1. Status of Vacancies
Disciplinary Cases
Shift Pattern
Select Committee Meeting
13 June 2018

2. PURPOSE
The purpose of the presentation is to brief members of the select committee on:
The vacancy rate for positions at coal face.
Outcomes of investigations and disciplinary action in relation to smuggling of weapons, cell phones and contraband in DCS facilities

3. STATUS OF VACANCIES PER REGION
FILLED
VACANT
TOTAL
VACANCY RATE
Eastern Cape
5079
420
5499
7.6%
FS & NC
5348
279
5627
5.0%
Gauteng
8390
222
8612
2.6%
Head Office
1059
305
1364
22.4%
KZN
6496
362
6858
5.3%
LMN
5753
227
5980
3.8%
Western Cape
7171
351
7522
4.7%
39 296
2 166
41 462
5.2%
EC 5079 / %
FS 5348 / %
GP 8390 / %
HO 1059 / %
KZN 6496 / %
LMN 5753 / %
WC 7171 / %

4. STATUS OF CAPACITY: CORE AND SUPPORT
CATEGORY
NUMBER OF STAFF
PERCENTAGE OF STAFF
Professional and Other OSD Officials Performing Duties At Head Office/Region/Area
2867
7.30%
Officials Working at Head Office/Region and Area Level
1821
4.63%
Professional and Other OSD Officials Performing Duties at Correctional Centre Level
2205
5.61%
Centre Based Correctional Officials Working at Correctional Centre Level
32403
82.46%
Total
39296
100.00
NUMBER OF OFFICIALS PER BUDGET PROGRAMME TOTAL
DCS:ADMINISTRATION (15.53%)
DCS:CARE (4.63%)
DCS:INCARCERATION (69.07%)
DCS:REHABILITATION (5.57%)
DCS:SOCIAL REINTEGRATION (5.20%)
GRAND TOTAL 39296
According to the above table, 88% of staff are core and 12% are support staff. Core staff are defined as the staff at the correctional centres
If core and support is considered in terms of Budget Programme – 6103 (15.53%) officials are under the Programme Administration (support) and the rest are in the core budget programmes.

5. STATUS OF NON SMS VACANCIES PER SALARY LEVEL
FILLED
VACANT
TOTAL
VACANCY RATE 02 1 03 25 26
3.9 04 62 2 64
3.1 05
17382
298
17680
0.6 06
5544
165
5709
2.9 07
2921
229
3150
7.3 08
8576
543
9119
6.0 09
1772
321
2093
22.1 10
1757
300
2057
14.6 11
611
145
756
19.2 12
470
122
592
20.6
39 121
2 126
41 247
5.15 %

6. STATUS OF VACANCIES FOR SCARCE & CRITICAL SKILLS
FILLED
VACANT
TOTAL
VACANCY RATE
Artisan
390
246
636
38.7%
Correctional Official (CB)
32709
878
33587
2.6%
Correctional Official (NCB)
1515
129
1644
7.8%
Engineers 28 24 52
46.2%
Environmental Health 2
0.0%
Legal Services 15 43
34.9%
Medical Officers 10 8 18
44.4%
Pharmacists 41 11
21.2%
Professional Nurses
886
139
1025
13.6%
Educationists
521 80
601
13.3%
Psychologists 79 16 95
16.8%
Social Workers
595
638
6.7%
36 804
1 589
38 393
4.14 %

7. PROGRESS WITH THE FILLING OF VACANCIES
Although the Department has a funded establishment of reflected on PERSAL, the Department’s actual funded establishment is according to the Human Resources Budgeting and Planning Tool.
Consequently, during 2017/18, the Department placed a partial moratorium on the filling of positions.
From the funds generated from natural attrition the Department prioritised the filling of the following categories of positions:
Heads of Correctional Centres and Heads of Community Correction
Community Corrections Production posts
Absorption of centre based auxiliary officers (previous learners) who were on contract
Senior Management Service (SMS) posts
Allocations were also made to regions to fill rehabilitation and other critical positions at the correctional centres

8. DISCIPLINARY CASES
Below is a summary of the disciplinary cases handled related to smuggling and escapes.
NATURE OF INCIDENT
FINANCIAL YEAR
GRAND TOTAL
2015/2016
2016/2017
2017/2018
SMUGGLING 55 58
168
ESCAPE 52 65
172
107
120
113
340

9. SHIFT PATTERN
In terms of the Labour Court Judgment, the Department may only implement a revised shift pattern/s on conclusion of engagements on the matter i.e. signing of an agreement in the Departmental Bargaining Chamber.
The Department in conjunction with organized labour, continues to pursue the shift system that aims to achieve the following objectives:
Adherence to the provisions of a structured day programme;
Provision of the three-meal-system;
Effective utilisation of the available human resources;
Cost effective overtime payment;
Promotion of work life balance for Correctional Officials;
Enhancement of security for members, inmates and stakeholders;
Compliance to the Basic Conditions of Employment Act;
Compliance to the White Paper on Corrections, White Paper on Remand Detention and other prescripts and mandates; and
Proper implementation of the 7-day establishment.
The major constraint in the development of the shift pattern is that it has to be developed within the current reduced staffing levels and compensation of employee budget while still meeting the requirements stipulated above.
A Task Team comprising of organised labour and members of the Department has been set up with a view to developing a shift permutation that can be agreed upon by all parties at the Departmental Bargaining Chamber.

10. Thank You
Thank You