1 facilities presentation. 2 functions of facilities section manage and renew leases (±150 office...
TRANSCRIPT
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Facilities Presentation
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Functions of Facilities Section
• Manage and renew leases (±150 office leases)
• Administer accommodation charges, User Asset
Management Plan, Immovable Asset Management
System/Register (GIAMA)
• Manage municipal services expenditure and
payments.
• Development of policy and standard requirements
3
Functions of Facilities Section
• Provide and manage facilities geared towards
departmental core business
• Planning for new facilities, upgrade and replacement
of existing facilities
• Coordinate maintenance, facilities repair and
renovation (over 400 projects).
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Policy Framework for Facilities• White Paper requires a change of design to allow
rehabilitation.
• Our old designs consist of 11 to 19 bed cells (double bunked
to 38 beds) with court yards and limited support buildings.
• Our current design provides for 240 bed housing unit with 10
bed cells for unit Management and direct supervision.
• Redesign allows for easy access of services from within the
secured walls to enhance rehabilitation.
• Critical element is to improve security functionality premised
on technology, information and personnel
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New layout Correctional Centre
• Perimeter security and security buildings
• Area visitors may move after screening (visitations, bails
and administration building)
• Support buildings around street connecting all buildings
and allow for movement of personnel and offenders
• Housing cell units of 240 beds each
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Our Scope of Work
• Facilities are managed by DCS from
Head Office.
• 239 Facilities nationally (2 Closed)
• Over 4million square meters of buildings
• 165 000 offenders and ± 115 000 beds
therefore 50 000 shortfall
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Our Scope of Work
• Type of Buildings
– Correctional Centres
– Offices
– Training
– Housing for staff
– Workshops
– Agricultural
– Sewerage and Water Works
– Security
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FACILITIES BUDGET 2009/2010
DESCRIPTIONDESCRIPTION ALLOCATIONALLOCATION
CAPITAL WORKS R898m
ACCOMMODATION CHARGES R532m
PRIVATE PROPERTY LEASES R58m
MUNICIPAL SERVICES R413m
TOTAL DCS TOTAL DCS ALLOCATIONALLOCATION R1,901 BillionR1,901 Billion
NDPW Maintenance Budget for DCS R574m
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Performance against TargetsFINANCIAL YEAR ALLOCATION EXPENDITURE BALANCE spend %
2006/2007 810,570,000.00 549,296,403.00 261,273,597.00 68
2007/2008 1 185 426 000 878 871 550.19 306 554 449.81 74.13
2008/2009 885 461 000 885 461 000 0 100
2009/2010 897 902 000
2010/2011 913 529 000
2011/2012 1 200 000 000
2012/2013 3 109 580 069
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Performance against TargetsMONTH 2005/06 2006/07 2007/08 2008/09 2009/10
MUNICIPAL SERVICES
BUDGET 325 085 000 352 802 000375 016 000
374 494 800412 517 000
EXPENDITURE 259 547 221.79 348 206 622.62 341 504 890.53 374 494 800
% SPEND 79.84 98.69 91.06 100%
PRIVATE PROPERTY LEASES
BUDGET Was not devolved to DCS49 084 000 53 303 200
58 280 000
% SPEND 100 100
ACCOMMODATION CHARGES
BUDGET Was not devolved to DCS351 260 000
421 579 000 531 981 000
% SPEND 100% 100%
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Facilities Major Projects in Construction
1. Kimberley Correctional Centre construction
completion September 2009 (R830m)
2. Tzaneen Correctional Centre (R220m)
procurement processes started in May.
3. Brandvlei Correctional Centre (R330m)
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Facilities Major Projects in Construction
1. Vanrhynsdorp Correctional Centres (R250m)
2. Ceres: Warmbokkeveld Correctional Centre
(210m)
3. Five PPPs currently in procurement phase
4. Polokoane PPP centre delayed owing to
availability of land
5. Awaits viability study from NDPW
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Facilities Major Projects in Construction: CSPB
• Tender Stage (Planning) - 8
Facilities
• Construction stage - 16
Facilities
• Practical Completion taken - 29 Facilities
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Maintenance projects process
• Planned Maintenance budget is allocated to DPW.
• Regions send their priorities to Facilities.
• Head Office reflect priorities to DPW.
• Final approval for project funding is with DPW.
• Currently over 400 projects being processed
• DCS role involves monitoring and advise, DPW
budget has doubled starting this fin year
15
Immovable Assets Management
• Government-wide Immovable Asset
Management Act (GIAMA) of 2007 has been
promulgated
• User Asset Management Plan (UAMP) informs
Treasury of the infrastructural needs of the
department
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Immovable Assets Management
• Department currently considering procuring a
Immovable Asset Management System for
effective management
• Further work to improve capacity included in the
next MTEF cycle
17
Leasing
• Regions instructs DPW to renew or conclude new lease contracts.
• DPW negotiates with landlords and pays leases, on invoicing DCS pay DPW
• Budget allows for office and residential leases• Dept currently experiencing budget shortfall for
existing lease contracts (Head Office)• Audit of the required lease portfolio currently
under consideration
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Municipal Services
• DPW pays the municipalities and claim back from DCS.
• The current budget of R412m appears to be around
R80m short of the expected increase costs for 2009/10
as Treasury’s increase of 9% is not market related to
increase of municipal services anticipated.
• The option of paying the municipalities directly after
creating capacity is being considered.
• Improved monitoring of consumption targets per area
needs to be implemented to reduce costs.
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Challenges
• DPW execution and service delivery (SLA)
• Long delivery periods for projects (service delivery
standards)
• Sufficient funding for new and maintenance projects
• Address funding short fall on leasing and municipal
services
• Extra personnel (skills) required to execute control.
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SECURITY
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Key Departmental Objectives
To provide the public with protection by enforcing incarceration and effectively
supervising offenders in the community supervision system
To provide security for members, offenders, awaiting-trial detainees, community and
service providers within Correctional Centres
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Key strategic Functions of Security in DCS
• Policy and procedure formulation and
monitoring w.r.t security operations, special
security units (dogs/horses/ and emergency
support teams), security evaluation and
security systems and equipment.
• Continuous analysis of security risks/trends and
develop security responses and strategies.
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Key strategic Functions of Security in DCS
• Oversight over and management of security
technology systems/ equipment projects.
• Monitoring of risk areas and keeping of a database
on security related incidents/ breaches such as
escapes, assaults, unnatural deaths
• Together with HRD, collect information relevant for
and provide training programs for security staff.
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DCS Minimum Security StandardsDCS Minimum Security Standards
A set of established proactive & reactive measures to address security concernsBased on realistic appraisal of the threats to the institution – proportional to the threatIndividually and collectively contribute to prevention or neutralisation of security violations
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Basic General Threat to Correctional Facilities
– Poor management of security (breaches like;
escapes, assaults, unnatural deaths, etc)
– Idleness: ”when inmates idle, they generally hurt
themselves”
– Proliferation of prison gangs
– Management of syndicate ATDs
– Changing profile of inmates: young, violent crimes,
sophisticated syndicate operations, etc
26
Basic General Threat to Correctional Facilities
– Limitation in providing tailor made DCS security
training: compounded by unfocused recruitment,
haphazard deployment, demotivation, etc
– Overcrowding (143%), limited to less that 50
correctional centres nationally
– Poor management of and sharing of information
within DCS and with other agencies
– Inmate classification vs limited facilities
27
Key Strategies during MTEF
• Technology Deployment
– To date DCS shared responsibility of technology deployment
with NDPW
– Most of the technology not compatible and supportive of core
business
Measures
– CSIR completed audit and currently finalising report and
proposal on integration strategies and long term plan
28
Key Strategies during MTEF
• Personnel Measures
– OSD dispensation present opportunity for focused security
personnel
– Capacity development measures currently developed with
SASSETA
– Formal establishment of emergency response team (EST) – next
page
– (pending approval of structure by the Minister)
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Emergency Support Teams: Roles defined…
Emergency Support Team
Investigation
Info Collection & Analysis
Physical protection
Escort Services
Emergency Response
Search and seizure
Monitoring
30
Key Strategies during MTEF
• EST
– Information collection, analysis and monitoring
(Control Rooms)
– Technical Operations (medical support, use of
maximum force, dog handling, fire fighting)
– Investigations (follow through on security incidences
not involving the team)
31
Key Strategies during MTEF
• EST
– Physical protection (area sweeping operations, VIP
protection, high security inmate escort, inspection of
equipments and buildings, occasional entrance
control)
• Units operate individually and collectively depending on
the nature of the operations
32
Key Strategies during MTEF
• Operations
– Improved management of Quarterly
Security Risk Analysis and reports to
management
• Escapes
• Assaults
• Unnatural deaths
• Staff complacency and collaboration
33
Key Strategies during MTEF
• Physical Measures
– Upgrading and development of High Security
Centre (facilities, personnel and appropriate
intervention programmes) for dangerous offenders
– Exploring minimum security facilities for women,
children and open centre concept – pre release
– Improved management of technology
34
Performance against Targets
ESCAPES FINANCIAL YEARS
171
11395 82
65
0
50
100
150
200
2004/2005 2005/2006 2006/2007 2007/2008 2008/2009
35
Performance against Targets
UNNATURAL DEATHS: FINANCIAL YEARS
56 57 6270 75
0
50
100
2004/2005 2005/2006 2006/2007 2007/2008 2008/2009
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Performance against Targets
ASSAULTS : FINANCIAL YEARS
24772173
1825
10381318
0500
100015002000
25003000
2004/2005 2005/2006 2006/2007 2007/2008 2008/2009
37
Performance against Targets
• Gangs in Centres
• Gangs have been a feature of the South African Correctional
System over the past century.
• Along with the presence of gangs is a level of Correctional
Centre violence that violates the safety of other inmates and
Correctional Officials.
• A disturbing development, is increased infiltration and use of
prison gangs by crime syndicates to further own goals.
38
Performance against Targets
• Gangs in Centres
– Earlier this year held Round Table discussions on gangs in
correctional centres
– Completed Working Paper on Gangs in CC
– Improved security will improve DCS efforts to limit gang
operations
– Security Cluster developing comprehensive measures
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PERSONAL CORRECTIONS
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Policy Framework
• Corrections focuses on addressing and correcting the offending
behaviour of sentenced persons
• The work is possible only when there is a secure, safe and
humane environment.
• All these services are rendered within the framework of the
Offender Rehabilitation Path (ORP), Case Management Cycle
and Unit Management Framework.
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Policy Framework
• Personal Corrections refers to all those services
aimed at the assessment of security risks and the
criminal profile of individuals based on their social
background, and developing correctional sentence
plans targeting all elements associated with the
offending behaviour/s
42
Personal Corrections core Functions• Development of Policy, Policy procedures, tools and
programmes for the management and correction of
offenders.
• Comprehensive Assessment of offenders to
determine their risks and needs in order to develop
an individual profile, security classification and
correctional sentence plan.
• Compile a national offender population profile bi-
annually
43
Personal Corrections core Functions• Development and implement needs based
correctional programmes aimed at targeting offending
behaviour and facilitation of the implementation of
these programmes.
• Monitor the administration of correctional centres:
management of the offender from admission to
release (including privileges).
• Ensure implementation of unit management.
• Monitor the down management of overcrowding (8
pronged strategy)
44
454545
Offender
Assessment and Classification
Profiling
CMC approves
CSP
Housing unit (Intervention/
Services)
CRT
(3/6/12 monthly)
CMC
3/6/12 monthly
progress & Re-
classification
CSP
Intervention/ Services
CRT
CMC (Parole recomm)
CSPB
Approve Disapprove
Placement Admission
HCC
Disapprove
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Corrections Tools
• Admission Risk and Needs Assessment Tool is used to
assess all sentenced offenders within 6 hours upon admission
to determine immediate risks and needs.
• Comprehensive Risk and Needs Assessment Tool is used to
assess all sentenced offenders serving more than 24 months
within 21 days after admission to determine future criminal
behaviour, risks posed, own vulnerability and intervention
needs.
• Offender Profile Tool is used to profile sentenced offenders
serving more than 24 months in terms of social background,
criminal history, education and skills level, employment history,
emotional well being and security risks.
47
Corrections Tools
• Security Classification and Re-classification Tool is used to
determine the security risk level of all sentenced offenders for
placement in the appropriate centre/unit.
• Correctional Sentence Plan is used as a framework guiding
interventions aimed at addressing the risks and needs identified
during assessment of sentenced offenders serving more than
24 months.
• Correctional Sentence Plan Revision Framework is used to
monitor and evaluate interventions over a period of time as
planned in the Correctional Sentence Plan
• Pre-Release Risk Assessment Tool is used to assess the
risks and needs of offenders approaching their
parole/correctional supervision dates.
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Correctional Programmes
Substance Abuse: Aimed at offenders with substance
addictions.
Sexual Offences Programme: Aimed at addressing
the sexual offending behaviour.
Anger Management: Aimed at offenders with violent
and aggressive behaviour.
Pre-release: To prepare offenders for their reintegration
back into the community
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Correctional Programmes
New Beginnings: Orientate newly admitted offenders to adjust in
correctional facilities.
Crossroads: To enhance the self-awareness of offenders and to
assist them not to re-offend.
Restorative Justice Programme: Orientate offenders on
Restorative Justice
These programmes are rendered by Correctional Intenrvention
Officials and NGOs
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Programme Performance in 2008/9
• The average offender population level was 143%
• 18 873 new Offenders were classified
• 12 551 Offenders have CSPs
• 146 939 Offenders were involved in work
opportunities
• 66 543 Offenders participated in Correctional
Programmes.
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LEVEL OF OVERCROWDING- 31 May 2009
Region Capacity ATD’s SentencedIn custody total
% Occupation
E Cape 12633 6404 13307 19711 156.03%
Gauteng 25379 16049 28741 44790 176.48%
KZN 21507 7980 19858 27838 129.44%
LMN 19024 3345 19770 23115 121.50%
N Cape 16927 5340 14573 19913 117.64%
W Cape 19352 8955 19376 28331 146.40%
Total 114822 48073 115625 163698 142.57%
52
Offender Population (31 March 09)
Regions Minimum Medium Maximum Total
Gauteng 930 16355 7975 122 511
W C 2169 13897 2681 18 747
LMN 996 1147 6219 18 362
KZN 808 9291 6583 16 682
N C/ F S 2085 7445 4500 14 030
E C 1777 7864 2870 12 511
RSA 8765 65999 30828 105 592
NB: A total of 10 161 sentenced offenders are not classified or non-board
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Key Deliverables during MTEF
• CSPs for 11 000 newly admitted offenders
serving 24mths and more.
• CSPs compiled for all offenders sentenced to 24
mths and more with parole consideration date.
• Improve implementation of Correctional
programmes by 10% to offenders serving
24mths and longer.
• Maintain levels of overcrowding at 140%.
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SOCIAL REINTEGRATION
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Policy FrameworkPolicy Framework
•Social Reintegration refers to a process of facilitating
acceptance and effective readjustment of offenders into the
community.
•It is initiated during the early stages of the sentence, including
the pre-sentencing period, and continues throughout the
sentence (incarceration, parole and probation) until release.
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Policy FrameworkPolicy Framework
• Throughout this period the offender is reliant on a
variety of services (legal, social, spiritual, financial,
psychological ,etc), the most critical of them being
reliant on strong partnerships within the IJS and
between the Department of Correctional Services
and its social partners
57
New Policy Framework
• Aim of Social Reintegration
– Prepare the offender for successful re-entry
– Re-entry must ensure public safety
– Should aim to reduces chances of relapse and repeat
offending
– Promote social responsibility
– Promote stable, social and family relationship
– Promote correction, reparation and victim empowerment
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Phases of Social Reintegration
Pre-sentence phase
• Compilation and submission of pre-sentence reports to court
• Provision of intervention informed by findings of needs/risks
Incarceration phase (sentenced offender only)
• Induction: include services like visitation, family support, linkage with
outside community (news, letters, education, continuation of some
services including health etc)
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Phases of Social Reintegration
Incarceration phase (sentenced offender only)
• Induction: include services like visitation, family support, linkage with
outside community (news, letters, education, continuation of some
services including health etc)
• Assessment
• Profiling
• Development of a correctional sentence plan and its execution
• Facilitation of social reintegration (family involvement and support),
victim offender mediation activities, etc)
• Preparation for release and handing over to Community Correction
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Phases of Social Reintegration
Supervision phase
• Monitoring to ensure compliance with conditions
• Interpretation of set conditions and building
partnerships between the offender,
• the service provider or the service recipient
• Application of the consequences of non-compliance
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Phases of Social Reintegration
Preparation for final release phase
• Pre-release intervention• Referral to community support systems
62
Key Deliverables for MTEF
• Promotion of Victim Empowerment
– Development and implementation of victim offender mediation
programme
– Sign Service Level Agreement with NGOs to render the
programme
– Provide training to DCS staff to render the programme
– Database for offenders with serious crimes as a priority area
– Database for sexual offenders
63
Key Deliverables for MTEF
• Incarceration Framework (S. 73 A)
- Must prescribe sufficient periods in custody to indicate the
seriousness of the offences
- Must apply to all sentenced offenders generally
- Must provide for consistent application of it’s provisions
64
Key Deliverables for MTEF
- Incarceration Framework (s. 73 A)
- May provide for different periods in relation to the same offence,
depending on the measure of good behavior or co-operation of a
sentenced offender during incarceration framework
- May provide for any ancillary or incidental administrative matter necessary
to the proper implementation or administration of the incarceration
framework
- May not apply in a manner that would be in conflict with another law or
any direction given or decision made by a court of law (section 73A(3)
65
Community CorrectionsCommunity Corrections
• "Community corrections" is a non-custodial measure applicable to
persons directly sentenced to supervision of community corrections
officials, paroles and awaiting trial under control of DCS
• It is a system introduced as cost-effective way of managing sentencing
option for the judiciary.
Current Basic Information:
• Community corrections caseload stands at 57 278 (inclusive of 36 479
parolees and 20 799 probationers )
• Staffing –approved post establishment 2877
• There are currently 193 community corrections offices
66
Community CorrectionsCommunity Corrections
• Main functions of community corrections are :– Monitor conditions imposed by the CSPB and the courts – Compilation of suitability report for courts– Oversee supervision activities– Management and coordination of community service
orders – Co-ordination and facilitation of programmes to
probationers and parolees– Handling and management of violations
– Liaise with the community
67
Key Deliverables for MTEF
- Implementation of new system for classification of
offenders
- Redirect resources towards more risky cases of parole
- Visible and direct offender involvement in communities
(quantify value add in community projects)• Number of parole violations reduced by 2% from average
baseline of 10780.
• Promote alternative non-custodial sentencing.
68
Community Supervision and Parole Boards
• The current 52 CSPB started operation in 2004
• The CSPB is mainly comprised of community members
(chairperson and vice and two members are drawn from
communities)
• Government officials are the secretary, Police and
Justice officials
• Decisions are reviewed by the Parole Review Boards
69
Key Deliverables for Parole System during MTEF
• Review of legislative provisions for parole of terminally ill offenders
• Backlog cases for offenders eligible for parole addressed.
70
Thank You
Business Unusual: all hands on deck to detain, rehabilitate and
reintegrate offenders for a safer South Africa