1. `

2. GSL Policy It is Mangaung Correction Centre’s policy to increase awareness among all our employees and inmates of the potential for suicide or self-harm among those committed to our care. A SASH programme has therefore being implemented to address those in need of special care. Suicide is possibly the most serious incident that can occur in a correctional facility.

3. The SASH Programme serves the following purposes: To provide an effective system within the prison that will help employees to identify inmates who are at risk of harming themselves. To provide the support and assistance needed to prevent these inmates from harming themselves. To promote recovery from a self-harm or suicide crisis through care and supportive management

4. Suicide and self harm approach Holistic Multidisciplinary –SASH coordinator – Psychologist –Unit Manager –Registered nurse –Social worker –DSO Process is ongoing and will start on admission and will end upon release

5. Capacity building for employees who need to identify inmates at risk Employees receive during induction, specific training on the SASH programme as well as the roles and responsibilities of each employee. The frontline employees will be sensitised on behaviour that could pose a risk and will be empowered to act immediately. The employees form part of a multi disciplinary team and will never be in a position to take a decision on an inmates life based on their own discretion. Employees receive refresher training on the SASH programme annually.

6. The SASH Process

7. Identify an inmate who displays suicidal or self-harm behaviour (indicators). The Unit Manager is informed of the SASH inmate and immediately assess the situation in terms of placement. The unit manager will determine the initial special watch procedure. A SASH team will assess the inmate initially within 48 hours and thereafter determine progress weekly and attend to the inmate’s special needs.

8. The frontline employee is equipped to utilise a observation tick list to give feedback on the inmate’s behaviour in the street to the SASH team. In all instances the inmate is included in the planning of the interventions needed to involve him in the healing process and to experience accountability for decisions and behaviour in his own life.

9. Indicators for inmates at risk Talking about suicide and self harm Giving away possessions to others Gathering lethal objects Significant mood swings Upcoming court case Current of increasing mental illness Life threatening illness, HIV and Hepatitis C

10. Indicators (continue) Social withdrawn Divorce or relationship breakdown Financial worries First offenders or fear of prison environment Alcohol and drug withdrawal Depression Irrational behaviour resulting from a mental impairment

12. Mangaung Correctional Centre GANG MANAGEMENT

13. INTRODUCTION Prison gangs have been part of the South African Correctional environment for years, and cannot be wished away. They are a reality, and due to the long sentences they serve, they know the system and the loopholes in the system. To minimize their negative effect on the Correctional system (and the intended outcomes of the correctional system), we need to develop a dynamic strategy to manage gangs. Such a Gang Strategy was implemented at Mangaung Correctional Centre (MCC) and is being developed further as we learn more about the gangs and the ways they operate.

14. To develop a common understanding on the reasons / causes why inmates join gangs. To establish a consistent approach in the handling of prison gangs and gang-members in order to manage them effectively. To minimize the negative impacts gangs have on the security of other residents/employees and the various Inmate Care and Empowerment programmes at the Centre. AIMS OF MCC GANG STRATEGY

15. Develop and update our understanding of Gangs and “What make them tick?”  Why do people want (or need to) join gangs?  Safety / protection / commodities / sexual favors / to show they are men  Link between the reasons and causes of gang involvement and officials’ approach and handling of gangs and gang members  Awareness on how an official’s behavior influences the gangs FOCUS AREA

16. To develop a proactive approach  Create measures to counteract gangs, reasons and causes, recruitment, involvement, activities, networking, and gang violence at MCC.  Management of causes and reasons that cannot be counteracted or prevented – effective management thereof to best advantage.  Focus on employees role and behavior on inmates – to be active participative rehabilitators. FOCUS AREA (continued)

17. To develop a reactive approach  Manage the consequences and implications of gang involvement and activities’ (e.g. violence, threats, information, intelligence) in the facility’s day-to-day operation and management.  Focus on employees role and behavior on inmates – to be active participative rehabilitators. FOCUS AREA (continued)

18. WHAT DOES THIS MEAN IN PRACTICE To minimize and manage gangsterism and to minimize further recruitment of gang members at the facility. To predict and manage gang activities, gang targets, gang fights and attacks. Identify high-risk situations (e.g. sport day, vacation days, gang fights). Conduct random searches of suspected gang members, making of weapons. Screen gang members before inclusion in programmes with other or opposite gang members. Utilize gang members’ institutional record (DCS and at MCC) for gang involvement, type of activities and incidents involved n order to predict individual risk.

19. Intelligence-driven to determine the status, function, role, activities, recruitment and planning of gangsterism. Classification, handling and unit allocation of active and passive gang members (e.g. “high” and “low” risk categories). “Facelessness” of prominent gang leaders by making them accountable when instruction was given by them for violence. Minimize gang issues between gangs members: follow-up on informers, listening and acting on information – taking it seriously. PRACTICE (Continued)

20. Re-organize streets, disrupt plans and activities without instigating ‘challenges’ or ‘aggravating’ gangs to retaliate: regular movement and supervision of gang members and high-profile gang members. Cell placement of gang members and managing gang networks (letters, calls, visits and inmate associations). Alerting of non-gang members during the Induction phase (e.g. anti-bullying). Handling of threats to staff, management and fellow-inmates. PRACTICE (Continued)

21. Understand and re-direct the reasons why inmates are “active” gang members at MCC (e.g. not happy to be at MCC, want to be transferred to DCS, family support, contact and visits). Not compromising approach and method of handling gang members (e.g. extra food and special favors), always adhering to Company policies, procedures and contractual obligations. Instill discipline, structure and positive meaning to gang members’ daily routine, thinking patterns and general anti-social behavior and thinking patterns. PRACTICE (Continued)

22. Protect gang members that want to “exit” gangs: transferring them to non-gang streets and units, and instilling pro-social values, norms and attitudes and assist in individual independence (functioning without gang support and approval). Regular empowerment of officials working with gang members - personal development and support. Monthly meetings to discuss gang-related issues, additional gang information, problems and general approach and strategy. PRACTICE (Continued)

23. Officials at MCC are encouraged to report any gang involvement or suspicion thereof on a Security Intelligence Report. Two dedicated Intelligence Officers gather, analyse and disseminate intelligence information to proactively manage gangs. Professional therapy, counselling, debriefing and support are furthermore offered to officials who are threatened, intimidated, and manipulated by gangs or gang members, and for officials that have been involved in efforts to stabilise gang violence and gang fights. SUPPORT FOR OFFICIALS

24. Within the broader Correctional Services 9 and academic arena there is a competency and a knowledge base available that should be shared amongst the role players. Any Gang Management Strategy needs to be updated and has to stay as dynamic as the gangs. If we share, we do not have to reinvent the wheel. We need a broader strategy, that deals with a gang member and gangs on a national basis, since current practices of transfers sometimes fuels the gang activity and undermines the effective management of gangs. Gangs may be one of the biggest threats against implementing and reaching the vision as expressed in the White Paper. WAY FORWARD