AIM OF D.C.S 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 prisoners in safe custody and promoting the social responsibility and human development of all prisoners and persons subject to community corrections.

Strategy informs Budget –Annual strategy update –Annual budget prioritising Top Management responsible for Strategy and Budget and Expenditure Branch and Regional CDCs responsible for reporting on –Strategic plan/operational plan –Budget/expenditure STRATEGY & BUDGET

PFMA Implementation in phases –DCS progress in relation to phases needs to be monitored Budget Committee assists CFO in implementation of PFMA Goals –Greater involvement of CDCs in Finances of DCS –Get DCs and Dirs directly involved in budgeting & spending in their Activities – currently done b y Finance. PFMA IMPLEMENTATION

Cabinet Lekgotla considers fiscal framework (January) Budget Day (Feb) Ministerial Letter on Policy Priorities (May) Dept submits Financial Statements to Auditor General and National Treasury (June) Draft Annual Report submitted (July) Cabinet Lekgotla (July) MTEC Submissions (July/August) MTEC Meets (Sept) Tabling of Annual Report in Parliament (Sept) MinComBud considers MTEC submissions and makes recommendations Mid Term Budget Policy Statement and Adjustments Estimate (Oct) Allocations to National Votes (November ) Draft ENE submission (Dec) NATIONAL TREASURY BUDGET CYCLE

Allocation of DCS budget for 2004/5 (13 Feb 2004) Provide Budget Allocations to Regional Accountants (18-20 February 2004) Costing of DCS Strategy Plan and Operational Planning 1-3 March 2004 Prepare budget Review 2004/5 for Budget Vote Speech End of Financial Year , multi-year estimates 2005/ /8, submission for roll over fund request and Closure of Financial Year Provide Regions with revised budget allocations for 2004/5 (November) DCS FINANCIAL YEAR PLAN

No National Treasury prescripts on Budget Committee functioning Budget Committee responsible for –Determining MTEC submissions –Explanations of expenditure patterns –Ensuring reprioritising of expenditure in line with strategic prioritise –Holding Top Management collectively responsible for expenditure reporting and budget planning –Individual Top Management responsible for budgeting, expenditure and financial control Ensure Accounting Office and CDCs briefed on early warning reports BUDGET COMMITTEE

Make Activity Managers responsible for finances (PFMA Compliance) Internal guidelines re Activity Managers discretion Monitoring of Financial Management Meetings of Activity Managers Decision re proportion of Activity Budget that cannot be reprioritised away from Activity –Necessary for delivery on operational planning Budget Committee role re reprioritising outside of this BUDGET COMM & ACTIVITY MANAGERS

Budget Committee does not take place of Finance Branch Finance Branch personnel responsible to CFO Budget Committee provides strategic direction to Finance Branch Finance Branch supports Activity Managers and Heads of Branches/Regions and does not take the financial decision making out of their hands FINANCE BRANCH

Commissioner (Accounting Officer) CDC Branch Heads Regional Commissioners DC Executive Manager DC Financial Management and finance team BUDGET COMMITTEE COMPOSITION

Regular monthly meetings, with agenda aligned to National Treasury Cycle and reporting obligations Inaugural meeting training session with National Treasury Budget Cycle/Financial Year PFMA Implementation Role of Strategic Managers re Finances SCHEDULE OF MEETINGS AND INAUGURAL MEETING

KEY DEPARTMENTAL MEDIUM TERM OBJECTIVES  White Paper on Correctional Services  Transformation and Restructuring  Construction of 4 New Generation Prisons  Human Resource Development  Framework against Corruption  Compliance with existing policies  Policy Development  Framework against Overcrowding  Orientation of Persons under Correction  Preparation of Correctional Centres for Rehabilitation  Information Communication Technology  External Relations  Improvements in Financial Management  Communication  International Relations  Research

DEPARTMENTAL PROGRAMMES IN SUPPORT OF AIM OF DEPARTMENT  ADMINISTRATION  Provide the administrative, management, financial, ICT, service evaluation, investigative and support functions required for all service delivery by the department and in support of the functions of the Ministry.

 SECURITY  Provide safe and healthy conditions for all persons incarcerated, conditions consistent with human dignity, and thereby provide security for personnel and the public as well.  Measurable objective:  Prevent incarcerated persons from participating in criminal activities and escapes, by providing an environment that ensures the safety of all persons under the department’s care and of the public. DEPARTMENTAL PROGRAMMES IN SUPPORT OF AIM OF DEPARTMENT

 CORRECTIONS  Provide needs-based correctional sentenced plans for all persons who have been sentenced to community correctional supervision or remand in a correctional centre and paroled prisoners, based on the assessed security risk and criminal profile of individuals, focussing on the individual’s specific offence, and targeting all elements associated with the offending behaviour/s.  Measurable Objective:  Address the specific rehabilitation needs of all sentenced persons through regular assessment and the provision of needs-based correctional programmes that contribute to a reduction in the recidivism rate. DEPARTMENTAL PROGRAMMES IN SUPPORT OF AIM OF DEPARTMENT

 CARE  Maintain the well being of incarcerated persons by providing for physical fitness, nutrition, social links with families and society, spiritual and moral well-being, psychological well-being and health care, based on their needs.  Measurable Objective:  Ensure the personal well-being of incarcerated persons by providing various needs-based services, in order to align with internationally accepted standards. DEPARTMENTAL PROGRAMMES IN SUPPORT OF AIM OF DEPARTMENT

 DEVELOPMENT  Provide opportunities for social development and the development of social conscience including vocational and technical training, recreation, sports, and education opportunities, to promote the development of personal and social competencies that will enable incarcerated offenders to reintegrate into communities as productive citizens.  Measurable Objective:  Develop employable and productive citizens, through providing incarcerated offenders with needs-based educational and other opportunities so that they can easily reintegrate into communities. DEPARTMENTAL PROGRAMMES IN SUPPORT OF AIM OF DEPARTMENT

 AFTER CARE  Provide services to persons completing their sentences, to facilitate their effective reintegration into their communities and to promote general social acceptance of offenders.  Measurable objective:  Facilitate the social acceptance and effective reintegration of offenders, to assist them to adhere to all applicable correctional and parole supervision conditions. DEPARTMENTAL PROGRAMMES IN SUPPORT OF AIM OF DEPARTMENT

 FACILITIES  Provide, maintain and upgrade the physical infrastructure required for those legally entrusted to the Department’s care, as well as what is required by personnel; aiming at ensuring that facilities are available to meet the Department’s rehabilitation responsibilities and objectives.  Measurable objective:  Support the Department in its core functions of security and corrections, by providing well-maintained physical infrastructure according to internationally accepted standards. DEPARTMENTAL PROGRAMMES IN SUPPORT OF AIM OF DEPARTMENT

ENE BASELINE ALLOCATIONS 2004/ /2007 Year /2004 R’000 Year /2005 R’000 Year /2006 R’000 Year /2007 R’000 Baseline Allocation % Increase9.5%7.5%6.7%

ENE Allocations per revised programme structure 2004/2005 – 2006/ /05 R’ /06 R’ /07 R’ Administration Corrections Security Facilities  Apops  Capital Works  Facility Management 5. After Care Development Care Internal Charges( )( )( ) Total

PROJECT2004/ / /2007 NEW PRISONS PRISON UPGRADING RAMP: 33 & 146 PRISONS NEW HEAD OFFICE TOTALS CAPITAL WORKS BUDGET

D.C.S COST DRIVERS ENE: 2004/2005 – 2006/2007

COST DRIVER: TOTAL PERSONNEL ESTABLISHMENT NEED Year /05 Year /06 Year /07 Personnel Need Total Financed Shortfall

COST DRIVER: FINANCED OFFENDER POPULATION Year /2005 Year /2006 Year /2007 Prisoners  DCS  APOPS Probationers/Parolees Total Offenders (Financed) Revised Projected Pris. Population Projected Probationers/Parolees Projected Offender Population Non-financed Offender Population

COST DRIVER: PRISON ACCOMMODATION (BEDS) Year /05 Year /06 Year /07 Existing Accommodation Plus: Additional Financed Financed Accommodation Projected Prisoner Population % Overcrowding projected Upgrading/Extensions New Prisons

GEARING FOR REHABILITATION NEW PRISONS – PERSONNEL & OPERATIONAL COSTS PROJECTED PRISONER POPULATION PAROLE BOARDS MTEF OPTIONS FOR ADDITIONAL FUNDING

SUMMARY OF OPTIONS 2004/05 R’ /06 R’ /07 R’000 Gearing for Rehabilitation New Prisons Parole Boards Offender Population Total

2004/05 R’ /06 R’ /07 R’000 Number of Current Financed Posts Additional Financed Posts (New prisons) New Additional Posts Total Personnel Total Need R R R  Total Backlog: posts  Current Actual Establishment: posts GEARING FOR REHABILITATION

PAROLE BOARDS 2004/052005/062006/07 Total NeedR 30 millionR 32 millionR 34 million Implementation within the ambit of current approved 52 boards which will consist of 52 Chairpersons (DD level) and 104 members from the community. PAROLE BOARDS

Prisoner Population 2004/052005/062006/07 Projected MTEF Financed Non Financed Financial Implication R 50 mR 82 mR 91m Probationer/ Parolee Population 2004/052005/062006/07 Projected Financed Non Financed Financial Implication R 2.9 mR 3.6 mR 2.8 m The cost of the option was based on:  the direct and indirect incarceration costs,  rehabilitation costs and  the variance between the financed offender population vs the projected offender population. PROJECTED PRISONER POPULATION 2004/052005/062006/07 Total Offender Population: Non Financed R 52.9 millionR 85.6 millionR 93.8 million

2004/052005/062006/07 Operational Costs-53,97856,677 Start Up Costs Personnel costs Overtime Total NEW PRISONS – PERSONNEL & OPERATIONAL COSTS  4 new Type-3000 prisons.  Date of occupation by the Department was 01/10/2005

SUMMARY OF OPTIONS 2004/05 R’000 Treasury Recom- mend 2005/06 R’000 Treasury Recom- mend 2006/07 R’000 Treasury Recom- mend Gearing for Rehabilitation Nil Nil Nil New Prisons -Nil Nil Nil Parole Boards Offender Population Total

ENE Allocations per GFS Economic Classification 2004/2005 – 2006/ /05 R’ /06 R’ /07 R’000 CAPITAL Compensation employees Goods and Services Interest and rent on land CAPITAL  Buildings/ fixed structures  Machinery & Equipment TRANSFER PAYMENTS TOTAL