We are grateful to this body for inviting us to come and make presentation today. It really serves as a positive sign that participatory democracy in our Institutions of government is not just a celebration, but a realisation and is taken seriously. We are also heartened by this opportunity because it says our Parliament takes seriously the saying that "Nothing about the people without the peopled"

It is important to poignantly point out that the recent labour unrest that had engulfed the DCS was not in the interest of the country, inmates, and the labour movement. We can also assert with conviction and without any fear of contradiction that it was not in the interest of the correctional services either. Nonetheless, we think there are lessons to be learned from the latest experiences. The events that unfolded have brought to the surface underlying issues which if left unattended can create serious problems.

The following are the issues, which always emerged as a stumbling block towards the realisation of the strategic goals of the department of correctional service. We raise these issues within the context of the recently signed memorandum of understanding between POPCRU and DCS aimed at normalising the situation and bringing practical measures in addressing all these challenges.

We were encouraged by the visit that the portfolio committee paid to the correctional centres. The report that we got as the public was am" that confirmed our concerns that we have been raising. It is no longer an argument' as to whether the prisons are overcrowded nor an opinion but a fact.

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It is going to undermine any meaningful program of rehabilitation that the government might put in place. It is a fact that prisons are not supposed to be human scrap-yards. Instead this is where law offender's must be rehabilitated. Our system of corrections must be improved by allocating more resources. As to what the consequences of overcrowding are is obvious to us for example, members are working under very stressful and trying conditions. There is no security and as result the safety of members has been compromised.

POPCRU agreed long time ago that the five-day establishment. Must be abolished in favour of a seven-day establishment. However we nave maintained that the phasing in and phasing out should be done over 3 period of three to four years.

In June 2003, we submitted a memorandum to DCS, which amongst other issues talked about the equalisation of salaries in the criminal justice cluster. Therefore, we were of the view that the process of implementing the seven day must fall within that framework, hence we agreed in principle, To our surprise without consultation, DCS unilaterally reduced the weekend establishment that is when the dispute arose. We. argued against, as we believe that, such a decision compromised the security as well as the safety of members. Another important factor was that: members would be financially disadvantaged. The department must address this matter in a sensitive manner as it affects the lives of members. The SAPS has responded to our call on the improvement of salaries and we wonder why the DCS is not responding.

We have been consistently raising our concern with the department on this issue that the number of personnel particularly at the operational level has been stagnant. From March 2003 to March 2.004, the department lost more than 1000 personnel. In 2004, they employed ,1000 corrections) officials in essence, replacing those that were lost due to terminations. The post establishment in 1995 was 35 000 and in the same year 5000 post were frozen in order to fund Apos. In 1996 we lost 3000 members due to Voluntary Severance Package and terminations. Since then the department staff complement remained between 32 000 and 33 000. We' have also seen the prioritisation of senior management posts at the expense of member at operational level, however, we welcome the employment of additional 8000 members. We also appeal for the employment of additional members over and above the 8000 if the seven-day establishment has to work.

We wish to make a submission that the re-introduction of the rank insignia by the department raised suspicions from members. It was implemented without the due processes being followed. We believe that this was an area where funds were wasted, as there was no need for this. However, it is preferable that there must be a process of orientation as part of the training of members on the ethos of the rank insignia. This should be done in order to prevent abuse by managers.

CAPACITY BUILDING

The department lacks capacity in a number of areas, particularly at the management level with regard to care and rehabilitation of inmates, financial management and management of human and material resources. The White Paper outlines a policy direction, which needs to be unpacked into practical steps. Therefore it means that we need people with the necessary skills who will be able to translate and give a meaning to the White Paper, It is our view that enough resources should be allocated in order to provide members with such skills. There must be emphasis on the training on labour relation in order to address the turn over of staff as the DCS is leading in the public service in terms of dismissals.

The restructuring of the public service was necessitated by the PSCBC Resolution 7 of 2002 and DCS as a result of that process was restructured, We are calling for the reviewal of the structure based on the current approach as detailed by the White Paper, that rehabilitation should be prioritised. Therefore we recommend that the Head Office should be streamlined in order to provide strategic direction. This approach will save a lot of funds as posts will be abolished at head office and create additional posts at operational level through savings on personnel expenditure. The .current structure .militates against the objectives and good intentions as outlined by the White Paper.

Our contribution to this committee is sincere as it seeks to formally highlight challenges confronting the department of correctional services and at the same time provide practical solutions. It is our hope that this relationship will be enhanced and natured as it provides a conductive environment to address issues of public policy. We remain committed to the strategic objectives of our democratic government and we shall always make a contribution when called upon to do so.