Introduction to Central Services Branch

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Presentation to Portfolio Committee on
Correctional Services Precautionary Suspensions
April 2006-March 2007 in DCS 12 February 2008
Introduction to Central Services Branch Building
a caring correctional system that truly belongs
to all
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Purpose of presentation

• To brief the Portfolio Committee on
• Precautionary suspensions
• Interventions to manage suspensions

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BACKGROUND

• In the 2006/07 financial year the Department
  reported 483 suspensions at a cost R9 794 001.85
• During discussions on the Annual report, the
  Portfolio committee asked for a further breakdown
  of the suspensions and interventions to deal with
  the issue of suspensions

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Total suspensions per Region for the period 1
April 2006 to 31 March 2007
Region Total number of employees suspended Total number of employees suspended for longer than 30 days
GT 85 56
KZN 73 73
WC 128 110
LMN 44 16
FS NC 89 26
EC 64 44
Total 483 325
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Cost analysis on suspensions for the past four
years (2003/4 to 2006/7)
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Cost analysis cont..

• The cost analysis indicates an upward trend for
  two years and a sharp decline in the reporting
  year in question, that is 2006/07 financial year
• The trends were influenced by a number of factors
  as the Department strengthened resolve in
  dealing with corruption and mal-administration

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Factors influencing suspensions

• In 2003/04 the Departmental Investigative Unit
  had just been established and started functioning
  fully in 2004/05 and effects were felt 2005/06.
• As it was becoming effective, the numbers of
  suspensions dropped as depicted in the graph
  shows a decline in monetary terms from R34,058 m
  in 2005/06 to R9, 794m in 2006/07

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Factors influencing suspensions cont

• Disciplinary processes relating to the Jali
  Commission Report cases
• High number of suspensions following the 2004/5
  strike in the DCS more than 500 employees were
  involved
• The issue of a breakdown in trust in a security
  institution necessitates suspension - a failure
  to suspend can result in security breaches

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Factors influencing suspensions

• Dealing with cases relating to mass escapes
  results in a large number of suspended officials
  ( e.g. Qalakabusha and Umthatha)
• Nature of cases handled in DCS may be
  complicated and necessitate longer periods of
  investigations.
• The need to give a clear message that corruption
  and fraud will not be tolerated in an environment
  where one wishes to create an ideal correctional
  official.

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Factors influencing suspensions

• The DCS, is a security Department due to the
  nature of its mandate, and is designated an
  essential service in terms of the Labour
  Relations Act (LRA) 65 of 1996. The designation
  was proclaimed in a Government Gazette no.18276
  dated 12 September 1997 .
• In terms of the LRA DCS does not have the legal
  mandate to suspend employees as a precautionary
  measure without remuneration.
• Suspension without pay can only be imposed as a
  sanction following a guilty verdict in a
  disciplinary hearing. (LRA, Act 66 of 1995 as
  amended).

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Interventions in managing suspensions

• Training has been embarked upon to strengthen
  investigations and processes of disciplinary
  hearings
• Training on the Disciplinary Code and Procedure
  is continuing in the Regions to build capacity in
  partnership with SAMDI. This training includes
  training on the management of suspensions and the
  time frames of suspensions as well as the
  sanctions that will be imposed on managers who
  fail to effectively manage suspensions
• Since the beginning of the financial year 390 out
  of a targeted 500 managers (for the financial
  year) have undergone training. A second phase of
  this training is being explored for next
  financial year.

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Interventions in managing suspensions

• The emphasis as far as monitoring is concerned is
  very much on information management to keep track
  of suspensions. Previously lack of updated
  records has been part of the problem in
  management of suspensions
• A monitoring tool has been developed for RCs and
  ACs to monitor suspensions in their own areas.
  This monitoring tool involves the maintenance and
  monthly submission of Employee Relations
  Management Information System (ER MIS)
  information (which includes statistics on
  suspensions, time frames of suspensions per
  management area) to Head Office by regions. This
  allows for the identification of red flag areas
  and determination of timeous interventions

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Interventions in managing suspensions

• Head office personnel have recently started
  conducting monitoring visits in the Regions.
  These visits are aimed not only at monitoring but
  empowering Area Coordinators, Regional
  Coordinators Employee Relations (ER) and Human
  Resources personnel on the management of the ER
  MIS - both manual and electronic
• So far Free State / Northern Cape has been
  visited. Western Cape is being visited this
  week Gauteng later in the month all regions
  will be visited before the end of the financial
  year.
• Regional teams are being established to manage
  suspensions in the regions

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Interventions in managing suspensions

• A number of communications have been issued to
  the regions regarding the management of
  suspensions
• Letter was issued in March 2006 regarding the
  maintenance of ER data
• Circular was issued in December 2006 under the
  signature of the then CDC Corporate Services, Mr
  Petersen, regarding how to monitor suspensions
  and the need to review them on a weekly basis.
• Circular issued in December 2007 regarding the
  need to maintain ER data integrity on
  suspensions, disciplinary hearings and appeals as
  a means to manage suspensions

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Current state of suspensions

• Indicates lower statistics which require further
  analysis
• Require further analysis to determine the Salary
  Levels of suspended officials and length of
  suspension
• Do not show a high level of impact considering
  the time frame of interventions since the
  Departments engagement with the Committee
• Presents an opportunity to further decrease the
  numbers following the capacity building
  initiatives

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SUMMARY OF TOTAL EMPLOYEE SUSPENSIONS PER REGION
FOR THE PERIOD 1 APRIL TO 31 DECEMBER 2007
Region Mar 07 Apr May Jun Jul Aug Sep Oct Nov Dec Cost
GT 85 80 84 121 60 120 53 54 52 58 5 347 361.33
KZN 73 38 27 26 26 42 43 43 39 44 2 437 716.19
WC 128 23 23 19 23 19 22 29 28 14 1 319 088.12
LMN 44 43 13 15 19 18 10 13 17 9 785 473.32
FS NC 89 23 23 11 15 11 13 16 5 26 1 041 372.26
EC 64 24 19 25 29 21 20 16 18 27 1 467 104.49
HO - 2 3 2 3 3 3 3 3 3 297 163.42
Total 194 192 219 175 234 164 174 162 181 12 695 79.13
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Opportunities

• The statistics indicate that suspensions in
  December 2007 were lower than the close of the
  previous financial year
• Almost all regions reflect a decline although
  some show a much better improvement than others
• With proper management and accountability between
  now and the end of the Financial year there could
  be remarkable improvement

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CONCLUSION

• The Department
• continues to monitor suspensions closely to
  ensure that they are managed and occur only where
  necessary and for the shortest possible time.
• Will emphasise enforce accountability from
  Regional and Area Commissioners where these
  matters are dealt with
• Will strengthen its efforts and resolve to deal
  with corruption, mal-administration and fraud
  with conviction
• Requests the Committee to note the decline in the
  amount foregone through suspensions for the year
  in question compared to the two previous years

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Thank you Renewing our Pledge, A National
Partnership to Correct, Rehabilitate and
Reintegrate Offenders for a safer and secure
South Africa