured accreditation for 12 facilities. The DCS will continue to facilitate access for offenders to antiretroviral treatment by identifying Correctional Centres that meet the minimum criteria for accreditation as Comprehensive Prevention, Care, Support and Treatment Centres.

Departmental Core Values

7.1 Development • Enablement and empowerment • Faith in the potential of people • Providing opportunities and facilities for growth

7.2 Integrity • Honesty • Disassociating yourself from all forms of corruption

and unethical conduct • Sound business practices

7.3 Recognition Of human Dignity • Accepting people for who they are • Humane treatment of offenders • Recognizing the inherent human rights of all people

7.4Efficiency• Productivity • The best work methods • Excellent services

7.5 Accountability • Desire to perform well • Accepting accountability for your behaviour • Commitment

7.6 Justice • Fair treatment • Justice for all • Fairness and equality before the law

7.8 Security • Safety of employees, offenders and the community

7.9 equity • Non-discrimination • Affirmative action


• Gender equality • Integration of disability issues

Programme Purpose and Measurable Objectives

Aim The aim of the Department of Correctional Services is to contribute to maintaining and protecting a just, peaceful and safe society, by enforcing court-imposed sentences, detaining inmates in safe custody while maintaining their human dignity and developing their sense of social re-sponsibility, and promoting the general development of all inmates and persons subject to community corrections.

Programme Purpose And Measurable Objectives Programme 1: Administration Purpose: Provide the administrative, management, finan-cial, ICT, research, policy co-ordination and good gover-nance support functions necessary for all service delivery by the department and in support of the functions of the Ministry.

Programme 2: Security Purpose: Provide safe and healthy conditions for all per-sons incarcerated, consistent with human dignity, and thereby provide security for personnel and the public. Measurable objective: Prevent persons incarcerated from participating in criminal activities and escaping, by provid-ing an environment that ensures the safety of all persons entrusted to the department’s care as well as the safety of the public.

Programme 3: Corrections Purpose: Provide needs-based correctional sentence plans and interventions, based on an assessment of the security risk and criminal profile of individuals, targeting all elements associated with offending behaviour, and focus-ing on the offence for which a person is sentenced to cor-rectional supervision, remanded in a correctional centre or paroled.

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

Programme 4: Care Purpose: Provide needs-based care programmes and services aimed at maintaining the personal well-being of incarcerated persons in the department’s care. Measurable objective: To ensure the personal well-be-ing of incarcerated persons by providing various needs-based services.

Programme 5: Development Purpose: Provide needs-based personal development programmes and services to all offenders.Measurable objective: Provide needs-based education-al, skills and other development-related programmes,to facilitate the reintegration of offenders into communi-ties.

Programme 6: Social Reintegration Purpose: Provide services focused on offenders’ prep-aration for release, their effective supervision after re-lease on parole, and on the facilitation of their social reintegration into their communities. Measurable objective: To provide needs-based pro-grammes and services to offenders to facilitate their social acceptance and effective reintegration of offend-ers into their communities

Programme 7: Facilities Purpose: Ensure that physical infrastructure supports safe and secure custody, humane conditions, and the provision of corrective services, care and development, and general administration.Measurable objective: Provide facilities to support the department in its core functions of security, corrections, development and care and social reintegration.



ProposedAcquisitionofFixedPlanCapitalInvestments,RehabilitationandMaintenance of Physical Assets

Facilities: Measurable Objective: Provide facilities to support the department in its core functions of security, corrections, develop-ment and care and social reintegration. FixedPlannedCapitalInvestment:

SuB-PROGRAMMe OutPut MeASuRe/INDICAtORS tARGet 2008/09

Facilities Planning and Development Accommodation in

correctional centres

Number of additional beds for inmates in correctional

centres. Nil in 2008/09

Building and Maintenance Properly maintained facilities

and infrastructure

Number of correctional facilities under planned

maintenance

Ninety four Projects in 2008/09

Upgrading of facilities Number of additional beds for inmates in correctional

centres Nil in 2008/09

Rehabilitation and Maintenance of Physical Assets:

PROGRAMMe PROGRAMMe PuRPOSe PROGRAMMe DelIVeRABleS

1. New Generation Correctional Centres Construction of one correctional centre Additional accommodation for 3 000

inmates in 2009/10 (Kimberley)

2. Parole Boards Construction of 21 parole board offices Office space for Parole Boards in 2008/09

3.NewHeadOffice Procurement of new Head Office accommodation in order to support

DCS functioning.

Completion of feasibility study report to enable construction work to

resume towards the end of 2009/10

4. Replacement of obsolete facilities To replace 2 obsolete structures

Two new correctional centres and additional accommodation of 514

inmate beds in 2009/10.


PROGRAMMeS PROGRAMMe PuRPOSe

Capital Budget

New Facilities This programme entails the construction of new facilities on new or existing land. It also includes instances where dilapidated or temporary structures are replaced with new facilities.

upgrading The complete alteration of facilities to align them with the departmental policies and strategic direction of the department. Facilities are upgraded using the new generation concept.

Repair and Renovation

Repair and Renovations These are the minor alterations to facilities in respect of which the alteration amount to no more than 20% of the repair value for the department.

Planned Maintenance The programme entails the repair and maintenance of facilities and infrastructure over a 3-year period. The modus operandi involves the repair of facilities to functional state followed by maintenance. The primary objective of planned maintenance is to create conducive working environment and compliance with statutory requirements.

Operational Budget

The deliverables in these programmes are the number or percentage of correctional centres rehabilitated per annum, which is 10% of all correctional centres.

Day-to-day maintenance The maintenance of unforeseen breakages or damages that occur on a daily basis due to the business the department is operating, i.e. incarceration and rehabilitation of offenders. It involves repairing of leaking taps, leaking roofs, replacement of broken basins, washers, broken door handles, ceiling boards, doors, plugs, globes, geyser valves, windows, tiles, correctional centres’ locks and doors etc. The limit per case on this program is R20 000.00.

Repair of departmental equipment This activity is used for the maintenance of agricultural equipment, two-way radios, payment of radio licenses and the maintenance of furniture, guns and correctional centres’ locks.



Building and Civil work This activity is used for “Own Resources” in respect of upgrading or repairs, renovations and construction of additional structures. The primary objective of this intervention is to transfer practical skills through the provision of on-the-job training. Inmates who exhibit drive, potential and commitment are recommended for trade tests.

Building and Maintenance Systems The DCS has a Building and Maintenance System. The system creates job cards for all work done and issues VAS2 forms for the ordering of materials from logistics. All materials used in a project and time spent on the work by an artisan is recorded.

PROGRAMMeS PROGRAMMe PuRPOSe

Multi-year Projections of Income and Projected Receipts from the Sale of Assets

Departmental Receipts

DetAIlS OF ReCeIPtS

Economicclassification Audited outcome1 Adjusted Medium-term receipts estimate appro-priation

2007/08 2008/09 2009/10 2010/11 R thousand 2004/05 2005/06 2006/07

Taxreceipts - - - - - - -

Sales of goods and services other than capital assets 35,487 37,106 44,349 52,884 65,573 68,193 72,285

Sales of goods and services produced by department (excl. capital assets) 34,702 35,605 40,558 45,104 57,853 60,165 63,775

Sales by market establishments - - - - - - -

Administrative fees - - 89 - 3 3 3

Other sales 34,702 35,605 40,469 45,104 57,850 60,162 63,772

Of which

- Cost: non-statutary services 9,272 9,372 10,520 10,940 11,596

- Rent accommodation 21,579 22,298 44,066 45,826 48,576

- Other 3,851 3,987 3,263 3,393 3,597

- Specify item - - - - - - -

- Specify item - - - - - - -


DetAIlS OF ReCeIPtS

Economicclassification Audited outcome1 Adjusted Medium-term receipts estimate appro-priation

7,720 8,028 8,510 Sales of scrap, waste, arms and other used current goods (excl capital assets)

785 1,501 3,791 7,780

transfers received from: - - - - - - -

Other governmental units - - - - - - -

Universities and technikons - - - - - - -

Foreign governments - - - - - - -

International organisations - - - - - - -

Public corporations and private enterprises - - - - - - -

Households and non-profit institutions - - - - - - -

Fines, penalties and forfeits 13,034 14,685 13,916 18,236 19,984 20,783 22,030

Interest, dividends and rent on land 156 488 709 315 289 300 318

Interest 156 488 709 315 289 300 318

Dividends - - - - - - -

Rent on land - - - - - - -

Sales of capital assets - 51 317 - 1 1 1

Land and subsoil assets - - - - - - -

Other capital assets - 51 317 - 1 1 1

Financial transactions in assets and liabilities 24,099 30,920 44,454 33,764 44,239 46,008 48,768

National Revenue Fund receipts (non-departmental receipts)2 - - - - - - -

None - - - - - - -

tOtAl ReCeIPtS 72,776 83,250 103,745 105,199 130,086 135,285 143,402

1. Numbers should balance to the audited financial statements of the department. Reasons should be provided for restated numbers.

2. Once off “extra-ordinary” receipts meant for the National Revenue Fund, for example special restructuring proceeds from TELKOM, SAFCOL and ACSA.



Sales of scrap, waste, arms and other used current goods (excl capital assets)

785 1,501 3,791 7,780 7,720 8,028 8,510

transfers received from: - - - - - - -

Other governmental units - - - - - - -

Universities and technikons - - - - - - -

Foreign governments - - - - - - -

International organisations - - - - - - -

Public corporations and private enterprises - - - - - - -

Households and non-profit institutions - - - - - - -

Fines, penalties and forfeits 13,034 14,685 13,916 18,236 19,984 20,783 22,030

Interest, dividends and rent on land 156 488 709 315 289 300 318

Interest 156 488 709 315 289 300 318

Dividends - - - - - - -

Rent on land - - - - - - -

Sales of capital assets - 51 317 - 1 1 1

Land and subsoil assets - - - - - - -

Other capital assets - 51 317 - 1 1 1

Financial transactions in assets and liabilities 24,099 30,920 44,454 33,764 44,239 46,008 48,768

National Revenue Fund receipts (non-departmental receipts)2 - - - - - - -

None - - - - - - -

tOtAl ReCeIPtS 72,776 83,250 103,745 105,199 130,086 135,285 143,402

Information Systems for Managing the Programmes to Achieve Goals and Objectives

Business Supporting Systems:

NO. SySteM StAtuS

MISP01 Correctional Services Act Monitoring System (CSAMS) In development

MISP02 Remand Detainee Offender Management System (RDOMS) Design phase

MISP03 Integrated Legal System (Lesedi) Phase 1 completed, Phase 2 in Implementation Phase

MISP04 Electronic Document and Records Management System (EDRMS) Analysis phase

MISP05 Integrated Corporate Services System (ICSS) (Phetogo) Design phase

MISP06 Cluster & Parliamentary Liaison System Analysis phase

MISP07 PLATO (formal education computer based training system) Planning phase

MISP08 Strategic Planning and Corporate Performance Management System Initiation phase

MISP09 Management Information System (MIS) Complete (re-engineering to commence)

MISP10 DCS Intranet Complete (revamping to commence)

MISP11 Telephone Management System Initiation phase

MISP12 Access Control System Initiation phase

MISP13 Geographical Information System In development

MISP14 Supply Chain Management System Initiation phase

MISP15 HP Openview Network and Service desk management system Active

MISP16 Biometric Fingerprint Scanning system Active

MISP17 Backup system Active


Systems Development - Applications Currently Deployed

NO. SySteM NAMe SySteM PuRPOSe StAtuS IMPl-

yeAR

IN-hOuSe / PROCuReD

SySteM

Maint01 Admission and Release System

Manages the admission, release and detention (all movement including labour) of sentenced and awaiting trial offenders in custody.

Existing 1992 In-house Developed

Maint02 Admission and Release Inspection System

Data integrity reports and utility programs for the Admission and Release System. Existing 1992 In-house

Developed

Maint03 Accommodation System

Calculates accommodation units for prisoners per prison per cell, taking into account the approved space needed per person.


Maint04 Community Corrections System

Manages the registration, monitoring and release of sentenced and awaiting trial offenders (probationers and parolees) under Correctional Supervision.


Maint05 Religious Care System

Manages the religious information for all offenders (sentenced and un-sentenced) including visits, programmes and diaries in custody.


Maint06 Health Care System

Manages the health care information for all offenders (sentenced and un-sentenced) including visits to doctors, clinics, hospitals, programmes and diaries in custody and for community corrections cases. All medical aid and treatment information is included.


Maint07 Education System

Manages the capture and process of education information (programmes, studies, diaries and trainers) for sentenced offenders in custody and for community corrections cases.


Maint08 Training System

Manages the capture and process of training information (specialist programmes, diaries and trainers) for sentenced offenders in custody and for community corrections cases.


Maint09 Psychology System

Manages the psychological care information for all offenders (sentenced and un-sentenced) including visits to social workers, programmes and diaries in custody and for community corrections cases.


Maint10 Social Work System

Manages the social care information for all offenders (sentenced and un-sentenced) including visits to social workers, programmes and diaries in custody and for community corrections cases.




Maint11 Nutrition System

Manages the nutritional information for all offenders (sentenced and un-sentenced) including recipes, daily intake for offenders in custody.



yeAR

IN-hOuSe / PROCuReD

SySteM

Maint12 Security Access System

The system manages the access to in-house developed applications by means of registered users and groups belonging to specific functions within the application.


The capture and processing of agriculture information within DCS to enhance the

Maint13 Agriculture System

administration of transactions, and to provide accurate management information to ensure optimal utilization of available resources. The system also contributes to the production planning, to ensure product availability of the right amount at the right time.


Maint14 Building Services System

The system is being used for the administration of building projects and the day to day maintenance of buildings and premises. The system also provides accurate management information to timely identify any deviations, enabling the user to rectify it in time.


Maint15 Technical Support System

The capture and processing of data to enhance the administration of transactions, and to provide accurate management information to ensure optimal utilization of available resources.


The capture and processing of workshop data

Maint16 Workshops System to enhance the administration of transactions, and to provide accurate management information to ensure optimal utilization of


available resources.

Maint17 Product Scheduling System

This system is being used by the Director Workshops to estimate the yearly demand for manufacturing of products. The scheduling of the manufacturing of products, and the budgeting for material needed for the year, are being done by this system.


Maint18 Timesheet System The system registers times worked on projects per consultant. Existing 1994 In-house

Developed


Maint20 Personnel Inquiry (PERSNAV)

Inquiry system on information received from the management information from PERSAL including salaries, deductions, promotions, etc. Users are supplied with reports and graphs on request.


Maint21 Postal Registration Registers all post/files received at and sent from directors, as well as a diary system for files to be returned.


Maint22 Postal Address The system prints labels with addresses as on the DCS infrastructure code file. Existing 1999 In-house

Developed

Maint23 Employee Assistance System EAP 2002 In-house

Developed

Maint24 Inventory Museum Manages the museum inventory and stock control. Existing 2000 In-house

Developed

Maint19 PAS – Provisioning and Administration System

The system manages all logistical issues regarding the provisioning administration system within DCS.

Existing 1987 Source code received from Treasury


yeAR

IN-hOuSe / PROCuReD

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Key Priority Projects

StRAteGIC PRIORIty PROJeCtS OBJeCtIVe OutCOMeS

INFRAStRuCtuRe DeVelOPMeNt PROJeCt

To provide facilities to support the Department in its core functions.

Rehabilitation oriented and secure Correctional Centres and secure remand detention centres

PROJeCt WORK StReAMS

1. Policy on minimum facility requirements

2. Construction of Kimberley Correctional Centre

3. Upgrading of 12 Correctional Centres

4. Construction of 53 parole boards

5. Construction of DCS head office

6. Various maintenance projects in Correctional Centres

7. 5 year facility plan

StRAteGIC PRIORIty PROJeCt OBJeCtIVe OutCOMeS

ReMAND DeteNtION PROJeCt Improvement and effective management of remand detention facilities and detainees

Facilities that provide effective and efficient management and delivery on criminal justice in terms of remand detention centres


1. Establishment of Remand Detention Management systems

2. Training of staff on Human Rights and Human development competencies

3. Development of minimum facilities and security requirements for Remand Detention systems

4. Development of policies and procedures to be implemented in remand detention facilities

5. Drafting Remand Detention legislation and repeal sections of Correctional Services Act of 1998




SAFety AND SeCuRIty eNhANCeMeNt PROJeCt

To prevent offenders from participating in criminal activities and escaping by ensuring the safety of offenders and the public

Enhanced public safety and internal safety and security


1. Management, Personnel and Operations

2. Physical, Information and Technology


SOCIAl ReINteGRAtION PROJeCt To facilitate the reintegration of offenders into the community

To break the cycle of crime and facilitate acceptance of offenders by family and community


1. Establishment of structures for implementation of social reintegration

2. Training of personnel

3. Effective monitoring systems for parolees

4. Development of Monitoring and Evaluation mechanism to determine community corrections for implementation


StRAteGIC PRIORIty PROJeCt OBJeCtIVeS OutCOMeS

7 DAyS eStABlIShMeNt PROJeCt To provide Human Resource capacity in correctional centres in order to align the Department to 7 days work week

All centres migration to 7 days work week and improved working conditions of employees.

PROJeCt WORK StReAMS 1. Alignment of structure and functions

2. Job refinement and enhancement

3. Review service benefits in line with the implementation of OSD

4. Training and Development

5. Implementation of 7 day work week

6. Consolidation of establishment requirements

7. Transitional arrangements in line with PSCBC resolution of 2007

8. Development of change and communication strategy

StRAteGIC PRIORIty PROJeCt OBJeCtIVeS OutCOMeS

CeNteRS OF exCelleNCe (Coe) PROJeCt

To transform all Correctional Centres into effective rehabilitation centres

All Correctional Centres comply to the Departmental mandate as per the White Paper document


1. Baseline established for CoE against a rating system

2. Innovation identification mechanism implemented in CoE

3. In each FY institutional capacity required for implementation of ORP in place:

a. Training on and implementation of Unit Management

b. Case management system in place (offender profile; risk assessments; case files; sentence plans)

c. Appropriate infrastructure

d. Security systems in place

e. Data integrity; IT access; Computer literacy; MIS

f. CoE’s used as pilot sites for piloting strategic projects




OFFeNDeR RehABIlItAtION PAth PROJeCt

Effective, efficient and sustainable processes to rehabilitate and reintegrate offenders.

Rehabilitated and employable offenders


1. Development of a common understanding of ORP

2. Revision of the organizational structure to enable the implementation of the ORP

3.Training of personnel on ORP

4. Implementation of unit management in Centres of Excellences


SDIP FOR DEPARTMENT OF CORRECTIONAL SERVICES

FOR THE PERIOD 1 APRIL 2008 TO 31 MARCH 2009

Key

SeR

VIC

e Se

RVIC

eB

eNeF

ICIA

Ry

Cu

RR

eNt

StA

ND

AR

D

DeS

IReD

StA

ND

AR

D

Impr

ove

1.

prov

isio

ning

of A

BE

T to

of

fend

ers

Offe

nder

s Q

uant

ity:

10 5

00 in

175

cor

rect

iona

l cen

tres

70 %

pas

s ra

te

Qua

ntity

: 11

500

in 1

80 c

orre

ctio

nal c

entre

s75

% p

ass

rate

Qua

lity:

Q

ualit

y:

Con

sulta

tion Briefing to offenders on placement

asse

ssm

ent t

o de

term

ine

leve

l of

com

pete

ncy

of o

ffend

ers,

con

sult

exte

rnal

ser

vice

pro

vide

rs, l

ike

dept

of E

duca

tion

(DO

E) o

ncu

rric

ulum

Per

sona

l int

ervi

ews

with

offe

nder

s

Con

sulta

tion

Upo

n ad

miss

ion

offe

nder

s w

ill be

info

rmed

abo

ut

all s

ervic

es, i

nclu

ding

ABE

T

Dur

ing

com

preh

ensiv

e as

sess

men

t and

co

mpl

etio

n of

the

Cor

rect

iona

l Sen

tenc

e Pl

an

(CSP

) offe

nder

s w

ill be

con

sulte

d re

gard

ing

poss

ible

pro

gram

mes

and

invo

lvem

ent i

n AB

ET

Asse

ssm

ent o

f the

edu

catio

nal le

vel o

f offe

nder

sto

be

done

thro

ugh

indi

vidua

l inte

rvie

ws

inth

e be

ginn

ing

of th

e ac

adem

ic y

ear b

efor

e co

mm

ence

men

t of s

tudi

es

Acc

ess

Acce

ss e

duca

tioni

st d

irect

ly

All o

ffend

ers

who

wan

t to

stud

y ar

e al

low

ed to

Cle

ar in

dica

tion

of s

choo

l inpa

ssag

es in

som

e co

rrect

iona

lce

ntre

s

Mov

emen

t del

ayed

bet

wee

n un

it an

dsc

hool

s be

caus

e of

limite

d es

cort

Lock –up times infl uence compliance

with

requ

ired

scho

ol h

ours

Lim

ited

acce

ss to

pre

-ABE

T cla

sses

Acc

ess

Impl

emen

tatio

n an

d ap

plica

tion

ofco

mpr

ehen

sive

asse

ssm

ent t

ool a

s pa

rt of

the

CSP

Access through case officer

Cle

ar in

dica

tion

of lo

catio

n of

sch

ool in

all

corre

ctio

nal c

entre

s

Incr

ease

acc

ess

by m

eans

of t

he im

plem

enta

tion

of a

stru

ctur

e da

y pr

ogra

mm

e to

acc

omm

odat

epr

ogra

mm

es b

etw

een

lunc

h an

d su

pper

.

Impl

emen

tatio

n of

Pre

-ABE

T cla

sses

in a

t lea

st

80 c

orre

ctio

nal c

entre

s na

tiona

lly b

y M

arch

09



Key

SeR

VIC

eSe

RVIC

eB

eNeF

ICIA

RyC

uR

ReN

t St

AN

DA

RD

DeS

IReD

StA

ND

AR

D

Impr

ove

1.pr

ovis

ioni

ng

of A

BE

T to

of

fend

ers

Offe

nder

sQ

uant

ity:

10 5

00 in

175

cor

rect

iona

l cen

tres

70 %

pas

s ra

teQ

uant

ity:

11 5

00 in

180

cor

rect

iona

l cen

tres

75 %

pas

s ra

te

Qua

lity:

Q

ualit

y:

Con

sulta

tionBriefing to offenders on placement

asse

ssm

ent t

o de

term

ine

leve

l of

com

pete

ncy

of o

ffend

ers,

con

sult

exte

rnal

ser

vice

pro

vide

rs, l

ike

dept

of E

duca

tion

(DO

E) o

n cu

rric

ulum

Per

sona

l int

ervi

ews

with

offe

nder

s

Con

sulta

tion

Upo

nad

miss

ion

offe

nder

sw

illbe

info

rmed

abou

t al

l ser

vices

, inc

ludi

ng A

BET

Dur

ing

com

preh

ensiv

eas

sess

men

tand

co

mpl

etio

nof

the

Cor

rect

iona

lSen

tenc

ePl

an

(CSP

) offe

nder

s w

ill be

con

sulte

d re

gard

ing

poss

ible

pro

gram

mes

and

invo

lvem

ent i

n AB

ET

Asse

ssm

ent o

f the

edu

catio

nal le

vel o

f offe

nder

sto

be

done

thro

ugh

indi

vidua

l inte

rvie

ws

inth

ebe

ginn

ing

ofth

eac

adem

icye

arbe

fore

co

mm

ence

men

t of s

tudi

es

Acc

ess

Acce

ss e

duca

tioni

st d

irect

ly

Allo

ffend

ers

who

wan

tto

stud

yar

e al

low

ed to

Cle

ar in

dica

tion

of s

choo

l inpa

ssag

es in

som

e co

rrect

iona

lce

ntre

s

Mov

emen

t del

ayed

bet

wee

n un

it an

dsc

hool

s be

caus

e of

limite

d es

cort

Lock–uptimesinfluencecompliance

with

requ

ired

scho

ol h

ours

Lim

ited

acce

ss to

pre

-ABE

T cla

sses

Acc

ess

Impl

emen

tatio

n an

d ap

plica

tion

ofco

mpr

ehen

sive

asse

ssm

entt

oola

spa

rtof

the

CSP

Access through case officer

Cle

arin

dica

tion

oflo

catio

nof

scho

olin

all

corre

ctio

nal c

entre

s

Incr

ease

acce

ssby

mea

nsof

the

impl

emen

tatio

n of

a s

truct

ure

day

prog

ram

me

to a

ccom

mod

ate

prog

ram

mes

bet

wee

n lu

nch

and

supp

er.

Impl

emen

tatio

nof

Pre-

ABET

class

esin

atle

ast

80 c

orre

ctio

nal c

entre

s na

tiona

lly b

y M

arch

09

Key

SeR

VIC

e Se

RVI

Ce

BeN

eFIC

IARy

C

uR

ReN

t St

AN

DA

RD

D

eSIR

eD S

tAN

DA

RD

Impr

ove

1.

prov

isio

ning

of A

BE

T to

of

fend

ers

Cou

rtesy

So

me

educ

atio

nist

s w

ear n

ame

tags

Acknowledge qualifi cation/ skills of

offe

nder

s an

d ut

ilise

them

as

tuto

rs

Goo

d w

orki

ng re

latio

nshi

p w

ithof

fend

ers

Cou

rtesy

E

ncou

rage

all

educ

atio

nist

s to

wea

r nam

eta

gs a

nd u

nifo

rm w

ith th

e rig

ht in

sign

ia

Put

all

educ

atio

nist

s th

roug

h pr

ofes

sion

specific training programmes in co-operation

with

HR

D b

y M

arch

09

whi

ch w

ill im

prov

ew

orki

ng re

latio

ns

Ope

n &

Tran

spar

ency

Al

l doc

umen

tatio

n, re

sults

, portfolios moderated and verified

by external offi cials from DOE and

the

Educ

atio

n Tr

aini

ng Q

ualit

yAs

sura

nce

(ETQ

A) U

mal

usi

depe

ndin

g on

ava

ilabl

e re

sour

ces

Res

ults

and

pro

gres

s of

stu

dies

are

av

aila

ble

to C

MC

, Uni

t Man

ager

s fo

r pur

pose

s of

par

ole

repo

rts

Ope

n &

Tran

spar

ency

Inform offenders about the benefits of being

educ

ated

Bas

ed o

n th

e co

mpr

ehen

sive

ass

essm

ent

and

the

CS

P, in

form

offe

nder

s ab

out t

he

nega

tive

cons

eque

nces

of n

ot fo

llow

ing

deve

lopm

ent p

rogr

amm

es, w

hich

mig

htim

pact

neg

ativ

ely

on p

arol

e bo

ard

deci

sion

s

Info

rm o

ffend

ers

abou

t new

pol

icie

s

Info

rmat

ion

Awar

enes

s ra

isin

g

recr

uitm

ent d

rives

mar

ketin

g

Car

eer f

airs

with

ext

erna

l ser

vice

prov

ider

s

Info

rmat

ion

Develop a specific marketing strategy by

June

200

8

Mak

e pa

mph

lets

, pos

ters

, ban

ners

ava

ilabl

eby

Sep

t 200

8

Mak

e us

e of

OR

P m

arke

ting

DV

D to

pro

mot

e ed

ucat

ion,

in v

isito

rs ro

oms

and

on T

V’s

in

sect

ions

by

30 S

epte

mbe

r 200

8

Ens

ure

that

car

eer f

airs

are

hos

ted

in a

llco

rrec

tiona

l cen

tres

by M

arch

09

Trai

n at

leas

t 48

educ

atio

nist

s on

car

eer

coun

selli

ng to

giv

e gu

idan

ce to

offe

nder

s on

be

tter s

ubje

ct c

hoic

es b

y M

arch

09


Key

SeR

VIC

e Se

RVI

Ce

BeN

eFIC

IARy

C

uR

ReN

t St

AN

DA

RD

D

eSIR

eD S

tAN

DA

RD

Impr

ove

1.

prov

isio

ning

of A

BE

T to

of

fend

ers

Red

ress

P

robl

ems

can

be lo

dged

dire

ctly

toth

e ed

ucat

ioni

st, o

r in

com

plai

nts

book

of t

he c

entre

Offe

nder

can

com

plai

n ab

out

asse

ssm

ent r

esul

ts

Red

ress

E

stab

lish

a re

gist

er fo

r rec

ord

keep

ing

ofco

mpl

aint

s in

rela

tion

to e

duca

tion

whi

ch w

illbe

look

ed a

t w

eekl

y

Trai

n at

leas

t 6 m

oder

ator

s to

mon

itor a

nd

eval

uate

ass

essm

ent o

utco

mes

with

in a

specific region by March 09

Valu

e fo

r M

oney

C

lass

es fo

r pre

-AB

ET,

and

AB

ET

leve

ls 1

-4 a

re p

rese

nted

toof

fend

ers

free

of c

harg

e

Pro

visi

on o

f lea

rner

wor

k bo

oks

aspr

escr

ibed

by

DO

ES

horta

ge o

f Lea

rner

Tea

cher

S

uppo

rt M

ater

ial (

LTS

M) a

t cen

tre

leve

l

Valu

e fo

r M

oney

If

all A

BE

T le

arne

rs p

ass

or c

ompl

ete

the

cour

se, i

t will

incr

ease

the

liter

acy

rate

Offe

nder

s w

ill th

en b

e ab

le to

read

do

cum

ents

Cos

ts fo

r aud

io v

isua

l mat

eria

l will

dec

reas

e

The department will save on time of officials

who

use

d to

com

plet

e fo

rms

on b

ehal

f of

offe

nder

s

Tim

e:

Bas

ed o

n ac

adem

ic y

ear o

f DO

E(J

an –

Dec

)5

days

wor

king

wee

kAv

erag

e 4

hour

s pe

r day

Tim

e:

6 ho

urs

per d

ay a

s pe

r stru

ctur

ed d

aypr

ogra

mm

e

Cos

t: C

ost:

Hum

anR

esou

rces

: 44

9 ed

ucat

ioni

sts

Hum

anR

esou

rces

: 53

8 ed

ucat

ioni

sts



Key

SeR

VIC

eSe

RVI

Ce

BeN

eFIC

IARy

Cu

RR

eNt

StA

ND

AR

DD

eSIR

eD S

tAN

DA

RD

Impr

ove

1.pr

ovis

ioni

ng

of A

BE

T to

of

fend

ers

Red

ress

Pro

blem

s ca

n be

lodg

ed d

irect

ly to

th

e ed

ucat

ioni

st, o

r in

com

plai

nts

book

of t

he c

entre

Offe

nder

can

com

plai

n ab

out

asse

ssm

ent r

esul

ts

Red

ress

Est

ablis

h a

regi

ster

for r

ecor

d ke

epin

g of

co

mpl

aint

s in

rela

tion

to e

duca

tion

whi

ch w

ill

be lo

oked

at

wee

kly

Trai

n at

leas

t 6 m

oder

ator

s to

mon

itor a

nd

eval

uate

ass

essm

ent o

utco

mes

with

in a

specific region by March 09

Valu

e fo

r M

oney

Cla

sses

for p

re-A

BE

T, a

nd A

BE

Tle

vels

1-4

are

pre

sent

ed to

of

fend

ers

free

of c

harg

e

Pro

visi

on o

f lea

rner

wor

k bo

oks

as

pres

crib

ed b

y D

OE

Sho

rtage

of L

earn

er T

each

er

Sup

port

Mat

eria

l (LT

SM

) at c

entre

le

vel

Valu

e fo

r M

oney

If al

l AB

ET

lear

ners

pas

s or

com

plet

e th

e co

urse

, it w

ill in

crea

se th

e lit

erac

y ra

te

Offe

nder

s w

ill th

en b

e ab

le to

read

do

cum

ents

Cos

ts fo

r aud

io v

isua

l mat

eria

l will

dec

reas

e

The department will save on time of officials

who

use

d to

com

plet

e fo

rms

on b

ehal

f of

offe

nder

s

Tim

e:B

ased

on

acad

emic

yea

r of D

OE

(J

an –

Dec

)5

days

wor

king

wee

kAv

erag

e 4

hour

s pe

r day

Tim

e:6

hour

s pe

r day

as

per s

truct

ured

day

pr

ogra

mm

e

Cos

t:C

ost:

Hum

an

Res

ourc

es:

449

educ

atio

nist

sH

uman

R

esou

rces

:53

8 ed

ucat

ioni

sts

Key

SeR

VIC

e Se

RVI

Ce

BeN

eFIC

IARy

C

uR

ReN

t St

AN

DA

RD

D

eSIR

eD S

tAN

DA

RD

2.

Impr

ove

sche

dulin

gof

vis

itatio

nto

offe

nder

s

Fam

ilies

of

offe

nder

s ex

tern

al s

ervi

cepr

ovid

ers

and

lega

lpr

actit

ione

rs

Qua

ntity

: A

-GR

OU

PC

onta

ct v

isits

( av

aila

bilit

y of

fa

cilit

ies

)45

Vis

its p

er y

ear

Not

mor

e th

an 2

Adu

lt p

erso

ns a

t a

time

60 M

inut

es e

ach

at m

ost 5

per

mon

thR

ecor

d on

G 3

67 c

ard

orco

mpu

ter

B-G

RO

UP

Non

con

tact

vis

its

36

visi

ts p

er y

ear

45 M

inut

es e

ach

At m

ost 4

per

mon

th.

Rec

ord

on G

367

car

d an

d or

co

mpu

ter

C-G

RO

UP

Non

con

tact

vis

itsA

t mos

t 24

visi

t per

yea

r.30

min

utes

ea

chA

t mos

t 2 v

isits

Rec

ord

on G

367

car

d an

d or

co

mpu

ter

Qua

ntity

: A

-Gro

up45

vis

its o

f 60

min

utes

eac

h pe

r yea

r will

be

allo

wed

At m

ost 5

vis

its p

er m

onth

will

be

allo

wed

B -

GR

OU

P36

vis

its o

f 45

min

utes

eac

h by

at m

ost 2

visi

tors

per

occ

asio

n m

ay b

e gr

ante

d.A

t mos

t 4 v

isits

per

mon

th w

ill b

e al

low

ed

C -

GR

OU

PC

-Max

(pha

se 2

) Sup

er M

axim

um a

ndM

axim

um c

ateg

ory

- Non

-con

tact

vis

its

- C-M

ax (p

hase

2) S

uper

Max

imum

and

Max

imum

- 45

Min

utes

eac

h

Qua

lity:

Q

ualit

y:

Con

sulta

tion

Onl

y O

ffend

ers

are

acco

rded

the

oppo

rtuni

ty to

com

men

t on

the

Priv

ilege

sys

tem

Con

sulta

tion

Qua

rterly

mee

tings

with

the

fam

ilies

of

offe

nder

s an

d co

mm

unity

mem

bers

to g

athe

r in

puts

from

com

mun

ity m

embe

rs a

nd fa

mili

esof

the

offe

nder

s

Acc

ess

Cur

rent

ly o

ffend

ers

visi

ts a

re d

one

on a first come first serve basis

Acc

ess

Intro

duce

a b

ooki

ng s

yste

m in

a p

hase

d in

appr

oach

to C

orre

ctio

nal C

entre

s by

Jun

e 08



Key

SeR

VIC

e Se

RVI

Ce

BeN

eFIC

IARy

C

uR

ReN

t St

AN

DA

RD

D

eSIR

eD S

tAN

DA

RD

2.

Impr

ove

sche

dulin

gof

vis

itatio

nto

offe

nder

s

Cou

rtesy

O

ffend

ers

shou

ld a

t all

times

be

trea

ted

in a

hum

ane

and

dignified manner.

Citi

zens

are

trea

ted

with

cou

rtesy

as

they

are

tran

spor

ted

to th

evi

sitin

g ro

oms

and

back

.

Cou

rtesy

Pr

escr

ibe

the

wea

ring

of n

ame

tags

and

uni

form

with

correct insignia by all offi cials

All DCS offi cials would have undergone Customer Care

Trai

ning

by

the

June

200

8 so

that

offe

nder

s an

d cit

izens

should at all times be treated in a humane and dignifi ed

man

ner

Citiz

ens

are

treat

ed w

ith c

ourte

sy a

s th

ey a

re tr

ansp

ort-

ed to

and

from

visi

ting

room

s an

d ba

ck

Prov

ision

of T

V an

d w

ater

coo

lers

in th

e vis

iting

room

s

Ope

nnes

s &

Tran

spar

ency

C

ompl

aint

s an

d re

ques

ts p

roce

dure

s ar

e co

mm

unica

ted

to e

very

offe

nder

on

adm

issio

n.Tr

ansp

aren

cy &

ope

nnes

s is

visi

ble

thro

ugh

tele

phon

e ca

lls, l

ette

rs a

ndfa

mily

day

s.

Con

spicu

ous

(cle

arly

visib

le) n

otice

boards not in all offi cial languages

Ope

nnes

s &

Tran

spar

ency

C

ompl

aint

s an

d re

ques

ts p

roce

dure

s ar

e co

mm

unic

ated

to e

very

offe

nder

on

adm

issi

on.

Polic

y an

d pr

oced

ures

will

be e

xpla

ined

in a

nnua

lm

eetin

gs w

ith c

omm

unity

mem

bers

Info

rmat

ion

Pam

phle

ts a

re p

rovi

ded

toof

fend

ers

durin

g or

ient

atio

n an

d in

duct

ion

Info

rmat

ion

Pam

phle

ts a

re p

rovid

ed to

offe

nder

s du

ring

orie

ntat

ion

and

indu

ctio

n.

Monthly distribution of pamphlets/ leaflets to communities

Mak

e m

onth

ly an

noun

cem

ents

on

com

mun

ity ra

dio

sta-

tions

Red

ress

O

ffend

ers

shou

ld b

e in

form

ed o

f an

y de

velo

pmen

ts th

at a

ffect

them

and

be g

iven

feed

back

with

rega

rdto

thei

r com

plai

nts

and

requ

ests

Red

ress

In

stal

l sug

gest

ion

box

at v

isitin

g ar

eas,

by

Sept

embe

r 200

8

Esta

blish

com

plai

nts

desk

by

Mar

ch 0

9 in

all C

orre

ctio

nal

Cen

tres

Utili

se th

e N

atio

nal C

onta

ct C

entre

for c

omm

unitie

s to

log

com

plai

nts

as fr

om J

une

08


Key

SeR

VIC

eSe

RVI

Ce

BeN

eFIC

IARy

Cu

RR

eNt

StA

ND

AR

DD

eSIR

eD S

tAN

DA

RD

2.

Impr

ove

sc

hedu

ling

of v

isita

tion

to

offe

nder

s

Cou

rtesy

Offe

nder

s sh

ould

at a

ll tim

es

be tr

eate

d in

a h

uman

e an

d dignified manner.

Citi

zens

are

trea

ted

with

cou

rtesy

as

they

are

tran

spor

ted

to th

e vi

sitin

g ro

oms

and

back

.

Cou

rtesy

Pres

crib

eth

ew

earin

gof

nam

eta

gsan

dun

iform

with

correctinsigniabyallofficials

AllDCSofficialswouldhaveundergoneCustomerCare

Trai

ning

byth

eJu

ne20

08so

that

offe

nder

san

dcit

izens

shouldatalltimesbetreatedinahumaneanddignified

man

ner

Citiz

ens

are

treat

ed w

ith c

ourte

sy a

s th

ey a

re tr

ansp

ort-

ed to

and

from

visi

ting

room

s an

d ba

ck

Prov

ision

of T

V an

d w

ater

coo

lers

in th

e vis

iting

room

s

Ope

nnes

s &

Tr

ansp

aren

cyC

ompl

aint

san

dre

ques

tspr

oced

ures

ar

eco

mm

unica

ted

toev

ery

offe

nder

on

adm

issio

n.Tr

ansp

aren

cy&

open

ness

isvis

ible

th

roug

h te

leph

one

calls

, let

ters

and

fam

ilyda

ys.

Con

spicu

ous

(cle

arly

visib

le) n

otice

boardsnotinallofficiallanguages

Ope

nnes

s &

Tr

ansp

aren

cyC

ompl

aint

san

dre

ques

tspr

oced

ures

are

com

mun

icat

ed to

eve

ry o

ffend

er o

n ad

mis

sion

.Po

licy

and

proc

edur

es w

ill be

exp

lain

ed in

ann

ual

mee

tings

with

com

mun

ity m

embe

rs

Info

rmat

ion

Pam

phle

ts a

re p

rovi

ded

to

offe

nder

s du

ring

orie

ntat

ion

and

indu

ctio

n

Info

rmat

ion

Pam

phle

tsar

epr

ovid

edto

offe

nder

sdu

ring

orie

ntat

ion

and

indu

ctio

n.

Monthly distribution of pamphlets/ leaflets to communities

Mak

e m

onth

ly an

noun

cem

ents

on

com

mun

ity ra

dio

sta-

tions

Red

ress

Offe

nder

ssh

ould

bein

form

edof

an

y de

velo

pmen

ts th

at a

ffect

them

and

be g

iven

feed

back

with

rega

rdto

thei

r com

plai

nts

and

requ

ests

Red

ress

Inst

all s

ugge

stio

n bo

x at

visi

ting

area

s, b

y Se

ptem

ber 2

008

Esta

blish

com

plai

nts

desk

by

Mar

ch 0

9 in

all C

orre

ctio

nal

Cen

tres

Utili

seth

eN

atio

nalC

onta

ctC

entre

forc

omm

unitie

sto

log

com

plai

nts

as fr

om J

une

08

K

ey S

eRVI

Ce

SeR

VIC

eB

eNeF

ICIA

Ry

Cu

RR

eNt

StA

ND

AR

D

DeS

IReD

StA

ND

AR

D

2.

Impr

ove

sche

dulin

gof

vis

itatio

nto

offe

nder

s

Valu

e fo

r M

oney

D

ue to

ove

rcro

wdi

ng O

ffend

ers

not r

ecei

ving

thei

r ful

l vis

it as

stip

ulat

ed in

the

priv

ilege

sys

tem

Valu

e fo

r M

oney

A

ll of

fend

ers

to re

ceiv

e fu

ll vi

sits

as

stat

ed

in th

e pr

ivile

ge s

yste

m b

y M

arch

09

The

man

agem

ent w

ill k

now

exa

ctly

who

com

es, w

hen,

whi

ch o

ffend

er w

ill re

ceiv

e vi

sits

, to

be a

ble

to a

lloca

te re

leva

ntpe

rson

nel

Ther

e w

ill b

e no

nee

d fo

r unn

eces

sary

sta

ff

Pro

per p

lann

ing

will

be

done

for a

lloca

tion

of s

taff

Tim

e:

Tim

e:

This

is in

acc

orda

nce

to in

divi

dual

or g

roup

of s

ente

nced

offe

nder

s in

thei

r diff

eren

t classification categories for 2008/2009

Cos

t C

osts

are

car

ried

by o

ther

prog

ram

mes

C

ost

Cos

ts a

re c

arrie

d by

oth

er p

rogr

amm

es

Acc

ess

Cur

rent

ly o

ffend

ers

visi

ts a

re d

one

on a first come first serve basis

Acc

ess

Intro

duce

a b

ooki

ng s

yste

m in

a P

hase

d in

appr

oach

to C

orre

ctio

nal C

entre

s

Hum

anR

esou

rces

: U

tilis

e cu

rren

t est

ablis

hmen

t H

uman

Res

ourc

es:

Util

ise

curr

ent e

stab

lishm

ent

3.

Impr

ove

filling of

vaca

ntpo

sts

DCS officials

Qua

ntity

: Fi

nanc

ed p

osts

: 45

700

, Fill

edpo

sts:

40

769,

Vac

ant p

osts

: 4

931

Qua

ntity

: Fi

nanc

ed p

osts

: 45

700

, Fill

ed p

osts

:43

415

, Vac

ant p

osts

: 2

285

(5%

)


Key

SeR

VIC

e Se

RVI

Ce

BeN

eFIC

IARy

C

uR

ReN

t St

AN

DA

RD

D

eSIR

eD S

tAN

DA

RD

3.

Impr

ove

filling of

vaca

ntpo

sts

DCS officials

Qua

lity:

Q

ualit

y:

Con

sulta

tion The specific need for the

advertisement and filling of a vacant

post

is re

gist

ered

by

the

rele

vant

Reg

ion/

Dire

ctor

ate

The

conc

ept a

dver

tisem

ent i

sconsulted with the responsible officials

befo

re b

eing

pla

ced

in th

e ex

tern

alm

edia

or i

nter

nally

in th

e br

oad

publ

icse

rvic

e

Con

sulta

tion

Get

info

rmat

ion

of v

acan

t pos

ts fr

om th

e pe

rsal

sys

tem

Hol

d m

onth

ly m

eetin

gs w

ith B

ranc

hes

whe

re v

acan

cies

ex

ist

Agre

e at

mon

thly

mee

tings

whe

n po

sts

will

be a

dver

tised

and filled

Giv

e m

onth

ly fe

edba

ck to

Bra

nche

s re

gard

ing

prog

ress

in

advertising, short listing and filling of posts

Do

mon

thly

follo

w-u

p w

ith d

irect

orat

es re

out

stan

ding

pos

ts

Acc

ess

The

info

rmat

ion

perta

inin

g to

vaca

nt p

osts

ca

n be

obt

aine

d fro

m P

ERSA

L. A

ll vac

ant

post

s ar

e ad

verti

sed

eith

er in

tern

ally

or

exte

rnal

ly a

nd th

ese

adve

rtise

men

ts a

re

also

pla

ced

on th

e de

partm

enta

l intra

net

and

DPS

A w

ebsit

e

The

sele

ctio

n pr

oces

s al

so in

volve

sfo

rmal

inte

rvie

ws

whi

ch a

re su

ppor

ted

by

form

al a

ppoi

ntm

ent d

ocum

enta

tion.

Thi

s in

form

atio

n is

kept

on

reco

rd

Acc

ess

Pro

spec

tive

appl

ican

ts c

an a

cces

s va

cant

pos

ts th

roug

had

verti

sem

ents

in th

e m

edia

Info

rmat

ion

is a

vaila

ble

on th

e pe

rsal

sys

tem

Officials can access information on posts through the

depa

rtmen

tal i

ntra

net a

nd n

otic

e bo

ards

in a

ll bu

ildin

gs

The

depa

rtmen

tal r

ecor

ds a

nd w

ebsi

te a

lso

cont

ain

this

info

rmat

ion

Cou

rtesy

H

uman

Res

ourc

es a

re p

rovi

ding

a se

rvic

e to

clie

nts

and

need

tom

aint

ain

a hi

gh le

vel o

f cou

rtesy

and

prof

essi

onal

ism

whe

n de

alin

g w

ithrequests from officials

Cou

rtesy

P

resc

ribe

the

wea

ring

of n

ame

tags

and

uni

form

with

correct insignia by all officials

All DCS officials dealing with recruitment would have

unde

rgon

e C

usto

mer

Car

e Tr

aini

ng b

y M

arch

09

so that officials are treated with dignity, respect and

prof

essi

onal

ism

Ope

n &

Tran

spar

ency

Th

e re

crui

tmen

t and

sel

ectio

npr

oces

ses

invo

lve

seve

ral r

ole-

play

ers

incl

udin

g ob

serv

ers

from

Lab

our.

Thi

sis

als

o a

com

bine

d ef

fort

to e

nsur

e op

enne

ss a

nd tr

ansp

aren

cy

Ope

n &

T ran

spar

ency

A

ll po

sts

are

adve

rtise

d in

the

med

ia

Selection is based on skills and qualifications

The

shor

tlist

s ar

e op

en to

scr

utin

y



Key

SeR

VIC

eSe

RVI

Ce

BeN

eFIC

IARy

Cu

RR

eNt

StA

ND

AR

DD

eSIR

eD S

tAN

DA

RD

3.

Impr

ove

filling of

vaca

nt

post

s

DCS officials

Qua

lity:

Q

ualit

y:

Con

sulta

tionThe specific need for the

advertisement and filling of a vacant

post

is re

gist

ered

by

the

rele

vant

R

egio

n/D

irect

orat

e

The

conc

ept a

dver

tisem

ent i

s consulted with the responsible officials

befo

re b

eing

pla

ced

in th

e ex

tern

al

med

ia o

r int

erna

lly in

the

broa

d pu

blic

se

rvic

e

Con

sulta

tion

Get

info

rmat

ion

of v

acan

t pos

ts fr

om th

e pe

rsal

sys

tem

Hol

dm

onth

lym

eetin

gsw

ithBr

anch

esw

here

vaca

ncie

s ex

ist

Agre

eat

mon

thly

mee

tings

whe

npo

sts

will

bead

verti

sed

and filled

Giv

em

onth

lyfe

edba

ckto

Bran

ches

rega

rdin

gpr

ogre

ssin

advertising, short listing and filling of posts

Do

mon

thly

follo

w-u

p w

ith d

irect

orat

es re

out

stan

ding

pos

ts

Acc

ess

The

info

rmat

ion

perta

inin

gto

vaca

ntpo

sts

can

beob

tain

edfro

mPE

RSA

L.Al

lvac

ant

post

sar

ead

verti

sed

eith

erin

tern

ally

or

exte

rnal

lyan

dth

ese

adve

rtise

men

tsar

e al

sopl

aced

onth

ede

partm

enta

lintra

net

and

DPS

A w

ebsit

e

The

sele

ctio

n pr

oces

s al

so in

volve

sfo

rmal

inte

rvie

ws

whi

char

esu

ppor

ted

by

form

alap

poin

tmen

tdoc

umen

tatio

n.Th

is

info

rmat

ion

is ke

pt o

n re

cord

Acc

ess

Pro

spec

tive

appl

ican

ts c

an a

cces

s va

cant

pos

ts th

roug

h ad

verti

sem

ents

in th

e m

edia

Info

rmat

ion

is a

vaila

ble

on th

e pe

rsal

sys

tem

Officials can access information on posts through the

depa

rtmen

tal i

ntra

net a

nd n

otic

e bo

ards

in a

ll bu

ildin

gs

The

depa

rtmen

tal r

ecor

ds a

nd w

ebsi

te a

lso

cont

ain

this

in

form

atio

n

Cou

rtesy

Hum

an R

esou

rces

are

pro

vidi

ng

a se

rvic

e to

clie

nts

and

need

to

mai

ntai

n a

high

leve

l of c

ourte

sy a

nd

prof

essi

onal

ism

whe

n de

alin

g w

ith

requests from officials

Cou

rtesy

Pre

scrib

e th

e w

earin

g of

nam

e ta

gs a

nd u

nifo

rm w

ith

correct insignia by all officials

All DCS officials dealing with recruitment would have

unde

rgon

e C

usto

mer

Car

e Tr

aini

ng b

y M

arch

09

so that officials are treated with dignity, respect and

prof

essi

onal

ism

Ope

n &

Tr

ansp

aren

cyTh

e re

crui

tmen

t and

sel

ectio

n pr

oces

ses

invo

lve

seve

ral r

ole-

play

ers

incl

udin

g ob

serv

ers

from

Lab

our.

Thi

s is

als

o a

com

bine

d ef

fort

to e

nsur

e op

enne

ss a

nd tr

ansp

aren

cy

Ope

n &

Tr

ansp

aren

cyA

ll po

sts

are

adve

rtise

d in

the

med

ia

Selection is based on skills and qualifications

The

shor

tlist

s ar

e op

en to

scr

utin

y

Hum

an

Res

ourc

es:

60 R

ecru

itmen

t/HR

Pra

ctiti

oner

sH

uman

R

esou

rces

:90

HR

Pra

ctiti

oner

s re

quire

d

Tim

e:

Vaca

nt p

osts

are

regi

ster

ed fo

r ad

verti

sem

ent w

ithin

eac

h m

onth

, ex

cept

for t

he m

onth

of D

ecem

ber

Tim

e:

The

mon

thly

adv

ertis

emen

t of p

osts

is

nece

ssar

y, e

spec

ially

whe

re th

ere

are

a la

rge

number of posts vacant. The filling of the posts

with

in a

per

iod

of 1

80 d

ays

shou

ld b

e re

gard

ed

as a

prio

rity

Cos

t:R

12m

per

ann

umC

ost:

R12

m p

er a

nnum

Key

SeR

VIC

e Se

RVI

Ce

BeN

eFIC

IARy

C

uR

ReN

t St

AN

DA

RD

D

eSIR

eD S

tAN

DA

RD

3.

Impr

ove

filling of

vaca

ntpo

sts,

thus

enha

ncin

gjo

bcr

eatio

n

DCS officials

Info

rmat

ion

Thro

ugh

the

inte

rnal

and

ext

erna

l advertisement of vacant posts all officials

and

the

publ

ic ar

e m

ade

awar

e of

vac

ant

posit

ions

Info

rmat

ion

Info

rmat

ion

abou

t vac

ant p

osts

is a

vaila

ble

on th

e in

trane

t

The

info

rmat

ion

is a

lso p

oste

d on

the

depa

rtmen

tal

web

site

Adve

rtise

men

t in th

e m

ass

med

ia

Not

ice b

oard

s in

facil

ities

are

utilis

ed

Red

ress

In

tern

ally

the

Dep

artm

ent h

as th

egr

ieva

nce

proc

edur

es a

s w

ell a

s th

e M

inis

ter t

hrou

gh w

hich

pro

blem

s/co

mpl

aint

s ca

n be

lodg

ed

Ther

e ar

e ex

tern

al b

odie

s su

ch a

s th

e PS

C a

nd P

ortfo

lio C

omm

ittee

who

als

o lo

dge

enqu

iries

on

beha

lf of

app

lican

ts/

officials

Red

ress

M

ake

use

of th

e N

atio

nal C

onta

ct C

entre

as

from

Jun

e 20

08

Atte

nd w

eekl

y to

grie

vanc

es lo

dged

with

in th

ede

partm

ent

Dissatisfied applicants’ grievance would be

resp

onde

d to

with

in 3

0 da

ys

Valu

e fo

r M

oney

In

tern

al a

dver

tisem

ent a

nd s

elec

tion

proc

esse

s ar

e m

anag

ed w

ithin

the

allo

cate

d bu

dget

, dep

endi

ng o

n th

ety

pe o

f pro

ject

whi

ch is

em

bark

ed o

n

Ext

erna

l Ser

vice

Pro

vide

rs a

reco

ntra

cted

for a

dver

tisem

ent

and

head

hun

ting

exer

cise

s an

dpr

ovid

es th

is s

ervi

ce in

term

s of

pre-

dete

rmin

ed s

ervi

ce d

eliv

ery

stan

dard

s

Valu

e fo

r M

oney

Vacant posts will be filled within 180 days


Key

SeR

VIC

e Se

RVI

Ce

BeN

eFIC

IARy

C

uR

ReN

t St

AN

DA

RD

D

eSIR

eD S

tAN

DA

RD

Tim

e:

Vaca

nt p

osts

are

regi

ster

ed fo

r ad

verti

sem

ent w

ithin

eac

h m

onth

,ex

cept

for t

he m

onth

of D

ecem

ber

Tim

e:

The

mon

thly

adv

ertis

emen

t of p

osts

isne

cess

ary,

esp

ecia

lly w

here

ther

e ar

e a

larg

e number of posts vacant. The filling of the posts

with

in a

per

iod

of 1

80 d

ays

shou

ld b

e re

gard

edas

a p

riorit

y

Cos

t: R

12m

per

ann

um

Cos

t: R

12m

per

ann

um

Hum

anR

esou

rces

: 60

Rec

ruitm

ent/H

R P

ract

ition

ers

Hum

anR

esou

rces

: 90

HR

Pra

ctiti

oner

s re

quire

d



Signed............................................................................................ Date: 01 April 2008 Mr. BMN Balfour Minister of Correctional Services


RESPONSIBILITIES TO MEMBERS



EXTERNAL RELATIONSHIPS


SERVICE DELIVERY RANGE



StR

AteG

IC P

lAN

: PR

OG

RA

MM

e A

DM

INIS

tRAt

ION

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

Indi

cato

r S

trate

gy

Stra

tegy

Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

sYe

ar 1

(2

008/

09)

Year

2

(200

9/10

) Ye

ar 3

(2

010/

11)

Year

4

(201

1/12

) Ye

ar 5

(2

012/

13)

A.1

To

prov

ide

effe

ctiv

e an

d efficient financial

and

supp

ly c

hain

man

agem

ent.

Unqualified matters

• on financial and

SCM management;

valu

e of

was

tefu

l,•

irreg

ular

and

unau

thor

ised

expenditure;

leve

l of o

ver a

nd•

under spending;

leve

l of c

ompl

ianc

e•

with

ass

et re

gist

erand verification;

% o

f HD

I ser

vice

• providers;

% of late payments;

•

A.1

.1 C

ompl

ianc

ew

ith F

inan

ce &

SC

M p

olic

ies,

proc

edur

es,

stan

dard

s an

dap

plic

able

legi

slat

ion

A1.

1.1

Pro

vide

,Im

plem

ent a

ndm

onito

r of F

inan

ce&

SC

M p

olic

ies

proc

edur

es,

stan

dard

s an

dap

plic

able

legi

slat

ion

Form

ulat

ion

/Im

plem

enta

tion

revi

ew o

f pol

icie

san

d pr

oced

ures

in Head Office.

Insp

ectio

n re

ports

on c

ompl

ianc

ele

vels

inM

anag

emen

t are

as& Head Office to

esta

blis

h ba

selin

ein

form

atio

n

50%

Impr

ovem

ent

in c

ompl

ianc

ele

vels

.

75%

Impr

ovem

ent

in c

ompl

ianc

ele

vels

.

90%

Impr

ovem

ent

in c

ompl

ianc

ele

vels

.

Sus

tain

edimprovement;

Rep

ort o

nco

mpl

ianc

e

A1.

1.2

Cor

rect

the identified

deficiencies : Asset

man

agem

ent

incl

udin

gIn

tang

ible

ass

ets

;Losses; Fleet

man

agem

ent.

Rec

eiva

bles

-sta

ff debtors; Accruals

Red

uce

curr

ent

mat

ters

of

qualification by

60%

Impr

ove

onm

atte

rs o

fqualification to

emph

asis

of

mat

ter.

Unqualified

audi

t rep

ort.

Sus

tain

edim

prov

emen

tson

mat

ters

of

qualifications.

Sus

tain

edim

prov

emen

tson

mat

ters

of

qualifications.

A1.1.3 Unqualified

audi

t opi

nion

on

accr

uals

Red

uce

qualifications on

accr

uals

.

Impr

ovem

ent o

nac

crua

ls

Unqualified

repo

rt on

accr

uals

.

Sus

tain

unqualified

audi

t rep

ort

on

accr

uals

Sus

tain

unqualified

audi

t rep

ort o

nac

crua

ls.

PROGRAMME PERFOMANCE PLAN

A) A

DM

INIS

tRAt

ION


StR

AteG

IC P

lAN

: PR

OG

RA

MM

e A

DM

INIS

tRAt

ION

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

Indi

cato

r S

trate

gy

Stra

tegy

Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)

A2.

To

ensu

re

effe

ctiv

e le

gally

soun

d, p

olic

yco

mpl

ianc

ean

d co

rrup

tion

free

man

agem

ent

of C

orre

ctio

nal

Ser

vice

s

Per

cent

age

• co

rrup

tion

and

fraud

alle

gatio

nsin

vest

igat

ed& finalised;

Num

ber

of le

gal

opin

ions

prov

ided

and

litig

atio

nca

ses

hand

led.

Per

cent

age

of c

ases

agai

nst D

CS

that

are

won;

A.2

.1 E

nsur

eco

mpl

ianc

e w

ithth

e la

w a

nd p

olic

ies

appl

icab

le to

the Department;

com

batin

g an

dpr

even

tion

ofco

rrup

tion,

frau

dan

d se

rious

mal

adm

inis

tratio

n.

A2.

1.1

Pro

vide

,Im

plem

ent &

mon

itor

of C

entra

l Ser

vice

spo

licie

s pr

oced

ures

,st

anda

rds

&ap

plic

able

legi

slat

ion

Impl

emen

tatio

nof

app

rove

dpo

licie

s an

dpr

oced

ures

inal

l Man

agem

ent

Are

as a

ndHead office

Insp

ectio

nre

ports

on

com

plia

nce

leve

ls in

Man

agem

ent

Are

as a

ndHead office

to e

stab

lish

base

line

info

rmat

ion

10%

Impr

ovem

ent i

nco

mpl

ianc

e le

vels

in

Man

agem

ent

Are

as a

nd H

ead

office

10%

Impr

ovem

ent

in c

ompl

ianc

ele

vels

inM

anag

emen

tA

reas

and

Head office

Sus

tain

edim

prov

emen

t

A.2

.1.2

Pro

vide

lega

l sup

port

to th

eD

epar

tmen

t.

Num

ber o

fle

gal o

pini

ons

prov

ided

,(B

asel

ine)

Num

ber o

flit

igat

ion

case

ssu

cces

sful

lyha

ndle

d(B

asel

ine)

Num

ber o

fle

gal o

pini

ons

prov

ided

,(In

crea

se a

gain

stba

selin

e)N

umbe

r of

litig

atio

n ca

ses

succ

essf

ully

hand

led

(Incr

ease

aga

inst

base

line)

Sus

tain

edimprovement;

Rep

ort o

nco

mpl

ianc

e

A2.

2 E

nhan

ceco

mba

ting

and

prev

entio

n of

corr

uptio

n, fr

aud

and

serio

usm

alad

min

istra

tion

A2.

2.1

Rai

seaw

aren

ess

and

inve

stig

ate

corr

uptio

n, fr

aud

and

serio

usm

alad

min

istra

tion

case

s

Per

cent

age

repo

rted

case

sinvestigated;

Per

cent

age

repo

rted

case

sin

vest

igat

ed

& R

epor

ted

case

sin

vest

igat

ed

&R

epor

ted

case

sin

vest

igat

ed

Per

cent

age

repo

rted

case

sin

vest

igat

ed



StR

AteG

IC P

lAN

: PR

OG

RA

MM

e A

DM

INIS

tRAt

ION

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

Indi

cato

r S

trate

gy

Stra

tegy

Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)

A2.

2.2

Cam

paig

nsan

d tra

inin

g on

ant

i-co

rrup

tion

polic

ies,

proc

edur

es a

ndet

hics

.

Incr

ease

d le

vel

of c

orru

ptio

naw

aren

ess

and

ethi

csE

xten

t of

the

leve

l of

awar

enes

sra

ised

.

Incr

ease

d le

vel

of c

orru

ptio

naw

aren

ess

and

ethi

csE

xten

t of

the

leve

l of

awar

enes

sra

ised

.

Incr

ease

d le

vel

of c

orru

ptio

naw

aren

ess

and

ethi

csE

xten

t of

the

leve

l of

awar

enes

sra

ised

.

Incr

ease

d le

vel

of c

orru

ptio

naw

aren

ess

and

ethi

csE

xten

t of

the

leve

l of

awar

enes

sra

ised

.

A2.

2.3

Enf

orce

men

tof

Dis

cipl

inar

yC

ode

to e

radi

cate

corr

uptio

n, fr

aud

and

serio

usm

alad

min

istra

tion

Per

cent

age

ofim

plem

enta

tion

of findings of

case

sN

umbe

r of

disc

iplin

ary

case

ssu

cces

sful

lyha

ndle

d.N

umbe

r ini

tiato

rsan

d ch

airp

erso

ns

who

se s

kills

have

bee

nen

hanc

ed.

(Bas

elin

e)

Per

cent

age

ofim

plem

enta

tion

offindings of cases

Num

ber o

fdi

scip

linar

y ca

ses

succ

essf

ully

hand

led.

Num

ber i

nitia

tors

and

chai

rper

sons

who

se s

kills

hav

ebe

en e

nhan

ced.

(Incr

ease

aga

inst

base

line)

Per

cent

age

of

impl

emen

tatio

n of

findings of cases

Num

ber o

f di

scip

linar

y ca

ses

succ

essf

ully

ha

ndle

d.N

umbe

r ini

tiato

rs

and

chai

rper

sons

w

hose

skil

ls h

ave

been

enh

ance

d.

(Incr

ease

aga

inst

ba

selin

e)

Per

cent

age

ofim

plem

enta

tion

offindings of cases

Num

ber o

fdi

scip

linar

y ca

ses

succ

essf

ully

hand

led.

Num

ber i

nitia

tors

and

chai

rper

sons

who

se s

kills

hav

ebe

en e

nhan

ced.

(Incr

ease

aga

inst

base

line)

Incr

ease

d le

vel

of c

orru

ptio

naw

aren

ess

and

ethi

csE

xten

t of

the

leve

l of

awar

enes

sra

ised

.

Per

cent

age

ofim

plem

enta

tion

of findings of

case

sN

umbe

r of

disc

iplin

ary

case

ssu

cces

sful

lyha

ndle

d.N

umbe

rin

itiat

ors

and

chai

rper

sons

who

se s

kills

have

bee

nen

hanc

ed.

(Incr

ease

agai

nst b

asel

ine)


StR

AteG

IC P

lAN

: PR

OG

RA

MM

e A

DM

INIS

tRAt

ION

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

Indi

cato

r S

trate

gy

Stra

tegy

Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

sYe

ar 1

(2

008/

09)

Year

2

(200

9/10

) Ye

ar 3

(2

010/

11)

Year

4

(201

1/12

) Ye

ar 5

(2

012/

13)

A3

To im

prov

e hu

man

reso

urce

capa

city

&m

anag

emen

tto

ena

ble

depa

rtmen

tto fulfill its

man

date

Out

com

eH

uman

reso

urci

ng o

fC

orre

ctio

nal

Ser

vice

s to

enab

le d

eliv

ery

on White Paper

Sufficient and

• ca

paci

tate

dm

embe

rs a

ndm

anag

emen

tIm

prov

ed H

RFunctioning;

Hea

lthy

and

safe

employees;

Impr

oved

rela

tions

betw

een

man

agem

ent,

empl

oyee

sand unions;

Cap

able

and

Com

pete

ntEmployees;

Org

anis

atio

nal

stru

ctur

e th

atis

alig

ned

toth

e fu

nctio

nsof

the

DC

San

d th

e po

stes

tabl

ishm

ent

A3.

1C

ompl

ianc

ew

ith C

orpo

rate

Ser

vice

spo

licie

s,pr

oced

ures

,st

anda

rds

&ap

plic

able

legi

slat

ion

A3.

1.1

Pro

vide

,Im

plem

ent

& m

onito

r of

Cor

pora

teS

ervi

ces

polic

ies

proc

edur

es,

stan

dard

s &

appl

icab

lele

gisl

atio

n

Impl

emen

tatio

n of

appr

oved

pol

icie

san

d pr

oced

ures

inal

l Man

agem

ent

Are

as In

spec

tion

repo

rts o

nco

mpl

ianc

e le

vels

in M

anag

emen

tA

reas

to e

stab

lish

base

line

info

rmat

ion

10%

Impr

ovem

ent

in c

ompl

ianc

ele

vels

inM

anag

emen

tA

reas

10%

Impr

ovem

ent

in c

ompl

ianc

ele

vels

inM

anag

emen

tA

reas

Sus

tain

edim

prov

emen

t

A3.

2 Im

prov

edpr

ovis

ion

mai

nten

ance

and

man

agem

ent

of h

uman

reso

urce

s

A3.

2.1

Red

uce

high

vac

ancy

rate

with

in d

epar

tmen

t

Mai

ntai

n av

erag

eva

canc

y ra

te o

f 7%

M

aint

ain

aver

age

vaca

ncy

rate

of

7%.

Mai

ntai

nav

erag

eva

canc

y ra

te o

f7%

.

Red

uce

aver

age

vaca

ncy

rate

to5%

.

Sus

tain

edimprovement;

Rep

ort o

nco

mpl

ianc

e

Mai

ntai

nav

erag

eva

canc

y ra

te o

f5%

.



Red

uce

the

aver

age

turn

arou

nd ti

me

for

filling

of v

acan

cies

at 1

20 d

ays

Red

uce

the

aver

age

turn

arou

ndtime for filling of

vaca

ncie

s at

90

days

Red

uce

the

aver

age

turn

arou

ndtime for filling of

vaca

ncie

s to

60

days

Mai

ntai

nth

e av

erag

etu

rnar

ound

time for filling of

vaca

ncie

s at

60

days

Mai

ntai

nth

e av

erag

etu

rnar

ound

time for filling of

vaca

ncie

s at

60

days

Red

uce

vaca

ncy

leve

l for

the

prof

essi

onal

s an

d/or

sca

rce

skill

sbe

low

50%

Mai

ntai

n va

canc

yle

vel f

or th

epr

ofes

sion

als

and/

or s

carc

e sk

ills

belo

w 5

0%

Mai

ntai

nth

e va

canc

yra

te fo

r the

prof

essi

onal

san

d/or

sca

rce

skill

s be

low

50%

Mai

ntai

nth

e va

canc

yra

te fo

r the

prof

essi

onal

san

d/or

sca

rce

skill

s be

low

50%

Mai

ntai

nth

e va

canc

yra

te fo

r the

prof

essi

onal

san

d/or

sca

rce

skill

s be

low

50%

A3.

2.2

Effe

ctiv

e m

anag

emen

t of

Tran

sfor

mat

ion

and

Cha

nge

Org

anis

atio

nal

Cul

ture

Sur

vey

conducted;

Dev

elop

cha

nge

man

agem

ent

inte

rven

tion

plan

Impl

emen

tcu

lture

cha

nge

inte

rven

tions

Rev

iew

cur

rent

chan

gein

terv

entio

nsan

d co

nduc

tim

pact

asse

ssm

ent

Impl

emen

tatio

nof

revi

sed

chan

ged

man

agem

ent

stra

tegy

Eva

luat

ere

vise

d ch

ange

man

agem

ent

stra

tegy

App

rove

dAffirmative Action

Pro

gram

me

impl

emen

ted

and

inte

rven

tion

mea

sure

sto

impr

ove

com

plia

nce

with

depa

rtmen

tal

Em

ploy

men

tE

quity

Tar

gets

de

velo

ped.

Com

plia

nce

with

depa

rtmen

tal

Em

ploy

men

tE

quity

Tar

gets

ev

alua

ted:

60

: 40

(lev

els

2-12

), 50

:50

(SM

S le

vel),

2% (

Peo

ple

with

Dis

abili

ties)

eval

uate

d an

dne

w d

epar

tmen

tal

EE

Tar

gets

for

the

next

5 y

ears

deve

lope

d.

impl

emen

tatio

nof

new

depa

rtmen

tal

Em

ploy

men

tE

quity

Tar

gets

fa

cilit

ated

and

com

plia

nce

with

inte

grat

edE

mpl

oym

ent

Equ

ity P

lan

mon

itore

d

Pro

gres

s on

com

plia

nce

with

depa

rtmen

tal

inte

grat

edE

mpl

oym

ent

Equ

ity p

lan

mon

itore

d.

Em

ploy

men

tE

quity

repo

rtsan

alys

edto

revi

ewpr

ogre

ss o

nim

plem

enta

tion

of d

epar

tmen

tal

inte

grat

edE

mpl

oym

ent

Equ

ity p

lan

.

StR

AteG

IC P

lAN

: PR

OG

RA

MM

e A

DM

INIS

tRAt

ION

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

Indi

cato

r S

trate

gy

Stra

tegy

Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

sYe

ar 1

(2

008/

09)

Year

2

(200

9/10

) Ye

ar 3

(2

010/

11)

Year

4

(201

1/12

) Ye

ar 5

(2

012/

13)


A3.

2.3

Impl

emen

ta

care

erde

velo

pmen

tsy

stem

and

impr

ove

perfo

rman

cem

anag

emen

tsy

stem

Impl

emen

t new

care

er p

athi

ngm

odel

bas

ed o

nP

ublic

Ser

vice

directives; Revise

and

impl

emen

tP

erfo

rman

ceM

anag

emen

tP

olic

y an

dS

yste

m fo

r DC

Sem

ploy

ees

Impl

emen

t new

care

er p

athi

ngm

odel

bas

ed o

nP

ublic

Ser

vice

dire

ctiv

es .

Impl

emen

tre

view

edpe

rform

ance

man

agem

ent

syst

em

Car

eer p

athi

ngfu

lly in

pla

ce fo

ral

l occ

upat

iona

lclassifications

and levels;

Rev

iew

Per

form

ance

Man

agem

ent

Sys

tem

for D

CS

empl

oyee

Rev

iew

impl

emen

tatio

nof

new

car

eer

path

ing

mod

elba

sed

onP

ublic

Ser

vice

dire

ctiv

esIm

plem

ent

revi

ewed

Per

form

ance

Man

agem

ent

Sys

tem

for D

CS

empl

oyee

s

Refine career

path

ing

mod

elba

sed

onP

ublic

Ser

vice

directives;

Impl

emen

tre

view

edP

erfo

rman

ceM

anag

emen

tS

yste

m fo

r DC

Sem

ploy

ees

A3.

2.4

Enh

ance

or im

prov

e H

uman

Res

ourc

e in

tegr

ityan

d se

curit

y to

supp

ort d

ecis

ion

mak

ing

Valid

, rel

iabl

e an

d ac

cura

tehu

man

reso

urce

ssystems data; in

resp

ect o

f :jo

btit

les,

occ

upat

iona

lclassifications,

resp

onsi

bilit

ies,

obje

ctiv

es,

com

pone

nts

and

sub-

com

pone

nts,

train

ing

stat

istic

s,eq

uity

targ

ets,

natu

re o

fap

poin

tmen

ts, a

ctof

app

oint

men

t,le

ave

grou

ps, l

eave

accr

ual c

odes

perc

enta

ge o

fac

cura

cy b

etw

een

pers

onne

lde

ploy

men

t and

pers

al, p

illar

Mai

nten

ance

of

valid

, rel

iabl

ean

d ac

cura

tehu

man

reso

urce

ssystems data;

perc

enta

ge o

fac

cura

cy b

etw

een

pers

onne

lde

ploy

men

t and

pers

al

Mai

nten

ance

of v

alid

,re

liabl

e an

dac

cura

te h

uman

reso

urce

ssystems data;

perc

enta

geof

acc

urac

ybe

twee

npe

rson

nel

depl

oym

ent a

ndpe

rsal

Mai

nten

ance

of v

alid

,re

liabl

e an

dac

cura

te h

uman

reso

urce

ssystems data;

perc

enta

geof

acc

urac

ybe

twee

npe

rson

nel

depl

oym

ent a

ndpe

rsal

Mai

nten

ance

of v

alid

,re

liabl

e an

dac

cura

te h

uman

reso

urce

ssystems data;

perc

enta

geof

acc

urac

ybe

twee

npe

rson

nel

depl

oym

ent a

ndpe

rsal

StR

AteG

IC P

lAN

: PR

OG

RA

MM

e A

DM

INIS

tRAt

ION

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

Indi

cato

r S

trate

gy

Stra

tegy

Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

sYe

ar 1

(2

008/

09)

Year

2

(200

9/10

) Ye

ar 3

(2

010/

11)

Year

4

(201

1/12

) Ye

ar 5

(2

012/

13)



A3.

3 D

eliv

ery

of h

uman

reso

urce

deve

lopm

ent

serv

ices

tom

embe

rs a

ndm

anag

emen

t

A3.

3.1

Pro

vide

Lear

ners

hips

,In

tern

ship

s, s

kills

prog

ram

mes

and

line-

func

tion

educ

atio

n, tr

aini

ngan

d de

velo

pmen

tpr

ogra

mm

es to

all

mem

bers

Pro

vide

gra

duat

ein

tern

ship

prog

ram

me

at5% of financed

esta

blis

hmen

tIn

crea

se th

enu

mbe

r of i

nter

nsto

5%

of t

otal

esta

blis

hmen

t

Mai

ntai

n th

enu

mbe

r of

grad

uate

int

erns

at 5

% o

f tot

ales

tabl

ishm

ent

Mai

ntai

n th

enu

mbe

r of

grad

uate

inte

rns

at 5

% o

f tot

ales

tabl

ishm

ent

Mai

ntai

n th

enu

mbe

r of

grad

uate

inte

rns

at 5

% o

f tot

ales

tabl

ishm

ent

Mai

ntai

n th

enu

mbe

r of

grad

uate

inte

rns

at 5

% o

f tot

ales

tabl

ishm

ent

% o

f mem

bers

at

Co

leve

l, ju

nior

man

agem

ent

level; senior

man

agem

ent

leve

l who

hav

ere

ceiv

ed tr

aini

ngin

rela

tion

to s

kills

prog

ram

mes

and

line-

func

tion

educ

atio

n, tr

aini

ngan

d de

velo

pmen

tprogrammes; base

line

info

rmat

ion

esta

blis

hed

Incr

ease

d %

of m

embe

rs a

tC

o le

vel,

juni

orm

anag

emen

tlevel; senior

man

agem

ent

leve

l who

hav

ere

ceiv

ed tr

aini

ngin

rela

tion

to s

kills

prog

ram

mes

and

line-

func

tion

educ

atio

n, tr

aini

ng

and

deve

lopm

ent

prog

ram

mes

Incr

ease

d %

of m

embe

rs a

tC

o le

vel,

juni

orm

anag

emen

tlevel; senior

man

agem

ent

leve

l who

have

rece

ived

train

ing

inre

latio

n to

ski

llspr

ogra

mm

esan

d lin

e-fu

nctio

ned

ucat

ion,

train

ing

and

deve

lopm

ent

prog

ram

mes

Incr

ease

% o

fm

embe

rs a

tC

o le

vel,

juni

orm

anag

emen

tlevel; senior

man

agem

ent

leve

l who

have

rece

ived

train

ing

inre

latio

n to

ski

llspr

ogra

mm

esan

d lin

e-fu

nctio

ned

ucat

ion,

train

ing

and

deve

lopm

ent

prog

ram

mes

Incr

ease

d %

of m

embe

rs a

tC

o le

vel,

juni

orm

anag

emen

tlevel; senior

man

agem

ent

leve

l who

have

rece

ived

train

ing

inre

latio

n to

ski

llspr

ogra

mm

esan

d lin

e-fu

nctio

ned

ucat

ion,

train

ing

and

deve

lopm

ent

prog

ram

mes

A3.

3.2

Est

ablis

ha

Pro

fess

iona

lB

ody

(Sou

ther

nA

frica

Cor

rect

ions

Ass

ocia

tion/

Cou

ncil-

SA

CA

)for the field of

Cor

rect

ions

Rul

es a

ndre

gula

tions

of

the

envi

sage

dpr

ofes

sion

al b

ody

appr

oved

Pro

fess

iona

l Bod

yes

tabl

ishe

d an

dfu

nctio

ning

at

80%

Pro

fess

iona

lC

ounc

il fu

llyfu

nctio

nal a

ndpr

oduc

e a

repo

rt

Est

ablis

hpr

ofes

sion

alco

unci

lst

ruct

ures

and

enha

nce

self

sufficiency

Mon

itor t

hefu

nctio

ning

and

repo

rt on

the

effe

ctiv

enes

s of

th

e A

ssoc

iatio

n/

Boa

rd

A3.

4A

lignm

ent o

fO

rgan

isat

iona

lS

truct

ure

with

the

func

tions

of th

e D

CS

A3.

4.1

Impl

emen

t re

vise

dor

gani

satio

nal

stru

ctur

e

Identified Critical

post

s fu

nded

inco

nsul

tatio

n w

ithFi

nanc

e

Identified Critical

post

s fu

nded

inco

nsul

tatio

n w

ithFi

nanc

e

Identified

Crit

ical

pos

tsfu

nded

inco

nsul

tatio

nw

ith F

inan

ce

Identified

Crit

ical

pos

tsfu

nded

inco

nsul

tatio

nw

ith F

inan

ce

Identified Critical

post

s fu

nded

inco

nsul

tatio

n w

ith

Fina

nce

StR

AteG

IC P

lAN

: PR

OG

RA

MM

e A

DM

INIS

tRAt

ION

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

Indi

cato

r S

trate

gy

Stra

tegy

Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

sYe

ar 1

(2

008/

09)

Year

2

(200

9/10

) Ye

ar 3

(2

010/

11)

Year

4

(201

1/12

) Ye

ar 5

(2

012/

13)



Mai

nten

ance

of th

e po

stes

tabl

ishm

ent o

nP

ersa

I in

line

with

the

revi

sed

Pos

tE

stab

lishm

ent

Alig

ned

Per

sal

to th

e re

vise

dO

rgan

isat

iona

lS

truct

ure

and

Pos

tE

stab

lishm

ent

Mai

nten

ance

of th

e po

stes

tabl

ishm

ent

on P

ersa

I in

line

with

the

revi

sed

Pos

tE

stab

lishm

ent

Mai

nten

ance

of th

e po

stes

tabl

ishm

ent

on P

ersa

I in

line

with

the

revi

sed

Pos

tE

stab

lishm

ent

Mai

nten

ance

of th

e po

stes

tabl

ishm

ent

on P

ersa

I in

line

with

the

revi

sed

Pos

tE

stab

lishm

ent

Gra

ding

and

impl

emen

tatio

nof

jobs

in li

new

ith th

e re

vise

dO

rgan

isat

iona

lS

truct

ure

Gra

ded

jobs

in li

ne w

ithth

e re

vise

dO

rgan

isat

iona

lS

truct

ure

Gra

ded

jobs

in li

ne w

ithth

e re

vise

dO

rgan

isat

iona

lS

truct

ure

Gra

ded

jobs

in li

ne w

ithth

e re

vise

dO

rgan

isat

iona

lS

truct

ure

Gra

ded

jobs

in li

ne w

ithth

e re

vise

dO

rgan

isat

iona

lS

truct

ure

A3.

5Im

plem

ent

an In

tegr

ated

empl

oyee

heal

th a

ndw

elln

ess

prog

ram

me

A3.

5.1

App

rove

an

d im

plem

ent

inte

grat

edem

ploy

ee h

ealth

and

wel

lnes

sst

rate

gy to

incl

ude

EA

P, H

IV/A

ids,

O

HS

, Spo

rt an

dR

ecre

atio

n an

dth

e Fa

cilit

ies

Fund

.

Rev

iew

and

alig

n th

e D

CS

Wellbeing Strategy

to th

e D

PS

A D

raft

EHW (Employee

Hea

lth a

ndWellness) strategic

fram

ewor

k fo

r the

publ

ic s

ervi

ce

Impl

emen

tth

e ap

prov

edDCS Wellbeing

Stra

tegy

(alig

ned

to th

e D

PS

AEHW framework)

in 3

0% o

f the

Reg

ions

Impl

emen

tth

e ap

prov

edDCS Wellbeing

Stra

tegy

(alig

ned

to th

eDPSA EHW

fram

ewor

k)in

50%

of t

heR

egio

ns

Impl

emen

tth

e ap

prov

edDCS Wellbeing

Stra

tegy

(alig

ned

to th

eDPSA EHW

fram

ewor

k)in

80%

of t

heR

egio

ns

Impl

emen

tth

e ap

prov

edDCS Wellbeing

Stra

tegy

(alig

ned

to th

eDPSA EHW

fram

ewor

k) in

100%

of t

heR

egio

ns

A3.

6 Im

prov

edem

ploy

eere

latio

ns

A3.

6.1

Est

ablis

hst

ruct

ures

and

mec

hani

sms

for e

ffect

ive

empl

oyer

-em

ploy

eere

latio

nsm

anag

emen

t

Mon

itorin

g of

the

oper

atio

ns o

fR

egio

nal L

abou

rR

elat

ions

For

ums

• Facilitate the

finalisation of the

RB

O

Mon

itor t

heop

erat

ions

of

Man

agem

ent

Are

a La

bour

Rel

atio

ns F

orum

s

Ens

ure

that

Man

agem

ent

Are

a La

bour

Rel

atio

nsFo

rum

s in

line

with

IHR

S

Sys

tem

s an

dR

elat

ions

hip

By

Obj

ectiv

espr

oces

sas

sess

ed to

dete

rmin

eeffectiveness;

Num

ber o

fgr

ieva

nces

StR

AteG

IC P

lAN

: PR

OG

RA

MM

e A

DM

INIS

tRAt

ION

Mea

sura

ble

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ctiv

e &

Out

com

e

Per

form

ance

Indi

cato

r S

trate

gy

Stra

tegy

Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

sYe

ar 1

(2

008/

09)

Year

2

(200

9/10

) Ye

ar 3

(2

010/

11)

Year

4

(201

1/12

) Ye

ar 5

(2

012/

13)


Mai

nten

ance

of

the

post

es

tabl

ishm

ent o

n P

ersa

I in

line

with

th

e re

vise

d P

ost

Est

ablis

hmen

t

Alig

ned

Per

sal

to th

e re

vise

d O

rgan

isat

iona

l S

truct

ure

and

Pos

t E

stab

lishm

ent

Mai

nten

ance

of

the

post

es

tabl

ishm

ent

on P

ersa

I in

line

with

the

revi

sed

Pos

t E

stab

lishm

ent

Mai

nten

ance

of

the

post

es

tabl

ishm

ent

on P

ersa

I in

line

with

the

revi

sed

Pos

t E

stab

lishm

ent

Mai

nten

ance

of

the

post

es

tabl

ishm

ent

on P

ersa

I in

line

with

the

revi

sed

Pos

t E

stab

lishm

ent

Gra

ding

and

im

plem

enta

tion

of jo

bs in

line

w

ith th

e re

vise

d O

rgan

isat

iona

l S

truct

ure

Gra

ded

jobs

in

line

with

th

e re

vise

d O

rgan

isat

iona

l S

truct

ure

Gra

ded

jobs

in

line

with

th

e re

vise

d O

rgan

isat

iona

l S

truct

ure

Gra

ded

jobs

in

line

with

th

e re

vise

d O

rgan

isat

iona

l S

truct

ure

Gra

ded

jobs

in

line

with

th

e re

vise

d O

rgan

isat

iona

l S

truct

ure

A3.

5 Im

plem

ent

an In

tegr

ated

em

ploy

ee

heal

th a

nd

wel

lnes

s pr

ogra

mm

e

A3.

5.1

App

rove

an

d im

plem

ent

inte

grat

ed

empl

oyee

hea

lth

and

wel

lnes

s st

rate

gy to

incl

ude

EA

P, H

IV/A

ids,

O

HS

, Spo

rt an

d R

ecre

atio

n an

d th

e Fa

cilit

ies

Fund

.

Rev

iew

and

al

ign

the

DC

S

Wellbeing Strategy

to th

e D

PS

A D

raft

EHW (Employee

Hea

lth a

nd

Wellness) strategic

fram

ewor

k fo

r the

pu

blic

ser

vice

Impl

emen

t th

e ap

prov

ed

DCS Wellbeing

Stra

tegy

(alig

ned

to th

e D

PS

AEHW framework)

in 3

0% o

f the

R

egio

ns

Impl

emen

t th

e ap

prov

ed

DCS Wellbeing

Stra

tegy

(a

ligne

d to

the

DPSA EHW

fram

ewor

k)

in 5

0% o

f the

R

egio

ns

Impl

emen

t th

e ap

prov

ed

DCS Wellbeing

Stra

tegy

(a

ligne

d to

the

DPSA EHW

fram

ewor

k)

in 8

0% o

f the

R

egio

ns

Impl

emen

t th

e ap

prov

ed

DCS Wellbeing

Stra

tegy

(a

ligne

d to

the

DPSA EHW

fram

ewor

k) in

10

0% o

f the

R

egio

ns

A3.

6 Im

prov

ed

empl

oyee

re

latio

ns

A3.

6.1

Est

ablis

h st

ruct

ures

and

m

echa

nism

s fo

r effe

ctiv

e em

ploy

er-

empl

oyee

re

latio

ns

man

agem

ent

Mon

itorin

g of

the

oper

atio

ns o

f R

egio

nal L

abou

r R

elat

ions

For

ums

• Facilitate the

finalisation of the

RB

O

Mon

itor t

he

oper

atio

ns o

f M

anag

emen

t A

rea

Labo

ur

Rel

atio

ns F

orum

s

Ens

ure

that

M

anag

emen

t A

rea

Labo

ur

Rel

atio

ns

Foru

ms

in li

ne

with

IHR

S

Sys

tem

s an

d R

elat

ions

hip

By

Obj

ectiv

es

proc

ess

asse

ssed

to

dete

rmin

e effectiveness;

Num

ber o

f gr

ieva

nces

StR

AteG

IC P

lAN

: PR

OG

RA

MM

e A

DM

INIS

tRAt

ION

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

Indi

cato

r S

trate

gy

Stra

tegy

Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)

A4.

To e

nsur

e ef

fect

ive

Kno

wle

dge

Man

agem

ent

thro

ugh

impr

oved

info

rmat

ion

man

agem

ent

syst

ems,

info

rmat

ion

com

mun

icat

ion

tech

nolo

gyso

lutio

ns &

serv

ices

inor

der t

o en

sure

info

rmat

ion

driv

en d

ecis

ion

mak

ing

A4.

1 M

anag

emen

tof

and

acc

ess

to M

anag

emen

tIn

form

atio

n

A4.

1.1

Dat

age

nera

tion

& s

tora

gein

web

bas

edin

form

atio

n sy

stem

sby each Head Office

Dire

ctor

ate

Mai

ntai

nac

cura

te,

up-to

-dat

e,w

eb b

ased

info

rmat

ion

syst

em (M

IS),

databases;

perc

enta

ge o

fH

O D

irect

orat

esw

ith n

eces

sary

web

bas

ed d

ata

systems; base

line

info

rmat

ion

Mai

ntai

nac

cura

te, u

p-to

-da

te, w

eb b

ased

info

rmat

ion

syst

em (M

IS),

data

base

spe

rcen

tage

of

HO

Dire

ctor

ates

with

nec

essa

ryw

eb b

ased

dat

asy

stem

s

Mai

ntai

nac

cura

te,

up-to

-dat

e,w

eb b

ased

info

rmat

ion

syst

em (M

IS),

data

base

spe

rcen

tage

of

HO

Dire

ctor

ates

w

ith n

eces

sary

web

bas

ed d

ata

syst

ems

Mai

ntai

nac

cura

te, u

p-to

-da

te, w

eb b

ased

info

rmat

ion

syst

em (M

IS),

data

base

spe

rcen

tage

of

HO

Dire

ctor

ates

with

nec

essa

ryw

eb b

ased

dat

asy

stem

s

Info

rmat

ion

driv

en d

ecis

ion

mak

ing

and

effe

ctiv

e m

onito

ring

and

eval

uatio

n

A4.

1.2

Impr

ove

reco

rd m

anag

emen

tsy

stem

s in

com

plia

nce

with

Nat

iona

l Arc

hive

s A

ct ,

MIS

S,P

AIA

and

ot

hers

,

PAIA

requ

ests

m

ade

and

acce

ded

to; File plan

appr

oved

and

implemented;

% o

f doc

umen

tse

curit

ybr

each

es

PAIA

requ

ests

m

ade

and

acce

ded

to; File plan

appr

oved

and

implemented;

% o

f doc

umen

tse

curit

y br

each

es

PAIA

requ

ests

m

ade

and

acce

ded

to; File plan

appr

oved

and

implemented;

% o

f doc

umen

tse

curit

ybr

each

es

PAIA

requ

ests

m

ade

and

acce

ded

to; File plan

appr

oved

and

implemented;

% o

f doc

umen

tse

curit

ybr

each

es

Mai

ntai

nac

cura

te,

up-to

-dat

e,w

eb b

ased

info

rmat

ion

syst

em (M

IS),

data

base

spe

rcen

tage

of H

OD

irect

orat

esw

ith n

eces

sary

web

bas

ed d

ata

syst

ems

PAIA

requ

ests

m

ade

and

acce

ded

to; File plan

appr

oved

and

implemented;

% o

f doc

umen

tse

curit

ybr

each

es

A4.

2 P

rovi

sion

of

eval

uativ

e re

sear

chan

d ac

cess

ible

research findings/

repo

rts o

n st

rate

gic

foci

A.4

.2.1

Util

isat

ion

of p

aras

tata

ls to

cond

uct e

valu

ativ

ere

sear

ch o

n be

half

of D

CS

Res

earc

hpr

ojec

ts o

nst

rate

gic

foci

initi

ated

and

repo

rted

quar

terly

.

Res

earc

hpr

ojec

ts o

nst

rate

gic

foci

ong

oing

and

repo

rted

quar

terly

Res

earc

hpr

ojec

ts o

nst

rate

gic

foci

ong

oing

and

repo

rted

quar

terly

Res

earc

hpr

ojec

ts o

nst

rate

gic

foci

ong

oing

and

repo

rted

quar

terly

Res

earc

hpr

ojec

ts o

nst

rate

gic

foci

ong

oing

and

repo

rted

quar

terly



A4.

2.2

Dis

sem

inat

ere

leva

nt re

sear

chreports and findings.

Inte

rnal

publ

icat

ion

oflis

t of r

esea

rch

com

plet

edan

d re

sear

chre

ports

accessible;

Pol

icy

rese

arch

and

deba

tefo

rum

ses

sion

she

ld

Inte

rnal

publ

icat

ion

oflis

t of r

esea

rch

com

plet

ed a

ndre

sear

ch re

ports

accessible;

Pol

icy

rese

arch

and

deba

te fo

rum

sess

ions

hel

d

Inte

rnal

publ

icat

ion

oflis

t of r

esea

rch

com

plet

edan

d re

sear

chre

ports

accessible;

Pol

icy

rese

arch

and

deba

tefo

rum

ses

sion

she

ld

Inte

rnal

publ

icat

ion

oflis

t of r

esea

rch

com

plet

ed a

ndre

sear

ch re

ports

accessible;

Pol

icy

rese

arch

and

deba

tefo

rum

ses

sion

she

ld

Inte

rnal

publ

icat

ion

oflis

t of r

esea

rch

com

plet

edan

d re

sear

chre

ports

accessible;

Pol

icy

rese

arch

and

deba

tefo

rum

ses

sion

she

ld

A4.

3 D

evel

opm

ent

of IC

T sy

stem

s to

sup

port

DC

SK

now

ledg

e &

Info

rmat

ion

Man

agem

ent P

lan

A4.

3.1

Dev

elop

Cap

abili

ty M

atur

ityFr

amew

ork

(CM

F)in

line

with

indu

stria

lst

anda

rds

and

best

pra

ctic

es(e

.g. C

OB

IT, I

TIL,

P

MB

OK

)

Leve

l 2.

Fina

lize

impl

emen

tatio

nan

d pe

er re

view

of le

vel 1

and

2 an

d se

lfas

sess

men

t of

mat

urity

leve

l2

+ C

ompi

leco

rrec

tive

actio

n pl

ans.

Impl

emen

tatio

nP

lan

for l

evel

3

Sta

rtim

plem

enta

tion

of le

vel 3

Leve

l 3 s

elf

asse

ssm

ent

of l

evel

1 a

nd2.

Fin

aliz

eim

plem

enta

tion

and

peer

revi

ew o

f le

vel

3 +

Com

pile

corr

ectiv

eac

tion

plan

s.

Sel

f ass

essm

ent

of L

evel

3 a

ndim

plem

enta

tion

of c

orre

ctiv

eac

tion

plan

s.M

atur

e Le

vel 3

Ass

essm

ent

to a

chie

vem

atur

ity le

vel 4

Bus

ines

s•

alig

ned

and

info

rmed

syst

ems,

whi

chas

sist

s th

ede

partm

ent

to a

chie

veits

stra

tegi

cob

ject

ives

A4.

3.2

Impl

emen

tatio

n of

MIS

P

Rev

iew

, upd

ate

and

impl

emen

tpl

an.

Prio

rity

2in

itiat

ives

Rev

iew

, upd

ate

and

impl

emen

tpl

an. P

riorit

y 3

initi

ativ

es

Rev

iew

, upd

ate

and

impl

emen

tpl

an. P

riorit

y 4

initi

ativ

es

Rev

iew

, upd

ate

and

impl

emen

tpl

an

Rev

iew

prio

rtisa

tion

and

upda

teM

ISP

proj

ects

fo

r yea

r 5im

plem

enta

tion

StR

AteG

IC P

lAN

: PR

OG

RA

MM

e A

DM

INIS

tRAt

ION

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

Indi

cato

r S

trate

gy

Stra

tegy

Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)


StR

AteG

IC P

lAN

: PR

OG

RA

MM

e A

DM

INIS

tRAt

ION

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

Indi

cato

r S

trate

gy

Stra

tegy

Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)

Inte

grat

ed•

Tech

nolo

gies

w

hich

ensu

res

syne

rgy

and

faci

litat

es th

ede

partm

ent’s

op

timal

utili

zatio

n of

reso

urce

s.

A4.

3.3

Dev

elop

and

impl

emen

tan

inte

grat

edTe

chno

logy

Stra

tegy

Inte

grat

ion

of s

yste

ms

Pha

se 2

.D

evel

opm

ent

of a

n in

tegr

ated

oper

atio

nsce

ntre

Mon

itor a

ndev

alua

te im

pact

on o

pera

tions

.Im

plem

enta

tion

of th

e ne

twor

kop

erat

ions

cent

re.

Mai

nten

ance

and

supp

ort

Mai

nten

ance

and

supp

ort.

Mon

itor a

ndev

alua

te im

pact

on o

pera

tions

Mai

nten

ance

and

supp

ort

Mai

nten

ance

,sup

port

and

revi

ew o

fin

tegr

ated

oper

atio

ns

A4.

3.4

Impl

emen

tO

pen

Sou

rce

Sof

twar

e (O

SS

)in

itiat

ives

Rol

l out

of O

SS

R

oll o

ut o

f OS

S

Mon

itor a

ndev

alua

te im

pact

of O

SS

on

DC

Sop

erat

ions

Mig

ratio

nof

cur

rent

syst

ems

to O

SS

tech

nolo

gy

A5.

1To

mai

nstre

am

corr

ectio

ns a

ndcr

imin

al ju

stic

ein

to m

ultil

ater

alpr

oces

ses

ofS

AD

C a

nd A

U

to p

rom

ote

and

influence global

gove

rnan

ce re

late

dto

Cor

rect

ions

and

Crim

inal

Jus

tice

Sys

tem

A5.

1.1

Con

solid

atio

nof

DC

S in

volv

emen

tin

SA

DC

and

Mul

tilat

eral

Pro

cess

es

Pre

para

tion

for

SA

corr

ectio

ns

prog

ram

me

ofac

tion

re S

AD

C

Impl

emen

tatio

nof

SA

corr

ectio

ns

prog

ram

me

ofac

tion

re S

AD

C

Impl

emen

tatio

nof

SA

corr

ectio

nspr

ogra

mm

e of

actio

n re

SA

DC

Impl

emen

tatio

nof

SA

cor

rect

ions

pr

ogra

mm

e of

actio

n re

SA

DC

A5.

1.2

Con

solid

ate

bila

tera

l rel

atio

ns o

nth

e A

frica

n co

ntin

ent

and

parti

cipa

tein post-conflict

reco

nstru

ctio

nan

d de

velo

pmen

t(P

CR

D)

Del

iver

yon

sig

ned

Bilaterals;

Coo

pera

tion

agre

emen

twith identified

Afri

can

coun

tries

conc

lude

dP

artic

ipat

ein

PC

RD

coun

tries

.

Del

iver

y on

signed Bilaterals;

Coo

pera

tion

agre

emen

twith identified

Afri

can

coun

tries

conc

lude

dP

artic

ipat

e in

PC

RD

cou

ntrie

s.

Del

iver

yon

sig

ned

Bilaterals;

Coo

pera

tion

agre

emen

twith identified

Afri

can

coun

tries

conc

lude

dP

artic

ipat

ein

PC

RD

coun

tries

.

Del

iver

yon

sig

ned

Bilaterals;

Coo

pera

tion

agre

emen

twith identified

Afri

can

coun

tries

conc

lude

dP

artic

ipat

e in

PC

RD

cou

ntrie

s.

15%

Red

uctio

non

DC

SLi

cens

ing

cost

s

A5:

To

impr

ove

DC

S s

ervi

cede

liver

yth

roug

hin

volv

emen

tin

the

inte

rnat

iona

lar

ena,

clu

ster

man

agem

ent

and

parli

amen

tary

liais

on

Impl

emen

tatio

nof

SA

corr

ectio

nspr

ogra

mm

eof

act

ion

re

SA

DC

Del

iver

yon

sig

ned

Bilaterals;

Coo

pera

tion

agre

emen

twith identified

Afri

can

coun

tries

conc

lude

dP

artic

ipat

ein

PC

RD

coun

tries

.



A5.

2 In

volv

emen

tin

inte

grat

edgo

vern

ance

for

impr

oved

ser

vice

deliv

ery

A5.

2.1

Pro

mot

e th

eac

tive

and

effe

ctiv

e pa

rtici

patio

n of

DC

Sin

del

iver

y on

JC

PS

Prio

ritie

s

Ann

ual

asse

ssm

ent

of th

e im

pact

of c

oord

inat

edpa

rtici

pate

d,de

liver

y an

dre

porti

ng in

Clu

ster

s.

Ann

ual

asse

ssm

ent

of th

e im

pact

of c

oord

inat

edpa

rtici

pate

d,de

liver

y an

dre

porti

ng in

Clu

ster

s.

Ann

ual

asse

ssm

ent

of th

e im

pact

of c

oord

inat

edpa

rtici

pate

d,de

liver

y an

dre

porti

ng in

Clu

ster

s.

Ann

ual

asse

ssm

ent

of th

e im

pact

of c

oord

inat

edpa

rtici

pate

d,de

liver

y an

dre

porti

ng in

Clu

ster

s.

Ann

ual

asse

ssm

ent

of th

e im

pact

of c

oord

inat

edpa

rtici

pate

d,de

liver

y an

dre

porti

ng in

Clu

ster

s.

A5.

3 M

anag

emen

tof

Par

liam

enta

ryLi

aiso

n

A5.

3.1

Enh

ance

com

plia

nce

with

Par

liam

enta

ryde

adlin

es a

ndim

prov

ed q

ualit

yin

ans

wer

ing

Par

liam

enta

ryQ

uest

ions

and

pres

enta

tions

Rev

iew

the

syst

em o

fP

arlia

men

tary

coor

dina

tion

and

man

agem

ent o

fP

arlia

men

tary

ques

tions

and

pres

enta

tions

/briefing;

Impr

ove

com

plia

nce

with

Par

liam

enta

rysy

stem

s

Faci

litat

e an

dco

ordi

nate

com

plia

nce

with

Par

liam

enta

rysy

stem

s

Faci

litat

e an

dco

ordi

nate

com

plia

nce

with

Par

liam

enta

rysy

stem

s

Faci

litat

e an

dco

ordi

nate

com

plia

nce

with

Par

liam

enta

rysy

stem

s

Faci

litat

e an

dco

ordi

nate

com

plia

nce

with

P

arlia

men

tary

syst

ems

A 5.

4. Im

prov

e re

latio

nshi

psw

ith in

stitu

tions

supp

ortin

gde

moc

racy

and

inst

itutio

nsre

spon

sibl

e fo

rov

ersi

ght o

f DC

S

A 5.

4.1

Coo

rdin

ate

wor

k on

task

sidentified by Chapter

nine

inst

itutio

ns,

inst

itutio

nssu

ppor

ting

dem

ocra

cyan

d in

stitu

tions

resp

onsi

ble

for

over

sigh

t of D

CS

Sys

tem

of

coor

dina

tion

ofC

hapt

er N

ine

Inst

itutio

ns,

inst

itutio

nssu

ppor

ting

dem

ocra

cyan

d in

stitu

tions

resp

onsi

ble

for o

vers

ight

of D

CS

is

revi

ewed

Impr

oved

coor

dina

tion

oftasks identified

by C

hapt

erni

ne in

stitu

tions

supp

ortin

gde

moc

racy

and

inst

itutio

nsre

spon

sibl

e fo

rov

ersi

ght o

f DC

Sto

be

perfo

rmed

by D

CS

Impr

oved

coor

dina

tion

oftasks identified

by C

hapt

erni

ne in

stitu

tions

supp

ortin

gde

moc

racy

and

inst

itutio

nsre

spon

sibl

efo

r ove

rsig

htof

DC

S

to b

epe

rform

ed b

yD

CS

Impr

oved

coor

dina

tion

oftasks identified

by C

hapt

erni

ne in

stitu

tions

supp

ortin

gde

moc

racy

and

inst

itutio

nsre

spon

sibl

e fo

rov

ersi

ght o

f DC

S

to b

e pe

rform

edby

DC

S

Impr

oved

coor

dina

tion

oftasks identified

by C

hapt

erni

ne in

stitu

tions

supp

ortin

gde

moc

racy

and

inst

itutio

nsre

spon

sibl

efo

r ove

rsig

htof

DC

S t

o be

perfo

rmed

by

DC

S

StR

AteG

IC P

lAN

: PR

OG

RA

MM

e A

DM

INIS

tRAt

ION

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

Indi

cato

r S

trate

gy

Stra

tegy

Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)


A.6

To

impr

ove

plat

form

san

d se

rvic

esai

med

at

prog

ress

ivel

ym

eetin

gin

form

atio

nan

dco

mm

unic

atio

nne

eds.

A.6

.1 Im

prov

eco

mm

unic

atio

nw

ith in

tern

al a

ndex

tern

al p

ublic

sin

clud

ing

inm

ates

A6.

1.1

Dev

elop

and

deliv

er o

n D

CS

Com

mun

icat

ion

Stra

tegy

.

Impr

oved

unde

rsta

ndin

gof

DC

S c

ore

busi

ness

,pe

rform

ance

ratin

g an

dpa

rtici

patio

nin

the

impl

emen

tatio

nof the White

Pap

er. B

ase

line

info

rmat

ion

Impr

oved

unde

rsta

ndin

gof

DC

S c

ore

busi

ness

with

anot

her 5

%

Impr

oved

unde

rsta

ndin

gof

DC

S c

ore

busi

ness

with

anth

er 5

%

Stra

tegy

mai

ntai

ning

and

slig

htly

impr

ove

publ

icun

ders

tand

ing

ofD

CS

man

date

Stra

tegy

mai

ntai

ning

and

slig

htly

impr

ove

publ

icun

ders

tand

ing

of D

CS

man

date

A.6

.2 P

rom

otio

nof

DC

S C

orpo

rate

Imag

e

6.2.

1 D

evel

op a

com

preh

ensi

veim

age

turn

aro

und

stra

tegy

and

bui

ldits

impl

emen

tatio

nca

paci

ty

Impr

ove

DC

Spe

rform

ance

ratin

gs b

yan

othe

r 5%

Impr

ove

DC

Spe

rform

ance

ratin

gs b

yan

othe

r 5%

to70

%

Rev

iew

the

ITA

stra

tegy

fo

r sus

tain

ing

and

slig

htly

impr

ovin

gpe

rform

ance

ratin

gs o

f DC

S

Sus

tain

the

cam

paig

nto

mai

ntai

nap

prov

al ra

tings

Sus

tain

the

cam

paig

nto

mai

ntai

nap

prov

al ra

tings

A6.

2.2

Del

iver

on

DC

S s

igna

ge a

ndbr

andi

ng

Sig

nage

and

bran

ding

cov

ers

50%

of D

CS

inst

itutio

ns

Sig

nage

and

bran

ding

cov

ers

75%

of D

CS

inst

itutio

ns

Sig

nage

and

bran

ding

cov

ers

100%

of D

CS

Inst

itutio

ns

Mai

nten

ance

bran

ding

mat

eria

l

Rep

ositi

onin

gco

rrec

tiona

lse

rvic

es b

rand

natio

nally

A.7

. To

ensu

re

effe

ctiv

e pl

anni

ng,

reso

urci

ng,

deliv

ery,

pr

ojec

tm

anag

emen

t,m

onito

ring

and

repo

rting

for i

mpr

oved

serv

ice

deliv

ery

• Clear

perfo

rman

cein

form

atio

naudit opinion;

• Reduce

info

rmat

ion

secu

rity

breaches;

enha

nce

com

plia

nce

leve

ls

A.7

.1 E

nsur

ein

tegr

ated

Stra

tegi

c,O

pera

tiona

l,Fi

nanc

ial P

lann

ing

, res

ourc

ing

and

Per

form

ance

Rep

ortin

g

A7.

1.1

Ens

ure

com

plia

nce

and

qual

ity d

eliv

ery

onre

quire

men

ts in

rela

tion

to S

trate

gic

Pla

n, E

NE

, Ann

ual

Rep

ort,

MTE

CS

ubm

issi

ons

Tim

ely

subm

issi

on a

nd/

or ta

blin

g of

the

Stra

tegi

c P

lan,

EN

E, A

nnua

l R

epor

t, M

TEC

Sub

mis

sion

s

Tim

ely

subm

issi

on a

nd/

or ta

blin

g of

the

Stra

tegi

c P

lan,

EN

E, A

nnua

l R

epor

t, M

TEC

Sub

mis

sion

s

Tim

ely

subm

issi

onan

d/or

tabl

ing

of th

e S

trate

gic

Pla

n, E

NE

,A

nnua

lR

epor

t, M

TEC

Sub

mis

sion

s

Tim

ely

subm

issi

on a

nd/

or ta

blin

g of

the

Stra

tegi

c P

lan,

EN

E, A

nnua

l R

epor

t, M

TEC

Sub

mis

sion

s

Tim

ely

subm

issi

onan

d/or

tabl

ing

of th

e S

trate

gic

Pla

n, E

NE

,A

nnua

lR

epor

t, M

TEC

Sub

mis

sion

s

StR

AteG

IC P

lAN

: PR

OG

RA

MM

e A

DM

INIS

tRAt

ION

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

Indi

cato

r S

trate

gy

Stra

tegy

Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)


StR

AteG

IC P

lAN

: PR

OG

RA

MM

e A

DM

INIS

tRAt

ION

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

Indi

cato

r S

trate

gy

Stra

tegy

Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)

A7.

1.2

Ens

ure

coor

dina

ted

and

cons

iste

ntre

porti

ng o

n th

eD

CS

to o

vers

ight

bodi

es, t

heP

resi

denc

y an

dC

abin

et

Tim

ely

subm

issi

on o

fal

l the

DC

Sre

ports

for

over

sigh

t bod

ies,

Pre

side

ncy

&C

abin

et

Tim

ely

subm

issi

on

of a

ll th

e D

CS

repo

rts fo

rov

ersi

ght b

odie

s,P

resi

denc

y &

Cab

inet

Tim

ely

subm

issi

on

of a

ll th

e D

CS

repo

rts fo

rov

ersi

ght b

odie

s,P

resi

denc

y &

Cab

inet

Tim

ely

subm

issi

on o

fal

l the

DC

Sre

ports

for

over

sigh

t bod

ies,

Pre

side

ncy

&C

abin

et

Tim

ely

subm

issi

on

of a

ll th

e D

CS

repo

rts fo

rov

ersi

ght b

odie

s,P

resi

denc

y &

Cab

inet

A7.

1.3.

Pro

vide

effe

ctiv

e M

onito

ring

and

Eva

luat

ion

Sys

tem

Dev

elop

ed M

&E

syst

em

Impl

emen

ted

M&

Esy

stem

R

evie

wed

M&

E s

yste

m

Impl

emen

ted

M&

E s

yste

m

Impl

emen

ted

M&

Esy

stem

A.7

.2 E

nsur

eon

goin

gS

ervi

ceD

eliv

ery

Impr

ovem

ent

with

in D

CS

A7.

2.1

Dev

elop

&im

plem

ent S

DIP

in c

ompl

ianc

ew

ith th

e D

PS

Are

quire

men

ts

SD

IP in

clud

ed in

st

rate

gic

plan

and

annu

al re

port

SD

IP in

clud

ed in

st

rate

gic

plan

and

annu

al re

port

SD

IP in

clud

ed in

st

rate

gic

plan

and

annu

al re

port

SD

IP in

clud

ed in

st

rate

gic

plan

and

annu

al re

port

SD

IP in

clud

ed in

st

rate

gic

plan

and

annu

al re

port

A7.

2.2

Identification of

and

info

rmat

ion

shar

ing

rese

rvic

e de

liver

yin

nova

tion

App

rove

din

nova

tion

identification

mec

hani

smim

plem

ente

d in

36 C

oE

Inno

vatio

nidentification

mec

hani

smim

plem

ente

d in

21

addi

tiona

l CC

Inno

vatio

nidentification

mec

hani

smim

plem

ente

din

21

addi

tiona

lCC; Innovation

Identification

mec

hani

smre

view

ed in

78

CC

Rew

orke

din

nova

tion

identification

mec

hani

smim

plem

ente

d 21

addi

tiona

l CC

Rew

orke

din

nova

tion

identification

mec

hani

smim

plem

ente

d in

addi

tiona

l 21

CC

A.7

.3 E

nsur

eim

prov

emen

tof m

anag

emen

tof

pro

gram

mes

and

proj

ects

with

in D

CS

A7.

3.1

Coo

rdin

ate

and

enha

nce

the White Paper

and

Stra

tegi

cpr

ogra

mm

es a

ndpr

ojec

ts

White Paper &

and

Stra

tegi

cpr

ogra

mm

esan

d pr

ojec

tsm

ilest

ones

are

met

White Paper &

and

Stra

tegi

cpr

ogra

mm

esan

d pr

ojec

tsm

ilest

ones

are

met

Rep

ort,

mon

itor

and

prov

ide

supp

ort t

oP

roje

ct M

anag

ers

on p

riorit

ized

proj

ects

.

Rep

ort,

mon

itor

and

prov

ide

supp

ort t

oP

roje

ct M

anag

ers

on p

riorit

ized

proj

ects

.

Rep

ort,

mon

itor

and

prov

ide

supp

ort t

oP

roje

ct M

anag

ers

on p

riorit

ized

proj

ects

.



St

RAt

eGIC

PlA

N: P

RO

GR

AM

Me

AD

MIN

IStR

AtIO

N

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

Indi

cato

r S

trate

gy

Stra

tegy

Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)

A7.

3.2

Est

ablis

han

d m

anag

eth

e D

CS

Pro

ject

Office

A fu

nctio

nal

Project Office

Approved office

stru

ctur

e C

ompl

ete

Com

plet

e C

ompl

ete

A7.

3.3

Dev

elop

proc

esse

s fo

r new

proj

ects

to b

ere

gist

ered

with

the

Project Office and

man

aged

in li

neth

e pr

ogra

mm

ean

d pr

ojec

tm

anag

emen

tfra

mew

ork

with

DC

S

App

rove

d pr

ojec

tm

anag

emen

tfra

mew

ork

and

proc

edur

esan

d pr

ojec

tm

anag

emen

tgu

idel

ines

Trai

ning

of a

ll st

aff

invo

lved

in P

roje

ctM

anag

emen

t on

the

Fram

ewor

kan

d th

e gu

idel

ines

Ens

ure

adhe

renc

eto

the

appr

oved

guid

elin

es o

npr

iorit

ized

pro

ject

s

Ens

ure

adhe

renc

e to

the

appr

oved

guid

elin

es o

npr

iorit

ized

pro

ject

s

Ens

ure

all

Pro

ject

s w

ithin

the

Dep

artm

ent

are

regi

ster

ed a

tProject Office

A.7

.4 E

nhan

ceco

ordi

natio

nan

d su

ppor

tto

ope

ratio

nal

man

agem

ent

with

in D

CS

A7.

4.1

Dev

elop

and

man

age

aM

anag

emen

tIn

form

atio

nC

entre

A fu

nctio

nal

Man

agem

ent

Info

rmat

ion

Cen

tre

A fu

nctio

nal

Man

agem

ent

Info

rmat

ion

Cen

tre

A fu

nctio

nal

Man

agem

ent

Info

rmat

ion

Cen

tre

A fu

nctio

nal

Man

agem

ent

Info

rmat

ion

Cen

tre

A fu

nctio

nal

Man

agem

ent

Info

rmat

ion

Cen

tre

A7.

4.2

Dev

elop

mec

hani

sms

toen

hanc

e su

ppor

tto

ope

ratio

nal

man

agem

ent

App

rove

dm

echa

nism

s A

ppro

ved

mec

hani

sms

App

rove

dm

echa

nism

s A

ppro

ved

mec

hani

sms

App

rove

dm

echa

nism

s

A.7

.5 E

nhan

cem

easu

res

to m

itiga

tesignificant and

prio

ritiz

ed ri

skw

ithin

DC

S

A7.

5.1

Dev

elop

and

man

age

a B

usin

ess

Con

tinui

ty P

lan

for

DC

S

App

rove

dB

usin

ess

Con

tinui

ty P

lan

App

rove

dB

usin

ess

Con

tinui

ty P

lan

App

rove

dB

usin

ess

Con

tinui

ty P

lan

App

rove

dB

usin

ess

Con

tinui

ty P

lan

App

rove

dB

usin

ess

Con

tinui

ty P

lan

A7.

6 E

nsur

eef

fect

ive

secu

rity

co-

ordi

natio

nw

ithin

DC

S

A7.

6.1

Dev

elop

and

impl

emen

tde

partm

enta

lse

curit

y po

licy

and

proc

edur

esfo

r DC

S

Insp

ectio

nto

mea

sure

com

plia

nce

with

depa

rtmen

tal

secu

rity

polic

y &

proc

edur

es

% in

crea

se in

com

plia

nce

leve

l %

incr

ease

inco

mpl

ianc

e le

vel

% in

crea

se in

com

plia

nce

leve

l %

incr

ease

inco

mpl

ianc

e le

vel



A7.

6.2

Con

duct

Sec

urity

Thr

eat

and

Ris

kA

sses

smen

tfo

r DC

S a

s a

depa

rtmen

t

App

rova

l of t

here

com

men

datio

nson

the

secu

rity

TRA

App

rova

l of t

here

com

men

datio

nson

the

secu

rity

TRA

App

rova

l of t

here

com

men

datio

nson

the

secu

rity

TRA

App

rova

l of t

here

com

men

datio

nson

the

secu

rity

TRA

App

rova

l of t

here

com

men

datio

nson

the

secu

rity

TRA

A7.

6.3

Pro

visi

onof

a v

ettin

gse

rvic

e fo

r DC

San

d de

velo

p an

dim

plem

ent v

ettin

gpl

an

Del

iver

y of

the

vetti

ng ta

rget

for

YR

1

Vetti

ng c

ondu

cted

ac

cord

ing

toVe

tting

pla

n

Vetti

ng c

ondu

cted

ac

cord

ing

toVe

tting

pla

n

Vetti

ng c

ondu

cted

ac

cord

ing

toVe

tting

pla

n

Vetti

ng c

ondu

cted

ac

cord

ing

toVe

tting

pla

n

A7.

6.4

Dev

elop

phys

ical

sec

urity

stan

dard

s an

din

form

atio

nse

curit

yst

anda

rds

for

DC

S a

nd d

evel

opth

e re

leva

ntim

plem

enta

tion

plan

s

App

rove

dph

ysic

alse

curit

y pl

anan

d in

form

atio

nse

curit

y pl

an

App

rove

d ph

ysic

alse

curit

y pl

anan

d in

form

atio

nse

curit

y pl

an

App

rove

d ph

ysic

alse

curit

y pl

anan

d in

form

atio

nse

curit

y pl

an

App

rove

dph

ysic

alse

curit

y pl

anan

d in

form

atio

nse

curit

y pl

an

App

rove

d ph

ysic

alse

curit

y pl

anan

d in

form

atio

nse

curit

y pl

an

A.7

.7 E

nsur

eef

fect

ive

deliv

ery

onC

ompl

ianc

eIn

spec

tions

A7.

7.1

Dev

elop

and

Impl

emen

ted

annu

alC

ompl

ianc

eIm

prov

emen

tP

lan

on n

ewis

sues

dra

wn

from

the

AG

Rep

ort,

significant and

prio

ritis

ed ri

sks,

Insp

ectin

g Ju

dge

Rep

ort

App

rove

d C

IPim

plem

ente

dan

d in

spec

tion

on e

xist

ing

Com

plia

nce

Impr

ovem

ent

Pla

ns

App

rove

d C

IPim

plem

ente

dan

d in

spec

tion

on e

xist

ing

Com

plia

nce

Impr

ovem

ent

Pla

ns

App

rove

d C

IPim

plem

ente

dan

d in

spec

tion

on e

xist

ing

Com

plia

nce

Impr

ovem

ent

Pla

ns

App

rove

d C

IPim

plem

ente

dan

d in

spec

tion

on e

xist

ing

Com

plia

nce

Impr

ovem

ent

Pla

ns

App

rove

d C

IPim

plem

ente

dan

d in

spec

tion

on e

xist

ing

Com

plia

nce

Impr

ovem

ent

Pla

ns

StR

AteG

IC P

lAN

: PR

OG

RA

MM

e A

DM

INIS

tRAt

ION

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

Indi

cato

r S

trate

gy

Stra

tegy

Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)


A7.

6.2

Con

duct

S

ecur

ity T

hrea

t an

d R

isk

Ass

essm

ent

for D

CS

as

a de

partm

ent

App

rova

l of t

he

reco

mm

enda

tions

on

the

secu

rity

TRA

App

rova

l of t

he

reco

mm

enda

tions

on

the

secu

rity

TRA

App

rova

l of t

he

reco

mm

enda

tions

on

the

secu

rity

TRA

App

rova

l of t

he

reco

mm

enda

tions

on

the

secu

rity

TRA

App

rova

l of t

he

reco

mm

enda

tions

on

the

secu

rity

TRA

A7.

6.3

Pro

visi

on

of a

vet

ting

serv

ice

for D

CS

an

d de

velo

p an

d im

plem

ent v

ettin

g pl

an

Del

iver

y of

the

vetti

ng ta

rget

for

YR

1

Vetti

ng c

ondu

cted

ac

cord

ing

to

Vetti

ng p

lan

Vetti

ng c

ondu

cted

ac

cord

ing

to

Vetti

ng p

lan

Vetti

ng c

ondu

cted

ac

cord

ing

to

Vetti

ng p

lan

Vetti

ng c

ondu

cted

ac

cord

ing

to

Vetti

ng p

lan

A7.

6.4

Dev

elop

ph

ysic

al s

ecur

ity

stan

dard

s an

d in

form

atio

n se

curit

y st

anda

rds

for

DC

S a

nd d

evel

op

the

rele

vant

im

plem

enta

tion

plan

s

App

rove

d ph

ysic

al

secu

rity

plan

an

d in

form

atio

n se

curit

y pl

an

App

rove

d ph

ysic

al

secu

rity

plan

an

d in

form

atio

n se

curit

y pl

an

App

rove

d ph

ysic

al

secu

rity

plan

an

d in

form

atio

n se

curit

y pl

an

App

rove

d ph

ysic

al

secu

rity

plan

an

d in

form

atio

n se

curit

y pl

an

App

rove

d ph

ysic

al

secu

rity

plan

an

d in

form

atio

n se

curit

y pl

an

A.7

.7 E

nsur

e ef

fect

ive

deliv

ery

on

Com

plia

nce

Insp

ectio

ns

A7.

7.1

Dev

elop

and

Im

plem

ente

d an

nual

C

ompl

ianc

e Im

prov

emen

t P

lan

on n

ew

issu

es d

raw

n fro

m

the

AG

Rep

ort,

significant and

prio

ritis

ed ri

sks,

In

spec

ting

Judg

e R

epor

t

App

rove

d C

IPim

plem

ente

d an

d in

spec

tion

on e

xist

ing

Com

plia

nce

Impr

ovem

ent

Pla

ns

App

rove

d C

IPim

plem

ente

d an

d in

spec

tion

on e

xist

ing

Com

plia

nce

Impr

ovem

ent

Pla

ns

App

rove

d C

IPim

plem

ente

d an

d in

spec

tion

on e

xist

ing

Com

plia

nce

Impr

ovem

ent

Pla

ns

App

rove

d C

IPim

plem

ente

d an

d in

spec

tion

on e

xist

ing

Com

plia

nce

Impr

ovem

ent

Pla

ns

App

rove

d C

IPim

plem

ente

d an

d in

spec

tion

on e

xist

ing

Com

plia

nce

Impr

ovem

ent

Pla

ns

StR

AteG

IC P

lAN

: PR

OG

RA

MM

e Se

Cu

RIt

y

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

Indi

cato

r S

trate

gy

Stra

tegy

Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)

B1.

To

prev

ent

pers

ons

inca

rcer

ated

from

parti

cipa

ting

incr

imin

al a

ctiv

ities

& e

scap

ing,

by

prov

idin

g an

envi

ronm

ent

that

ens

ures

the

safe

ty o

fal

l per

sons

entru

sted

to th

ede

partm

ent’s

ca

re a

s w

ell a

sth

e sa

fety

of t

hepu

blic

. Out

com

e:E

nhan

ced

publ

icsa

fety

& in

tern

alsa

fety

& s

ecur

ity

• Number of

esca

pes

per 1

0 00

0 in

mat

es• Number of

assa

ults

per

10

000

in D

CS

faci

litie

s• Number of

unna

tura

l dea

ths

per 1

0 00

0• Provision of

acce

ss s

ecur

ity a

tD

CS

faci

litie

s• Number of

officials involved in

assi

stin

g es

cape

san

d er

rone

ous

rele

ases

B.1

.1 C

ompl

ianc

ew

ith S

ecur

itypo

licie

s,pr

oced

ures

,st

anda

rds

&ap

plic

able

legi

slat

ion

B1.

1.1

Pro

vide

,Im

plem

ent &

mon

itor o

f Sec

urity

polic

ies

proc

edur

es,

stan

dard

s &

appl

icab

le le

gisl

atio

n

Impl

emen

tatio

nof

app

rove

dpo

licie

s an

dpr

oced

ures

in a

llM

anag

emen

tA

reas

Insp

ectio

nre

ports

on

com

plia

nce

leve

ls in

Man

agem

ent

Are

as to

esta

blis

hba

selin

ein

form

atio

n

10%

Impr

ovem

ent

in c

ompl

ianc

ele

vels

inM

anag

emen

tA

reas

10%

Impr

ovem

ent

in c

ompl

ianc

ele

vels

inM

anag

emen

tA

reas

Sus

tain

edim

prov

emen

t S

usta

ined

improvement;

Rep

ort o

nco

mpl

ianc

e

B 1

.2 Im

prov

edse

curit

ym

anag

emen

t to

impr

ove

dete

ntio

n&

wor

king

envi

ronm

ent o

fin

mat

es, s

taff,

se

rvic

e pr

ovid

ers

& s

afet

y of

the

publ

ic

B.1

.2.1

Red

uce

inci

dent

s of

sec

urity

thre

ats

with

inC

entre

s &

impr

ove

safe

ty o

f sta

ff (in

clud

ing

serv

ice

prov

ider

s) o

ffend

ers

& th

e pu

blic

Less

than

4,8

inm

ates

per

10

000

inm

ates

who

esc

ape

Less

than

4,3

inm

ates

per

10

000

inm

ates

who

esc

ape

Less

than

3,9

inm

ates

per

10

000

inm

ates

who

esc

ape

Less

than

3,6

inm

ates

per 1

0 00

0in

mat

es w

hoes

cape

Less

than

3,2

inm

ates

per

10

000

inm

ates

who

esc

ape

Less

than

92

assa

ults

per

10 0

00 in

mat

esin

DC

S fa

cilit

ies

Less

than

83 a

ssau

ltspe

r 10

000

inm

ates

inD

CS

faci

litie

s

Less

than

74

assa

ults

per

10

000

inm

ates

inD

CS

faci

litie

s

Less

than

68 a

ssau

ltspe

r 10

000

inm

ates

inD

CS

faci

litie

s

Less

than

61

assa

ults

per

10

000

inm

ates

inD

CS

faci

litie

s


B) S

eCu

RIt

y



Less

than

3,5

unna

tura

lde

aths

per

10

000

inm

ates

inD

CS

faci

litie

s

Less

than

3,3

unna

tura

lde

aths

per

10

000

inm

ates

inD

CS

faci

litie

s

Less

than

3,2

unna

tura

lde

aths

per

10

000

inm

ates

inD

CS

faci

litie

s

Less

than

3,0

unna

tura

lde

aths

per

10

000

inm

ates

in D

CS

faci

litie

s

Less

than

2,8

unna

tura

lde

aths

per

10

000

inm

ates

inD

CS

faci

litie

s

B.1

.2.2

Im

plem

ent

min

imum

sec

urity

stan

dard

s

66 C

entre

s w

ithac

cess

sec

urity

(incl

usiv

e of

x-ra

y sc

anne

rs)

inst

alle

d &

functioning;

8 si

tes

with

secu

rity

acce

ssco

ntro

l &fe

nces

Pha

sed-

inim

plem

enta

tion

of a

com

preh

ensi

vese

curit

ym

anag

emen

tplan (10%); 8

addi

tiona

l site

sw

ith s

ecur

ityac

cess

con

trol

& fe

nces

Pha

sed-

inim

plem

enta

tion

of a

com

preh

ensi

vese

curit

ym

anag

emen

tpl

an (1

0%)

Pha

sed-

inim

plem

enta

tion

of a

com

preh

ensi

vese

curit

ym

anag

emen

tpl

an (1

0%)

Pha

sed-

inim

plem

enta

tion

of a

com

preh

ensi

vese

curit

ym

anag

emen

tpl

an (1

0%)

B1.

2.3

Dev

elop

secu

rity

prog

ram

mes

to s

uppo

rtre

habi

litat

ion

ofm

axim

um s

ecur

ityhi

gh ri

sk o

ffend

ers

Exi

stin

gbe

havi

our

modification

prog

ram

me

from

Ebh

ongw

eni

Cor

rect

iona

lC

entre

rew

orke

d in

toa

secu

rity

prog

ram

me

to s

uppo

rtre

habi

litat

ion

Rev

ised

beha

viou

rmodification

prog

ram

mes

supp

ortin

gre

habi

litat

ion

pilo

ted

atE

bhon

gwen

ico

rrec

tiona

lce

ntre

Impa

ct o

fse

curit

ybe

havi

our

modification

prog

ram

mes

mon

itore

d &

anal

ysed

Beh

avio

urmodification

prog

ram

mes

rolle

d ou

t to

othe

r hig

h ris

kco

rrec

tiona

lce

ntre

s

Impa

ct o

fbe

havi

our

modification

prog

ram

me

mon

itore

d

StR

AteG

IC P

lAN

: PR

OG

RA

MM

e Se

Cu

RIt

y

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

Indi

cato

r S

trate

gy

Stra

tegy

Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)


Less

than

3,

5 un

natu

ral

deat

hs p

er 1

0 00

0 in

mat

es in

D

CS

faci

litie

s

Less

than

3,

3 un

natu

ral

deat

hs p

er 1

0 00

0 in

mat

es in

D

CS

faci

litie

s

Less

than

3,

2 un

natu

ral

deat

hs p

er 1

0 00

0 in

mat

es in

D

CS

faci

litie

s

Less

than

3,

0 un

natu

ral

deat

hs p

er 1

0 00

0 in

mat

es

in D

CS

fa

cilit

ies

Less

than

2,

8 un

natu

ral

deat

hs p

er 1

0 00

0 in

mat

es in

D

CS

faci

litie

s

B.1

.2.2

Im

plem

ent

min

imum

sec

urity

st

anda

rds

66 C

entre

s w

ith

acce

ss s

ecur

ity

(incl

usiv

e of

x-

ray

scan

ners

) in

stal

led

&

functioning;

8 si

tes

with

se

curit

y ac

cess

co

ntro

l &

fenc

es

Pha

sed-

in

impl

emen

tatio

n of

a

com

preh

ensi

ve

secu

rity

man

agem

ent

plan (10%); 8

addi

tiona

l site

s w

ith s

ecur

ity

acce

ss c

ontro

l &

fenc

es

Pha

sed-

in

impl

emen

tatio

n of

a

com

preh

ensi

ve

secu

rity

man

agem

ent

plan

(10%

)

Pha

sed-

in

impl

emen

tatio

n of

a

com

preh

ensi

ve

secu

rity

man

agem

ent

plan

(10%

)

Pha

sed-

in

impl

emen

tatio

n of

a

com

preh

ensi

ve

secu

rity

man

agem

ent

plan

(10%

)

B1.

2.3

Dev

elop

se

curit

y pr

ogra

mm

es

to s

uppo

rt re

habi

litat

ion

of

max

imum

sec

urity

hi

gh ri

sk o

ffend

ers

Exi

stin

g be

havi

our

modification

prog

ram

me

from

E

bhon

gwen

i C

orre

ctio

nal

Cen

tre

rew

orke

d in

to

a se

curit

y pr

ogra

mm

e to

sup

port

reha

bilit

atio

n

Rev

ised

be

havi

our

modification

prog

ram

mes

su

ppor

ting

reha

bilit

atio

n pi

lote

d at

E

bhon

gwen

i co

rrec

tiona

l ce

ntre

Impa

ct o

f se

curit

y be

havi

our

modification

prog

ram

mes

m

onito

red

&

anal

ysed

Beh

avio

ur

modification

prog

ram

mes

ro

lled

out t

o ot

her h

igh

risk

corr

ectio

nal

cent

res

Impa

ct o

f be

havi

our

modification

prog

ram

me

mon

itore

d


C) C

OR

ReC

tIO

NS

StR

AteG

IC P

lAN

: PR

OG

RA

MM

e C

OR

ReC

tIO

NS

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

indi

cato

rs

Stra

tegy

S

trate

gyIm

plem

enta

tion

Pla

n

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)

C1.

To

addr

ess

the

specific rehabilitation

need

s of

per

sons

who

have

bee

n se

nten

ced

to c

orre

ctio

nal

supe

rvis

ion

orse

nten

ced

toin

carc

erat

ion

in a

corr

ectio

nal c

entre

or p

arol

ed, t

hrou

ghre

gula

r ass

essm

ent

and

prov

idin

g ne

eds-

base

d co

rrec

tiona

lpr

ogra

mm

es to

addr

ess

all t

heel

emen

ts a

ssoc

iate

dw

ith o

ffend

ing

beha

viou

r.

Out

com

e:

Cor

rect

iona

lce

ntre

s th

at e

nabl

eim

plem

enta

tion

of th

eO

ffend

er R

ehab

ilita

tion

Pat

h an

d re

man

dde

tent

ion

faci

litie

s th

aten

able

effe

ctiv

e an

d efficient delivery on

crim

inal

just

ice

• Level of

over

crow

ding

inDCS facilities;

• Number of

offe

nder

s se

rvin

g

mor

e th

an 2

4m

onth

s w

ho a

reas

sess

ed a

ndha

ve s

ente

nce

plan

s.• Number of

corr

ectio

nal c

entre

sim

plem

enta

tion

unit

man

agem

ent

• Total number of

paid

uni

ts o

f lab

our

worked per year;

• Percentage of

inm

ates

inD

CS

faci

litie

sw

ho a

re re

ceiv

ing

mea

ls in

acco

rdan

cew

ith S

ec 8

(5)

of C

orre

ctio

nal

Services Act;

• Percentage of

offe

nder

s in

qua

lity

assu

red

/ end

orse

dco

rrec

tiona

lprogrammes;

C.1

.1C

ompl

ianc

ew

ith C

orre

ctio

nspo

licie

s,pr

oced

ures

,st

anda

rds

and

appl

icab

lele

gisl

atio

n

C.1

.1.1

Pro

vide

,Im

plem

ent a

ndm

onito

r cor

rect

ions

polic

ies

proc

edur

es,

tool

s, s

tand

ards

and

appl

icab

le le

gisl

atio

n

Impl

emen

tatio

n of

appr

oved

pol

icie

san

d pr

oced

ures

inal

l man

agem

ent

areas; Inspection

repo

rts o

nco

mpl

ianc

e le

vels

in M

anag

emen

tar

eas

to e

stab

lish

base

line

info

rmat

ion

10%

Impr

ovem

ent

in c

ompl

ianc

ele

vels

inM

anag

emen

tar

eas

10%

Impr

ovem

ent

in c

ompl

ianc

ele

vels

inM

anag

emen

tar

eas

10%

Impr

ovem

ent

in c

ompl

ianc

ele

vels

inM

anag

emen

tar

eas

C.1

.2Im

prov

emen

tof

effe

ctiv

e an

d co

mpl

iant

adm

inis

tratio

nan

d m

anag

emen

tof

Cor

rect

iona

lC

entre

s

C1.

2.1

Impl

emen

t&

mon

itor U

nit

Man

agem

ent i

nclu

ding

stru

ctur

ed d

aypr

ogra

mm

e an

d 3

mea

ls a

day

Uni

t Man

agem

ent

incl

udin

g st

ruct

ured

day

prog

ram

me

and

3 m

eals

a d

ayim

plem

ente

d at

CO

E’s

, and

at 5

1 ot

her c

orre

ctio

nal

cent

res

Uni

tM

anag

emen

tin

clud

ing

stru

ctur

ed d

aypr

ogra

mm

e an

d3

mea

ls a

day

impl

emen

ted

at 5

1 ot

her

corr

ectio

nal

cent

res

Uni

tM

anag

emen

tin

clud

ing

stru

ctur

ed d

aypr

ogra

mm

e an

d3

mea

ls a

day

impl

emen

ted

at 5

1 ot

her

corr

ectio

nal

cent

res

Uni

tM

anag

emen

tin

clud

ing

stru

ctur

ed d

aypr

ogra

mm

e an

d3

mea

ls a

day

impl

e m

ente

dat

100

% o

fco

rrec

tiona

lce

ntre

s

Sus

tain

edimprovement;

Rep

ort o

nco

mpl

ianc

e

Sus

tain

ed U

nit

Man

agem

ent

incl

udin

gst

ruct

ured

day

prog

ram

me

and

3 m

eals

a da

y at

all

Cor

rect

iona

lC

ente

rs


St

RAt

eGIC

PlA

N: P

RO

GR

AM

Me

CO

RR

eCtI

ON

S

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

indi

cato

rs

Stra

tegy

S

trate

gyIm

plem

enta

tion

Pla

n

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)

C1.

2..2

Impl

emen

tO

ffend

er R

isk

Ass

essm

ent &

Offender Profiling

tool

s an

d de

velo

pC

orre

ctio

nal S

ente

nce

Pla

n (C

SP

) for

all

sent

ence

d of

fend

ers

serv

ing

sent

ence

slo

nger

than

24

mon

ths.

All

new

ly a

dmitt

edof

fend

ers

serv

ing

24 m

onth

s an

dm

ore

have

CS

P’s

in

ded

icat

edad

mis

sion

/as

sess

men

t cen

tre

of expertise;

CS

P’s

for a

ll of

fend

ers

due

for

release; (2 800)

All

new

lyad

mitt

edof

fend

ers

serv

ing

24m

onth

s an

dm

ore

have

CS

P’s

in

dedi

cate

dad

mis

sion

/as

sess

men

tce

ntre

of

expertise;

CS

P’s

for a

ll of

fend

ers

due

for release;

Red

uce

back

log

ofCSP’s; (5

600)

All

new

lyad

mitt

edof

fend

ers

serv

ing

24m

onth

s an

dm

ore

have

CS

P’s

in

dedi

cate

dad

mis

sion

/as

sess

men

tce

ntre

of

expertise;

CS

P’s

for a

ll of

fend

ers

due

for release;

Red

uce

back

log

ofCSP’s; (8 400)

All

new

lyad

mitt

edof

fend

ers

serv

ing

24m

onth

s an

dm

ore

have

CS

P’s

in

dedi

cate

dad

mis

sion

/as

sess

men

tce

ntre

of

expertise;

CS

P’s

for a

ll of

fend

ers

due

for release;

Red

uce

back

log

ofC

SP

’s (1

1 20

0)

C1.

2.3

Pro

vide

wor

kop

portu

nitie

s fo

rse

nten

ced

offe

nder

s.

107

000

wor

kop

portu

nitie

spr

ovid

ed to

sent

ence

dinmates;.

perc

enta

ge o

fin

mat

es w

ithre

leva

nt s

kills

prov

ided

with

wor

kop

portu

nitie

s

110

000

wor

k op

portu

nitie

spr

ovid

ed to

sent

ence

din

mat

es. %

of in

mat

esw

ith re

leva

ntsk

ills

prov

ided

with

wor

kop

portu

nitie

s

113

000

wor

k op

portu

nitie

spr

ovid

ed to

sent

ence

din

mat

es.

perc

enta

geof

inm

ates

with

rele

vant

skill

s pr

ovid

edw

ith w

ork

oppo

rtuni

ties

115

000

wor

k op

portu

nitie

spr

ovid

ed to

sent

ence

din

mat

es.

perc

enta

geof

inm

ates

with

rele

vant

skill

s pr

ovid

edw

ith w

ork

oppo

rtuni

ties

All

new

lyad

mitt

edof

fend

ers

serv

ing

24m

onth

s an

dm

ore

have

CS

P’s

in

dedi

cate

dad

mis

sion

/as

sess

men

tce

ntre

of

expertise;

CS

P’s

for a

ll of

fend

ers

due

for release;

Red

uce

back

log

ofC

SP

’s (1

4 00

0)

117

000

wor

k op

portu

nitie

spr

ovid

ed to

sent

ence

din

mat

espe

rcen

tage

of in

mat

esw

ith re

leva

ntsk

ills

prov

ided

with

wor

kop

portu

nitie

s.



C1.

2..2

Impl

emen

t O

ffend

er R

isk

Ass

essm

ent &

Offender Profiling

tool

s an

d de

velo

p C

orre

ctio

nal S

ente

nce

Pla

n (C

SP

) for

all

sent

ence

d of

fend

ers

serv

ing

sent

ence

s lo

nger

than

24

mon

ths.

All

new

ly a

dmitt

ed

offe

nder

s se

rvin

g 24

mon

ths

and

mor

e ha

ve C

SP

’s

in d

edic

ated

ad

mis

sion

/ as

sess

men

t cen

tre

of expertise;

CS

P’s

for a

ll of

fend

ers

due

for

release; (2 800)

All

new

ly

adm

itted

of

fend

ers

serv

ing

24

mon

ths

and

mor

e ha

ve

CS

P’s

in

dedi

cate

d ad

mis

sion

/ as

sess

men

t ce

ntre

of

expertise;

CS

P’s

for a

ll of

fend

ers

due

for release;

Red

uce

back

log

of

CSP’s; (5

600)

All

new

ly

adm

itted

of

fend

ers

serv

ing

24

mon

ths

and

mor

e ha

ve

CS

P’s

in

dedi

cate

d ad

mis

sion

/ as

sess

men

t ce

ntre

of

expertise;

CS

P’s

for a

ll of

fend

ers

due

for release;

Red

uce

back

log

of

CSP’s; (8 400)

All

new

ly

adm

itted

of

fend

ers

serv

ing

24

mon

ths

and

mor

e ha

ve

CS

P’s

in

dedi

cate

d ad

mis

sion

/ as

sess

men

t ce

ntre

of

expertise;

CS

P’s

for a

ll of

fend

ers

due

for release;

Red

uce

back

log

of

CS

P’s

(11

200)

All

new

ly

adm

itted

of

fend

ers

serv

ing

24

mon

ths

and

mor

e ha

ve

CS

P’s

in

dedi

cate

d ad

mis

sion

/ as

sess

men

t ce

ntre

of

expertise;

CS

P’s

for a

ll of

fend

ers

due

for release;

Red

uce

back

log

of

CS

P’s

(14

000)

C1.

2.3

Pro

vide

wor

k op

portu

nitie

s fo

r se

nten

ced

offe

nder

s.

107

000

wor

k op

portu

nitie

s pr

ovid

ed to

se

nten

ced

inmates;.

perc

enta

ge o

f in

mat

es w

ith

rele

vant

ski

lls

prov

ided

with

wor

k op

portu

nitie

s

110

000

wor

k op

portu

nitie

s pr

ovid

ed to

se

nten

ced

inm

ates

. %

of in

mat

es

with

rele

vant

sk

ills

prov

ided

w

ith w

ork

oppo

rtuni

ties

113

000

wor

k op

portu

nitie

s pr

ovid

ed to

se

nten

ced

inm

ates

. pe

rcen

tage

of

inm

ates

w

ith re

leva

nt

skill

s pr

ovid

ed

with

wor

k op

portu

nitie

s

115

000

wor

k op

portu

nitie

s pr

ovid

ed to

se

nten

ced

inm

ates

. pe

rcen

tage

of

inm

ates

w

ith re

leva

nt

skill

s pr

ovid

ed

with

wor

k op

portu

nitie

s

117

000

wor

k op

portu

nitie

s pr

ovid

ed to

se

nten

ced

inm

ates

pe

rcen

tage

of

inm

ates

w

ith re

leva

nt

skill

s pr

ovid

ed

with

wor

k op

portu

nitie

s.

C1.

3 P

rovi

sion

of

qual

ity a

ssur

ed/ e

ndor

sed

corr

ectio

nal

prog

ram

mes

,w

ith s

uppo

rtfro

m s

ervi

cepr

ovid

ers

C1.

3.1

Pro

vide

need

s-ba

sed

qual

ityas

sure

d / e

ndor

sed

Cor

rect

iona

lpr

ogra

mm

es to

offe

nder

s

Impl

emen

tatio

nof

nee

ds b

ased

corr

ectio

nal

prog

ram

mes

to 3

0% o

fre

leva

nt o

ffend

er

popu

latio

n, i

nclu

ding

prog

ram

mes

for

spec

ial c

ateg

orie

sof offenders;

Incr

ease

din

volv

emen

t of

serv

ice

prov

ider

sin

pro

visi

on o

fco

rrec

tiona

lprogrammes;

Bas

elin

ein

form

atio

n

Impl

emen

tatio

nof

nee

ds b

ased

corr

ectio

nal

prog

ram

mes

to 5

0% o

fre

leva

nt o

ffend

er

popu

latio

n, i

nclu

ding

prog

ram

mes

for s

peci

alca

tego

ries

of offenders;

Incr

ease

din

volv

emen

t of

serv

ice

prov

ider

sin

pro

visi

on o

fco

rrec

tiona

lprogrammes;

Impl

emen

tatio

nof

nee

ds b

ased

corr

ectio

nal

prog

ram

mes

to 7

0% o

fre

leva

nt o

ffend

er

popu

latio

n, i

nclu

ding

prog

ram

mes

for

spec

ial c

ateg

orie

sof offenders;

Incr

ease

din

volv

emen

t of

serv

ice

prov

ider

sin

pro

visi

on o

fco

rrec

tiona

lprogrammes;

Impl

emen

tatio

nof

nee

ds b

ased

corr

ectio

nal

prog

ram

mes

to 1

00%

of

rele

vant

offe

nder

po

pula

tion

, inc

ludi

ngpr

ogra

mm

esfo

r spe

cial

cate

gorie

sof offenders;

Incr

ease

din

volv

emen

t of

serv

ice

prov

ider

sin

pro

visi

on o

fco

rrec

tiona

lprogrammes;

C1.

4M

anag

emen

tof

Offe

nder

po

pula

tion

leve

ls

C1.

4.1

Man

age

leve

lof

ove

rcro

wdi

ngef

fect

ivel

y

Leve

l of

over

crow

ding

inD

CS

faci

litie

s14

0 %

Leve

l of

over

crow

ding

in D

CS

faci

litie

s13

8 %

Leve

l of

over

crow

ding

in D

CS

faci

litie

s13

6%

Leve

l of

over

crow

ding

in D

CS

faci

litie

s13

4 %

Leve

l of

over

crow

ding

in D

CS

faci

litie

s13

2 %

C1.

5 E

ffect

ive

Man

agem

ent

of R

eman

dD

eten

tion

C1.

5.1

Man

age

leve

lsof

rem

and

deta

inee

popu

latio

n

Det

erm

ine

base

line

info

rmat

ion,

deve

lop

Pro

cedu

res

and

mon

itor t

heim

plem

enta

tion

ofre

leva

nt s

tatu

tes

by R

egio

ns a

ndM

anag

emen

tA

reas

Det

erm

ine

base

line

info

rmat

ion

and

mon

itor t

heim

plem

enta

tion

of re

leva

ntst

atut

es b

yR

egio

ns a

ndM

anag

emen

tA

reas

Det

erm

ine

base

line

info

rmat

ion

and

mon

itor t

heim

plem

enta

tion

of re

leva

ntst

atut

es b

yR

egio

ns a

ndM

anag

emen

tA

reas

Det

erm

ine

base

line

info

rmat

ion

and

mon

itor

the

impl

emen

tatio

nof

rele

vant

stat

utes

by

Reg

ions

and

Man

agem

ent

Are

as

Det

erm

ine

base

line

info

rmat

ion

and

mon

itor

the

impl

emen

tatio

nof

rele

vant

stat

utes

by

Reg

ions

and

Man

agem

ent

Are

as

StR

AteG

IC P

lAN

: PR

OG

RA

MM

e C

OR

ReC

tIO

NS

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

indi

cato

rs

Stra

tegy

S

trate

gyIm

plem

enta

tion

Pla

n

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)


C1.

5.2

Man

agem

ent

of c

ourt

appe

aran

ces

Inst

alla

tion

ofpe

rson

al tr

acki

ngde

vice

s in

12

faci

litie

s

Inst

alla

tion

of p

erso

nal

track

ing

devi

ces

in 1

0fa

cilit

ies

Maintain;

Mon

itorin

g an

dev

alua

tion

Maintain;

Mon

itorin

gan

dev

alua

tion

Maintain;

Mon

itorin

gan

d ev

alua

tion

C1.

5.3

Impl

emen

tatio

n of

Vid

eo A

rrai

gnm

ent

Inst

alla

tion

of v

ideo

post

pone

men

teq

uipm

ent i

n 12

faci

litie

s

Inst

alla

tion

of v

ideo

post

pone

men

teq

uipm

ent i

n10

faci

litie

s

Maintain;

Mon

itorin

g an

dev

alua

tion

Maintain;

Mon

itorin

gan

dev

alua

tion

Maintain;

Mon

itorin

gan

d ev

alua

tion

StR

AteG

IC P

lAN

: PR

OG

RA

MM

e C

OR

ReC

tIO

NS

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

indi

cato

rs

Stra

tegy

S

trate

gyIm

plem

enta

tion

Pla

n

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)



C1.

5.2

Man

agem

ent

of c

ourt

appe

aran

ces

Inst

alla

tion

of

pers

onal

trac

king

de

vice

s in

12

faci

litie

s

Inst

alla

tion

of p

erso

nal

track

ing

devi

ces

in 1

0

faci

litie

s

Maintain;

Mon

itorin

g an

d ev

alua

tion

Maintain;

Mon

itorin

g an

d ev

alua

tion

Maintain;

Mon

itorin

g an

d ev

alua

tion

C1.

5.3

Impl

emen

tatio

n of

Vid

eo A

rrai

gnm

ent

Inst

alla

tion

of v

ideo

po

stpo

nem

ent

equi

pmen

t in

12

faci

litie

s

Inst

alla

tion

of v

ideo

po

stpo

nem

ent

equi

pmen

t in

10 fa

cilit

ies

Maintain;

Mon

itorin

g an

d ev

alua

tion

Maintain;

Mon

itorin

g an

d ev

alua

tion

Maintain;

Mon

itorin

g an

d ev

alua

tion


D) C

AR

e

StR

AteG

IC P

lAN

: PR

OG

RA

MM

e C

AR

e

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

Indi

cato

rs

Stra

tegy

S

trate

gyIm

plem

enta

tion

Pla

n

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)

D.1

. To

ensu

re

the

pers

onal

wel

l-bei

ng o

fin

carc

erat

edpe

rson

s by

prov

idin

gva

rious

nee

ds-

base

d se

rvic

es.

Out

com

eWell being of

inca

rcer

ated

pers

ons

incl

udin

gne

eds

of s

peci

alca

tego

ries

ofof

fend

ers

are

met

• Percentage of

offe

nder

s in

nee

ds-b

ased

care

pro

gram

mes

- soc

ial w

ork

services;

psyc

holo

gica

lservices; spiritual

care services;

• Number of

corr

ectio

nal

cent

res

impl

emen

ting

com

preh

ensi

vepr

imar

y he

alth

care

ser

vice

s• Number of

corr

ectio

nal

cent

res

impl

emen

ting

com

preh

ensi

vepr

imar

y he

alth

care services;

100%

acc

ess

to p

rimar

y he

alth

car

e fo

r offe

nder

s in

nee

d in

rela

tion

to

TB, S

TI, H

IV,

chro

nic

med

icat

ion

• 100% access

to c

ompr

ehen

sive

HIV

and

AID

S

prog

ram

mes

and

serv

ices

for

o

ffend

ers

D.1

.1 C

ompl

ianc

ew

ith C

are

polic

ies,

proc

edur

es,

stan

dard

s an

dap

plic

able

legi

slat

ion

D1.

1.1

Pro

vide

,Im

plem

ent

& m

onito

rC

are

polic

ies

proc

edur

es,

stan

dard

s an

dap

plic

able

legi

slat

ion

Impl

emen

tatio

nof

app

rove

dpo

licie

s an

dpr

oced

ures

inal

l Man

agem

ent

Are

as In

spec

tion

repo

rts o

nco

mpl

ianc

ele

vels

inM

anag

emen

tA

reas

toes

tabl

ish

base

line

info

rmat

ion

10%

Impr

ovem

ent

in c

ompl

ianc

ele

vels

inM

anag

emen

tA

reas

10%

Impr

ovem

ent i

nco

mpl

ianc

e le

vels

in M

anag

emen

tA

reas

10%

Impr

ovem

ent

in c

ompl

ianc

ele

vels

inM

anag

emen

tA

reas

Sus

tain

edim

prov

emen

t



D.1

.2. P

rovi

sion

of c

ompr

ehen

sive

prim

ary

heal

thca

re s

ervi

ces

to a

ll of

fend

ers,

aw

aitin

g tri

alde

tain

ees

and

babi

es o

fin

carc

erat

edm

othe

rs.

D1.

2.1

Pro

vide

gove

rnm

ent

prio

ritis

edpr

imar

y he

alth

inte

rven

tions

on th

e ba

sis

ofhe

alth

nee

dsas

sess

men

t

Bas

elin

e in

fo o

nof

fend

er h

ealth

tre

nds

in re

latio

nto

gov

ernm

ent

priority areas;

Pro

vide

and

mai

ntai

n cu

rren

the

alth

car

epr

ogra

mm

esand services;

Hea

lth c

are

prog

ram

mes

targ

etin

ggo

vern

men

tpr

iorit

y ill

ness

esim

plem

ente

din

100

% o

f the

Man

agem

ent

Areas; 72

cent

res

prov

idin

gpr

imar

y he

alth

care

ser

vice

s

Ann

ual

Hea

lth n

eeds

assessment;

Hea

lth c

are

prog

ram

mes

targ

etin

ggo

vern

men

tpr

iorit

y ill

ness

esim

plem

ente

din

100

% o

f the

Man

agem

ent

Areas; 144

cent

res

prov

idin

gpr

imar

y he

alth

care

ser

vice

s

Rev

iew

ed h

ealth

asse

ssm

ent t

ool

(tool

revi

ewed

in y

ear 3

will

be u

tiliz

ed fo

r2

cons

ecut

ive

year

s be

fore

revi

ewed

) Hea

lthca

re p

rogr

amm

esta

rget

ing

gove

rnm

ent

prio

rity

illne

sses

impl

emen

ted

in 1

00%

of t

heM

anag

emen

tAreas;241centres

prov

idin

g pr

imar

yhe

alth

car

ese

rvic

es

Hea

lth n

eeds

assessment;

Hea

lth c

are

prog

ram

mes

targ

etin

ggo

vern

men

tpr

iorit

yill

ness

esim

plem

ente

din

100

% o

f the

Man

agem

ent

Areas; All

cent

res

prov

idin

gpr

imar

y he

alth

care

ser

vice

s

Hea

lth n

eeds

assessment;

Hea

lth c

are

prog

ram

mes

targ

etin

ggo

vern

men

tpr

iorit

yill

ness

esim

plem

ente

din

100

%of

the

Man

agem

ent

Areas; All

cent

res

prov

idin

gpr

imar

yhe

alth

car

ese

rvic

es

D1.

3 P

rovi

sion

of

need

s ba

sed

care

prog

ram

mes

toof

fend

ers

D1.

3.1

Pro

vide

care

pro

gram

mes

P

erce

ntag

eof

offe

nder

s pa

rtici

patin

gin

Soc

ial w

ork

sess

ions

(mor

eth

an 1

01 0

00se

ssio

ns) B

ase

line

info

rmat

ion

on o

ffend

er

parti

cipa

tion

Per

cent

age

of o

ffend

ers

parti

cipa

ting

in S

ocia

l wor

kse

ssio

ns (m

ore

than

105

000

sess

ions

)

Per

cent

age

of o

ffend

ers

parti

cipa

ting

in S

ocia

l wor

kse

ssio

ns (m

ore

than

109

000

sess

ions

)

Per

cent

age

of o

ffend

ers

parti

cipa

ting

in: S

ocia

l wor

kse

ssio

ns (m

ore

than

113

000

se

ssio

ns)

Per

cent

age

of o

ffend

ers

parti

cipa

ting

in: S

ocia

lWork

sess

ions

(mor

e th

an11

7 00

0 se

ssio

ns)

Per

cent

age

of o

ffend

ers

parti

cipa

ting

inP

sych

olog

ical

sess

ions

(Mor

eth

an 1

0 20

0se

ssio

ns) B

ase

line

info

rmat

ion

on o

ffend

er

parti

cipa

tion

Per

cent

age

of o

ffend

ers

parti

cipa

ting

inP

sych

olog

ical

sess

ions

(Mor

eth

an 1

0 30

0se

ssio

ns)

Per

cent

age

of o

ffend

ers

parti

cipa

ting

inP

sych

olog

ical

sess

ions

(Mor

eth

an 1

0 40

0se

ssio

ns)

Per

cent

age

of o

ffend

ers

parti

cipa

ting

inP

sych

olog

ical

sess

ions

(Mor

e th

an 1

0 50

0se

ssio

ns)

Per

cent

age

of o

ffend

ers

parti

cipa

ting

in

Psy

chol

ogic

alse

ssio

ns(M

ore

than

10

600

sess

ions

)

StR

AteG

IC P

lAN

: PR

OG

RA

MM

e C

AR

e

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

Indi

cato

rs

Stra

tegy

S

trate

gyIm

plem

enta

tion

Pla

n

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)


D.1

.2. P

rovi

sion

of

com

preh

ensi

ve

prim

ary

heal

th

care

ser

vice

s to

all

offe

nder

s,

awai

ting

trial

de

tain

ees

and

babi

es o

f in

carc

erat

ed

mot

hers

.

D1.

2.1

Pro

vide

go

vern

men

t pr

iorit

ised

pr

imar

y he

alth

in

terv

entio

ns

on th

e ba

sis

of

heal

th n

eeds

as

sess

men

t

Bas

elin

e in

fo o

n of

fend

er h

ealth

tre

nds

in re

latio

n to

gov

ernm

ent

priority areas;

Pro

vide

and

m

aint

ain

curr

ent

heal

th c

are

prog

ram

mes

and services;

Hea

lth c

are

prog

ram

mes

ta

rget

ing

gove

rnm

ent

prio

rity

illne

sses

im

plem

ente

d in

100

% o

f the

M

anag

emen

t Areas; 72

cent

res

prov

idin

g pr

imar

y he

alth

ca

re s

ervi

ces

Ann

ual

Hea

lth n

eeds

assessment;

Hea

lth c

are

prog

ram

mes

ta

rget

ing

gove

rnm

ent

prio

rity

illne

sses

im

plem

ente

d in

100

% o

f the

M

anag

emen

t Areas; 144

cent

res

prov

idin

g pr

imar

y he

alth

ca

re s

ervi

ces

Rev

iew

ed h

ealth

as

sess

men

t too

l (to

ol re

view

ed

in y

ear 3

will

be

util

ized

for

2 co

nsec

utiv

e ye

ars

befo

re

revi

ewed

) Hea

lth

care

pro

gram

mes

ta

rget

ing

gove

rnm

ent

prio

rity

illne

sses

im

plem

ente

d in

100

% o

f the

M

anag

emen

t Areas;241centres

prov

idin

g pr

imar

y he

alth

car

e se

rvic

es

Hea

lth n

eeds

assessment;

Hea

lth c

are

prog

ram

mes

ta

rget

ing

gove

rnm

ent

prio

rity

illne

sses

im

plem

ente

d in

100

% o

f the

M

anag

emen

t Areas; All

cent

res

prov

idin

g pr

imar

y he

alth

ca

re s

ervi

ces

Hea

lth n

eeds

assessment;

Hea

lth c

are

prog

ram

mes

ta

rget

ing

gove

rnm

ent

prio

rity

illne

sses

im

plem

ente

d in

100

%

of th

e M

anag

emen

t Areas; All

cent

res

prov

idin

g pr

imar

y he

alth

car

e se

rvic

es

D1.

3 P

rovi

sion

of

need

s ba

sed

care

pr

ogra

mm

es to

of

fend

ers

D1.

3.1

Pro

vide

ca

re p

rogr

amm

es

Per

cent

age

of o

ffend

ers

parti

cipa

ting

in S

ocia

l wor

k se

ssio

ns (m

ore

than

101

000

se

ssio

ns) B

ase

line

info

rmat

ion

on o

ffend

er

parti

cipa

tion

Per

cent

age

of

offe

nder

s pa

rtici

patin

g in

Soc

ial w

ork

sess

ions

(mor

e th

an 1

05 0

00

sess

ions

)

Per

cent

age

of o

ffend

ers

parti

cipa

ting

in S

ocia

l wor

k se

ssio

ns (m

ore

than

109

000

se

ssio

ns)

Per

cent

age

of

offe

nder

s pa

rtici

patin

g in

: Soc

ial w

ork

sess

ions

(mor

e th

an 1

13 0

00

sess

ions

)

Per

cent

age

of o

ffend

ers

parti

cipa

ting

in: S

ocia

l Work

sess

ions

(m

ore

than

11

7 00

0 se

ssio

ns)

Per

cent

age

of

offe

nder

s pa

rtici

patin

g in

P

sych

olog

ical

se

ssio

ns (M

ore

than

10

200

sess

ions

) Bas

e lin

e in

form

atio

n on

offe

nder

pa

rtici

patio

n

Per

cent

age

of

offe

nder

s pa

rtici

patin

g in

P

sych

olog

ical

se

ssio

ns (M

ore

than

10

300

sess

ions

)

Per

cent

age

of

offe

nder

s pa

rtici

patin

g in

P

sych

olog

ical

se

ssio

ns (M

ore

than

10

400

sess

ions

)

Per

cent

age

of

offe

nder

s pa

rtici

patin

g in

P

sych

olog

ical

se

ssio

ns (M

ore

than

10

500

sess

ions

)

Per

cent

age

of o

ffend

ers

parti

cipa

ting

in

Psy

chol

ogic

al

sess

ions

(M

ore

than

10

600

sess

ions

)

StR

AteG

IC P

lAN

: PR

OG

RA

MM

e C

AR

e

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

Indi

cato

rs

Stra

tegy

S

trate

gyIm

plem

enta

tion

Pla

n

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)

% o

f offe

nder

s pa

rtici

patin

g in

:S

pirit

ual c

are

sess

ions

(Mor

eth

an 1

66 0

00se

ssio

ns) B

ase

line

info

rmat

ion

on o

ffend

er

parti

cipa

tion

% o

f offe

nder

s pa

rtici

patin

g in

:S

pirit

ual c

are

sess

ions

(Mor

eth

an 1

6620

0se

ssio

ns)

% O

f offe

nder

s pa

rtici

patin

g in

:S

pirit

ual c

are

sess

ions

(Mor

eth

an 1

6680

0se

ssio

ns)

% o

f offe

nder

s pa

rtici

patin

g in

:S

pirit

ual c

are

sess

ions

(Mor

e th

an 1

6700

0se

ssio

ns)

% o

fof

fend

ers

parti

cipa

ting

in: S

pirit

ual

care

ses

sion

s (M

ore

than

1672

00se

ssio

ns)

D1.

3.2

Faci

litat

ene

eds

base

d ca

repr

ogra

mm

es in

partn

ersh

ip w

ithex

tern

al s

ervi

cepr

ovid

ers

Per

cent

age

o f n

eeds

-ba

sed

care

prog

ram

mes

prov

ided

by e

xter

nal

providers;

Baseline info;

% o

f offe

nder

s in

ext

erna

llypr

ovid

ed c

are

prog

ram

me

Per

cent

age

of n

eeds

-bas

edca

re p

rogr

amm

espr

ovid

edby

ext

erna

lproviders;

perc

enta

geof

offe

nder

s en

gage

d in

ex

tern

ally

prov

ided

car

epr

ogra

mm

e

Per

cent

age

ofne

eds-

base

dca

re p

rogr

amm

espr

ovid

edby

ext

erna

lproviders;

Per

cent

age

of o

ffend

ers

in e

xter

nally

prov

ided

car

epr

ogra

mm

e

Per

cent

age

o f n

eeds

-ba

sed

care

prog

ram

mes

prov

ided

by e

xter

nal

providers;

perc

enta

geof

offe

nder

s in

ext

erna

llypr

ovid

ed c

are

prog

ram

me

D1.

3.3

Mea

sure

and

eval

uate

the

impa

ct a

ndef

fect

iven

ess

of C

orre

ctio

ns,

Dev

elop

men

t And

C

are

prog

ram

mes

and

serv

ices

Pilo

tm

easu

rem

ent i

nse

lect

ed c

entre

s(1

CoE

per

regi

on)

Impl

emen

tatio

nof

mea

sure

men

tin

cen

tres

ofex

celle

nce

Impl

emen

tatio

nof

mea

sure

men

tin

50%

of t

heM

anag

emen

tA

reas

Impl

emen

tatio

nof

mea

sure

men

t in

the

rem

aini

ng50

% o

f the

Man

agem

ent

Are

as

Per

cent

age

o f n

eeds

-ba

sed

care

prog

ram

mes

prov

ided

by e

xter

nal

providers;

perc

enta

geof

of fe

nder

s in

ext

erna

llypr

ovid

ed c

are

prog

ram

me

sust

aine

dm

easu

rem

ent

D1.

3.4

Pro

vide

com

puls

ory

Cor

rect

ions

,D

evel

opm

ent A

nd

Car

e pr

ogra

mm

es

Dev

elop

men

tan

dim

plem

enta

tion

of P

olic

yP

roce

dure

son

com

puls

ory

Cor

rect

ions

,D

evel

opm

ent

and

Car

epr

ogra

mm

es

Pro

visi

on o

fco

mpu

lsor

ypr

ogra

mm

es in

3 M

anag

emen

tA

reas

per

regi

on

Pro

visi

on o

fco

mpu

lsor

ypr

ogra

mm

es in

all M

anag

emen

tA

reas

Rev

iew

pol

icy

and

lega

lframework;

sust

ain

prov

isio

n of

com

puls

ory

prog

ram

mes

Impl

emen

tatio

nof

revi

ewed

com

puls

ory

prog

ram

mes

inal

l Man

agem

ent

Areas; sustain

prov

isio

n of

com

puls

ory

prog

ram

mes


StR

AteG

IC P

lAN

: PR

OG

RA

MM

e C

AR

e

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

Indi

cato

rs

Stra

tegy

S

trate

gyIm

plem

enta

tion

Pla

n

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)

D.1

.4. P

rovi

sion

of c

ompr

ehen

sive

HIV

and

AID

S

prog

ram

mes

and

serv

ices

to a

llof

fend

ers

D1.4.1 Profile

offe

nder

s in

re

latio

n to

HIV

and

AID

S

know

ledg

e,at

titud

e,pe

rcep

tion

and

beha

viou

r (K

AP

B)

Offe

nder

s in

20%

of

man

agem

ent

area

s ar

eprofiled for

KA

PB

in re

latio

nto HIV & AIDS;

Offe

nder

s in

40%

of

man

agem

ent

area

s ar

eprofiled for

KA

PB

in re

latio

nto HIV & AIDS;

Offe

nder

s in

60%

of

man

agem

ent

areas are profiled

for K

AP

B in

rela

tion

to H

IV &

AIDS;

Offe

nder

s in

80%

of

man

agem

ent

area

s ar

eprofiled for

KA

PB

inre

latio

n to

HIV

& AIDS;

Offe

nder

s in

100

% o

fm

anag

emen

tar

eas

are

profiled for

KA

PB

inre

latio

n to

HIV & AIDS;

D.1

.4.2

Pro

vide

com

preh

ensi

veH

IV a

nd A

IDS

pr

ogra

mm

es a

ndse

rvic

es

Impl

emen

tatio

nof co

mpr

ehen

sive

HIV

and

AID

S

prog

ram

mes

and

serv

ices

in 5

0% o

f all

Man

agem

ent

Are

as

Impl

emen

tatio

nof co

mpr

ehen

sive

HIV

and

AID

S

prog

ram

mes

and

serv

ices

in 7

5% o

f all

Man

agem

ent

Areas;

Impl

emen

tatio

nof

com

preh

ensi

veH

IV a

nd A

IDS

pr

ogra

mm

es a

ndse

rvic

es in

100

%of

Man

agem

ent

Areas;

Pre

vale

nce

Sur

vey

ofHIV infection;

sust

aine

dim

plem

enta

tion

of p

rogr

amm

esan

d se

rvic

es

Rev

iew

edco

mpr

ehen

sive

HIV

and

AID

S

prog

ram

me

and services;

sust

aine

dim

plem

enta

tion

of p

rogr

amm

esan

d se

rvic

es

Per

cent

age

of o

ffend

ers

parti

cipa

ting

in H

IV /

AID

S

sess

ions

(Mor

eth

an 1

9 50

0se

ssio

ns)

Per

cent

age

of o

ffend

ers

parti

cipa

ting

in H

IV /

AID

S

sess

ions

(Mor

eth

an 2

1 00

0se

ssio

ns)

Per

cent

age

of o

ffend

ers

parti

cipa

ting

in H

IV /

AID

S

sess

ions

(Mor

eth

an 2

2 50

0se

ssio

ns)

% o

f offe

nder

s pa

rtici

patin

gin

HIV

/ A

IDS

se

ssio

ns (M

ore

than

24

000

sess

ions

)

Per

cent

age

of o

ffend

ers

parti

cipa

ting

in H

IV /

AID

S

sess

ions

(Mor

e th

an27

000

sess

ions

)



D.1

.4. P

rovi

sion

of

com

preh

ensi

ve

HIV

and

AID

S

prog

ram

mes

and

se

rvic

es to

all

offe

nder

s

D1.4.1 Profile

offe

nder

s in

re

latio

n to

H

IV a

nd A

IDS

kn

owle

dge,

at

titud

e,

perc

eptio

n an

d be

havi

our (

KA

PB

)

Offe

nder

s in

20%

of

man

agem

ent

area

s ar

e profiled for

KA

PB

in re

latio

n to HIV & AIDS;

Offe

nder

s in

40%

of

man

agem

ent

area

s ar

e profiled for

KA

PB

in re

latio

n to HIV & AIDS;

Offe

nder

s in

60%

of

man

agem

ent

areas are profiled

for K

AP

B in

re

latio

n to

HIV

&

AIDS;

Offe

nder

s in

80%

of

man

agem

ent

area

s ar

e profiled for

KA

PB

in

rela

tion

to H

IV

& AIDS;

Offe

nder

s in

100

% o

f m

anag

emen

t ar

eas

are

profiled for

KA

PB

in

rela

tion

to

HIV & AIDS;

D.1

.4.2

Pro

vide

co

mpr

ehen

sive

H

IV a

nd A

IDS

pr

ogra

mm

es a

nd

serv

ices

Impl

emen

tatio

n of

co

mpr

ehen

sive

H

IV a

nd A

IDS

pr

ogra

mm

es

and

serv

ices

in

50%

of a

ll M

anag

emen

t A

reas

Impl

emen

tatio

n of

co

mpr

ehen

sive

H

IV a

nd A

IDS

pr

ogra

mm

es

and

serv

ices

in

75%

of a

ll M

anag

emen

t Areas;

Impl

emen

tatio

n of

com

preh

ensi

ve

HIV

and

AID

S

prog

ram

mes

and

se

rvic

es in

100

%

of M

anag

emen

t Areas;

Pre

vale

nce

Sur

vey

of

HIV infection;

sust

aine

d im

plem

enta

tion

of p

rogr

amm

es

and

serv

ices

Rev

iew

ed

com

preh

ensi

ve

HIV

and

AID

S

prog

ram

me

and services;

sust

aine

d im

plem

enta

tion

of p

rogr

amm

es

and

serv

ices

Per

cent

age

of

offe

nder

s pa

rtici

patin

g in

HIV

/ A

IDS

se

ssio

ns (M

ore

than

19

500

sess

ions

)

Per

cent

age

of

offe

nder

s pa

rtici

patin

g in

HIV

/ A

IDS

se

ssio

ns (M

ore

than

21

000

sess

ions

)

Per

cent

age

of

offe

nder

s pa

rtici

patin

g in

HIV

/ A

IDS

se

ssio

ns (M

ore

than

22

500

sess

ions

)

% o

f offe

nder

s pa

rtici

patin

g in

HIV

/ A

IDS

se

ssio

ns (M

ore

than

24

000

sess

ions

)

Per

cent

age

of

offe

nder

s pa

rtici

patin

g in

HIV

/ A

IDS

se

ssio

ns

(Mor

e th

an

27 0

00

sess

ions

)

StR

AteG

IC P

lAN

: PR

OG

RA

MM

e C

AR

e

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

Indi

cato

rs

Stra

tegy

S

trate

gyIm

plem

enta

tion

Pla

n

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)

D.1

.5.

Dev

elop

men

t and

impl

emen

tatio

nof

nee

ds b

ased

Cor

rect

ion,

Dev

elop

men

tan

d C

are

prog

ram

mes

for

spec

ial c

ateg

orie

sof

offe

nder

s as

defined in the

White Paper

1.5.

1 P

rovi

deC

orre

ctio

n,D

evel

opm

ent a

ndC

are

prog

ram

mes

for s

peci

alca

tego

ries

ofof

fend

ers

Est

ablis

hed

base

line

info

rmat

ion

on n

umbe

rof

of fe

nder

s w

ithin

spe

cial

categories;

Num

ber o

fsp

ecia

l cat

egor

yof

fend

ers

are

parti

cipa

ting

in e

xist

ing

programmes;

Cus

tom

isat

ion

of e

xist

ing

corr

ectio

ns,

care

and

deve

lopm

ent

prog

ram

mes

and

serv

ices

to m

eet t

hene

eds

ofsp

ecia

l cat

egor

yof

fend

ers

Per

cent

age

ofsp

ecia

l cat

egor

yof

fend

ers

in

cust

omis

edprogrammes;

Num

ber o

fsp

ecia

l cat

egor

yof

fend

ers

are

parti

cipa

ting

in e

xist

ing

programmes;

Per

cent

age

ofsp

ecia

l cat

egor

yof

fend

ers

in

cust

omis

edprogrammes;

Num

ber o

fsp

ecia

l cat

egor

yof

fend

ers

are

parti

cipa

ting

in e

xist

ing

programmes;

Per

cent

age

of s

peci

alca

tego

ryof

fend

ers

in

cust

omis

edprogrammes;

Num

ber

of s

peci

alca

tego

ryof

fend

ers

are

parti

cipa

ting

in e

xist

ing

programmes;

Per

cent

age

of s

peci

alca

tego

ryof

fend

ers

in

cust

omis

edprogrammes;

Num

ber

of s

peci

alca

tego

ryof

fend

ers

are

parti

cipa

ting

in e

xist

ing

programmes;



e) D

eVel

OPM

eNt

StR

AteG

IC P

lAN

: PR

OG

RA

MM

e D

eVel

OPM

eNt

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

indi

cato

r S

trate

gy

Stra

tegy

Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)

E.1

. To

prov

ide

need

s-ba

sed

educ

atio

nal,

skill

s an

d ot

her

deve

lopm

ent-

rela

ted

prog

ram

mes

,to

faci

litat

e th

ere

inte

grat

ion

ofof

fend

ers

into

co

mm

uniti

es.

Out

com

e:Im

prov

eded

ucat

ion

and

skill

s le

vels

of

offe

nder

s on

re

inte

grat

ion

into

soci

ety

Per

cent

age

of

offe

nder

s in

fo

rmal

edu

catio

n%

offe

nder

s w

ith s

kills

qualification;

Incr

ease

d %

of

offe

nder

ski

lls

utili

zatio

n an

dop

portu

nitie

s fo

rem

ploy

abili

tyin

Agr

icul

ture

an

d P

rodu

ctio

nworkshops;

Valu

e of

pro

duct

s pr

ovid

ed fo

rself sufficiency,

pove

rtyal

levi

atio

nan

d in

com

ege

nera

tion

E.1

.1.

Com

plia

nce

with

Dev

elop

men

tpo

licie

s,pr

oced

ures

and

appl

icab

lele

gisl

atio

n

E.1

.1.1

Pro

vide

,Im

plem

ent a

ndm

onito

r Dev

elop

men

tpo

licie

s pr

oced

ures

,st

anda

rds

and

appl

icab

le le

gisl

atio

n

Impl

emen

tatio

n of

appr

oved

pol

icie

san

d pr

oced

ures

inal

l man

agem

ent

areas ; Inspection

repo

rts o

nco

mpl

ianc

e le

vels

in M

anag

emen

tar

eas

to e

stab

lish

base

line

info

rmat

ion

10%

Impr

ovem

ent

in c

ompl

ianc

e le

vels

inM

anag

emen

tar

eas

10%

Impr

ovem

ent

in c

ompl

ianc

ele

vels

inM

anag

emen

tar

eas

10%

Impr

ovem

ent

in c

ompl

ianc

ele

vels

inM

anag

emen

tar

eas

E.1

.2. E

nhan

ceed

ucat

ion,

spor

ts,

recr

eatio

n, a

rts,

cultu

re le

vels

of o

ffend

ers

in p

artn

ersh

ipw

ith s

ervi

cepr

ovid

ers

E.1

.2.1

Impl

emen

tco

mpr

ehen

sive

educ

atio

n, s

ports

,re

crea

tion,

arts

,cu

lture

(SR

AC

)pr

ogra

mm

es

Per

cent

age

of o

ffend

ers

parti

cipa

ting

in:

Form

al e

duca

tion

prog

ram

mes

(Mor

e th

an 2

2 00

0of

fend

ers)

Per

cent

age

of o

ffend

ers

parti

cipa

ting

in: F

orm

aled

ucat

ion

prog

ram

mes

(Mor

e th

an22

250

offe

nder

s)

Per

cent

age

of o

ffend

ers

parti

cipa

ting

in: F

orm

aled

ucat

ion

prog

ram

mes

(Mor

e th

an 2

250

0 of

fend

ers)

Per

cent

age

of o

ffend

ers

parti

cipa

ting

in: F

orm

aled

ucat

ion

prog

ram

mes

(Mor

e th

an22

750

offe

nder

s)

Sus

tain

edimprovement;

Rep

ort o

nco

mpl

ianc

e

Per

cent

age

of o

ffend

ers

parti

cipa

ting

in: F

orm

aled

ucat

ion

prog

ram

mes

(Mor

e th

an 2

300

0 of

fend

ers)



Per

cent

age

ofse

nten

ced

offe

nd-

ers

to p

artic

ipat

e in

Spo

rt, re

crea

tion,

and

arts

and

cul

-tu

re p

rogr

amm

es(M

ore

than

116

60

0 of

fend

ers)

E

stab

lish

base

line

info

rmat

ion

for p

ro-

gram

mes

Per

cent

age

of s

ente

nced

offe

nder

s to

pa

rtici

pate

inS

port,

recr

e-at

ion,

and

arts

and

cultu

repr

ogra

mm

es

Per

cent

age

ofse

nten

ced

of-

fend

ers

to p

ar-

ticip

ate

in S

port,

recr

eatio

n, a

ndar

ts a

nd c

ultu

repr

ogra

mm

es

Per

cent

age

of s

ente

nced

offe

nder

s to

pa

rtici

pate

in S

port,

recr

eatio

n, a

ndar

ts a

nd c

ultu

repr

ogra

mm

es

Per

cent

age

of s

ente

nced

offe

nder

s to

pa

rtici

pate

in S

port,

recr

eatio

n, a

ndar

ts a

nd c

ultu

repr

ogra

mm

es

E.1

.3. I

mpr

ove-

men

t of

the

skill

s ut

iliza

tion

of o

ffend

ers

and

enha

nce-

men

t of o

ppor

-tu

nitie

s fo

r the

irem

ploy

abili

ty in

partn

ersh

ip w

ithex

tern

al s

ervi

cepr

ovid

ers

E1.

3.1

Impl

emen

tco

mpr

ehen

sive

offe

nd-

er s

kills

dev

elop

men

tpl

an b

ased

on

Nat

iona

lS

kills

Fun

d Im

plem

en-

tatio

n pl

an fo

r 200

9/10

to e

nhan

ce th

e sk

ills

utili

zatio

n an

d em

ploy

-ab

ility

of o

ffend

ers

Impl

emen

tatio

n of

the

com

preh

ensi

veof

fend

er s

kills

de

velo

pmen

t pla

nin

12

cent

res

ofex

celle

nce

(two

per

regi

on)

Impl

emen

ta-

tion

of th

eco

mpr

ehen

-si

ve o

ffend

er

skill

s de

velo

p-m

ent p

lan

in18

cen

tres

ofex

celle

nce

impl

emen

tatio

nof

the

com

preh

ensi

veof

fend

er s

kills

de

velo

pmen

tpl

an in

24

cent

res

ofex

celle

nce

Impl

emen

tatio

nof

the

com

preh

ensi

veof

fend

er s

kills

de

velo

pmen

tpl

an in

all

cent

res

ofex

celle

nce

Impl

emen

tatio

nof

the

com

preh

ensi

veof

fend

er s

kills

de

velo

pmen

tpl

an in

2m

anag

emen

tar

ea p

er re

gion

Per

cent

age

of o

ffend

ers

parti

cipa

ting

in:

Ski

lls d

evel

opm

ent

prog

ram

mes

(Mor

e th

an 9

130

offe

nder

s)

Per

cent

age

of o

ffend

ers

parti

cipa

ting

in: S

kills

deve

lopm

ent

prog

ram

mes

(Mor

e th

an 9

330

offe

nder

s)

Per

cent

age

of o

ffend

ers

parti

cipa

ting

in:

Ski

llsde

velo

pmen

tpr

ogra

mm

es(M

ore

than

9 5

30of

fend

ers)

Per

cent

age

of o

ffend

ers

parti

cipa

ting

in:

Ski

llsde

velo

pmen

tpr

ogra

mm

es(M

ore

than

9 7

30of

fend

ers)

Per

cent

age

of o

ffend

ers

parti

cipa

ting

in:

Ski

llsde

velo

pmen

tpr

ogra

mm

es(M

ore

than

9 9

30

offe

nder

s)

Incr

ease

d sk

ills

utili

satio

n an

dop

portu

nitie

s fo

rem

ploy

abili

tyby

15%

ove

rth

e ba

selin

e of

May

200

5 in

the

following fields:

15%

mor

e on

247

1fo

r A

gric

ultu

re

and

15%

mor

e on

2741

for P

rodu

ctio

nw

orks

hops

Incr

ease

dsk

ills

utili

sa-

tion

and

op-

portu

nitie

s fo

rem

ploy

abili

tyby

20%

of t

heba

selin

e in

the

follo

w-

ing fields:

§ A

gric

ultu

re

§ P

rodu

ctio

nw

orks

hops

Incr

ease

d sk

ills

utili

satio

n an

dop

portu

nitie

s fo

rem

ploy

abili

tyby

25%

of t

heba

selin

e in

the

following fields:

§ A

gric

ultu

re

§ P

rodu

ctio

nw

orks

hops

Incr

ease

d sk

ills

utili

satio

n an

dop

portu

nitie

s fo

rem

ploy

abili

tyby

27%

of t

heba

selin

e in

the

following fields:

§ A

gric

ultu

re

§ P

rodu

ctio

nw

orks

hops

Incr

ease

d sk

ills

utili

satio

n an

dop

portu

nitie

s fo

rem

ploy

abili

tyby

30%

of t

heba

selin

e in

the

following fields:

§ A

gric

ultu

re

§ P

rodu

ctio

nw

orks

hops

StR

AteG

IC P

lAN

: PR

OG

RA

MM

e D

eVel

OPM

eNt

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

indi

cato

r S

trate

gy

Stra

tegy

Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)


StR

AteG

IC P

lAN

: PR

OG

RA

MM

e D

eVel

OPM

eNt

Mea

sura

ble

obje

ctiv

e &

Out

com

e

Per

form

ance

indi

cato

r S

trate

gy

Stra

tegy

Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)

E1.

3.2

Mai

ntai

n an

dex

pand

nat

iona

lag

ricul

ture

and

prod

uctio

n w

orks

hop

syst

em a

imed

at s

elf

sufficiency, poverty

alle

viat

ion

and

inco

me

gene

ratio

n

Pro

duct

s av

aile

dto self sufficiency,

pove

rty a

llevi

atio

nan

d in

com

ege

nera

tion

incr

ease

d by

R1

mill

ion

of th

ein

itial

bas

elin

e of

R2

676

000

(06/

07)

Pro

duct

sav

aile

d to

sel

fsufficiency,

pove

rtyal

levi

atio

nan

d in

com

ege

nera

tion

incr

ease

d by

R0.

25 m

illio

n

Pro

duct

sav

aile

d to

sel

fsufficiency,

pove

rtyal

levi

atio

nan

d in

com

ege

nera

tion

incr

ease

d by

R0.

25 m

illio

n

Pro

duct

sav

aile

d to

sel

fsufficiency,

pove

rtyal

levi

atio

nan

d in

com

ege

nera

tion

incr

ease

d by

R0.

1 m

illio

n

Pro

duct

sav

aile

d to

sel

fsufficiency,

pove

rtyal

levi

atio

nan

d in

com

ege

nera

tion

incr

ease

d by

R0.

1 m

illio

n



E1.

3.2

Mai

ntai

n an

d ex

pand

nat

iona

l ag

ricul

ture

and

pr

oduc

tion

wor

ksho

p sy

stem

aim

ed a

t sel

f sufficiency, poverty

alle

viat

ion

and

inco

me

gene

ratio

n

Pro

duct

s av

aile

d to self sufficiency,

pove

rty a

llevi

atio

n an

d in

com

e ge

nera

tion

incr

ease

d by

R

1 m

illio

n of

the

initi

al b

asel

ine

of

R2

676

000

(06/

07)

Pro

duct

s av

aile

d to

sel

f sufficiency,

pove

rty

alle

viat

ion

and

inco

me

gene

ratio

n in

crea

sed

by

R0.

25 m

illio

n

Pro

duct

s av

aile

d to

sel

f sufficiency,

pove

rty

alle

viat

ion

and

inco

me

gene

ratio

n in

crea

sed

by

R0.

25 m

illio

n

Pro

duct

s av

aile

d to

sel

f sufficiency,

pove

rty

alle

viat

ion

and

inco

me

gene

ratio

n in

crea

sed

by

R0.

1 m

illio

n

Pro

duct

s av

aile

d to

sel

f sufficiency,

pove

rty

alle

viat

ion

and

inco

me

gene

ratio

n in

crea

sed

by

R0.

1 m

illio

n


F) S

OC

IAl

ReI

Nte

GR

AtIO

N

StR

AteG

IC P

lAN

: PR

OG

RA

MM

e SO

CIA

l R

eIN

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ION

Mea

sura

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ctiv

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Out

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e

Per

form

ance

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r S

trate

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Stra

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Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)

F.1

To p

rovi

de

need

s-ba

sed

prog

ram

mes

and

serv

ices

to o

ffend

ers

to

faci

litat

e th

eir

soci

al a

ccep

tanc

ean

d ef

fect

ive

rein

tegr

atio

n of

offe

nder

s in

to th

eir

com

mun

ities

• Percentage of

offe

nder

s el

igib

le fo

rco

nsid

erat

ion

released on parole;

% o

f offe

nder

s re

leas

ed o

n pa

role

• % of offenders

absc

ondi

ngfro

m c

orre

ctio

nal

and

paro

lesupervision;

• Percentage of

offe

nder

s vi

olat

ing

corr

ectio

nal a

ndpa

role

sup

ervi

sion

conditions;

• % of offenders

parti

cipa

ting

in re

inte

grat

ion

programmes; %

of p

roba

tione

rs o

nco

mm

unity

ser

vice

orde

rs

F1.1

Rev

iew

and

alig

nmen

tof

pol

icy

proc

edur

es,

and

stan

dard

son

Soc

ial

Rei

nteg

ratio

nwith White

Pap

er o

nC

orre

ctio

ns

F.1.

1.1

Pro

vide

, Im

plem

ent a

ndm

onito

r soc

ial

rein

tegr

atio

npo

licie

spr

oced

ures

,to

ols,

sta

ndar

dsan

d ap

plic

able

legi

slat

ion

Impl

emen

tatio

n of

appr

oved

pol

icie

san

d pr

oced

ures

inal

l man

agem

ent

areas; Inspection

repo

rts o

nco

mpl

ianc

e le

vels

in M

anag

emen

tar

eas

to e

stab

lish

base

line

info

rmat

ion

10%

Impr

ovem

ent

in c

ompl

ianc

ele

vels

inM

anag

emen

t are

as

10%

Impr

ovem

ent

in c

ompl

ianc

ele

vels

inM

anag

emen

t are

as

10%

Impr

ovem

ent

in c

ompl

ianc

ele

vels

inM

anag

emen

t are

as

F1.2

Effe

ctiv

e ad

min

istra

tion

of C

orre

ctio

nal

Sup

ervi

sion

and

Par

ole

syst

ems

F1.2

.1 I

mpr

ove

func

tioni

ng o

f CM

C&

Cor

rect

iona

lS

uper

visi

on a

ndP

arol

e B

oard

s

% o

f cas

es h

eard

by

CS

PB

with

offe

nder

released on parole;

% o

f cas

es w

here

CS

PB

dec

isio

ndi

ffers

from

CM

C

recommendation;%

of c

ases

refe

rred

for r

evie

w w

here

PR

B re

vers

es C

SP

Bdecision; baseline

info

% o

f cas

es h

eard

by C

SP

B w

ithof

fend

er re

leas

ed

on parole; %

of c

ases

whe

reC

SP

B d

ecis

ion

diffe

rs fr

om C

MC

recommendation;%

of c

ases

refe

rred

for r

evie

w w

here

PR

B re

vers

esCSPB decision;

% o

f cas

es h

eard

by C

SP

B w

ithof

fend

er re

leas

ed

on parole; %

of c

ases

whe

reC

SP

B d

ecis

ion

diffe

rs fr

om C

MC

recommendation;%

of c

ases

refe

rred

for r

evie

w w

here

PR

B re

vers

esCSPB decision;

% o

f cas

es h

eard

by C

SP

B w

ithof

fend

er re

leas

ed

on parole; l%

of c

ases

whe

reC

SP

B d

ecis

ion

diffe

rs fr

om C

MC

recommendation;%

of c

ases

refe

rred

for r

evie

w w

here

PR

B re

vers

esCSPB decision;

Rep

ort o

nco

mpl

ianc

e

% o

f cas

es h

eard

by C

SP

B w

ithof

fend

er re

leas

ed

on parole; %

of c

ases

whe

reC

SP

B d

ecis

ion

diffe

rs fr

om C

MC

recommendation;%

of c

ases

refe

rred

for r

evie

w w

here

PR

B re

vers

esCSPB decision;


StR

AteG

IC P

lAN

: PR

OG

RA

MM

e SO

CIA

l R

eIN

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Mea

sura

ble

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Out

com

e

Per

form

ance

indi

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r S

trate

gy

Stra

tegy

Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)

F1.2

.2 In

crea

seac

cess

of

offe

nder

s el

igib

le to

se

e C

MC

& P

arol

eB

oard

Num

ber o

fba

cklo

g ca

ses

due

for P

arol

econsideration;

Red

uce

num

ber

of c

ases

not

cons

ider

ed d

ueto

inco

mpl

ete

documentation;

base

line

info

Num

ber o

fba

cklo

g ca

ses

due

for P

arol

econsideration;

Red

uce

num

ber

of c

ases

not

cons

ider

ed d

ueto

inco

mpl

ete

documentation;

Num

ber o

fba

cklo

g ca

ses

due

for P

arol

econsideration;

Red

uce

num

ber

of c

ases

not

cons

ider

ed d

ueto

inco

mpl

ete

documentation;

Num

ber o

fba

cklo

g ca

ses

due

for P

arol

econsideration;

Red

uce

num

ber

of c

ases

not

cons

ider

ed d

ueto

inco

mpl

ete

documentation;

Num

ber o

fba

cklo

g ca

ses

due

for P

arol

econsideration;

Red

uce

num

ber

of c

ases

not

cons

ider

ed d

ueto

inco

mpl

ete

documentation;

F1.2

.3 M

onito

rde

cisi

ons

ofan

d ef

fect

ive

func

tioni

ng o

f CM

C&

Par

ole

Boa

rds

toen

sure

con

sist

ency

of d

ecis

ion

mak

ing

Sam

ple

audi

t on

10 %

of C

MC

’s &

P

arol

e B

oard

s. B

i-an

nual

mon

itorin

gre

port

Sam

ple

audi

t on

10%

of C

MC

& P

arol

eB

oard

s. B

i-ann

ual

mon

itorin

g re

port

Sam

ple

audi

t on

10%

of C

MC

& P

arol

eB

oard

s.

Bi-

annu

al m

onito

ring

repo

rt

Sam

ple

audi

t on

10%

of C

MC

& P

arol

eB

oard

s.

Bi-a

nnua

lm

onito

ring

repo

rt

Sam

ple

audi

t on

10%

of C

MC

& P

arol

e B

oard

s.

Bi-

annu

al m

onito

ring

repo

rt

F1.3

Effe

ctiv

e im

plem

enta

tion

of C

omm

unity

Cor

rect

ions

syst

em

F1.3

.1 P

rovi

de&

Impl

emen

tclassification tool

for P

roba

tione

rsan

d P

arol

ees

% o

f pro

batio

ners

and

paro

lees

classified in terms

of tool; base line

info

% o

f pro

batio

ners

and

paro

lees

classified in terms

of tool;

% o

f pro

batio

ners

and

paro

lees

classified in terms

of tool;

% o

f pro

batio

ners

and

paro

lees

classified in terms

of tool;

% o

f pro

batio

ners

and

paro

lees

classified in terms

of tool;

F1.3

.2 R

educ

enu

mbe

r of

viol

atio

ns

Red

uce

num

ber o

fvi

olat

ions

by

2%fro

m th

e av

erag

eba

selin

e of

110

00

(220

).

Red

uce

num

ber o

fvi

olat

ions

by

2%fro

m th

e av

erag

eba

selin

e of

107

80(2

15).

Red

uce

num

ber o

fvi

olat

ions

by

2%fro

m th

e av

erag

eba

selin

e of

105

65(2

11).

Red

uce

num

ber o

fvi

olat

ions

by

2%fro

m th

e av

erag

eba

selin

e of

103

54(2

07).

Red

uce

num

ber o

fvi

olat

ions

by

2%fro

m th

e av

erag

eba

selin

e of

101

47(2

02).

F.1.

3.3

Red

uce

num

ber o

fab

scon

ders

Red

uce

the

num

ber o

fab

scon

ders

for t

hecurrent financial

year

from

the

base

line

of 2

299

Red

uce

the

num

ber

of a

bsco

nder

s fo

rthe current financial

year

by

5% (2

299

-11

5 =

2184

)

Red

uce

the

num

ber o

fab

scon

ders

for t

hecurrent financial

year

by

5% (2

184

-10

9 =

2075

)

Red

uce

the

num

ber

of a

bsco

nder

s fo

rthe current financial

year

by

5% (2

075

-10

3 =

1972

)

Red

uce

the

num

ber o

fab

scon

ders

for t

hecurrent financial

year

by

5% (1

972

-99

= 1

873)



F1.3

.4 P

rom

ote

alte

rnat

ive

non-

cust

odia

lse

nten

ces

Incr

ease

the

num

ber o

fad

mis

sion

s in

term

s of

Sec

tion

276

(1)(

h) o

f CPA

by 5

% fr

om th

eba

selin

e of

744

3(3

72)

Incr

ease

the

num

ber o

fad

mis

sion

s in

term

s of

Sec

tion

276

(1)(

h) o

f CPA

by 5

% fr

om th

eba

selin

e of

781

5(3

90)

Incr

ease

the

num

ber o

fad

mis

sion

s in

term

s of

Sec

tion

276

(1)(

h) o

f CPA

by 5

% fr

om th

eba

selin

e of

820

5(4

10)

Incr

ease

the

num

ber o

fad

mis

sion

s in

term

sof

Sec

tion

276

(1)

(h) o

f CPA

by

5%

from

the

base

line

of86

15 (4

30)

Incr

ease

the

num

ber o

fad

mis

sion

s in

term

s of

Sec

tion

276

(1)(

h) o

f CPA

by 5

% fr

om th

eba

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e of

904

5(4

52)

Incr

ease

the

num

ber o

fad

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sion

s in

term

s of

Sec

tion

276

(1)(

i) of

CPA

by 5

% fr

om th

eba

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e of

423

0(2

11)

Incr

ease

the

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ber o

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sion

s in

term

s of

Sec

tion

276

(1)(

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by 5

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22)

Incr

ease

the

num

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fad

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sion

s in

term

s of

Sec

tion

276

(1)(

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by 5

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466

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33)

Incr

ease

the

num

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fad

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s in

term

s of

Sec

tion

276

(1)(

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by 5

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6(2

44)

Incr

ease

the

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fad

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s in

term

s of

Sec

tion

276

(1)(

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by 5

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om th

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57)

Incr

ease

the

num

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s in

term

s of

Sec

tion

276

A (3

) by

5%

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)

Incr

ease

the

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s in

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Sec

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276

A (3

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)

Incr

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s in

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Sec

tion

276

A (3

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5%

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)

Incr

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the

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276

A (3

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)

Incr

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the

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s in

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276

A (3

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7 (2

)

Incr

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s in

term

s of

Sec

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287

(4)(

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the

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of 1

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(511

)

Incr

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the

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s in

term

s of

Sec

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287

(4)(

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of 1

0739

(536

)

Incr

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287

(4)(

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1275

(563

)

Incr

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the

num

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s in

term

s of

Sec

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287

(4)(

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the

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of 1

1838

(591

)

Incr

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the

num

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s in

term

s of

Sec

tion

287

(4)(

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2429

(621

)

StR

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OG

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Mea

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Out

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e

Per

form

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indi

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r S

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Stra

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Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)


StR

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Mea

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Out

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e

Per

form

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indi

cato

r S

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Stra

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Impl

emen

tatio

nP

lan

Ser

vice

Del

iver

y Ta

rget

s

Year

1

(200

8/09

) Ye

ar 2

(2

009/

10)

Year

3

(201

0/11

) Ye

ar 4

(2

011/

12)

Year

5

(201

2/13

)

Incr

ease

the

num

ber o

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mis

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s in

term

s of

Sec

tion

287

(4)(

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y 5%

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the

base

line

of 6

5 (3

)

Incr

ease

the

num

ber o

fad

mis

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s in

term

s of

Sec

tion

287

(4)(

b) b

y 5%

from

the

base

line

of 6

8 (3

)

Incr

ease

the

num

ber o

fad

mis

sion

s in

term

s of

Sec

tion

287

(4)(

b) b

y 5%

from

the

base

line

of 7

1 (3

)

Incr

ease

the

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s in

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s of

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findings

APEX PRIORITIES

DCS INVOlVeMeNt IN APex PRIORItIeS

APEX PROJECT DCS ACTION

Project 3: Speed up ICT interventions to provide cheap platforms - Description: Urgently resolve disjuncture within government, implement infrastructure programme and other measures to lower costs. Cluster Responsibility: Economic Cluster

GITO

Project 4: Implement intensive campaign on energy security - Description: Besides the project plans already in place to improve generation and transmission capacity and diversify sources of energy, launch a massive campaign to ensure saving of energy by households and industrial users. Cluster Responsibility: Economic Cluster

Central Services led process to develop appropriate interventions to conserve energy and ensure uninterrupted power supply for centres and for ICT systems

Project 5: Resolve organisational issues on skills development - Description: In addition to ongoing development and implementation of an HRDS, address governance and operational matters pertaining to SETAs, and capacity in universities and FET Colleges to meet skills requirements. Cluster Responsibility: Economic Cluster

Ensure SASETA working effectively and that DCS utilises SETA resources appropriately

Project 6: Resource poor schools and monitor learning outcomes - Description: Provide Utilisation of offenders in classroom all schools in poorest quintiles with: basic resource package of appropriate books and materials for learners and teachers; support staff; assistance with management and

building

governance of resources. Monitor improved learning outcomes in these schools. Cluster Production of desks and school furniture by Responsibility: Social Cluster production workshops

Project 7: Speed up land and agrarian reform - Description: Speed up acquisition of land for redistribution and ensure intensive training and assistance to ‘new’ farmers. Cluster Responsibility: Economic Cluster

DCS Farms to support “new” farmers with skills development, equipment access, seeds etc

Project 8: Implement interim anti-poverty campaign - Description: Medium-term objective: development of comprehensive anti-poverty strategy, including broad societal consultations and agreement on issues such as poverty datum line. Interim campaign: utilising CDWs, social workers, community- and home-based care workers, constituency offices, counselors and NGOs identify households and individuals in dire poverty and provide one or combination of interventions already available – social grants, ‘distress grant’, food parcels, school feeding, agricultural starter-packs, micro-finance and SMME assistance, enrolment into EPWP etc. Cluster Responsibility: Social Cluster

Donation of agricultural products to schools, orphanages, old age homes

Project 9: Self-/employment interventions in the Second Economy - Description: Massive campaign for creation of self-/employment through micro-enterprises and co-operatives by organising and training women particularly in rural areas. In addition to work being done through SETAs, FET institutions, EPWP and NIPF/IPIP, facilitate entry into labour market for young people through ‘massification’ of learnerships and special PWP programmes for youth. Cluster Responsibility: Economic Cluster

Skills development to enable employability of offenders; Inclusion of trained offenders in self-employment projects of Govt

Project 12: Intensify campaign on communicable diseases - Description: Implement the updated strategy on HIV and AIDS and intensify campaign against various TB strains as well as other communicable diseases Cluster Responsibility: Social Cluster

Align DCS health care services with this priority

Project 13: Set up SME procurement assistance Call Centre - Description: To ensure NCC to process calls in relation to late that the principle of payments within 30 days is implemented, there should be a call payments centre where SMEs which are not paid within this period can register their complaints and from where interventions can be made with relevant departments/institutions. Cluster Responsibility: Economic Cluster


DCS INVOlVeMeNt IN APex PRIORItIeS

APEX PROJECT DCS ACTION

Project 14: Implement special social cohesion campaigns - Description: In addition to campaign around national symbols, introduce an oath that will be recited every morning in all schools, based on part of the preamble to the Constitution, and on a commitment to respect other individuals. Assign the Council on Geographic/Place Names to undertake country-wide hearings on names of districts/metros/local municipalities and complete this work within 18 months. Cluster Responsibility: Social Cluster

Campaign around national symbols, introduce an oath that will be recited every morning in all centres, based on part of the preamble to the Constitution, and on a commitment to respect other individuals.

Diversity management training

Project 15: Regularise employment and KPA at designated levels - Description: Ensure that all currently vacant positions of DG, DDG, CFO and Municipal Manager are filled within 6 months, also taking into account demographic targets. Ensure that by June 2007 and by May of every year thereafter all SMS members have submitted signed KPAs. Cluster Responsibility: Governance and Administration

Compliance with performance agreement & development management system

Project 16: Ensure integrated planning across all spheres - Description: Complete Ensure compliance with DCS Integrated process of setting up planning capacity and ensure alignment among planning instruments across all the spheres. Cluster Responsibility: Governance and

Planning policy, procedures and circulars

Administration MER project

Project 18: Implement special crime combating & security initiatives - Description: Each police station to identify and focus on two/three serious crimes in its precinct, the combating and prevention of which would impact on other crimes, including crimes against women and children. Intensified action on organised crime and corruption. Special focus on forces seeking to undermine transformation Cluster Responsibility: JCPS

Alignment of regional and local initiatives with regard to special crime combating and security

Project 19: Reduce number of cases pending trial - Description: Reduce case backlogs by 30% by 2009. Cluster Responsibility: JCPS

Measures to reduce number of cases pending trial investigated. Measures to reduce number of cases pending trial by 5% implemented

Project 20: Partnerships and communication on fighting crime - Description: Intensify Partnership established with social work with BAC and other partners, and hold imbizo on crime issues in various localities. institutions and sister departments in JCPS Implement a comprehensive communication strategy to improve community partnerships and Social clusters Awareness campaigns and deal with public perceptions. Cluster Responsibility: JCPS in social institutions

Project 22: Consolidate advances in DRC - Description: Regular interactions with DRC government at level of DFA, The Presidency, DTI, DPLG, DPE and DPSA to monitor progress and assist where required. Cluster Responsibility: IRPS

Post Conflict Reconstruction and development participation



BUSINESS PLAN A) ADMINIStRAtION

BuSINeSS PlAN: PROGRAMMe ADMINIStRAtION (FINANCe)

Strategy Implementation Plan

Supporting activities Operational Plan targets Year 1(2008/09)

Head Office Regions Management Areas


A1.1.1 Provide, Implement and monitor Finance & SCM policies, procedures, standards and applicable legislation

Disseminate all approved policies and procedures

Monitor the implementation of the revised procurement delegated powers and the procurement manual.

Build capacity to implement and monitor all approved policies and procedures

Implement and monitor the revised procurement delegated powers and the procurement manual.

Formulation / Implementation review of policies and procedures in Head Office. Inspection reports on compliance levels in Management areas & Head Office to establish baseline information Monitor and report on Regional performance

Inspection reports on compliance levels in Management areas to establish baseline information

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

Monitor the maintenance of asset register. Take over assets accruing from catering contract HK2/2004 at end of the contract Implement inventory management Develop acquisition, operation and maintenance plans of assets to be purchased during 2008/2009 F/Y.

Maintenance of asset register. Maintain and monitor bar-coding and engraving of assets Take over assets accruing from catering contract HK2/2004 at end of the contract Implement inventory management Develop acquisition, operation and maintenance plans of assets to be purchased during 2008/2009 F/Y.

Asset verification for 2008/2009 financial year. Installation of computer infrastructure in Transport offices Maintain and monitor bar-coding and engraving of assets

Improve asset registration and asset verification by 95% per management area

95% registration and verification per Management Area

Develop Specialised training programmes for training to relevant personnel on financial and supply chain management

Conduct skills audit. Register training needs with HRD Develop a training program. Conduct training of Trainers

Submission of nominations. Identify and provide training to relevant personnel on financial and supply chain management

Submission of nominations Conduct training

No of personnel trained on financial and supply chain management


Improve financial and supply chain management staffing capacity. Vacancies to be filled within four months of post becoming vacant. Funding of unfunded posts.

Identify vacancies to be filled and fill those that can be filled in the Region and Management Areas

No of vacant posts identified and filled

A1.1.2 Correct the identified deficiencies: Asset management including Intangible assets; Losses; Fleet management. Receivables-staff debtors; Accruals

Migrate to LOGIS Update project plan on progress made to address systems deficiencies in Finance and SCM



Reduce current matters of qualification by 60%

Measure levels of deficiencies

Align planning and budgeting and facilitation of sound financial management. Budget Steering Committee established; Develop and disseminate integrated planning framework to branches, regions and management areas Budget allocations& Shortfall and surplus recommendations are based on operational requirements ;% of over or underspending per budget programme;

Develop capacity for implementing framework for integrated planning, resourcing and reporting Establish a Train on costing of operational plans and other projects in line with budget allocations Budget allocations& Shortfall and surplus recommendations are based on operational requirements ;% of over or underspending per budget programme;

Budget allocations& Shortfall and surplus recommend-ations are based on operational requirements ;% of over or underspending per budget programme;








Align and improve procurement processes and contract management. Conduct information session with unsuccessful bidders especially SMME bidders. Conduct survey on bids already awarded. Keep a database of all contracts at National-, Regional- and Centre level. Manage contract within contract conditions

Align and improve procurement processes and contract management. Conduct information session with unsuccessful bidders especially SMME bidders. Conduct survey on bids already awarded. Keep a database of all contracts at National-, Regional-and Centre level.

Align and improve procurement processes and contract management. Conduct information session with unsuccessful bidders especially SMME bidders.

Promote affirmative procurement Effective implementation of procurement plan.

Measure BBBEE/ HDI tenders awarded

Identify and provide training to relevant personnel, recruitment and retention of Financial and Supply Chain Management.

A1.1.3 Unqualified audit opinion on accruals

Audit the system of asset management Facilitate updating of electronic database for asset management Improve awareness on internal control measures with regard to effective inventory management

Monitor the maintenance of asset register. Update of electronic database for asset management Implement inventory management Develop acquisition, operation and maintenance plans of assets to be purchased during 2008/2009 F/Y.

Maintenance of asset register. Maintain and monitor bar-coding and engraving of assets Take over assets accruing from catering contract HK2/2004 at end of the contract Implement inventory management Develop acquisition, operation and maintenance plans of assets to be purchased during 2008/2009 F/Y.

Reduce qualifications on accruals. Asset verification for 2008/2009 financial year. Installation of computer infrastructure in Transport offices Maintain and monitor bar-coding and engraving of assets Identify and eradicate redundant stock.

Improve asset registration and asset verification by 95% per management area

95% registration and verification per Management Area







BuSINeSS PlAN: PROGRAMMe ADMINIStRAtION (CeNtRAl SeRVICeS)



Head Office Regions Management Areas Head Office Regions Management

Areas

A2.1.1 Provide, Implement & monitor of Central Services policies procedures, standards & applicable legislation

Disseminate and train officials on new approved policies and procedures Monitor the impact of the policy

Build capacity for implement-ing policies and proce-dures Monitor the imple-mentation of policies and procedures

Implement policies and procedures

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

A.2.1.2 Provide legal support to the Department.

Number of legal opinions provided, (Baseline) Number of litigation cases successfully handled (Baseline)

A2.2.1 Raise awareness and Investigate corruption, fraud and serious maladministration cases

Finalise anti-corruption proce-dures. Finalise and im-plement Service Level Standards. Engage with Corporate Ser-vices to fast track financing of post Monitor and evaluate the implementation

Obtain the anti-corruption procedures and facilitate for their imple-mentation Disseminate procedures to management areas

Disseminate procedures to center and ensure implementation of procedures

Percentage reported cases investigated;

A2.2.2 Campaigns and training on anti-corruption policies, procedures and ethics.

Roll-out of ethics training to lower levels in regions. Distribute items with Zero Toler-ance towards corruption mes-sage (Posters etc.) to regional and Management Area’s. Anti-corruption awareness cam-paigns.

Facilitate the master train programme Distribute items with Zero Tolerance towards cor-ruption mes-sage (Post-ers etc.) to Management Areas.

Increased level of corruption awareness and ethics Extent of the level of awareness raised.

A2.2.3 Enforcement of Disciplinary Code to eradicate corruption, fraud and serious maladministration

Approved post on Code Enforce-ment structure to be financed in the 2008/09 FY Finalise and Im-plement Service Level Standards

Percentage of implementation of findings of cases



BuSINeSS PlAN: PROGRAMMe ADMINIStRAtION (CORPORAte SeRVICeS)




Areas

A3.1.1 Provide, Imple-ment & monitor of Cor-porate Services policies procedures, standards & applicable legislation

Disseminate policies and procedures and provide training

Build capac-ity for imple-menting the policy

Implement the policy


A3.2.1 Reduce high vacancy rate within department

Budget for additional staff requirements Coordinate recruitment/ advertisements Selection, appointment and deployment of staff Provide learnership training Induction and orienta-tion• Develop the OSD for Correctional Officers, Implement the Codes of Remuneration (CORE) Determine staffing re-quirements for different occupational categories for the implementation of the 7 Day Establishment Develop a communica-tion and change man-agement strategy for the 7 Day Establishment and Job Refinement and Enhancement (OSD) Develop Employee Well-ness Plan for migration to 7 day establishment

Maintain average vacancy rate of 7%

A3.1.3 Unqualified audit opinion on accruals

Alignment of center structure to functions of DCS and the post estab-lishment Implement proposed structure and post es-tablishment Alignment of work pro-cesses and systems with the requirements of the 7 Day establishment Training and implemen-tation of the processes Monitor and report on implementation of the national guideline

Implement the refined center level structure and post establish-ment


Monthly reporting of va-cancies Monthly analysis of va-cancy rate Inputs on recruitment specifications Coordinate recruitment drives Manage service levels with recruitment agencies


Submit vacancy report to head office

Submit vacancy report to region

Tracking of posts advertised to ensure three months (120 days) turn-around time

Reduce the average turnaround time for filling of vacancies at 120 days

Monthly reporting of va-cancies Monthly analysis of va-cancy rate Inputs on recruitment specifications Coordinate recruitment drive Manage service levels with recruitment agencies



Reduce vacancy level for the professionals and/ or scarce skills below 50%

A3.2.2 Effective management of Transformation and Change

Conduct surveys Draw up equity plan Conduct a baseline culture survey Implement a campaign on the Code of Conduct Provide Service orientation training for all frontline staff Review all HR policies and procedures National SMS training on Change

Organisational Culture Survey conducted; De-velop change manage-ment intervention plan Approved Affirmative Action Programme implemented and in-tervention measures to improve compliance with departmental Employment Equity Targets developed.

Conduct a baseline cul-ture survey Implement a campaign on the Code of Conduct Provide Service orienta-tion training for all front-line staff Review all HR policies and procedures Inclusion of Batho Pele principles in Performance Agreements Cascading regional awards into National Excellence awards Performance manage-ment of coalface delivery Uniform internal commu-nication

Inclusion of Batho Pele principles in Performance Agreements

Organisational Culture Survey conducted; Develop change management plan





Areas



Monthly reporting of va-canciesMonthly analysis of va-cancy rateInputs on recruitment specificationsCoordinate recruitment drivesManage service levels with recruitment agencies




Tracking of posts advertised to ensure three months (120 days) turn-around time

Reduce the average turnaround time for filling of vacancies at 120 days

Monthly reporting of va-canciesMonthly analysis of va-cancy rateInputs on recruitment specificationsCoordinate recruitment driveManage service levels with recruitment agencies



Reduce vacancy level for the professionals and/ or scarce skills below 50%

A3.2.2 Effective management of Transformation and Change

Conduct surveysDraw up equity planConduct a baseline culture surveyImplement a campaign on the Code of ConductProvide Service orientationtraining for all frontline staffReview all HR policies and proceduresNational SMS training onChange

Organisational Culture Survey conducted; De-velop change manage-ment intervention planApprovedAffirmative Action Programme implemented and in-tervention measures to improve compliance with departmental Employment EquityTargets developed.

Conduct a baseline cul-ture surveyImplement a campaign on the Code of ConductProvide Service orienta-tion training for all front-line staffReview all HR policies and proceduresInclusion of Batho Pele principles in Performance AgreementsCascading regional awards into National Excellence awardsPerformance manage-ment of coalface deliveryUniform internal commu-nication

Inclusion of Batho Pele principles in Performance Agreements

Organisational Culture Survey conducted; Develop change management plan

Finalize development of AA Measures and get approval Develop an “Implementa-tion Framework” for imple-mentation of targets Orientate Regions and Branches on approved EE Targets. Develop and sign “service level agreements” on implementation of EE Plan with directorates and business units. Improve capacity build-ing for women, people with disabilities, young employees and all manag-ers from the previously disadvantaged groups by being a critical partner in the implementation of the IHRS with HRD. Acknowledge the Principle of Reasonable Accom-modation by budgeting for provision of all necessary devices to improve the working environment and enhance productivity of people with disabilities through Directorate HR Support. Audit training colleges and at least two Centres of Excellence in each region to determine accessibility. Develop CMC’s for SMS performance agreements Monitor and evaluate implementation process on a quarterly basis.

Improve capacity building for women, people with disabilities, young em-ployees and all managers from the pre-viously dis-advantaged groups by being a criti-cal partner in the imple-mentation of the IHRS with HRD.

Improve the implementation of Employment Equity targets/plan

A3.2.3 Implement a career development and improve performance management system

Implement the final phase (3rd phase) of the interim promotion ar-rangements, especially levels 5 to 6

Implement new career pathing model based on Public Service directives; Revise and implement Perfor-mance Management Policy and System for DCS employees

A3.2.4 Enhance or im-prove Human Resource Information integrity and security to support decision making

Complete security vetting of the HR Information System users Implement Biometric ac-cess to PERSAL Cleanse Persal data Finalise the development of Integrated Corporate Services System (ICSS)

Submit list of officials to be vetted to head office

Submit list of officials to be vetted to the regions

Valid, reliable and accurate human re-sources systems data; % of accuracy be-tween personnel de-ployment and persal





Areas


A3.3.1 Provide Learn-erships, Internships, skills programmes and line-function education, training and develop-ment programmes to all members

Appointment of mentors Develop a structured placement and certifica-tion plan Consider a percentage for absorption of excellent performers Establishment of Standard Generating Body (SGB) through SAQA Complete the current competency audit done by Madyatshamile Complete the development of the WSP Liaise with IT to monitor inter-operability of the Madyatshamile Competen-cy Management System

Provide graduate internship programme at 5% of financed establishment Increase the number of interns to 5% of total establishment

implement additional skills programmes and review current Learner-ships

Percentage of mem-bers at Co level, junior management level; se-nior management level who have received training in relation to skills programmes and line- function educa-tion, training and devel-opment programmes; base line information established

Conduct skills audit and compile a new Workplace Skills Plan [WSP] and Annual Training Report [ATR]

Audit of skills in all levels of personnel Identify, implement and monitor training pro-grammes Develop partnerships with learning institutions





Areas



Develop and implement specialized training for C-Max and Awaiting Trial Detainees Centres Develop critical interven-tions: Hostage Manage-ment; Firearm training; Electronic Security Management Engage the services of the Centre for Conflict Resolution (CCR) Implement programmes that have been agreed upon Engage the services of an external provider Vetting of personnel Identify, implement and monitor training pro-grammes Evaluate the impact of the training pro-gramme

Facilitate and monitor the implementa-tion of critical interventions Identity and engage with external pro-viders

Implement the training

Developed and imple-ment training for 50% officials working in C-max Developed and imple-ment training pro-grammes for officials working in Remand Detainee Centres to cover 50%

A3.3.2 Establish a Professional Body (Southern Africa Corrections Association/ Council-SACA) for the field of Corrections

Establish a task team to develop a framework document and conduct research HRD roundtable with Institutions of Higher Learning

Rules and regulations of the envisaged professional body approved

A3.4.1 Implement revised organisational structure

Obtain approval for revised organisational structure Implement, monitor and analyse impact of revised organisational structure

Obtain the revised or-ganisation structure Commu-nicate the revised struc-ture and im-plications on personnel

Obtain the revised or-ganisation structure Commu-nicate the revised struc-ture and im-plications on personnel

Approved Organisation-al Structure is aligned to the post establishment Identified Critical posts funded in consultation with Finance Maintenance of the post establishment on PersaI in line with the revised Post Establish-ment Grading and implemen-tation of jobs in line with the revised Organisa-tional Structure





Areas


A3.5.1 Approve and implement integrated employee health and wellness strategy to include EAP, HIV/ Aids, OHS, Sport and Recreation and the Facilities Fund

Approve and Implement Integrated employee health and wellness strategy Base line info on delivery of wellness services Wellness structure in 6 regions established An implementation plan to address the recom-mendations or results of the HIV and Syphilis prevalence Survey Implementation plan for occupational Health AND Safety Compliance in DCS Improve participation lev-els in Sport, Recreation, Gymnasium and Bioki-netic Center awareness and motivate offices to adapt an active lifestyle

Establish wellness structure Build ca-pacity for implement-ation plan to address the recommend-ations or results of the HIV and Syphilis prevalence Survey Build ca-pacity for implement-ation plan for occupational Health AND Safety Com-pliance in DCS Improve participa-tion levels in Sport, Recreation, Gymnasium and Bioki-netic Center awareness and motivate offices to adapt an ac-tive lifestyle

Implement plan to ad-dress the recommend-ations or results of the HIV and Syphilis prevalence Survey Implement-ation plan for occupa-tional Health AND Safety Compliance in DCS Im-prove partici-pation levels in Sport, Recreation, Gymnasium and Bioki-netic Center awareness and motivate offices to adapt an ac-tive lifestyle

Review and align the DCS Wellbeing Strategy to the DPSA Draft EHW (Employee Health and Wellness) strategic framework for the public service

Ensure compliance with the OHS act



Improve compliance with Occupational Health and Safety policies and legislation; Base line information;

A3.6.1 Establish structures and mechanisms for effective employer-employee relations management

Monitoring of the operations of Regional Labour Relations Forums (RLRF). • Facilitate the finalisation of the RBO

Monitor the operations of Management Area Labour Relations Forums

Ensure that Management Area Labour Relations Forums (MLRF) in line with IHRS

Systems and Relationship By Objectives process assessed to determine effectiveness; Number of grievances





Areas



A4.1.1 Data generation & storage in web based information systems by each Head Office Directorate

Make follow-up with outstanding directors to deter-mine and confirm their databases Transfer the iden-tified databases into a web based system Sensitize branch-es and regions about accessibil-ity of databases

Make follow-up with manage-ment areas to determine and confirm their databases Transfer the identified databases to head office for inclusion the web-based system Sensitize management areas about accessibility of databases

Maintain accurate, up-to-date, web based informa-tion system (MIS), databases; per-centage of HO Directorates with necessary web based data sys-tems; baseline information

A4.1.2 Improve record management systems in compliance with National Archives Act , MISS, PAIA and others,

Conduct research and identify best practices for the development of the information management strategy

PAIA requests made and acceded to; File plan approved and implemented; percentage of document security breaches

A.4.2.1 Utilisation of parastatals to conduct evaluative research on behalf of DCS

Research projects on strategic foci initiated and re-ported quarterly.

A4.2.2 Disseminate relevant research reports and findings.

Internal publication of list of research completed and research reports accessible; Policy research and debate forum ses-sions held

A4.3.1 Develop Capabil-ity Maturity Framework (CMF) in line with indus-trial standards and best practices (e.g. COBIT, ITIL, PMBOK)

Level 2. Finalize implementation and peer review of level 1 and 2 and self assessment of maturity level 2 + Compile correc-tive action plans. Implementation Plan for level 3

A4.3.2 Implementation of MISP

Review, update and implement plan. Priority 2 initiatives





Areas


A4.3.3 Develop and implement an integrated Technology Strategy

Integration of systems Phase 2. Development of an integrated opera-tions centre

A4.3.4 Implement Open Source Software (OSS) initiatives

Roll out of OSS

A5.1.1 Consolidation of DCS involvement in SADC and Multilateral Processes

Preparation for SA corrections programme of action re SADC

A5.1.2 Consolidate bi-lateral relations on the African continent and participate in post-con-flict reconstruction and development (PCRD)

Identify relevant international or-ganisations and develop relations with them De-velop forum for debate Explore exchange pro-grammes

Delivery on signed Bilaterals; Cooperation agreement with identified African countries concluded Participate in PCRD countries.

A5.2.1 Promote the active and effective participation of DCS in delivery on JCPS Priori-ties

Identify best practices in rela-tion to DCS and government prior-ity areas Develop a mechanism to interrogate best practices and their relevance (Task Team) Identify senior of-ficials to represent DCS in JCPS and Social Sector Ensure adequate preparation when attending meet-ings Source in-puts from branch-es and regions Submit reports to Commissioner on delivery by DCS Involvement in and delivery through coordina-tion structures of JCPS and Social Sector – JCPS Dev Comm., JOINTS, Social Cohesion and So-cial Justice Task Team, Central Drug Authority

Regions to ensure participation in JCPS and Social Sector structures

Annual assess-ment of the impact of coordinated participated, deliv-ery and reporting in Clusters.





Areas



Promote the ac-tive and effective participation of DCS in delivery on government Apex priorities. Obtain Apex priorities Align Apex priorities to Strategic plan Disseminate Paex priorities to regions

Ensure deliv-ery on Apex priorities by management areas

Provide reports on delivery on Apex priorities

Annual assessment of the impact of coordinated participated, delivery and reporting in Clusters.

Initiate network-ing and or-ganised meetings with provincial & local government on the theme of corrections as a societal respon-sibility Revival of Masibambisane Strengthen rela-tions at provincial and local govern-ment Ensure DCS participation in Community Safety Forums

Revival of Masibam-bisane Strengthen relations at provincial Ensure DCS participation in Community Safety Forums

Revival of Masibambisane Strengthen relations at local government Ensure DCS participation in Community Safety Forums

Enhanced involve-ment in crime prevention at local government level by 10%.

A5.3.1 Enhance compliance with Parliamentary deadlines and improved quality in answering Parliamentary Questions and presentations

Obtain par-liamentary programme Communicate critical dates on the programme to allow timely preparation of submissions Ensure cor-rect routing of Parliamen-tary questions Quality control inputs and sub-missions Comply with deadlines

Obtain par-liamentary programme Communicate critical dates on the pro-gramme to allow timely preparation of submissions Ensure cor-rect routing of Parliamen-tary questions Quality control inputs and submissions Comply with deadlines

Obtain parliamen-tary programme Communicate critical dates on the programme to allow timely preparation of submissions En-sure correct rout-ing of Parliamen-tary questions Quality control inputs and sub-missions Comply with deadlines

Review the system of parliamentary coordination and management of parliamentary questions and pre-sentations/briefing Improve compli-ance with parlia-mentary systems





Areas


A 5.4.1 Coordinate work on tasks identified by Chapter nine institu-tions, institutions sup-porting democracy and institutions responsible for oversight of DCS

Develop an effec-tive co-ordination mechanism Obtain and anal-yse reports ema-nating from these bodies Prepare responses on issues raised Establish a com-munication forum with the institu-tions

Co-ordinate responses to questions that relate to regions and management areas

Provide respons-es to the region

Systems co-ordi-nation of Chapter Nine institutions, institutions sup-porting and institu-tions responsible for oversight bod-ies of DCS

A6.1.1 Develop and deliver on DCS Communication Strategy.

Develop & imple-ment a public education and awareness build-ing strategy Partner with SABC, Media, Stakeholders, SALGA, GCIS etc. for intensified communication of DCS pockets of excellence IT for optimising ICTs Newspaper supplements & standing radio slots for DCS leadership & management – incl. training in media handling

Obtain and distribute strat-egy to man-agement areas Facilitate train-ing for com-municators at regional and management area level

Implement the communication strategy

Sustained Im-provement of internal & external publics under-standing of their role in correcting the offending be-havior Improved under-standing of DCS core business, performance rating and participation in the implementa-tion of the White Paper; Baseline info

Sustained Improve-ment of internal & external publics un-derstanding of their role in correcting the offending behavior

Deliver on DCS internal commu-nication strategy Intensify internal communication with staff & of-fenders – with izimbizo, SA Cor-rections, struc-tured staff meet-ings, DCS TV concept finalised & launched

Intensify internal com-munication with staff & of-fenders – with izimbizo, SA Corrections, structured staff meetings,

Intensify internal communication with staff & offenders – with izimbizo, SA Corrections, structured staff meetings,

Increase internal publics understanding, attitudes & practices in support of DCS, baseline





Areas



6.2.1 Develop a comprehensive image turn around strategy and build its implementation capacity

Overall communication strategy is developed with subsidiary strategies for key campaigns e.g. Social Re-integration. Develop an integrated Marketing & Comm. strategy and rollout with specific funding Filling of critical vacancies & provision of space for operations

Build capacity for the imple-mentation of the image turn around strat-egy

Avail officials to be trained for the implementation of the image turn around strategy

Improve DCS performance ratings by another 5%

Media strategy development & implementation Drive Good News Generation Campaign implementation (should focus on enhancing the mandate of DCS) Multi-pronged media relations management targeting individual & forums

Implementa-tion of the me-dia strategy Identify man-agers at op-erational level for the training on commu-nication and networking skills

Implementation of the media strategy Identify managers at operational level for the training on communication and networking skills

Improved and sustained positive representation of DCS in the media & increased own voice to above the industry norm – 35%

A6.2.2 Deliver on DCS signage and branding

Signage and branding covers 50% of DCS institutions





Areas


BuSINeSS PlAN: PROGRAMMe ADMINIStRAtION (OPeRAtIONS AND MANAGeMeNt SuPPORt)




Areas

A7.1.1 Ensure compliance and quality delivery in relation to Strategic Plan, ENE, Annual Report, MTEC submissions

Disseminate policy on integrated planning to regions (1st Quarter) Develop an imple-mentation plan (1st Quarter) Finalise the procedures(1st Quarter) Monitor and evaluate the impact of the policy (end of the Financial Year)

Disseminate the policy to management areas(1ist quarter) Build capacity to implement the policy Evaluate policy implementation (1st quarter)

Implement policy (Annually FY)

Timely tabling of the Strategic Plan, ENE, MTEF submissions and Annual Report in Parliament

A7.1.2 Ensure coordinated and consistent reporting on the DCS to oversight bodies, the Presidency and Cabinet

Ensure cascading of the planning, budget-ing and reporting framework Timely provision of important deadlines to branches and re-gions Appropriate delega-tions at branches and regions Proper co-ordination of the ENE, MTEF, MTEC processes Timely submission of inputs to Strategic Planning by regions and branches Timely tabling of doc-uments in parliament Timely submission of documents to Com-missioner, EA and other bodies

Disseminate framework to management areas Ensure compliance with due dates by regions

Presentation of the framework and compliance with due dates

Timely submission of all the DCS reports for oversight bodies, Presidency & Cabinet

A7.1.3. Provide effective Monitoring and Evaluation System

Co-ordination and participation of DCS Task Team Convene a meeting with Technical As-sistance Unit from Treasury Convene a workshop to initiate the devel-opment of M&E tool Creation of an elec-tronic tool Avail the tool to regions Develop a Monitoring and Evaluation policy

Make representation to the Task Team Provide inputs into the Monitoring and Evaluation system

Identify data capturers and administrators Ensure collation of appropriate data for the M&E

Developed M&E system







Areas

A7.2.1 Develop & Co-ordinate a Task Avail officials for SDIP included implement SDIP in team represented by the Task Team in strategic plan compliance with the branches and regions Make inputs into and annual DPSA requirements Draft SDIP with co-

ordinators and SDIP unit from DPSA Iden-tify service delivery areas Submit the SDIP to MCC/EMC Development of SDIP and approval

identified service delivery areas for improvement Monitor areas of service delivery improvement

report

A7.2.2 Coordinate Receive inputs for Provide inputs into Deliver on COE Establish a delivery CoE project Moni- COE project and projects baseline for on Centres of tor delivery on the monitor progress Centres of Excellence Project project Develop Excellence Plan measures to unblock

slow delivery against a rating system

A7.2.3 Identification Create an information Provide inputs into Provide inputs Approved Approved of and information bank on service deliv- the data bank into the data innovation innovation sharing re service ery innovation bank identification identifica-delivery innovation mechanism

implemented in 36 CoE

tion mecha-nism imple-mented in 6 CoE

A7.3.1 Coordinate White Paper and enhance the and Strategic White Paper and programmes Strategic programmes and projects and projects milestones are

met

A7.3.2 Establish and Establish and capaci- Ensure delivery Implement A functional manage the DCS tate Project Office on DCS projects and deliver on Project Office Project Office Ensure Resourc- Communicate projects

ing of the Office DCS projects Provide support to management to DCS projects areas Monitor Avail projects to re- progress on gions projects

A7.3.3 Develop Develop and maintain Approved processes for new projects register project projects to be Ensure that all new management registered with the projects comply framework and Project Office and with the established procedures managed in line framework and project the programme and Prepare quarterly management project management reports on perform- guidelines framework with DCS ance and progress of

projects Establish mechanism to unblock projects


A7.4.1 Develop and manage a Management Information Centre

Set up Management Information Center (1st Quarter) Collate data necessary for the MIC Regularly update the MIC Utilize projects to very information in submitted reports (quarterly) Provide MIC info as supporting documentation during assessments

Provide inputs into the MIC on ongoing basis

Provide inputs into the MIC on ongoing basis

A functional Management Information Centre

A7.4.2 Develop mechanisms to enhance support to operational management

Obtain inputs from branches and regions Consolidate inputs and send for approval by EMC Implement the mech-anism

Provide inputs to enhancing operational management

Provide inputs to enhancing operational management

Approved mechanisms

A7.5.1 Develop and manage a Business Continuity Plan for DCS

Assessment meet-ings in Regions and Branches Co-ordination of Risk Assessment Monitoring and Evalu-ation of Risk Mitiga-tions Risk Monitoring and Evaluation in branches and regions

Ensure co-ordination of assessment meetings Risk Monitoring and Evaluation in management

Provide inputs for regional meetings

Approved Business Continuity Plan

A7.6.1 Develop and implement departmental security policy and procedures for DCS

Finalise and imple-ment the security policy (1st quarter) Disseminate policy 3r Quarter) Ensure compliance with the security policy and procedures (annually FY) Develop correc-tive measures for security infractions (3rd Quarter once policy finalised)

Disseminate policy to management areas Develop capacity to implement the policy Monitor the policy implementation

implement the policy

Inspection to measure compliance with departmental security policy & procedures

A7.6.2 Conduct Security Threat and Risk Assessment for DCS

Co-ordinate Secu-rity Risk Assessment meetings (quarterly) Analyse the Risk As-sessment document (quarterly) Develop corrective measures Imposing of sanctions against non-compli-ance

Ensure co-ordination of assessment meetings Risk Monitoring and Evaluation in management

Approval of the recommenda-tions on the security TRA





Areas



A7.6.3 Provision of a vetting service for DCS and develop and implement vetting plan

Ensure the vetting of officials in critical areas and officials working in high risk maximum security centers (Annually) Develop the vetting plan (1st quarter) Avail the vetting plan once approved

Identify officials to be vetted and submit the list to head office Implement and monitor the vetting plan

Implement the vetting plan

Delivery of the vetting target for YR1

A7.6.4 Develop physical security standards and information security standards for DCS and develop the relevant implementation plans

Obtain inputs from branches and regions for the development of the security standards and information security standards (1st Quarter)

Provide inputs for the development of security standards and information security standards

Provide inputs for the development of security standards and information security standards

Approved physical security plan and information security plan

A7.7.1 Develop and Implement annual Compliance Improvement Plan on new issues drawn from the AG Report, significant and prioritized risks, Inspecting Judge Report

Receiving and Monitoring of bi-monthly Regional / Branch CIP certifications. Conducting verification inspections at all Management Areas by 31 March 2008. Keeping of performance trends of all inspected Management Areas.

Submit bi-monthly reports for certification Facilitate conduction of verifications

Submit bi-monthly reports for certification Facilitate conduction of verifications

Approved CIP implemented and inspection on existing Compliance Improvement Plans

A7.7.3 Inspections on any other issues as determined by the Commissioner & Regional Commissioners

Identify issues for inspections Monitor progress and report on these issues to Commissioner quarterly basis

Monitor progress and report on these issues from management areas and the regions on quarterly basis to Commissioner

Report on these issues to RC’s on quarterly basis

Approved inspection reports





Areas


BUSINESS PLANB) SeCuRIty

BuSINeSS PlAN: PROGRAMMe SeCuRIty



Head Office Regions Management Areas Head Office Regions Management Areas

B1.1.1 Provide, Implement & monitor of Security policies procedures, standards & applicable legislation


Disseminate and monitor all approved policies and procedures

Implement all approved policies and procedures



Implementation of approved policies and procedures

B.1.2.1 Reduce incidents of security threats within Centres & improve safety of staff (including service providers), offenders & the public

Analyse and monitor security threats and trends

Analyse and monitor security threats and trends

▪ Develop and implement specific

contingency plans

to address possible contingencies ▪ Identification & effective action

against corrupt officials ▪ Identification & effective action

against negligent officials

Less than 4,8 inmates per 10 000 inmates who escape

Less than 4,8 inmates per 10 000 inmates who escape

▪ No on inmates who

escape from : - D C S facilities - hospitals - work teams ▪ No of Smuggling

incidents ▪ No of incidents of

members assisting escapes

Less than 92 assaults per 10 000 inmates in DCS facilities

Less than 3,5 unnatural deaths per 10 000 inmates in DCS facilities

B.1.2.2 Implement minimum security standards

Disseminate minimum security standards to Branches and Regions

Develop capacity for the imple-mentation of the minimum security stan-dards and monitor prog-ress

66 Centres with access security (inclusive of x-ray scanners) installed & functioning; 8 sites with security access control & fences

Monitor installation of access security equipment in accordance with contract stipulations

66 Centres with access security (inclusive of x-ray scanners) installed & functioning; 8 sites with security access control & fences Effective movement control – offenders ▪ Effective movement control -officials



B1.2.3 Develop se-curity programmes to support rehabili-tation of maximum security high risk offenders

Evaluate suc-cess of current behaviour modification programme implemented to support re-habilitation of maximum se-curity high risk offenders Review pro-gramme to rec-tify deficiencies identified Develop pro-grammes for offenders in-volved in or-ganised crime Develop and implement Specialised training pro-grammes for Security staff. Register train-ing needs with HRD Existing behaviour modification programme from Ebhong-weni Correc-tional Centre reworked into a security programme to support reha-bilitation Adequately trained mem-bers to be deployed to Closed Maxi-mum Facilities

Submit the the reworked behaviour modification programme to identified management areas

Implement the reworked behav-iour modification programme

Existing behav-iour modification programme from Ebhongweni Cor-rectional Centre reworked into a security programme to support rehabili-tation

No of officials trained to support rehabilitation of maximum security high risk offenders

BuSINeSS PlAN: PROGRAMMe SeCuRIty



Head Office Regions Management Areas Head Office Regions Management Areas


BUSINESS PLAN C) CORReCtIONS

BuSINeSS PlAN: PROGRAMMe CORReCtIONS




Areas

C.1.1.1 Provide, Implement and monitor corrections policies procedures, tools, standards and applicable legislation


Disseminate and monitor all approved policies and procedures


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


Implementation of approved policies and procedures in all management areas

C1.2.1 Implement & monitor Unit Manage-ment including struc-tured day programme and 3 meals a day

Disseminate framework on structured day programme. Provide and disseminate guidelines for unit management Develop training programme Analyse and re-port on implemen-tation of Unit Man-agement Monitor compliance to sec 8.5 of Act 111 of 1998(provide meals according to prescribed time frames)

Provide guid-ance, monitor implementa-tion of Unit Management including structured day and compli-ance with Section 8.5 of Act 111 of 1998(provide meals accord-ing to pre-scribed time frames)

Appoint Unit Managers Allocate offenders to units in all centres Implement framework for a Structured Day Programme Comply with Section 8.5 of Act 111 of 1998(provide meals according to prescribed time frames)

Unit Management including structured day programme and 3 meals a day implemented at CoE’s, and at 51 other correctional centres

Monitor implementation of unit management including structured day and compliance with Section 8.5 of Act 111 of 1998(provide meals according to prescribed time frames)

Unit Management including structured day programme and 3 meals a day according to prescribed time frames, implemented at COE’s, and at 51other correctional centres

C1.2..2 Implement Offender Risk Assessment & Offender Profiling tools and develop Correctional Sentence Plan (CSP) for all sentenced offenders serving sentences longer than 24 months.

Disseminate the tools and the Correctional Sentence plan

Appoint CAO’s and CIO’S to assess and profile offenders and develop sentence plans Provide policy, procedures, and assessment, monitoring and evaluation tools, compliance framework and resource guide Provide training to CAO’S, CIO’s, CATS, CITS, and CRTS

All newly admitted offenders serving 24 months and more have CSP’s in dedicated admission / assessment centre of expertise; CSP’s for all offenders due for release; (2 800)



C1.2.3 Provide work opportunities for sentenced offenders.

Promote employability of offenders through engaging external stakeholders

Monitor offender utilisation Report to head office on work being done and progress in work opportunities

Centres to identify and provide internal and external work opportunities Allocate offenders to work opportunities

107 000 work opportunities provided to sentenced inmates;. percentage of inmates with relevant skills provided with work opportunities

107 000 work opportunities provided to sentenced inmates;. percentage of inmates with relevant skills provided with work opportunities

C1.3.1 Provide needs-based quality assured / endorsed Correctional programmes to offenders

Provide correctional programmes Monitor implementation of correctional programmes Analyse and report on impact of correctional programmes

Approach potential service providers / partners Quality assure potential partners and programmes Create and utilize data base of service providers and partners

Implementation of needs based correctional programmes to 30% of relevant offender population , including programmes for special categories of offenders; Increased involvement of service providers in provision of corrections programmes; Baseline information

Implementation of needs based correctional programmes to 30% of relevant offender population , including programmes for special categories of offenders; Increased involvement of service providers in provision of correctional programmes; Baseline information

Monitor No of quality assured Correctional programmes implemented

Percentage of offenders participating in Correctional programmes provided by service providers / partners

C1.4.1 Manage level of overcrowding effectively

Disseminate overcrowding strategy

Implement and monitor over crowding strategy

Distribute offenders according to approved occupation capacity Capture information accurately

Monitor overcrowding Level of overcrowding in DCS facilities 140 %

Establish overcrowding task team

Level of overcrowding in DCS facilities Not more than 140 % occupation

C1.4.2 Classify offenders according to new classification tool

Review and update classification tool

Monitor and provide guid-ance on imple-mentation of classification tool

Implement classifying tool in all centres

All new offenders admitted classified; % of other sentenced offenders classified





Areas


C1.5.1 Manage levels of remand detainee population

Develop policy, procedures, protocols, and legislation in rela-tion to detention of remand detain-ees in police sta-tions and secure care facilities and remand detention facilities Develop a situational analysis of re-mand detainees Identify dedicated remand detention facilities in each region Implement facilities upgrade plan Develop minimum infra-structure require-ments Determine human resource requirements for remand detention facilities

Facilitate and provide inputs on develop-ment of policy, procedures and protocols n relation to detention of remand detainees in police stations and secure care facilities and remand detention fa-cilities Establish dedi-cated remand detention facilities in the region. Imple-ment facilities upgrade plan

Establish dedi-cated remand detention facili-ties in the man-agement area Implement fa-cilities upgrade plan

Determine baseline information, de-velop Procedures and monitor the implementation of relevant statutes by Regions and Man-agement Areas

Remand deten-tion facilities identified

Remand deten-tion facilities es-tablished Facilities up-graded to set standards

Management of child remand detainees Liaison with relevant Departments on managing child remand detainees Establish partnerships with relevant government departments and civil society to address child remand detainees

Identify secure facilities for the removal of children currently in DCS facilities Sensitise the judiciary on children currently in remand detention facilities and promote alternative placements for child remand detainees

Notify Regional Office of admission of child remand detainees Remove child remand detainees from centres within set time frames

Partnerships established with relevant government departments and civil society to address child remand detainees

Monitor and report on no of child remand detainees in centres

No of child remand detainees not removed within set timeframes

Management of foreign national remand detainees Disseminate policy and procedure on the management of foreign national remand detainees

Identify foreign remand detainees Liaison with Department of Home Affairs on matters relating to foreign remand detainees

Remove foreign national remand detainees from centres

No of foreign national remand detainees in correctional centres





Areas







Areas

Management of Assess the Implement high risk remand level of risk strategies to detainees of all remand manage high Develop policy, detainees risk remand procedures Identify and detainees and protocols develop in relation to strategies to detention of manage high high risk remand risk remand detainees detainees

C1.5.2 Management of court appearances

Roll out of inmate tracking

Negotiation with Dept of Justice to establish courts in identified management areas

Ascertain identification of remand detainees appearing in court Implement adequate security for court appearances in partnership with SAPS

Installation of personal tracking devices in 12 facilities

No of remand detainees not appearing in court on determined dates no of courts established at Management Areas

C1.5.3 Implementation of Video Arraignment

Implement and monitor video arraignment

Installation of video postponement equipment in 22 facilities

Installation of video postponement equipment in 12 facilities


BUSINESS PLAN D) CARe

BuSINeSS PlAN: PROGRAMMe CARe




Areas

D1.1.1 Provide, Implement & monitor Care policies, procedures, standards and applicable legislation

Develop policies / procedures Disseminate and monitor Analyse and report on im-pact of approved policies and proce-dures

Implement all approved policies and procedures Monitor implementation of policies and procedures


Implementation of approved policies and procedures in all Manage-ment Areas Inspection reports on compliance levels in Manage-ment Areas to establish baseline information

Implementation of approved policies and procedures in all Management Ar-eas Inspection reports on com-pliance levels in Management Areas


D1.2.1 Provide government prioritised primary health interventions on the basis of health needs assessment

Provide assess-ment tool Monitor implementation of tool Provide comprehensive primary health care programmes Identify 72 centres for implementation of comprehensive primary health care programmes Analyse and re-port on impact of comprehensive primary health care programmes

Monitor implementation of comprehensive primary health care programmes in identified centres Monitor and report on health needs assessment

Implement comprehensive primary health care programmes in identified centres Conduct health needs assessment and provide report

Baseline info on offender health trends in relation to govt priority areas Health care programmes targeting govt priority illnesses implemented in 100% of the Management Areas; 72 centres providing comprehensive primary health care services

Baseline info on offender health trends in relation to govt priority areas Health care pro-grammes target-ing govt priority illnesses imple-mented in 100% of the Manage-ment Areas Identified cen-tres providing comprehensive primary health care services

Baseline info on offender health trends in relation to govt priority areas Health care programmes targeting govt priority illnesses implemented in the Management Area Identified centres provid-ing comprehen-sive primary health care ser-vices

D1.3.1 Provide care programmes

Provide social work, psychological and spiritual care programmes Monitor implemen-tation of social work, psychological and spiritual care programmes Analyse and report on impact of social work, psychological and spiritual care programmes Review and report on existing social work, psychological and spiritual care programmes Develop / procure and report on new social work, psychological and spiritual care pro-grammes

Monitor implementation of existing, reviewed and new social work, psychological and spiritual care programmes

Determine number of social work, psychological and spiritual care sessions for Area Implement existing, reviewed and new social work, psychological and spiritual care programmes

More than 101 000 social work sessions More than 10 200 psychological sessions More than 166 000 spiritual care sessions No of offenders partici-pating in social work, psychologi-cal and spiritual care programme

Number of so-cial work, psy-chological and spiritual care sessions Number of offenders participating in the various social work pro-grammes, psy-chological pro-grammes, and spiritual care programmes

Number of social work, psycholog-ical and spiritual care sessions Number of offenders participating in the various social work pro-grammes, psy-chological pro-grammes, and spiritual care programmes



D1.3.2 Facilitate needs based care programmes in partnership with external service providers

Approach potential national service providers / partners Quality assure potential national partners and pro-grammes Create a baseline of programmes and services provided by service provid-ers / partners Create a baseline of number of of-fenders participat-ing in programmes and services pro-vided by service providers / partners

Approach po-tential regional service provid-ers / partners Quality assure potential region-al partners and programmes Create a baseline of programmes and services provided by service provid-ers / partners Create a base-line of number of offenders participating in programmes and services provided by service provid-ers / partners

Approach po-tential local ser-vice providers / partners Quality assure potential local partners and programmes Create a baseline of programmes and services provided by ser-vice providers / partners Create a base-line of number of offenders participating in programmes and services provided by service provid-ers / partners

Develop baseline Percentage of needs-based care programmes provided by ser-vice providers / partners Percentage of offenders partici-pating in needs-based care programmes provided by ser-vice providers / partners

Develop base-line Percentage of needs-based care pro-grammes pro-vided by service providers / partners Percentage of offenders partic-ipating in needs-based care programmes provided by ser-vice providers / partners

Develop base-line Percentage of needs-based care programmes provided by ser-vice providers / partners Percentage of offenders partici-pating in needs-based care programmes provided by ser-vice providers / partners

D1.3.3 Measure and evaluate the impact and effectiveness of Corrections, Development and Care programmes and services

Finalise and provide measurement instrument Review instrument, improve and obtain approval for implementation Analyse and report on impact of instrument

Identify centre of excellence for pilot Monitor piloting of instrument

Utilise the instrument Provide progress reports on pilot

Pilot instrument in 6 centres of excellence (one per region)

Pilot instrument in one centres of excellence per region

Pilot instrument in identified centre of excellence

D1.3.4 Provide compulsory Corrections, Development And Care programmes

Develop policy procedures for Policy on Compulsory Programmes Develop training programme Disseminate and monitor Analyse and report on impact of policy and procedures

Implement approved policy and procedures Monitor implementation of policy and procedures

Implement approved policy and procedures

Development and implementation of Policy Procedures on compulsory Corrections, Development and Care programmes

Implementation of approved policy and procedures in all Management Areas Inspection reports on compliance levels in Management Areas to establish baseline information

Implementation of approved policy and procedures

D1.4.1 Profile offenders in relation to HIV and AIDS knowledge, attitude, perception and behaviour (KAPB)

Finalise and provide KAPB instrument Review instrument, improve and obtain approval for implementation

Identify management areas for pilot Monitor piloting of instrument

Utilise the instrument Provide progress reports on pilot

Offenders in 20% of management areas are profiled for KAPB in relation to HIV/ AIDS;

Offenders in identified management areas are profiled

Offenders are profiled





Areas






Areas

D.1.4.2 Provide comprehensive HIV and AIDS programmes and services

1.5.1 Provide Corrections, Development and Care programmes for special categories of offenders

Provide comprehensive HIV and AIDS programmes Monitor implementation of comprehensive HIV and AIDS programmes Analyse and report on impact of comprehensive HIV and AIDS programmes

Identify man-agement areas for implementa-tion of compre-hensive HIV and AIDS pro-grammes and services Monitor imple-mentation of comprehensive HIV and AIDS programmes

Implement comprehensive HIV and AIDS programmes

Implementation of comprehen-sive HIV and AIDS pro-grammes and services in 50% of all Manage-ment Areas More than 19 500 HIV and AIDS sessions Number of offenders par-ticipating in HIV and AIDS pro-grammes

Implementation of compre-hensive HIV and AIDS pro-grammes and services in iden-tified manage-ment areas Number of offenders par-ticipating in HIV and AIDS pro-grammes Number of HIV and AIDS ses-sions

Create a database of number of offenders who are defined as special category offenders Customise and provide needs based programmes Monitor implementation of needs based programmes Analyse and report on impact of needs based programmes for special categories of offenders

Monitor implementation of needs based programmes

Implement needs based programmes

Established baseline information on number of offenders within special categories; Number of special category offenders participating in existing programmes; Customisation of existing corrections, care and development programmes and services to meet the needs of special category offenders

Number of offenders participating in existing programmes and customised programmes

Implementation of compre-hensive HIV and AIDS pro-grammes and services Number of offenders par-ticipating in HIV and AIDS pro-grammes Number of HIV and AIDS ses-sions

Number of offenders participating in existing programmes and customised programmes



BUSINESS PLAN e) DeVelOPMeNt

BuSINeSS PlAN: PROGRAMMe DeVelOPMeNt




Areas

E.1.1.1 Provide, Implement and monitor Development policies procedures, standards and applicable legislation

Develop policies / procedures Disseminate and monitor Analyse and report on impact of approved policies and procedures



Implementation of approved policies and procedures in all management areas ; Inspection reports on compli-ance levels in Man-agement areas to establish baseline information

Implementation of approved policies and procedures in all Management Areas Inspec-tion reports on compliance levels in Man-agement Areas


E.1.2.1 Implement comprehensive education, sports, recreation, arts, culture (SRAC) programmes

Provide compre-hensive education and SRAC pro-grammes Create database for various educa-tion and SRAC programmes Monitor imple-mentation of com-prehensive edu-cation and SRAC programmes Analyse and re-port on the impact of comprehen-sive education and SRAC pro-grammes

Determine number of offenders participating in the various formal education and SRAC programmes Monitor implementation of comprehensive education and SRAC programmes

Determine number of offenders participating in the various formal education and SRAC programmes implement comprehensive education and SRAC programmes

More than 22 000 offenders participating in formal education programmes More than 116 600 offenders par-ticipating in SRAC programmes Number of offend-ers participating in the various formal education and SRAC pro-grammes Establish baseline information for programmes

Number of offenders participating in the various formal education and SRAC programmes

Number of offenders participating in the various formal education and SRAC programmes

E1.3.1 Implement comprehensive offender skills development plan based on National Skills Fund Implementation plan for 2009 / 10 to enhance the skills utilisation and employability of offenders

Provide and disseminate comprehensive skills development plan Monitor implementation of the comprehensive skills development plan Analyse and report on impact of skills development plan

Identify centres of excellence Determine number of offenders participating in skills development programmes Monitor implementation of comprehensive skills development plan Monitor provision of skills utilisation and opportunities for employability in agriculture and production workshops

Determine number of offenders participating in skills development programmes Implement comprehensive skills development plan Provide opportunities for skills utilisation and employability in agriculture and production workshops

Implementation of the comprehensive skills development plan in 12 centres of excellence (two per region) % of offenders participating in skills develop-ment programmes (More than 9 130 offenders) Increased skills utilisation and op-portunities for em-ployability by 15% over the baseline of May 2005 in the following fields: 15% more on 2471 for Agriculture and 15% more on2741 for Production workshops

Implementation of skills development plan in 2 centres per region Number of offenders participating in the various skills development programmes Number of opportunities provided for skills utilisation and employability in agriculture and production workshops

Implementation of skills development plan Number of offenders participating in the various skills development programmes Number of opportunities provided for skills utilisation and employability in agriculture and production workshops


Implementation of the comprehensive offender skills development plan in 12 centres of excellence (two per region)

% of offenders participating in: Skills development programmes (More than 9 130 offenders)

Increased skills utilisation and opportunities for employability by 15% over the baseline of May 2005 in the following fields: 15% more on 2471 for Agriculture and 15% more on2741 for Production workshops

E1.3.2 Maintain and expand national agriculture and production workshop system aimed at self sufficiency, poverty alleviation and income generation

Provide and disseminate master plans Monitor implementation of master plans Monitor implementation of poverty alleviation programme Analyse and report on impact of master plans

Identify amount of income generation to be increased over baseline of 06/07 Monitor implementation of master plans and poverty alleviation programme

Identify amount of income generation to be increased over baseline of 06/07 Implement master plans

Products availed to self sufficiency, poverty alleviation and income generation increased by R1 million of the initial baseline of R2676000 (06/07)

Products availed to self sufficiency, poverty alleviation and income generation increased over the initial baseline of 06/07

Products availed to self sufficiency, poverty alleviation and income generation increased over the initial baseline of 06/07

BuSINeSS PlAN: PROGRAMMe DeVelOPMeNt




Areas



BUSINESS PLAN F) SOCIAl ReINteGRAtION

BuSINeSS PlAN: PROGRAMMe SOCIAl ReINteGRAtION




Areas

F.1.1.1 Provide, Implement and monitor social reintegration policies procedures, tools, standards and applicable legislation

Develop policies / procedures Disseminate and monitor Analyse and report on impact of approved policies and procedures



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

Implementation of approved policies and procedures in all Management Areas Inspection re-ports on compli-ance levels in Management Areas


F1.2.1 Improve functioning of CMC & Correctional Supervision and Parole Boards

Provide guidelines to regulate relationships between CMC’s and parole boards Develop work procedures with reference to CMC and CSPB’s

Monitor work procedures between CMC’s and CSPB’s Monitor quality of reports provided to CSPB Provide guidance to management areas on func-tioning of CMC’s Maintain, anal-yse and report on database of cases where parole is granted and where rec-ommendations are rejected

Provide compre-hensive reports and correct documents to CSPB Maintain, anal-yse and report on database of cases where parole is granted and where rec-ommendations are rejected

% of cases heard by CSPB with offender released on parole % of cases where CSPB decision differs from CMC recommendation % of cases referred for review where PRB reverses CSPB decision Baseline information

Number of cases heard by CSPB with of-fender released on parole Number of cas-es where CSPB decision differs from CMC rec-ommendation Number of cases referred for review where PRB reverses CSPB decision

Number of cases heard by CSPB with offender released on parole Number of cases where CSPB decision differs from CMC recommendation Number of cases referred for review where PRB reverses CSPB decision

F1.2.2 Increase access of offenders eligible to see CMC & Parole Board

Determine backlog of cases due for parole Monitor re-duction in backlog Evaluate quality of reports and docu-ments submitted Create and main-tain a database of new cases due for parole

Monitor backlog of cases due for parole Monitor reports and documents submitted Create and maintain a database of new cases due for parole

Identify backlog of cases due for parole Prepare and submit relevant comprehensive reports and cor-rect documents Create and main-tain a database of new cases due for parole

Number of backlog cases due for Parole consideration Reduce number of cases not considered due to incomplete documentation Base line information

Number of backlog cases due for Parole consideration Reduce number of cases not considered due to incomplete documentation

Number of backlog cases due for Parole consideration Reduce number of cases not considered due to incomplete documentation

F1.2.3 Monitor decisions of and effective functioning of CMC & Parole Boards to ensure consistency of decision making

Analyse audit findings and recommend improvements Undertake and report on bi-annual monitoring

Determine random sample Monitor audit

Audit decisions of sampled CMC’s and CSPB’s Recommend corrective measures to parole review board

Audit on 10 % sample of CMC’s & CSPB’s. Bi-annual monitoring report

Audit of identified CMC’s and CSPB’s

Audit of identified CMC’s and CSPB’s


F1.3.1 Provide & Implement classification tool for Probationers and Parolees

Provide and dis-seminate classify-ing tool Monitor implementation of classifying tool Analyse and re-port on impact of classifying tool

Monitor implementation of classifying tool

Implement classifying tool in all community corrections facilities

% of probationers and parolees classified in terms of tool Base line information

Number of probationers and parolees classified

Number of probationers and parolees classified

F1.3.2 Reduce number of violations

Determine and provide sanctions Monitor implemen-tation of sanctions Analyse and re-port on impact of sanctions

Determine targets for region Monitor implementation of sanctions

Determine targets for Area Implement sanctions

Reduce number of violations by 2% from the average baseline of 11000 (220).

Reduce number of violations by 2%

Reduce number of violations by 2%

F.1.3.3 Reduce number of absconders

Determine and provide sanctions Monitor implemen-tation of sanctions Analyse and report on impact of sanctions and absconder tracing units

Determine targets for region Monitor implementation of sanctions Monitor effectiveness of absconder tracing units

Determine tar-gets for Area Implement sanc-tions Establish absconder trac-ing units Create data base of community sup-port structures

Reduce the number of absconders for the current financial year from the baseline of 2299

Absconding reduced to less than 2299

Absconding reduced to less than 2299

F1.3.4 Promote alternative non-custodial sentences

Develop and dis-seminate market-ing strategy Imple-ment and monitor marketing strategy Analyse and re-port on impact of marketing strategy

Determine targets for the region Implement and monitor marketing strategy

Determine targets for the area Implement marketing strategy

Increase the number of admissions in terms of Section 276 (1)(h) of CPA by 5% from the baseline of 7443 (372)

Increase the number of admissions in terms of Section 276 (1) (h) of CPA by 5% from the baseline

Increase the number of admissions in terms of Section 276 (1)(h) of CPA by 5% from the baseline

Increase the number of admissions in terms of Section 276 (1)(i) of CPA by 5% from the baseline of 4230 (211)

Increase the number of admissions in terms of Section 276 A (3) by 5% from the baseline of 29 (2)

Increase the number of admissions in terms of Section 287 (4)(a) by 5% from the baseline of 10228 (511)





Areas







Areas

F1.3.5 Provide & implement National guidelines on Integrated support systems

Develop and disseminate marketing strategy Implement and monitor marketing strategy Analyse and report on impact of marketing strategy Create and maintain a database of community resources

Implement and monitor marketing strategy Create and maintain a database of community resources

Implement and monitor marketing strategy Create and maintain a database of community resources

Determination of a baseline for community service orders


Develop and dis- Implementation Implement Guidelines for Number of


F1.3.6 Facilitate Number of provision of seminate guide- and monitor use guidelines partnerships with partnerships partnerships with programmes for lines for partner- of guidelines Approach service providers with service service providers reintegration ships with service

providers Monitor implemen-tation of guidelines Analyse and report on impact of guidelines Ap-proach potential national service providers / part-ners Quality as-sure potential na-tional partners and programmes Create and utilise data base of ser-vice providers and partners

Approach potential regional service providers / partners Quality assure potential regional partners and programmes Create and utilise data base of service providers and partners

potential local service providers / partners Quality assure potential local partners and programmes Create and utilise data base of service providers and partners

developed. % of offenders participating in reintegration programmes. Base line information (9,6% = 4 944 offenders)

providers Number of offenders participating in social reintegration programmes provided by DCS as well as by service providers

Number of offenders participating in social reintegration programmes provided by DCS as well as by service providers


BUSINESS PLAN G) FACIltIeS

BuSINeSS PlAN: PROGRAMMe FACIlItIeS



Head Office Region Management Area Head Office Region Management

Area

G1.1.1 Provide, Develop policies / Implement Implement Implementation of Implementation Implementation Implement and procedures all approved all approved approved policies of approved of approved monitor Facilities Disseminate and policies and policies and and procedures in policies and policies and policies procedures, monitor procedures procedures all management procedures in procedures minimum requirement Analyse and Monitor areas Inspection all Management standards and report on impact implementation reports on Areas applicable legislation of approved

policies and procedures

of policies and procedures

compliance levels in Management areas to establish baseline information

Inspection reports on compliance levels in Management Areas

G.1.1.2 Develop Service Level monitoring framework Agreement with for Capital Works DPW Budget

G 1.2.1Upgrading of Develop & Comprehensive 5 facilities implement

comprehensive 5 year facilities plan Monitor implementation of plan Analyse and report on impact of plan

year facilities plan Increased bed capacity per plan

G.1.2.2 Procure New Project Project Project % Completion facilities management management management of first New

Generation Correctional Centre. (NGCC)

Commission and implement viability studies for Leeuwkop and Pollsmoor Correctional Centres Monitor progress and intervene as necessary

Monitor progress and report as required

Viability study report for Leeuwkop and Pollsmoor Correctional Centres

Complete Monitor Complete implementation progress feasibility study of feasibility and report as for Polokwane study required New Generation Monitor progress Correctional and intervene as Centre (NGCC) necessary



G1.2.3 Replace obsolete centres

Determine crite-ria for identifying obsolete centres Create database of obsolete facili-ties Identify 2 centres for con-struction Commence with procurement and logistical pro-cesses



Commencement of planning of facilities to replace obsolete facilities.

G1.3.1 Maintain facilities and infra-structure

Implement facilities maintenance plan Monitor progress and intervene as necessary

Determine projects for maintenance Implement plan Monitor progress and intervene as necessary

Determine projects for maintenance Implement plan

Implement 94 planned maintenance projects prioritising CoE

Implement planned maintenance projects prioritising CoE

Implement planned maintenance projects prioritising CoE

Manage daily maintenance of facilities Determine re-sponsibility areas for daily mainte-nance between DCS and DPW Develop report-ing system for maintenance required and completed conduct audit for maintenance required at Head Office Develop main-tenance pro-gramme for Head Office Implement re-porting system for maintenance required and for maintenance completed at Head Office

Monitor implementation of maintenance programme at all management areas Conduct audit for maintenance required at Regional Office Develop maintenance programme for Regional Office Implement reporting system for maintenance required and for maintenance completed at Regional Office

Audit all facilities for maintenance required Develop maintenance programme Implement reporting system for maintenance required and for maintenance completed

Maintenance Audit conducted in all facilities and maintenance programme developed for all facilities



G1.4.1 Review leased office accommodation needs

Create database for leased accommodation needed Manage contracts for leased accommodation

Manage contracts for leased accommoda-tion

Manage contracts for leased accommodation

Sustain leased office accommodation % of rental needs addressed Baseline information

Sustain leased office accommodation % of rental needs addressed

Sustain leased office accommodation % of rental needs addressed

BuSINeSS PlAN: PROGRAMMe FACIlItIeS



Head Office Region Management Area Head Office Region Management

Area


CC

ACRONYMS

AAAGAIDSAuBeeCAt

CIPCItCMCCMFCoeCOBItCPACSPCSPBDCSDPWDPSAeAPeNehIVhRDhRMICtItItAItIlJCPSKAPBM&eMISMISSMISPMteCNGONGCCOhSPCRDPMBOKPRBSACA

SADC

Affirmative action

Auditor General

Acquired Immune Deficiency Syndrome

African Union

Black Economic Empowerment

Case Assessment Team

Correctional Centre

Compliance Improvement Plan

Case Intervention Team

Case Management Committee

Capability Maturity Framework

Centres of Excellence

Control Objectives for Information Technology

Criminal Procedure Act no 51 of 1977

Correctional Sentence Plan

Correctional Supervision and Parole Board

Department of Correctional Services

Department of Public Works

Department of Public Service and Administration

Employee Assistance Programme

Estimates of National Expenditure

Human Immunodeficiency Virus

Human Resource Development

Human Resource Management

Information Communication Technology

Information Technology

Image Turnaround

Information Technology Infrastructure Library

Justice Crime Prevention Security Cluster

Knowledge, Attitude, Perception and Behaviour

Monitoring and Evaluation System

Management Information System

Minimum Information Security Standards

Master Information System Plan

Medium Term Expenditure Committee

Non-Governmental Organization

New Generation Correctional Centre.

Occupational Health and Safety

Post-Conflict Reconstruction and Development

Project Management Body of Knowledge Areas

Parole Review Board

Southern Africa Corrections Association

Southern African Development Community



SCM Supply Chain Management

SDIP Service Delivery Improvement Programme

SMMe Small Medium and Micro Enterprise

SRAC Sports, Recreation, Arts and Culture

tRA Threat and Risk Assessment


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