1. 1 QUARTERLY FINANCIAL AND ADMINISTRATIVE REPORT Portfolio Committee Presentation 26 August 2009

2. 2 A. IN YEAR MONITORING REPORT FOR FIRST QUARTER AS AT 30 JUNE 2009 B.BELT-TIGHTENING MEASURES C.ADMINISTRATIVE REPORT – 1 st QUARTER DELIVERY ON OPERATIONAL PLANS D.OUTSOURCING E.CONCLUSION CONTENTS

3. 3 A. IN YEAR MONITORING REPORT FOR FIRST QUARTER AS AT 30 JUNE 2009

4. 4 NATIONAL STATE OF EXPENDITURE FOR YEAR TO DATE: 30 JUNE 2009

5. 5 COMMENTS ON NATIONAL STATE OF EXPENDITURE FOR YEAR TO DATE PER PROGRAMME: 30 JUNE 2009 Final overall expenditure of Department as at 30 June 2009 was at 21.85% against spending plan of 22.62% (under-spending) Actual spending of 23.17% against spending plan of 24.31% (under-spending) under Programme Administration is mainly due to low spending of funds allocated for MISP projects (RDOMS & EDRMS) Actual spending of 23.83% against spending plan of 22.94% (over-spending) under Programme Security is mainly due to payments of overtime made to correctional officials in line with continuous implementation of PSCBC Resolution number 1 of 2007. implementation of 7-Day Establishment with effect from 1 July 2009 will result in reduction of overtime expenditure which used to be paid in line with 5-Day Work Week Establishment

6. 6 COMMENTS ON NATIONAL STATE OF EXPENDITURE FOR YEAR TO DATE PER PROGRAMME: 30 JUNE 2009 Actual spending of 22.78% against spending plan of 24.02% (under-spending) under Programme Corrections is mainly due to low spending of funds allocated for purchases of Machinery & equipment due to ITC approval problems & delay in bidding process Actual spending of 19.81% against spending plan of 23.68% (under-spending) under Programme Care is broadly due to relevant outstanding internal charges transactions to be cleared to this Programme in line with request for items & consumption thereof Actual spending of 18.96% against spending plan of 23.20% (under-spending) under Programme Development is mainly due to low spending of funds allocated for purchases of Machinery & equipment due to ITC approval problems & delay in bidding process

7. 7 COMMENTS ON NATIONAL STATE OF EXPENDITURE FOR YEAR TO DATE PER PROGRAMME: 30 JUNE 2009 Actual spending of 23.70% against spending plan of 21.79% (over-spending) under Programme Social Reintegration is mainly due to payments of overtime made to correctional officials in line with continuous implementation of PSCBC Resolution number 1 of 2007. implementation of 7-Day Establishment with effect from 1 July 2009 will result in reduction of overtime expenditure which used to be paid in line with 5-Day Work Week Establishment Actual spending of 15.77% against spending plan of 16.65% (under-spending) under Programme Facilities is mainly due to low spending of funds allocated for capital works projects due to low & late billing from Department of Public Works for capital works projects completed

8. 8 COMMENTS ON NATIONAL STATE OF EXPENDITURE FOR YEAR TO DATE PER GFS CLASSIFICATION: 30 JUNE 2009 Actual spending of 23.58% against spending plan of 23.54% (over-spending) on Compensation of Employees is mainly due to payments of overtime made to correctional officials in line with continuous implementation of PSCBC Resolution number 1 of 2007. implementation of 7-Day Establishment with effect from 1 July 2009 will result in reduction of overtime expenditure which used to be paid in line with 5-Day Work Week Establishment Actual spending of 21.34% against spending plan of 23.39% (under-spending) on Goods & Services is mainly due to low spending of funds allocated for MISP projects Actual spending of 22.89% against spending plan of 22.13% (over-spending) on Transfers & Subsidies is mainly due to payments made for leave & inmates gratuities under item households Actual spending of 12.14% against spending plan of 14.57% (under-spending) on Payments for Capital Assets is mainly due to low spending of funds allocated for capital works projects due to low billing from Department of Public Works for capital works projects completed

9. 9 CHALLENGES ON BUDGET ALLOCATION FOR 2009/10 FINANCIAL YEAR GPSSBC Resolution number 2 of 2009 was signed on 24 June 2009 which makes provision for implementation of OSD for correctional officials Phase one of OSD consists of implementation of once off back payments to compensate officials for delay on OSD implementation effective from 1 July 2008 to 30 June 2009 (12 months) & introduction of salary increase adjustment for non-centre & centre based officials Phase two of OSD consists of implementation of remuneration to be paid to correctional officials based on recognition of their experience with effect from 01 April 2010 Having noted OSD obligations against insufficient budget allocation, Department is nonetheless obliged to carry on with implementation of OSD in terms of signed GPSSBC Resolution number 2 of 2009

10. 10 STATE OF EXPENDITURE PER PROGRAMME FOR YEAR TO DATE: 30 JUNE 2009

11. 11 STATE OF EXPENDITURE PER PROGRAMME FOR YEAR TO DATE: 30 JUNE 2009

12. 12 STATE OF EXPENDITURE PER GFS CLASSIFICATION FOR YEAR TO DATE: 30 JUNE 2009

13. 13 STATE OF EXPENDITURE PER GFS CLASSIFICATION FOR YEAR TO DATE: 30 JUNE 2009

14. 14 NATIONAL PROJECTED EXPENDITURE PER PROGRAMME FOR YEAR: 2009/10 FINANCIAL YEAR

15. 15 NATIONAL EXPENDITURE PER GFS CLASSIFICATION PROJECTED FOR YEAR: 2009/10 FINANCIAL YEAR

16. 16 B. BELT-TIGHTENING MEASURES

17. 17 BELT-TIGHTENING MEASURES The following belt-tightening measures were introduced & are being implemented to contain costs: Limitation & stricter control over traveling, subsistence & related accommodation expenditure. Limitation & stricter control over appointment of consultants in Department. Limitation & stricter control over purchases of furniture & vehicles. Discontinuation of purchases of uniform for administrative staff members. Limitation of colour & quantity printing of documents. Tightening control over utilisation of telephone landlines. Imposed stricter control over management of stores items.

18. 18 C. ADMINISTRATIVE REPORT ON OPERATIONAL PLAN DELIVERY

19. 19 PERFORMANCE ACHIEVEMENTS Administration: Regulatory and Monitoring Strategy –Public private partnership entities monitored through monthly visits –Manuals to implement new LOGIS system are available to assist operational levels –Draft contract management policy procedures are available –133 Officials trained on BAS & 320 on LOGIS –Debt management is on track –Progress was made with payment of invoices within 30 days

20. 20 Administration: Regulatory and Monitoring Strategy cont… –Gender forum has been established, gender empowerment training is ongoing & 100 female personnel have been identified for accelerated development –Strike management committees are functioning –HR planning learning forum established –Baseline of leave days lost established to enable management information for decision making –507 control room posts were filled as well as 179 closed/specialised & management positions –Vacancy rate for scarce skills at 38% is well under targeted 45% & head hunting strategy is successful in some instances –National & regional strategic HR Plans are available PERFORMANCE ACHIEVEMENTS

21. 21 Administration: Regulatory and Monitoring Strategy cont… –Baseline for processing service termination documents established, challenges have been identified & mitigation strategies are being processed –OSD signed off for correctional officials & social workers & once off payment of R7500 effected –Progress is being made to improve HR data integrity –70% of fire fighters & first aides have been appointed in implementing safety & health programmes –Department provides opportunity for experience for 100 interns & 50 students –Training in HR-related areas of 2623 Officials - 426 of them in middle & junior management & 17 in SMS leadership PERFORMANCE ACHIEVEMENTS

22. 22 PERFORMANCE ACHIEVEMENTS Administration: Regulatory and Monitoring Strategy cont… –626 bursaries were awarded –Payments on judgements made to value of R 68000 –Legal services procedures approved –Prominent legal issues have been identified & 7 awareness workshops conducted –Fraud prevention plan which was approved towards end of March 2009 has been disseminated –Draft policy implementation framework is available –Draft protocol for cluster information sharing is available –Audit of research capacity in cluster was conducted with NPA –Data on fingerprints of offenders in re-offending study has been cleaned & corrected

23. 23 PERFORMANCE ACHIEVEMENTS Administration: Regulatory and Monitoring Strategy cont… –Research projects on evaluation of parole boards & organisational culture are on track –Draft business continuity plan is available –Draft Open Source Software strategy is available –Tripartite contract has been signed with regard to phase 1 of Remand Detention and Offender Management System (RDOMS) project –Video remand project in 7 facilities has made very good progress with live testing of system to connect to courts completed –Pilot of Electronic Document & Record Management System (EDRMS) project being implemented at Operations & Management Support (OMS) Branch in Head Office & Witbank & Middleburg Management Areas –National Contact Centre is operational –Development of Monitoring, Evaluation and Reporting (MER) system at 39% completion –Compliance improvement inspections conducted in Eastern Cape, Gauteng and KZN

24. 24 PERFORMANCE ACHIEVEMENTS Administration: Operations Strategy –Monitoring visits undertaken and compliance found to be generally high –Asset acquisition plans and procurement plans are available –Personnel trained on various aspects of financial management –Data base created for losses and debts has commenced to allow for better measurement of impact on Department –Considerable percentage of bids awarded to historically disadvantaged individuals and small businesses as priority groups such as females and disabled persons –Good progress with regard to payment of invoices within 30 days

25. 25 PERFORMANCE ACHIEVEMENTS Administration: Operations Strategy cont… –Vacancy rate remains higher than set target –Scarce skills rate remain lower than target for nurses and social workers but still higher than set target for psychologists and pharmacists. Head hunting strategy has led to filling of some posts –PERSAL data integrity is improving and is over 70% –Service terminations are receiving attention and some regions are making progress in timeous attention to these matters –Exit interviews are being conducted –Moderation of performance assessment was generally successful –Various HR-related training programmes have been conducted –Health and wellness programmes are being implemented –Increasing participation noted in various sporting codes

26. 26 Administration: Operations Strategy cont… –Performance information on legal matters focus on impact on DCS financially as well as in terms of loss of skills and mitigation actions –Disciplinary hearings finalised timeously and imposition of sanctions being tracked –Participation in cluster structures improving –Compliance inspections undertaken and generally compliance has improved PERFORMANCE ACHIEVEMENTS

27. 27 PERFORMANCE ACHIEVEMENTS Security: Regulatory and Monitoring Strategy –Progress made in revision of security inspections manual –There have been 8 escapes, this is 0,5 of 10 000 inmates - surpassed target of 1,1 per 10 000. –Draft anti gang strategy framework is available –Security technology audit has been completed & report is available

28. 28 PERFORMANCE ACHIEVEMENTS Security: Operations Strategy –Investigations of all security incidents are in process and prioritised –FS / NC had 3 escapes, LMN 2, KZN 1, Gauteng 1, EC 0, WC 1 with 8 in total –Assaults remain fairly high although some regions recorded a decrease in comparison to last year –There were nine unnatural deaths with 2 of them being suicides –Plans to deal with security incidents are implemented and training is a priority while spot checks are being conducted regularly –Regions have audited availability of policies and rectified shortcomings in this respect

29. 29 PERFORMANCE ACHIEVEMENTS Corrections: Regulatory and Monitoring Strategy –Implementation of assessment tools & correctional sentence plans was monitored in 3 regions –Female offender profile & trend analysis for female correctional centres is available –Research on sexual offenders is completed –Draft reclassification tool for parolees & probationers is available –Unit management (including structured day & 3 meal system) fully implemented at 86 out of 138 centres, i.e. 67% –99 Officials trained on implementation of case management tools –4 chapters of discussion document on legislative framework for remand detention is completed

30. 30 PERFORMANCE ACHIEVEMENTS Corrections: Operations Strategy –Backlog in assessment of offenders and compilation of sentence plans reduced –Offenders increasingly participating in correctional programmes –Increasing implementation of unit management in centres –6720 new admissions have correctional sentence plans –Overcrowding reduced from 143,33% in April 09 to 142,05% in June 09 –A baseline determined for offenders not appearing for court hearings and mitigation actions taken

31. 31 PERFORMANCE ACHIEVEMENTS Social reintegration: Regulatory and Monitoring Strategy –Draft learner guide on supervision categories & sanctions for probationers is available –Compliance monitoring tool for Correctional Services Parole Boards is approved –Admission & release information now available on offenders who have completed minimum detention periods & offenders whose placements have been approved

32. 32 PERFORMANCE ACHIEVEMENTS Social reintegration: Operations Strategy –9565 violations of parole conditions recorded –Reduction in cases where Case Management Committees recommendations differ from Parole Board decisions –Backlog of cases not attended to for parole purposes have been identified and mitigation actions in place

33. 33 PERFORMANCE ACHIEVEMENTS Facilities: Regulatory and Monitoring Strategy –Department of Public Works processes finalised towards service level agreement between DPW & DCS –Draft procedures & minimum facilities requirements available –Expiring leases have been renewed –New leases have been procured –10 Parole board offices available for occupation in LMN (1), Gauteng (5), FS / NC (1), WC (1) & EC (2)

34. 34 PERFORMANCE ACHIEVEMENTS Facilities: Operations Strategy –An audit of 50% of immovable assets has been conducted –Environmental impact increasingly considered with installation of solar heating systems in some centres

35. 35 PERFORMANCE ACHIEVEMENTS Development: Regulatory and Monitoring Strategy –Draft skills development cost & price tariff structure available –MIS for skills development is being implemented –Partnership established with Department of Social Development to establish youth care centres, Department of Arts & Culture on Arts Access Programme & National Arts Festival & Department of Education to train master trainers in DCS on ABET level 2 curriculum –Pretoria & Johannesburg Female Correctional Centres identified to establish Early Childhood Development (ECD) centres

36. 36 PERFORMANCE ACHIEVEMENTS Development: Operations Strategy –10574 Offenders in literacy programmes –14317 Offenders in skills development programmes –10000 Offenders in mainstream education –130000 Offenders participate in Sport, Recreation, Arts & Culture (SRAC) programmes –Increasing development of partnerships to provide development programmes –Meat, fruit, chicken, etc are being produced according to farm plans –Klerksdorp Correctional Centre has computer based training centre in partnership with Vuselele FET College –2951 offenders participate in agricultural activities & 1438 in production workshops

37. 37 PERFORMANCE ACHIEVEMENTS Care: Regulatory and Monitoring Strategy –Several policies & procedures have been reviewed or are being developed, e.g. Food & Services training manual, Guidelines for Paganists, ATR & Muslims, Policy Procedures for Elderly Offenders, guidelines for HIV & AIDS programmes & Correctional Centre Based Care Policy & Procedures –Shembe Guidelines approved & Child Offender Policy Procedures approved –Primary health care package & government priority programmes have been identified for implementation –Psychologists from 3 regions workshopped on drug & substance abuse with SANCA Horizon –Survey of sexual abuse amongst offenders is being conducted –Job descriptions for counsellors determined to enhance psychological service delivery

38. 38 PERFORMANCE ACHIEVEMENTS Care Regulatory and Monitoring Strategy cont… –Substance abuse & anger management programmes have been reviewed & approved for implementation –Pilot of new youth programme is currently being implemented

39. 39 PERFORMANCE ACHIEVEMENTS Care Operations Strategy –Primary health care rendered in most centres –47000 Spiritual care sessions were conducted –28000 Social work interviews, 5000 offenders assessed & 5000 offenders participated in group sessions –1890 Offenders have received psychological services –18000 Offenders participated in HIV & AIDS programmes –1600 Offenders are participating in programmes provided by external service providers. –Various partnerships established

40. 40 PERFORMANCE CONSTRAINTS Administration –Some planned training did not take place due to budgetary constraints –Development of asset verification programme still in process –Asset reconciliation behind due to new system implementation by Treasury –Policies not yet approved –Moratorium on filling of posts hampers functioning & leads to 11,3% vacancy rate currently –Department in competition with other entities for scarce skills such as psychologists, nurses, etc. –Exit management programme not fully implemented

41. 41 PERFORMANCE CONSTRAINTS Development –MIS not fully operational due to infrastructure issues and data cannot be obtained in real time due to system difficulties –Slow organisational process such as approval of policies & procedures –Human resource constraints –Quality assurance committees non-functional Care –Policies & procedures not yet completely approved –Human resource constraints –Compliance with legislation & policies to ensure good governance also delays processes such as appointment of service providers –Lack of expertise in design & development of programmes internally

42. 42 PERFORMANCE CONSTRAINTS Corrections –Corrections Policy not yet approved –Shortage of human resources –MIS information delay with regard to security –Non-approval of organisational structure –Budgetary constraints –Slow delivery of reports from Regions

43. 43 D. OUTSOURCING

44. 44 WHAT IS OUTSOURCING ? Outsourcing refers to the practice of turning-over internal Departmental functions/services to an outside service provider

45. 45 WHY DO WE OUTSOURCE ? To source expertise and skills that are not available within the Department The high turn-over and the inability to retain and match what the private sector is offering in terms of salary Prolonged process of staffing To allow the Department to refocus on its core mandate Improve service delivery of the Department on the core mandate Cont …

46. 46 WHY DO WE OUTSOURCE ? Enhance better compliance to statutory requirements linked to the core mandate of the Department, e.g. Correctional Services Act, Act 111 of 1998 Give effect to other statutory requirements such as PFMA, PPPFA, Health and Safety Act, etc. Cost benefits for the Department Enhance effectiveness, efficiency and economical

47. 47 METHODS OF OUTSOURCING IN PUBLIC SERVICE Public Private Partnership informed by PFMA and Treasury Regulations, Chapter 16 Convectional Procurement through the use of Treasury Regulations, Chapter 16A (Supply Chain Management)

48. 48 LEGISLATIVE FRAMEWORK THAT INFORMS METHOD OF SOURCING Both these methods involve the application of the following Acts: South African Constitution (Act 108 of 1996) Public Finance Management Act (Act 29 of 1999) and its Regulations in Chapter 16 (PPP) and 16A (SCM) Cont …

49. 49 LEGISLATIVE FRAMEWORK THAT INFORMS OUTSOURCING Broad Base Black Economic Empowerment Act (Act 53 of 2003) Preferential Procurement Policy Framework Act (Act 5 of 2000) and its Regulations, 2001

50. 50 LEGISLATIVE FRAMEWORK THAT INFORMS OUTSOURCING Correctional Services Act (Act 111 of 1998) White Paper on Corrections Departmental Policies and Procedures

51. 51 SERVICES OUTSOURCED 5.1PPP Prisons Two prisons are outsourced by this method, namely Kutana Sinthumale in Makado and Mangaung in Bloemfontein These Centres are outsourced on the following: -Design of the centres -Building of the centres -Financing of the centres -Operating of the centres for a maximum period of 25 years Cont…

52. 52 SERVICES OUTSOURCED Currently four (4) bids are running on PPP for the design, build, operate, finance, maintenance of the following Centres : -East London -Paarl -Klerksdorp -Nigel The Minister has suspended the processing of the PPP until further studies and recommendations on best options especially on how to manage the operations should these services be outsourced

53. 53 5.2Rendering of catering and training services at various Management Areas. 36 Months. R839 393 000-00 DCS does not have the facilities or the infrastructure to continue with meal preparation while closing down the current kitchens for upgrading DCS does not have access to suitable training programmes that are accredited by the authoritative bodies DCS is experiencing staff shortages to meet critical needs DCS does not have a controlled computerised meal planning system SERVICES OUTSOURCED

54. 54 5.3Service Provider to assist Internal Audit of the Department of Correctional Services with all internal audit related tasks as a co-sourced partner. 30 Months. ±R20 000 000-00 The Service Provider is regarded as an extension of the Internal Audit Unit to conduct certain audits as approved by the Audit Committee on the Annual Work plan SERVICES OUTSOURCED

55. 55 5.4Training of Junior and Middle Managers on Management Development Program. R4 950 000-00 DCS did not have the internal capacity to develop accredited training programmes for Junior and Middle management Public Administration Leadership and Management Academy (PALAMA) training centre was approached but did not have a programme that is suitable for DCS needs DCS had no option but go out on tender and ensure that all the needs are contained in the tender specifications SERVICES OUTSOURCED

56. 56 5.5Development and training of Executive and Senior Managers on Leadership Development Program. R4 632 500-00 As a result of past transformation processes and the new paradigm which is fully detailed in the White Paper towards which all operations have to be steered It has emerged that a need assessment process is critical to inform a customized DCS programme that would target specific leadership development skills SERVICES OUTSOURCED

57. 57 ServiceValue Service Provider to conduct a survey on the organizational culture within DCS R2 429 650-00 Service Provider to conduct a comprehensive feasibility study for the outsourcing of food provisioning services to inmates within DCS R1 148 162-40 Standard cleaning services to DCS Head Office for a two-year period R2 496 216-24 Appointment of an independent SANAS Accredited Service Provider to assist DCS with the inspection and testing of textiles, clothing, footwear, etc. R8 050 000-00 OTHER SERVICES SOURCED The following services are generally sourced outside government departments because they are not the core business. DCS has outsourced the following services:

58. 58 ServiceValue Maintenance of control room after warrantyR148 202 584-00 Supply, delivery, installation and commissioning of security outer perimeter fences and CCTV surveillance cameras R436 185 110-35 Maintenance of above for a period of 48 months R50 752 800-00 OTHER SERVICES SOURCED

59. 59 ServiceValue Supply, delivery, installation and commissioning of television system and monitors at all Correctional Centres R159 000 000-00 Maintenance of above after warranty for a period of twelve (12) months R65 364 480-00 Transaction Advisor Services for Public Private Partnership R20 000 000-00 OTHER SERVICES SOURCED

60. 60 ECONOMIC IMPACT OF SOURCED SERVICES /ITEMS Financial Year2008/09 Total value of contractsR1 148 million (886 contracts) Value of contracts awarded to black enterprises with more than 50.1% black ownership (including black women) R1 112 million (743 contracts) % of Contracts awarded to HDIs83.86% % of Rand Value awarded to HDIs96.86%

61. 61 BENEFITS OF OUTSOURCING Capacity building during the running of the contract Focus more on the core business of the Department Risk transfer Enhancement of the quality of service delivery Value-for-money Penalty clause can be effected on non-performance and poor services

62. 62 IMPROVEMENT IN PROCUREMENT SYSTEM Effective from March 2004, Supply Chain Management was implemented within the Department Structures were put into place to ensure that procurement is operated in the manner which is fair, equitable, transparent, competitive and cost effective in compliance with the Constitution, Section 217, PFMA (section 38(iii)) and PPPFA

63. 63 IMPROVEMENT IN PROCUREMENT SYSTEM Structures are as follows : -National Bid Adjudication Committee Stationed at Head Office Handles bids exceeding R5 million to infinity Members are as follows : *All Executive Managers at Head Office Chairpersonship rotate amongst the CDCs

64. 64 IMPROVEMENT PROCUREMENT SYSTEM Structures (Continue) -Sub-Bid Adjudication Committee : Stationed at Head Office and 6 Regional Offices Handles bids exceeding R200 000 to a limit of R5 million Head Office *Managed by Senior Management at Supply Chain Management Regional Offices *Regional Heads Finance and Supply Chain Management officials

65. 65 IMPROVEMENT IN PROCUREMENT SYSTEM All the members of the National and Sub-Bid Adjudication Committees are appointed in writing by the Accounting Officer All Bid Adjudication members have signed the Code of Conduct

66. 66 IMPROVEMENT IN PROCUREMENT SYSTEM Duties of Bid Adjudication Committees : -Give final award based on the recommendation of Bid Evaluation Committees -All necessary bid documents are submitted -Ensure that disqualification of service providers are justifiable and that valid and accountable reasons are furnished for passing over of bids

67. 67 IMPROVEMENT IN PROCUREMENT SYSTEM Duties (continue) : -Ensure that scoring is fair, consistent and correctly calculated -Ensure that bidder’s Declaration of Interest has been taken into consideration -Ensure that members themselves declare their interest in writing before commencing with the adjudication of bids -These committees can extend the period of the existing contract and can also extend the scope of work according to the delegated powers

68. 68 IMPROVEMENT IN PROCUREMENT SYSTEM Structures (Continue) : -Bid Evaluation Committee Evaluate and recommends bids/proposals to relevant Bid Adjudication Committee Members are appointed in writing by the Accounting Officer Members differ from case to case based on the nature of the bid and the competency of the members in line with the bid to be evaluated This is an ad hoc committee Members must declare their interest in writing and sign Code of Conduct prior to the commencement of evaluation

69. 69 WHERE CAN WE IMPROVE Conducting of stakeholder analysis Comprehensive feasibility must be conducted before outsourcing any services Promote the advantages of a proper procurement plan linked to strategic plan, operational plan, MTEF and budget Maintain the gains and achievements Improve contract management especially by end-users Retain and deploy skills accordingly Build capacity of project officers on project management

70. 70 E. CONCLUSION

71. 71 Department experienced achievements in addressing activities relating to its Annual Performance Plan during first quarter of financial year despite being faced with significant challenges Some of these challenges are as follows: –Overspending VS belt tightening processes: Inmate Ratio & Animal Feed –Implementation of Occupation Specific Dispensation (OSD) for Correctional Officials & 7-day Establishment –State of DCS facilities –Assaults & gang Activity & Unnatural Deaths –Lack of human resources Department is continually striving to address these challenges in pursuit of improving service delivery CONCLUSION

72. 72 Together doing more & better to break cycle of crime