Recruitment and Retention Strategy: Report Back by Department & Implementation of 7 Day Establishment: Department briefing

Meeting report

Seven day Establishment: Department of Correctional Services (DCS) Briefing
Comm Vernon Petersen, National Commissioner, DCS,  reminded members that the implementation of the 7 Day Establishment and the new system was one of the most important and most complex change processes undertaken by DCS post 1994. It would take DCS a long way into implementing the provisions of the White Paper and in ensuring that the Department was not only able to comply but also to be able to deliver on the White Paper by ensuring that it had the staff and professionals in place to undertake the necessary programmes.

He noted that for many years DCS worked on a five-day week principle, paying staff overtime wages for work performed on Saturdays, Sundays and public holidays. This placed a high financial burden on the personnel budget. In 2005, after protracted negotiations, an agreement was signed with the majority union, Police and Prisons Civil Rights Union (POPCRU), under Resolution 2 of 2005, to phase in the implementation of a 7-day establishment.  This was later endorsed by the  Public Service Association (PSA). The 7-day establishment envisaged that staff would be compensated for Saturdays, double shifts and public holidays with time off. This reduced the weekend overtime expenditure dramatically. The Union agreed that the new regime would introduce better working conditions for staff and also reduce some of the risks under which they were working . Comm Petersen acknowledged the Union leadership for recognising and demonstrating their commitment to this process.

These savings, together with other cost saving initiatives, enabled the DCS now to create 8 311 entry level positions, in addition to about 2 000 vacant entry level positions that were frozen at the time. Most of these new recruits had completed their training and formed part of the current DCS establishment that was in excess of 42 000 employees, as compared to the 32 000 in 2005.

The implementation of the 7 Day system was a process of planned change with very clear milestones, which was embarked upon with the goodwill and commitment of organised labour, and with the cooperation and understanding of the coordinating parties in government, particularly National Treasury and DPSA.

Comm Petersen stated that the gains made by this Resolution 2 were then reversed with the passing of Resolution 1 of 2007 by the Public Service Co-ordinating Bargaining Council (PSCBC), which removed the option of time off in lieu of overtime and insisted upon the reintroduction of the weekend overtime pay. The Department thus incurred an over expenditure of R38 million on the Compensation of Employees budget in 2007/08.

This last resolution also made it difficult to implement the 7-day establishment on 1 April 2008. Nevertheless a pilot study proceeded with effect from that date at Johannesburg Management Area, to test the model system that was developed by Senior Managers at Khaedu. A policy document had been developed and labour had been asked for input, which would be discussed in due course. A task team consisting of area management and labour was driving the process. The new shift system had received overwhelming support from staff, and  Offender Rehabilitation Path orientation training had been provided for staff at the pilot site.

Comm Alfred Tsetsane, Chief Deputy Commissioner, Corporate Services, DCS,  explained that the new shift system supported compliance with the three-meal-a-day system, and other regions and management areas were visiting the site to gain some experiences on what had been learnt.

The pilot system attempted to ensure that officials would not get less money, and tried to balance out the questions of overtime. Because of staff shortages some officials trained as correctional officers were brought back at weekends. The pilot attempted to run the twelve-hour shift system. This was based on the visits to other countries, particularly the United Kingdom and Denmark, which had pinpointed ways to reduce security risks and better utilise staff. The pilot highlighted the additional staff requirements, confirming the findings at Khaedu. It also highlighted security risks caused by a shortage of staff. There was not optimal readiness, but there was a need for caution in implementing this plan. The final report would be completed in July 2008. The regions were requested to roll out by July 2008. A National Establishment audit was being conducted to determine minimum staffing needs.

Comm Tsetsane noted that DCS was currently spending R1.3 million per month on overtime. The estimated additional projection of implementing the Resolution of 2007 was about R1.2 billion. A meeting was held with National Treasury (NT) and Department of Public Service and Administration (DPSA) to explain the unique situation, the link to Occupation Specific Dispensation (OSD) and accountability of the DCS to the Resolution. 

The conclusion was that DCS was committed to implementing the 7 Day Establishment, as there would be benefits in terms of service delivery. However, there would be additional staff requirements. The twelve-hour shift system may not be applicable to all centres, particularly small centres. The Pilot results may not be fully applicable to all centres. There was a need for the Policy Document to be adopted by Unions and a resolution signed.

In summary, the OSD system would envisage better salary packages, better working environment, and more time off for officials to spend time with their families. The shift system would allow officials to work a 40 to 45 hour week.

Comm Petersen said that questions had been raised about the current grades and pay, and where officials would move to. He did not yet have those figures, as it was partnered with DPSA.  Before salary levels could be determined, the framework document of competencies and entry requirements had first to be studied and evaluated by DPSA. The delivery time of 1 July would not, in the circumstances, be met, but the extended time line would be given to the Committee.

Discussion
The Chairperson welcomed Mr Tshabalala from Gauteng, who was a member of the Community Correction Forum in the Johannesburg region and who was brought by Ms Ngwenya as a guest of the Committee,.

The Chairperson noted that DCS had met with the Unions, and asked when this had occurred.

Comm Tsetsane responded that there were several meetings, and he would check the dates and revert to the Committee.

Ms S Seaton (IFP) was pleased with the reports of progress. She asked if, once the 7 Day Establishment was in place, there would be more staff on duty at night to improve security.

Comm Tsetsane responded that it was the intention to have more staff in the evenings as the twelve-hour shift system was expected to require more staff.

Ms Seaton asked how absenteeism would affect the proposed 7 Day Establishment.

Comm Petersen said that there was a radical reduction in the number of days off sick.

Ms Seaton asked if the three meals a day would be put in place fully, meaning that there would not be more than fourteen hours between meals.

Comm Petersen confirmed that the whole idea of the different shift system would enable DCS to serve meals as required, and the way the shifts worked was ideal for that objective.

Ms L Chikunga (ANC) noted that on 21 June 2005 the department said it had negotiations with prison workers to access Saturday as a normal working day, in preparation for the phasing in of the 7 Day Establishment. She asked if that had been achieved.

Comm Petersen said that Saturday was not normalised as a normal working day, although it was a normal working day in terms of the Basic Conditions of Employment Act. For Sundays and public holidays the remuneration rate was different. The cycle included Saturdays. The initial assumptions of Resolution 2 of 2005 were that if people worked on a Saturday they could take another day off later, but this was reversed by Resolution 1 of 2007, which said that the Basic Conditions of Employment Act did not make provision for this.

Ms Chikunga noted that on 4 November 2005 the Department informed the Committee that R265 million had been allocated to the 2006/07 phase of the 7 Day Establishment, and she asked for clarity. She appreciated that a pilot study was started in April this year, but quoted some Minutes indicating that a pilot had already been started in 2005. She understood that some problems may have been faced but asked what had happened to make the implementation of the pilot only start now, and asked also when the 7 Day Establishment would be implemented.

Comm Petersen reminded members that they were dealing with very complex matters. The initial conceptualisation of the 7 Day Establishment was quite straight forward. It would move to a different shift system and numbers. DCS was working on the assumption that they would have the requisite numbers to implement the shift. The change of heart came after all their senior managers were employed at different types of correctional facilities, and after questions were asked as to how it could be implemented at each facility. That exercise resulted in a number of assumptions and critical areas of change that needed to be tested further. The first design was based on a very simplistic assumption. When there was further investigated and collation,  a different set of assumptions emerged. DCS decided to test those assumptions at Johannesburg.

Comm Petersen added that National Treasury had allocated a certain amount of money for DCS to increase the staff numbers in 2005, and this was added to by the savings from phasing out payments for Saturdays and the introduction of the new contributory medical aid. The funding from NT was used to recruit the 8 311 posts, resulting in the recruitment of the 10 000 staff members over the three years of that cycle. DCS was also able to do some other initiatives, and he hoped organised labour would give it credit for that. DCS spent in excess of R100 million in to raising the grade levels of officials. The savings were passed on and people benefited.

Comm Tsetsane added that 525 posts at junior management level were not funded, and DCS had also been able to attend to that issue, and to promotions.

Mr S Mahote (ANC) agreed with the Commissioner that this was not an event. He noted that when the Committee had visited Johannesburg facility, there were already complaints and he asked whether the pilot was then being implemented.

Mr Mahote noted the references to the United Kingdom and asked if there was not a country in Africa from whom lessons could be learned. He asked whether there was value in the comparison as he did not think that crowded South African facilities could necessarily be compared with Denmark, where there was an official per offender.

Comm Tsetsane said that in Africa there were not many countries that had advanced systems from which DCS could learn. The DCS had been observing how best to inculcate the human rights culture in treatment of offenders, so it was best to look at Europe, and maybe Brazil that also had problems of overcrowding. The visit to the UK followed further engagement on the process. It was not about the numbers, it was about best practice.

Mr Mahote asked what steps had been taken to rectify the budgetary constraints.

Comm Petersen said that there were a number of steps DCS was taking regarding the budget. The Commissioner was engaging on an ongoing basis, and the last meeting with National Treasury was on 14 May, when NT realised that DCS did need assistance. This was followed up with further correspondence. 
Internally, DCS had started cost saving measures to address the issue of shortages and was minimising the number of delegates coming to Parliament. It had issued a notice to the regions alerting them about the scheduling for weekends, and a number of other cost saving measures were put in place.

Mr Mahote said that the Minister had mentioned that there was going to be on the job training, and he enquired if that had that been started. He also asked if the Minister could assist the Department in speeding up the process, because many of the complaints were related to staff shortages. He also enquired when those being trained would begin working.

Ms W Ngwenya (ANC) queried communication between the Department and the Unions, and the Department and staff. She noted that in Bloemfontein, even staff members were questioning when the 7 Day Establishment would be implemented and how it would affect them. She noted that it seemed that the Unions were not in agreement.

Ms Ngwenya noted the comment that not all facilities would be the same as Johannesburg and asked how the pilot project would then translate successfully to all establishments. She also asked why this pilot was conducted only in Johannesburg, as the White Paper did not only speak about one facility. 

The Chairperson also had wondered why the pilot was conducted at Johannesburg, as this centre was so  overcrowded that it was dangerous. It was also a maximum security facility, but inmates were now more outside the cells than ever before.

Ms Chikunga added her concerns about this issue.

Comm Petersen said that DCS wanted to try the pilot at one of the most  difficult environments, where there were problems of overcrowding and staff shortages. In addition, and most importantly, DCS needed to test the assumptions from Khaedu at a place with solid managerial support, solid support from organised labour and enthusiasm from the staff and from management. The Johannesburg pilot had sharply identified the critical issues, which included staff having to leave their homes very early, problems with public transport; the numbers of people working shifts and more of them taking time off, resulting in fewer people available and thereby certain risks to security. There were also positive indications. These had included time available for people to do the rehabilitation programmes. The issue of people being outside the cell rather than inside was a very critical intervention in overcrowded facilities. He commented on the remark that this was not an event but a process. From Khaedu, through piloting phase of Johannesburg, into roll out, it was expected that readiness assessments would be done throughout. Not all the answers were yet available, but the DCS was putting trust in the process and was learning as it went ahead.

Comm Tsetsane added that the pilot in Johannesburg proved that the system was possible, because more people were available, there were more hours and staff were not rushing to go off at 4pm. It was, however, dependant on the various centres and the type of meals being served in the evening. DCS had put a hold on starting this in other centres pending the assessment in Johannesburg, which was intended to show the advantages and disadvantages, such as the transport problems. The target was to phase in and roll out those areas that were ready in July.

Comm Petersen said that, in light of expenditure and the implications of OSD, there would be tremendous pressure. Although the Provision of 2007 required DCS to pay staff for public holidays, NT had not provided funds to do so, and therefore radical cost saving steps would have to be taken until they had clarity on what Treasury was doing.  There had been a hold on introducing the employer initiated severance packages. DCS could not continue to fill vacant posts in the same way if there was no funding for that.

The Chairperson said that was the only way to proceed. If DCS was not honest it would find itself in very serious trouble. He reminded the DCS that minutes were kept of every meeting and of undertakings and statements made in the past.

Ms Chikunga asked whether DCS was again paying overtime for Saturdays. If this was being done, she asked what the financial benefits were. She asked also if the implementation of the 7-day Establishment would result in the Department spending any less than it was currently.

Ms Chikunga asked how it was expected that the 7 Day Establishment could roll out in July when it was already the end of June.
 
Ms Ngwenya thought the programme was not on track. She pointed out that the pilot project had not mentioned any time frame, and she enquired how long it would last. She noted that this Parliament did not need to have another problem like Gautrain, that benefited only one province. The DCS must cover the national areas. 

Comm Tsetsane said that the time frame for the pilot was from beginning of April to end June. DCS was doing assessments and looking at all the issues that Ms Chikunga referred to, including the impact on the amount of resources needed, and so forth. There would some small centres which would not need to change the shifts because of the number of people and how they were being managed. After the end of June the process would be taken to other centres.

Mr Mahote asked when the 8311 new employees started working, and made enquiries about the numbers.

Comm Tsetsane responded that the people who were recruited had all started the recruitment process in a learnership programme that commenced in 2004. The 8 311 had now all been recruited and were working for DCS. In addition the 10 000 officials recruited were trained and they were currently being slotted in to the vacancies. The newest recruits were in college training. The majority would be destined for the new facility opening in Kimberley. DCS currently had a full complement of 1 032 in colleges. He noted that it was not so much a numbers issue as about systems and best practice.

Mr E Xolo (ANC) queried whether, in obtaining staff, there were any mentoring and coaching programmes for senior and middle managers.

Comm Tsetsane said that DCS had invested more in training managers to do mentoring and coaching. They did not have a delivery programme as it was part of the training. DCS had a training programme on mentoring but it was not a programme of linking a number of people to one person. With learnerships, supervisors were encouraged to be mentors to the learners. DCS invested a lot of money in training of junior and middle managers. The first group was at Tshwane University of Technology, and DCS was currently engaged with the University of Northwest. Senior Managers and Executives were with the business school. DCS was capacitating and empowering managers very effectively.

Mr Xolo and Ms Chikunga again reiterated that they did not understand why Johannesburg had been selected for the pilot project, and why only one facility was selected.

Comm Tsetsane said that the question kept coming up as to why there had been only one area of focus. DCS realised that the pilot would be very expensive and wished to focus on one centre, which had all the resources, to ensure that it worked. Senior managers training through Khaedu were deployed to, and produced results from other centres such at Mthatha, Western Cape, Northwest. Those areas were unique and were not necessarily suited to the pilot. DCS had decided to focus on one area, use the resources of Johannesburg, and learn from that.

Comm Petersen added that this was not scientific research, but practice. This was really a phased implementation process. It had been started at two correctional centres in Johannesburg, after conceptualising the process through the Khaedu experience. After 1 July, depending on the state of readiness, the DCS would move to other centres and feed back into the process.

Mr Xolo asked if there were any special programmes designed for talented people in the Department.

Mr M Cele (ANC) wanted to know how much was spent on overtime. He noted that the Committee needed to know what people were earning, and what their increases were, and that that information had been requested already on 27 May.

Comm Petersen noted that DCS had financial pressures and did not have enough money to sustain the pilot in Johannesburg and continue to pay overtime. The OSD dealt with compensation over and above other considerations. It overtime had to be paid, DCS estimated that it could be as much as R343 million over three months.

Comm Petersen stressed that the OSD for Correctional Services must be unique. It dealt with the exclusions of implications of DCS moving towards roll outs. OSD could not simply be implemented on the basis of what was happening in other departments. There were some basic rules relating to the DCS officials, and set  implications for the 7 Day Establishment.

The Chairperson commented that the situation seemed to have returned to its original state. Officials of Correctional Services were also working at weekends, and the numbers were dangerous. The Committee, when visiting the prisons, had heard prison officials complaining about the weekend lists, because they wanted the overtime pay. He asked what figure was envisaged, and when it would be. When they visited the prisons the officials were complaining as to who was drawing up the weekend staff because they also wanted that overtime.

Comm Petersen asked the Committee not to expect staff to give them all the blue prints up front. Organised Labour had shown maturity to lead and DCS was committed to move with Organised Labour but in addition needed the participation of coordinating departments to understand the complexities. They wanted the 7 Day Establishment to be fully implemented by the end of this year or next year.

The Chairperson asked why DCS was not visiting countries with similar problems to those of South Africa.

Comm Tsetsane responded that that the process was applicable universally. DCS would be looking at other countries in terms of numbers.

Comm Petersen said that he took the point that there were some differences between countries. In this case DCS was trying to send a delegation to Brazil, or maybe India.

Ms Ngwenya asked what was the response of the Unions. She commented again that there did not seem to be effective communication between Department, and staff and management, and even the Unions said they were not informed.

Comm Tsetsane responded that communication between staff to management was by way of regional Executive Management Meetings with the Regional Commissioner. DCS had also sent out circulars explaining how matters were done and had also established a web page on their Internet system, with a “frequent questions” listing, and had tried to send out as much information as possible

The Chairperson asked whether the Unions were fully aware.

Comm Tsetsane said the DCS had meetings with organised labour, and even sent its own document on conceptualising. DCS met with Labour on 19 February to discuss the process and DCS gave them time to make their input. There had been a delay but the input was eventually given. At another session on 25 March they deliberated on other issues, particularly the OSD, and the 7 Day Establishment. On 14 May they also deliberated on the issue and engaged on the contents of the document submitted. A joint committee with Labour, PSA and POPCRU was set up to go and rework the two documents because PSA was not responding.

Comm Petersen added that the problem was engagement on a leadership level. There were complexities. There could be no decisive communication before the budget issues had been finalised. It must also be realised that most staff did not welcome change, especially if it threatened to impact upon their salaries, so DCS would really like to give certainty. Overtime was a “poison” that must be cut out, and there was no going back. DCS had invested in 10 000 staff members, which was now correct for the job to be done, and needed to sometimes move two steps back before moving one step forward.

The Chairperson stated that there had been attempts to convince staff on the ground. They had started in Mpumalanga in 2004 when there was a strike and anger about the position. Now there was the possibility that they would react again. The Committee had noted on its last visit that people were prepared for change but wanted to understand the details. The more this was postponed the more difficult it was becoming and a lot of money was being lost on overtime. The Committee believed that the staff would accept overtime being taken away if something acceptable was put in its place.
 
Recruitment and Retention Strategy presentation
Comm Tsetsane noted that the Department had experienced positive growth of 21.9% from 2005 to date. This related mainly to the creation of posts for the implementation of the 7-day establishment (8 311 posts) and implementation of the White Paper. He gave a graph of the establishment growth, showing finalised, filled and vacant posts, and the current statistical breakdown per occupational class as at 31 May 2008.
The total vacancy rate was 10.5%. The major vacancy rate lay in the area of scarce skills but DCS was hopeful with the implementation of the various OSDs, under Resolution 1 of 2007, there could be reduction of that number.

Complicating Factors and Challenges were noted as the shortage of scarce skills in the country. There were non-competitive remuneration strategies and emigration of professionals both out of the country and to the private sector. There was also poaching by other departments. Other factors included the lack of growth opportunities, impact of HIV and Aids, spouse relocations, the stress in the working environment and the dangerous working conditions.

The Department described its Recruitment and Retention Strategy that was designed to mitigate the challenges. The objectives were to provide a framework, with specific emphasis on scarce skills, address concerns affecting service delivery and create an organisational culture to attract and retain employees. The key Principles of the Strategy were effective human resource provisioning, induction, granting of a higher salary to try to recruit those with required competencies and analysing staff mobility and turnover trends. The strategy also aimed to reward excellence, provide enhanced service benefits, maintain good relations, and use terminations efficiently to inform recruitment. Training, career development, provision of growth opportunities and support mechanisms were also used.

The strategy was implemented in various ways. In the areas of scarce skills the Department advertised vacant posts on a regular basis and had also implemented head hunting in respect of Nurses, Pharmacists, Medical Practitioners and Psychologists. It would use counter offers, bursaries and upgrades of salaries, and would also participate in OSD for various professions. The specific strategies for nurses, psychologists, and pharmacists were outlined. The Head Hunting Statistics and Counter Offers were tabled for 1 April 2007 to 31 May 2008. Statistics were also given for the bursaries.

The main reasons for the R500 million increase in Compensation of Employees expenditure were explained as the growth in the filled posts, mainly in the Custodian Personnel occupation, and increased recruitment for other occupational classifications for implementation of the White Paper. It was stressed that this challenge was not unique to the DCS. However, it was envisaged that the implementation of OSD would standardise compensation and curb poaching and job-hopping. It was recognised that additional effort was still needed to change the working environment and image of the DCS.

Discussion
 Mr Mahote asked for more detail as to who were the bursary holders, where they were from and how they were selected.

Mr Mahote noted the need to improve the communication strategy. There had been complaints to the Committee that DCS did not hold staff meetings and management only communicated to give instructions.

Ms Ngwenya noted the shortage of scarce skills and asked what DCS was doing to recruit those scarce skills and to ensure those skills were transferable. She also asked whether affirmative action was affecting scarce skills and, if so, what the Department was doing about this.

Comm Tsetsane said that head hunting was done by recruiting agents

Ms Chikunga referred to bursaries, asking for the connection with DCS.

Ms Chikunga asked what was the career pathing for the lower categories.

Comm Tsetsane added that DCS had put a proposal on career pathing to DPSA but they did not want to accept it so DCS then decided on the interim promotion. The introduction of OSD had taken over from there.

Ms Chikunga noted that the Department had an obligation to communicate to its staff.

Ms Chikunga asked what the cost escalation in Johannesburg was being compared to. She wondered if the Johannesburg results might not be artificial.

Ms Chikunga noted that there was presently overtime being paid. She asked if this pilot project was sustainable.

Mr Xolo noted that counter offers were approved for custodians and asked what was the basis for counter offers if each year thousands of suitable applicants were rejected when applying for those posts.

Ms Ngwenya asked the pattern of vacancy posts for financial years 2005/06 and 07/08 respectively, and the present overpopulation.

Ms Ngwenya asked if core measures and budget were available to keep new recruits, and what specific measures and improved remuneration packages were used, and whether these were sustainable,

Ms Ngwenya asked if the target number of new recruits corresponded with the growing number of offenders.

Comm Tsetsane noted that the ratio target growing in tandem with overcrowding was difficult because overcrowding fluctuated from centre to centre and was dealt with according to staff establishment.

Comm Petersen added that this was an important question. The way in which staffing needs were determined was based on objective ratios set for centres, but this would then be adversely affected by overcrowding. Overcrowding should not happen. Ratios were set for ideal conditions. This was a complex matter and DCS was engaging with National Treasury on the issue.

Ms Chikunga noted that in 2005 the department said it was implementing the career pathing programme, and she asked if it had been implemented by June 2008.

Comm Petersen commented that the career pathing model of 2005 was an interim arrangement at the time following the declaration of Saturdays as a normal working day. DCS did implement it.

Ms Chikunga asked if the Department was paying rural allowances and scarce skills allowances.

Comm Tsetsane said he would have to check whether the payment of rural allowances had been stopped.

The Chairperson asked for clarity on the 343 management and support vacancies; citing in particular the 20 legal and support vacancies; 14 vacancies for chaplains; and educationalists 121 vacancies.
|
The Chairperson asked why the impact of HIV and AIDS complications was listed as a challenge.

The Chairperson asked how many bursaries were awarded, for what competencies, and at what level.

The Chairperson asked which medical practitioners’ salaries had been raised, and at which facilities.

The Chairperson noted that employees were scheduled for appointment to the vacant entry level posts for 1 July. He asked whether this meant that within seven days the DCS would have 1 700 new employees.

The Chairperson noted that the Department had implemented a higher level for intern Psychologists. He asked why did they not contact the Psychologists’ organisation and convince other psychologists to join the institution.

The Chairperson noted that there had been offers approved for custodian and support, and asked for clarity on this. He asked that if all answers could not be given now, then they should be submitted in writing.

Comm Tsetsane noted that Management and Support would be any position at management level, junior or middle, but excluding Senior Management, who were at SMS level.

Comm Tsetsane responded in general to some of the questions. He said that DCS did not provide the names of bursary holders, but if the committee required it he could submit a list. The process of awarding started with the regions, by advertising in the media both externally and internally, and in universities to ensure that learners who were skilled could access that information.

The process of applications started with the regions, where first selections would take place before the applications were considered nationally. DCS would consider how much money was available, and how many bursaries could be awarded, in which priority areas. Bursary holders signed a contract, and were obliged to serve time with the Department, or pay money back with interest if they resigned.

Mr Mahote noted the external advertisements and asked how internally employed officials could be notified of these posts. 

Comm Tsetsane reiterated that the DCS advertised externally and internally.

Comm Tsetsane thanked Members for their input on the communication strategy. He noted that the road shows, talking to staff directly, taking platforms with Unions, and sharing information could be of assistance. The communication person was present and would take the points raised on board.

Comm Tsetsane noted that there was already nursing assistance in the department but that category had since been phased out by the Department of Health.  The introduction of the OSD had resulted in reintroduction of nursing assistants, but they were employed by DCS as Custodian and Support Staff. Those who were doing nursing work, and wanted to be in the new category created would be moved, so that they knew they could grow and become managers within their field of nursing. DCS needed to create an opportunity to attract other nurses who had completed training in colleges to come into the system.

Comm Tsetsane said that the Custodian and Support Staff was an occupational category for many occupations within Correctional Services – HR practitioners, finance people, who were not specifically in their own specific occupation. That was the basis for using this in the OSD.

The Chairperson stressed that members were concerned with the issue of communication, and that was a very serious problem in DCS. People on the ground level were asking the Members about issues such as bursaries, and he was very concerned that matters like this were not known. The only way in which DCS would achieve productive staff was through productive communication. He was happy to hear that a Communications person had been appointed to deal with that weakness.

He commended the Commissioner for trying to fill the scarce skills and was pleased that something was being done to address the challenges in the department.

The Chairperson noted that the issues around the budget were a serious challenge to the Department and must be shared with the Committee.

The Chairperson expressed serious concern about the implementation of OSD on 1 July. He did not know what was the position of the other departments. He asked for clarity what would happen if the Department was not in a position to implement from 1 July, and whether this would cause complaints.

Comm Petersen agreed that DCS would not be ready by 1 July. Once the technical work was completed, it was hoped that the matter could be backdated to 1 July. The work was progressing; DCS had completed two streams and was still trying to complete one stream and once that was done it would be able to deal with costing issues.

Parole issues

The Chairperson gave the Commissioner a list of parole cases, which were not to be discussed in the meeting. He cited that three inmates were released on parole under questionable circumstances, and he cited the particular cases and asked the Commissioner to investigate the matters, where parole seemed to have been granted very early.

The Chairperson adjourned the meeting, thanking the Commissioners for their readiness to give answers.