1. DRAFT ANNUAL PERFORMANCE PLAN 2017/2018
PRESENTATION ON DCS ANNUAL PERFORMANCE PLAN & ESTIMATE OF THE NATIONAL EXPENDITURE
2017/2018
DRAFT ANNUAL PERFORMANCE PLAN 2017/2018
03 May 2017

2. PART 1

3. PRESENTATION OUTLINE Purpose of the APP 2017/18 presentation
Highlights of Situational Analysis
Indicators with revised targets for 2017/18
APP 2017/18 Presentation per programme
ENE

4. Highlights of the Situational Analysis

5. Highlights of the Situational Analysis

6. Indicators With Revised Targets
For 2017/18

7. PROGRAMME 1 : ADMINISTRATION (Page 30 – 41)
SUB-PROGRANMME
INDICATOR
COMMENTS
Management
Percentage of Management Areas where IEHW programme is rolled out.
Reduced from tabled APP for 2016/17
Information Technology
'Percentage of correctional facilities and community corrections offices where LAN is rolled out.
PROGRAMME 2: INCACERATION (Page 42– 49)
SUB-PROGRANMME
INDICATOR
COMMENTS
Security Operations
Percentage of inmates who escape from correctional centres and remand detention facilities per year.
Increased
(Based on inmate population)
Percentage of inmates injured as a result of reported assaults in correctional centres and remand detention facilities per year.
Facilities
Number of new bed spaces created by upgrading of facilities annually
Offender Management
Percentage of overcrowding in correctional centres and remand detention facilities in excess of approved capacity

8. PROGRAMME 3: REHABILITATION (Page 50 – 56)
SUB-PROGRANMME
INDICATOR
COMMENTS
Offender Development
Number of offenders who participate in educational programmes per the Daily Attendance Register per academic year (AET )
Reduced from tabled APP for 2016/17
Psychological, Social and Spiritual Services
Percentage of incarcerated offenders, probationers and parolees who are involved in Social Work services per year
PROGRAMME 5: SOCIAL REINTEGRATION (Page 61 – 64)
SUB-PROGRANMME
INDICATOR
COMMENTS
Supervision
Number of persons (parolees, probationers and awaiting trial persons) placed under the electronic monitoring system
Reduced from tabled APP for 2016/17
Community Reintegration
Number of victims /offended who participate in Restorative Justice processes
Number of Offenders/Parolees and Probationers who participated in Restorative Justice Processes

9. PROGRAMME 1: ADMINISTRATION

10. 4.1.1. Strategic Objectives annual targets for 2017/2018 - 2019/2020 (Page 30 – 32)
Strategic Indicator
5 Year Target
Audited/Actual performance
Estimated performance
2016/2017
Medium-Term Targets
2013/14
2014/15
2015/16
2017/18
2018/19
2019/20
Root out corrupt activities within the department
Percentage of officials charged and found guilty of corrupt activities
97%
Measurement of this indicator started in 2014/15
92.75%
(64/69)
97.14%
(34/35)
95%
96%
Sub-programme performance indicators and annual targets for 2017/2018 – 2019/2020
Programme Performance Indicator
Audited/Actual performance
Estimated performance
Medium-term targets
2013/2014
2014/2015
2015/2016
2016/2017
2017/18
2018/20
2019/20
Percentage of Integrated communication and marketing strategy (ICMS) implemented
No historical information
Approved integrated communication and marketing strategy for celebrating 20 years of freedom and successfully implemented
Key initiatives implemented: Successful implementation and profiling of DCS signature programmes such as the Minister’s budget and policy speech/ launch of the first ex- offender conference/ Minister’s Imbizo programme/ Corrections Week/successful profiling of key offender rehabilitation and social reintegration Programmes.
Phase 1 (Profiling leadership policy and programmes is implemented)
Phase 2 (Profiling of midterm achievements through improved media relations, marketing and internal communications) implemented with quarterly M&E reports.
100% (558/558)

11. 4.2.1. Strategic Objectives annual targets for 2017/2018 – 2019/2020 (Page 33 – 34)
Strategic Objectives
Strategic Indicator
5 Year Target
Audited/Actual performance
Estimated performanc e
2016/2017
Medium-Term Targets
2013/2014
2014/2015
2015/2016
2017/2018
2018/19
2019/2020
Improve organizational capacity for enhanced service delivery
Percentage of funded posts filled per financial year
90%
( /
42 006)
56.9%
(1 271/
2 232)
91.35%
(38373/
91%
(38 226/
92%
(38 513/
(37805/
41 994)
(37 805/
Sub-programme performance indicators and annual targets for 2017/18 – 2019/2020
Programme Performance Indicator
Audited/Actual performance
Estimated
Performance
2016/17
Medium-term targets
2013/14
2014/15
2015/16
2017/18
2018/19
2019/20
Number of officials trained in line with the Workplace Skills Plan(WSP)
21 063
24 617
29351
20 000
21 000
22 050
23 150
Percentage of Management Areas where IEHW programme is rolled out.
6 management areas (13.0%)
10 management areas (21.73%)
21.73%
(10/46)
23.91%
(11/46)
100%
(6/6) 
(6/6)

12. 4.3.1. Strategic Objectives annual targets for 2017/2018 – 2019/2020 (Page 35 – 36)
Strategic Indicator
5 Year Target
Audited/Actual performance
Estimated performance
2016/2017
Medium-Term Targets
2013/14
2014/15
2015/16
2017/18
2018/19
2019/20
Provide effective and
efficient financial
and supply chain
management
Percentage of
allocated budget
spent per year
99.75%
Actual expenditure of R18,700 billion incurred versus appropriation of R18,748 billion which is 99.7% expenditure of the final appropriation
99%
Sub-programme performance indicators and annual targets for 2017/18 – 2019/2020
Programme Performance Indicator
Audited/Actual performance
Estimated
performance
Medium-term targets
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20
No audit qualifications
One audit qualification on moveable tangible assets(2013/2014)
One audit qualification on contingent liabilities assets(2014/2015)
Zero audit qualifications
Clean audit

13. 4.4.1. Strategic Objectives annual targets for 2017/2018 – 2019/2020 (Page 37- 38)
Strategic Indicator
5 Year Target
Audited/Actual performance
Estimated performanc e
2016/2017
Medium-Term Targets
2013/2014
2014/2015
2015/2016
2017/2018
2018/2019
2019/2020
Provide a reliable, integrated and secure ICT infrastructure and business application system
Percentage of Integrated Inmate Management Systems (IIMS) modules for core business processes completed
100% completion of Inmate Management System development and rollout to all sites
No historical information, indicator initiated in 2014/2015
Procure and Configuration of Integration of offender management system and LAN infrastructure and Voice Over IP procured
No rollout (0%) to the correctional and Community Corrections Offices on IIMS as the tender was only awarded in November 2015.
44%
 (4/9)
Build and test completion of (1) Inmate Registration & Admission, (2) Risk Assessment 7 Classification, (3) Health & Pharmacy, and (4) Release Management
89%
 (8/9)
100%
 (9/9)

14. Sub-programme performance indicators and annual targets for 2017/18 – 2019/2020 (Page )
Programme Performance Indicator
Audited/Actual performance
Estimated performance
Medium-term targets
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20
Percentage of correctional facilities and community corrections offices where LAN Infrastructure is rolled out
No historical information, indicator initiated in 2014/2015
Procure and Configuration of Integration of offender management system and LAN infrastructure and Voice Over IP procured
18.6%
 67/360
50%
(180/360)
13.89%
50/360
20.83%
(75/360)
27.78%
(100/360)
Percentage of Annual Performance Plan indicators for the department automated
No historical information, indicator initiated in 2016/2017
45%
(5/11)
 Build and test completion of: (1) Percentage of allocated budget spent per year (2) Overcrowding and accommodate rate in correctional centres (3) escape rate in correctional centres (4) rate of injuries by assault of inmates in correctional centres (5) rate of unnatural deaths in correctional centres
82%
(9/11)
100%
(11/11)
None

15. 4.5.1. Strategic Objectives annual targets for 2017/2018 – 2019/2020 (Page 39)
Strategic Indicator
5 Year Target
Audited/Actual performance
Estimated performance
2016/17
Medium-Term Targets
2013/14
2014/15
2015/16
2017/18
2018/19
2019/20
Provide effective independent oversight relating to the treatment of inmates and the conditions in the correctional facilities and PPPs
Percentage of Correctional facilities and PPP’s facilities inspected on the conditions and treatment of inmates
100%
(243/243)
37%
(91/245)
33%
(81/245)
33.3 %
(81/243)

16. PROGRAMME 2: INCARCERATION

17. 5.1.1. Strategic Objectives annual targets for 2017/2018 - 2019/2020 (Page 42 - 43 )
Strategic Indicator
5 Year Target
Audited/Actual performance
Estimated performance
2016/17
Medium-Term Targets
2013/14
2014/15
2015/16
2017/18
2018/19
2019/20
Provide a safe and secure correctional environment for inmates
Percentage of inmates who escape from correctional centres and remand detention facilities per year 
0.034%
(57/166449)
0.038%
(60/157969)
0.031%
(49/159563)
0.044%
(71/161984)
0.024%
(38/ )
0.034% (56/163261)
0.034% (56/164855)
Percentage of inmates injured as a result of reported assaults in correctional centres and remand detention facilities per year
4.7%
(7 824/ )
4.67%
(7370/
157969)
4.9%
(7850/
159563)
5.43%
(8801/
161984)
3.7%
(5878/
158853)
(7634/
163261)
(7748/ )
(7 824/ )
Sub-programme performance indicators and annual targets for 2017/2018 – 2019/2020
Programme Performance Indicator
Audited/Actual performance
Estimated performance
Medium-term targets
2013/2014
2014/2015
2015/2016
2016/2017
2017/2018
2018/2019
2019/20 
Percentage of unnatural deaths in correctional centres and remand detention facilities per year
0.035%
(55/ )
0.027%
(44/ )
0.038%
(62/ )
0.033%
(52/ )
0.032%
(52/163261)
(53/164855)
0.32%
(53/166449)

18. 5.2.1. Strategic Objectives annual targets for 2017/2018 and 2019/2020 (Page 44 – 45 )
Strategic Indicator
5 Year Target
Audited/Actual performance
Estimated performance
2016/2017
Medium-Term Targets
2013/14
2014/15
2015/16
2017/18
2018/19
2019/20
Create secure and humane facilities for incarceration of remand detainees and offenders in a conducive environment
Number of new bed spaces created through construction of new facilities
435
Nil additional bed spaces created
Sub-programme performance indicators and annual targets for 2017/2018 – 2019/2020
Programme Performance Indicator
Audited/Actual performance
Estimated performance
Medium-term targets
2013/2014
2014/2015
2015/2016
2016/2017
2017/18
2018/19
2019/20
Number of new bed-spaces created by upgrading of facilities annually
Nil additional bed-spaces created
282
additional bed-spaces (Ceres)
Van Rhynsdorp;
99.5%,
Tzaneen 0%
progress since liquidation; Max 0% progress
since liquidation;
Matatiele 100%
925
additional bed-spaces
4748(cumulative total)
492
(Estcourt 309 +
Standerton Ph III 183) 12
(Pretoria C-Max)

19. 5.3.1. Strategic Objectives annual targets for 2017/2018 - 2019/2020 (Page 45 – 46)
Strategic Indicator
5 Year Target
Audited/Actual performance
Estimated performance
2016/17
Medium-Term Targets
2013/14
2014/15
2015/16
2017/18
2018/19
2019/20
Contribute towards a humane environment by managing overcrowding in correctional facilities
To consider offenders for possible placement on parole or correctional supervision
Percentage of overcrowding in correctional centres and remand detention facilities in excess of approved capacity
40% (47 654/   
29.7%
(35 370/ )
32%
(38 007/
34%
(40197/
119134)
(38 123/
38%
(45 271/ ) 
39%
(46 462/
40%
(47 654/
119 134)
Sub-programme performance indicators and annual targets for 2017/2018 – 2019/2020
Programme Performance Indicator
Audited/Actual performance
Estimated performance
Medium-term targets
2013/2014
2014/2015
2015/2016
2016/2017
2017/2018
2018/2019
2019/20
Percentage of offender’s profiles submitted by the Case Management Committees (CMCs) that were considered by CSPBs
85%
(35 666/
42 044)
94%
(41 519/44 367)
96.52%
(41 942/
43 454)
89%
( /
45 834)
91%
(42 246/
46 425)
92%
(43 254/
47 015) 
93%
(44274/
47 606)

20. 5.4.1. Strategic Objectives annual targets for 2017/2018 - 2019/2020 (Page 47)
Performance indicator
Audited/Actual performance
Estimated performance
2016/2017
Medium-Term Targets
2013/2014
2014/2015
2015/2016
2017/2018
2018/2019
2019/20
Percentage of remand detention facilities where continuous risk assessment (CRA) is rolled out
No historical Information
Continuous Risk Assessment tool approved
14%
(22/161)
Rollout of the CRA at DCS facilities that have RDs  
43%
(69/161)
11.2 %
(14/124)
9.7 %
(12/124)
CRA Implemented and monitored

21. PROGRAMME 3: REHABILITATION

22. 6.1.1. Strategic Objectives annual targets for 2017/2018 - 2019/2020 (Page 50 – 51)
Strategic Indicator
5 Year Target
Audited/Actual performance
Estimated performanc e
2016/2017
Medium-Term Targets
2013/14
2014/15
2015/16
2017/18
2018/19
2019/20
Improve life skills of offenders with CSPs through provisioning of correctional programmes targeting offending behavior
Percentage of sentenced offenders subjected to correctional programmes per year
80%  
(87 372/ 109 201)
64%
(61 049/
95 198)
68.89%  
(68 624/
99 605)
74.30%  
(75 595/ )
72%  
(76 632/ )
76%  
(81 432/ 107 145
80%
(86 544/ 108 172) 
(87 372/109 201)
Improve offender’s personal development through provision of literacy, education and skills competency programmes during the time of incarceration
Percentage of offenders participating in skills development programmes measured against the number of offenders enrolled per financial year.
(11 054/
13 819)
22.06%
(2 986/
13 536)
83%
(3 813/
4 600)
91%
(4 225/
4 668)
Skills Training
(4 706/
5 882)
Skills training
(5 176/
6 470) Skills training
(5 693/
7 117) Skills training
(6 262/
7 829)
25.19%
(3 889/
15 436)
86%
(4 012/
4 644)
84%
(3 182/
3 799)
TVET College
(3 600/
4 500)
(3 960/
4 950)
(4 356/
5 445) TVET College
(4 792/
5 990)

23. 6.2.1. Strategic Objectives annual targets for 2017/2018 - 2019/2020 (Page 51 – 52)
Strategic Indicator
5 Year Target
Audited/Actual performance
Estimated performan ce
2016/2017
Medium-Term Targets
2013/14
2014/15
2015/16
2017/18
2018/19
2019/20
Improve offender’s personal development through provision of literacy, education and skills competency programmes during the time of incarceration
Number of offenders who participate in educational programmes per the Daily Attendance Register per academic year (AET and FET)
11 741
AET
57.8%
 (9 793/
16 929)
91.5%
 (11 444/
12 509)
10 437
12 108
10 855
11 289
802
FET
2.5%
 (986/
39 566)
91.6%
(675/
737)
1 111
603
663
729
6.2.2 Sub-programme performance indicators and annual targets for 2017/18 – 2019/20
Programme Performance Indicator
Audited/Actual performance
Estimated
performance
Medium-term targets
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20
Grade 12 pass rate obtained per academic year
No historical information, target initiated 2014/2015
73%
(81/111)
64%
(82/128 )
67%
(95/141 )
70%
(109/155)
(125/171

24. 6.3.1. Strategic Objectives annual targets for 2017/2018 - 2019/2020 – (Page 53 - 54)
Strategic Indicator
5 Year Target
Audited/Actual performance
Estimated performance
2016/2017
Medium-Term Targets
2013/2014
2014/2015
2015/2016
2017/18
2018/19
2019/20
Offender behaviour is corrected through access to psychological, social work and spiritual services  
Percentage of incarcerated offenders, probationers and parolees who are involved in Social Work services per year
52%
( / )
79.9%
( / )
81.74%
( / )
49.40%
(91 013/ )
67%
( / )
50%
(95 509/ )
(96 877/ )
Sub-programme performance indicators and annual targets for 2017/18 – 2019/20
Programme Performance Indicator
Audited/Actual performance
Estimated performance
Medium-term targets
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20 
Percentage of inmates who are involved in psychological services per year  
16.6%
(21 120/ )
14.77%
(23 565/ )
20.08%
(32 523/
16%
(25 417/ )
17%
(27 754/ )
18%
(29 674/ )
19%
(31 625/ )
Percentage of inmates who benefit from spiritual services per year
77.77%
( / )
83.87%
( /
83.19%
(134 760/ )
57%
(90 546/
59%
(96 324/
60%
(98 913/
62%
( /

25. PROGRAMME 4: CARE

26. Percentage of inmates on Anti-Retroviral Therapy (ART)
Strategic Objectives annual targets for 2017/2018 and 5 year targets 2019/2020 (Page 57)
Strategic Objectives
Strategic Indicator
5 Year Target
Audited/Actual performance
Estimated performan ce
2016/2017
Medium-Term Targets
2013/2014
2014/201 5
2015/2016
2017/201 8
2018/2019
2019/20
Provide inmates with comprehensive health and hygiene services during the period of incarceration.
Percentage of inmates on Anti-Retroviral Therapy (ART)
99%
(40 112/
40 517)
96%
(15 417/
16 109)
97.02%
(17 526/
18 063)
98.10% (21 722/
22 142)
98%
(24 721/
25 226)
(36 383/
36 750)
(38 202/
38 588)
TB (New pulmonary) cure rate of offenders.
89%
(1 380/
1 551)
Sentenced
75.22%
(337/448)
83.08%
(1 709/
2057)
83.43%
(1 239/
1 485) 
85%
(2031/
2389)
86%
(1300/
1512)
88%
(1348/
1532)
1551)
Sub Programme performance indicators annual targets for 2017/ /2020
Programme Performance Indicator
Audited/Actual performance
Estimated performance
Medium-term targets
2013/2014
2014/2015
2015/16
2016/2017
2017/2018
2018/2019
2019/20
Percentage of therapeutic diets prescribed for inmates
No historical data, indicator initiated during 2014/2015.
6.04%
(9643/159563) 
9.06%
(14 674/
161984)
15%
(23 828/ )
(24 489/ )
(24 728/
164855)
(24 967/ )

27. PROGRAMME 5: SOCIAL REINTEGRATION

28. 8.1.1. Strategic Objectives annual targets for 2017/2018 - 2019/2020 (Page 61 - 62)
Strategic Indicator
5 Year Target
Audited/Actual performance
Estimated performan ce
2016/2017
Medium-Term Targets
2013/201 4
2014/2015
2015/2016
2017/18
2018/19
2019/20
Improve compliance on conditions set for parolees and probationers under Community Corrections
Percentage of parolees without violations per year  
97%
(55 073/
56 777)
94.1%
(46 380/
49 282)
98.18%
(49 928/
50 855)
98.78%
(51307/
51 937)
96%
(59 230/
61 698)
(52 559/
54 185)
(53 802/
55 466)
(55 073/ 56 777)
Percentage of probationers without violations per year
(16 674/
17 190
92.8%
15 543/
16 744
97.66%
(16 913/
17 318)
98.65%
(16 416/
16 640)
95%
(18 429/
19 399)
( /
16 582)
( /
16 883)
( /
Sub-programme performance indicators and annual targets for 2017/18 – 2019/20
Programme Performance Indicator
Audited/Actual performance
Estimated performance
Medium-term targets
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20
Number of persons (parolees, probationers and awaiting trial persons) placed under the electronic monitoring system
288
604
870/
78 221
1000

29. 8.2.1. Strategic Objectives annual targets for 2017/2018 - 2019/2020 (Page 62 - 63)
Strategic Indicator
5 Year Target
Audited/Actual performance
Estimated performa nce
2016/17
Medium-Term Targets
2013/20 14
2014/2015
2015/201 6
2017/18
2018/19
2019/20
Improve victims / offended, offenders, parolee and probationers participation in restorative justice processes
Number of victims /offended who participate in Restorative Justice processes
7 560 8
VOD sessions
2 212
6 491
9 000   
6 250
   
6 875
Number of Offenders/Parolees and Probationers who participated in Restorative Justice Processes
23 943
3 630
6 875
7 560
Sub-programme performance indicators and annual targets for 2017/18 – 2019/20
Programme Performance Indicator
Audited/Actual performance
Estimated
performance
Medium-term targets
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20 
Number of service points established in Community Corrections
No baseline
316
103 24 30 36 42

30. PART 2 ENE

31. PRESENTATION OUTLINE
Aim of DCS and summary of allocations for 2017 ENE
Budget baseline reductions
2017 ENE allocations per Programme
Comments on 2017 ENE per Programme
2017 ENE allocations per Economic Classification
Comments on 2017 ENE per Economic Classification
2017 ENE allocations per Region and per Programme
H. Projected Inmate and Supervision case populations funded in 2017 ENE
I MTEF allocation per Sub-Programme and per Economic Classification

32. A. AIM OF DCS IN 2017 ENE
The Department of Correctional Services will focus its spending over the medium term on :-
protecting society by detaining inmates in safe, secure and humane conditions in correctional centres and remand detention facilities;
correcting offending behaviour by providing sentenced offenders with needs-based rehabilitation programmes and interventions; and  
building safe communities by reintegrating offenders into the community as law abiding citizens and effectively managing non-custodial sentences and parole and reducing recidivism.
Informed by Chapter 12 of the National Development Plan, these priorities are in line with the commitments in outcome 3 (all people in South Africa are and feel safe) of government’s 2014 – 2019 medium term strategic framework.

33. A. SUMMARY OF ALLOCATIONS FOR 2017 ENE The Table below reflects summary of total departmental allocation over the 2017 MTEF period

34. B. BUDGET BASELINE REDUCTIONS
The preliminary allocations for DCS received in October 2016 were modified on recommendation of the Ministers’ Committee on the Budget which was approved by Cabinet on 7 December 2016.
The final revised allocations for DCS are as follows for 2017/18 to the 2019/20 financial year:
• 2017/18 R22,814 billion
• 2018/19 R24,454 billion
• 2019/20 R26,155 billion

35. B. BUDGET BASELINE REDUCTIONS (Continued)
Reductions totalling R234,8 million in 2017/18, R247,0 million in 2018/19 and R272,7 million in 2019/20 have been effected against Compensation of Employees and Payments for capital assets.
In the 2017/18 financial year R175,5 million was reduced from Compensation of Employees and
R59,3 million was reduced from Payments for capital assets.
The Department implemented an internal circular with stringent revised cost containment measures which took effect from 1 November 2016 to manage budget reductions and material budgetary shortfalls mostly on municipal services

36. B. BUDGET BASELINE REDUCTIONS (Continued)
The following allocations will be listed as specifically and exclusively appropriated in the 2017 Appropriation Bill, and may not be used for purposes other than those specified:
Repair and maintenance of correctional and other facilities – R159,4 million.
Upgrading, rehabilitation and refurbishment of correctional and other facilities - R666,9 million
Compensation of Employees – R15,777 billion.
Departmental compensation ceilings have been set incorporating the reductions over the MTEF period as approved by Cabinet.
The amounts of R15,777 billion in 2017/18, R17,035 billion in 2018/19 and R18,334 billion in 2019/20 provide the total allocation towards the payment of Compensation of Employees in DCS.

37. B. BUDGET BASELINE REDUCTIONS (Continued)
DCS was requested to adjust programme expenditure on compensation of employees to align to these ceilings.
DCS must manage its establishment within the allocations provided and ensure that compensation of employees expenditure does not exceed these amounts. In this regard, DCS is currently exercising stringent control over the filling of posts, the composition of staff profile, and implementing measures where appropriate.

38. C. ENE 2017/18 ALLOCATIONS PER PROGRAMME

39. D. COMMENTS ON 2017 ENE PER PROGRAMME
Programme 1: Administration
This programme provides for the strategic leadership, management and support services to the department.
This programme is labour intensive and most of the spending is on compensation of employees and on goods and services items related to personnel.
The Programme made provision for a funded Persal head count of posts.
Over the medium term, the Administration programme is expected to spend R13,117 billion (17.9 % of the total vote allocation)
Average growth rate from 2016/17 to 2019/20 is 5.8%

40. D. COMMENTS ON 2017 ENE PER PROGRAMME
Programme 2: Incarceration
This programme provides for
appropriate services and well maintained physical infrastructure that supports safe and secure conditions of detention consistent with the human dignity of inmates, personnel and the public.
the administration and profiling of inmates and the consideration of offenders for release or placement into the system of community corrections.
The Programme made provision for a funded Persal head count of posts.
This programme is labour intensive and most of the spending is on Compensation of Employees as well as Capital Infrastructure Projects.
Funds were provided to reduce the number of escapes from correctional centres and remand detention facilities by strengthening staff supervision of inmates and to provide sufficient and effective security equipment to enhance the performance of security duties.

41. D. COMMENTS ON 2017 ENE PER PROGRAMME
Activities such as managing security operations for sentenced offenders and remand detainees, profiling inmates and compiling needs based correctional sentence plans, and inmate administration, such as admissions and releases, are funded in the Incarceration programme. The programme comprises the bulk of the department’s spending at R45.4 billion over the medium term. Average growth rate from 2016/17 to 2019/20 is 7.1% These funds also support the department’s work to reduce the number of inmates who escape and the number injured in assaults, and other safety and security activities. Since this work is labour intensive, most of the spending is on compensation of employees, which comprises 69.9 per cent of the programme’s budget over the period. In 2016/17, the Incarceration programme had funded posts, expected to decrease to over the medium term.

42. D . COMMENTS ON 2017 ENE PER PROGRAMME
Programme 3: Rehabilitation
Rehabilitation provides offenders with needs based programmes and interventions to facilitate their rehabilitation and enable their social reintegration.
The Programme made provision for a funded Persal head count of posts.
The Rehabilitation programme has received R5.825 billion over the medium term per cent is allocated to salaries for the officials who provide the rehabilitation programmes.
Average growth rate from 2016/17 to 2019/20 is 7.6%
The remainder of the funds are for supplies for departmental workshops, which include wood, steel and textiles workshops, bakeries, a shoe factory, and agricultural facilities. The department also manages 21 farms and 96 small sites that are being used for self-sufficiency and to provide work opportunities for offenders.
Over the medium term, the department plans to increase the percentage of sentenced offenders assigned to correctional programmes from 69 per cent to 80 per cent, and maintain the percentage of offenders participating in skills development programmes at 80 per cent.

43. D. COMMENTS ON 2017 ENE PER PROGRAMME
Programme 4: Care This programme provides for needs-based care services aimed at maintaining the personal wellbeing of all inmates in the department’s custody. The programme has been allocated R6.4 billion over the medium term. Average growth rate from 2016/17 to 2019/20 is 4.6% The Programme made provision for a funded Persal head count of posts. The bulk of spending in the programme is on Goods and Services specifically agency and support services for catering services, and food and food supplies to provide Nutritional Services. Over the medium term, the spending focus under Health Services will be on providing health care services to inmates in order to improve treatment for HIV and AIDS, tuberculosis and sexually transmitted infections, as well as to promote personal hygiene services.

44. D. COMMENTS ON 2017 ENE PER PROGRAMME
Programme 5: Social Reintegration
This programme provides for services focused on offenders’ preparation for release, the effective supervision of offenders placed under the system of community corrections and the facilitation of their social reintegration back into communities.
The programme has been allocated R2.717 million over the medium term.
Average growth rate from 2016/17 to 2019/20 is 5.7%
The Programme made provision for a funded Persal head count of posts.
The bulk of this programme’s spending goes towards Compensation of Employees and related Goods and Services items, due to the labour intensive nature of its largest sub-programme, Supervision.
Over the medium term spending is mainly on facilitating the social reintegration of offenders into communities through the effective management of non-custodial sentences and parolees through electronic monitoring and physical visits.

45. E. ENE 2017 ALLOCATIONS PER ECONOMIC CLASSIFICATION

46. F. COMMENTS ON 2017 ENE PER ECONOMIC CLASSIFICATION
Compensation of Employees:
The bulk of spending goes towards the Incarceration programme for expenditure on compensation of employees due to the labour intensive nature of this programme.
Goods and Services:
The bulk of spending goes towards office accommodation, municipal services, PPP payments, agency and support services for catering services and food and food supplies for offenders as well as contractual payments for repairs and maintenance on correctional facilities.
Payments for Capital assets:
The bulk of the spending goes towards infrastructure spending, security, computer equipment, equipment and hiring of photo copy machines. All other equipment funds were reduced to manage budgetary shortfalls.

47. G. ENE 2017 ALLOCATIONS PER REGION AND PER PROGRAMME

48. H. PROJECTED INMATE AND SUPERVISION CASE POPULATIONS FUNDED IN THE 2017 ENE

49. I. 2017 MTEF ALLOCATION PER SUB-PROGRAMME

50. I. 2017 MTEF ALLOCATION PER SUB-PROGRAMME

51. I. 2017 MTEF ALLOCATION PER SUB-PROGRAMME

52. I. 2017 MTEF ALLOCATION PER SUB-PROGRAMME

53. I. 2017 MTEF ALLOCATION PER SUB-PROGRAMME CARE

54. I. 2017 MTEF ALLOCATION PER SUB-PROGRAMME SOCIAL REINTEGRATION

55. Thank You
Thank You