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

Purpose of presentation To brief the Portfolio Committee on: Precautionary suspensions Interventions to manage suspensions

BACKGROUND In the 2006/07 financial year the Department reported 483 suspensions at a cost R 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

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 8556 KZN 73 WC LMN 4416 FS & NC 8926 EC 6444 Total

Cost analysis on suspensions for the past four years (2003/4 to 2006/7)

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

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

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

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.

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 The designation was proclaimed in a Government Gazette no dated 12 September 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).

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.

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 RC’s and AC’s 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

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

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

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 Department’s engagement with the Committee Presents an opportunity to further decrease the numbers following the capacity building initiatives

SUMMARY OF TOTAL EMPLOYEE SUSPENSIONS PER REGION FOR THE PERIOD 1 APRIL TO 31 DECEMBER 2007 Region Mar 07 AprMayJunJulAugSepOctNovDecCost GT KZN WC LMN FS & NC EC HO Total

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

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

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