PROCESS OVERVIEW: Creation of Career Advancement opportunities for DCS Production Level employees

1. DEPARTMENT OF CORRECTIONAL SERVICES BRANCH: CORPORATE SERVICES PROCESS OVERVIEW: Creation of Career Advancement opportunities for DCS Production Level employees

2. BACKGROUND • DCS was faced with the reality of not being able to address vertical mobility within Production Levels of the Custodian and Support Personnel since July 2001 (PSCBC Resolution 7/2000 abolished interchangeable rank- and leg promotions)

3. BACKGROUND • Slow progress in the General Sectoral Chamber (GPSSBC) to provide guidelines for Career Pathing together with mounting pressure from DCS staff on the lack of promotion opportunities prompted the DCS to explore alternatives in addressing this matter

4. SUCCESSES ACHIEVED • Kick-off during 2004 with the lowest salary levels employees, namely that of Students on salary level 3. • The implementation of rank- and salary progression of Students (as fully trained production employees). The impact of this exercise was retrospective salary-/rank adjustments from Level 3 to Level 5 of Students with Budget Expenditure of ±R90 million during the 2004 / 2005 financial year

5. SUCCESSES ACHIEVED • Pursuant to the implementation of the Students’ improved situation, the focus was extended and shifted to Levels 5 and 6 – Production Level employees and the following achievements can be confirmed: • Intensive consultations with all relevant roleplayers including DPSA, National Treasury and Organized Labour. • Formulation of effective, affordable and equitable “Interim Promotional Arrangements” which ensures compliance to Public Service Regulations and Correctional Services Act Requirements.

6. SUCCESSES ACHIEVED • Securing of sufficient funds from projected savings from the DCS Personnel Budget over the three (3) years MTEF period (2005 – 2008) of R330 million. • Creation of promotion opportunities (higher level vacancies) through the restructuring of the previous interchangeable salary levels 3 – 7 establishment.

7. SUCCESS ACHIEVED • In addition to current vacancies, additional posts have been created to provide for advertisement and promotion of successful candidates: • * CO III (Level 5) to be promoted to CO II (Level 6) : 6605 • * CO II (Level 6) to be promoted to CO I (Level 7) : 3128 • Beneficiaries to these promotion arrangements during the current financial year number 9 733 Production Level employees.

8. ENVISAGED ORGANIZATIONAL GAINS VIA PROMOTIONS • Increased Personnel morale • Distinction between performance levels expected - CO III (Level 5) – Fully trained Production Level - CO II (Level 6) - Advanced Production Level - CO I (Level 7) - Supervisor of a small institution and/or Highly Skilled Production Level

9. ENVISAGED ORGANIZATIONAL GAINS VIA PROMOTIONS • Reinforcement of the aim and intention of the Performance Management and Development System. • Clearly specified competencies required per salary level in support of the need for sufficient service delivery implied in the White Paper on Correctional Services. • Is an addition to existing mechanisms to give recognition to performance, especially on the Production Levels of the organization

10. Implementation (roll - out) of the promotion of Production Level employees * Intensive National Communication to provide information on the process and applicable measures to all DCS employees / managers – By 1 November 2005. * National Advertisement of all identified vacancies per Correctional Centre / Management Area Component – By 4 November 2005. * Executing of administrative actions linked to application, selection and approval processes – From 25 November 2005 to 28 January 2006. * Announcements of promotions: 1 February 2006

11. SOME IMPORTANT FEATURES OF THE APPLICATION / SELECTION AND APPROVAL PROCESS: • Transparency: • National advertisement informing / indicating the location of vacancies. • Known minimum requirements • Issuing of receipts as proof of application • User friendly process: • Simplified application process. • - Pro forma application form. • - Use of local infra structure to apply for positions within Region or Nationally

12. User friendly process (Continued): • Limitation of applications (5) at other Management Areas and Regions • Consideration of a single application for all similar advertised vacancies per Correctional Centre or Management Area Component. • Control Measures • Registering of individual applications and issuing of receipts. • Compliance audit and certification of application information by designated HR officials per Management Area.

13. Control Measures (Continued) • Compilation of an Integrated Promotion List for use during the selection process. • Formulation and consistent application of fixed selection criteria. • - Promotability rating of at least average. • - 3 years experience on the required salary level. • - In possession of at least a Standard 10 • qualification • Restrictive selection criteria (if required) • - Preference to higher performance rating. • - Preference to more acquired experience. • - Post - specific requirements for example multilingualism, • computer literacy or exposure in the relevant environment of the vacancy

14. Recommendation and approval process • - Selection panels per Management Area to identify • qualifying candidates and recommend the most • suitable candidates. • - Area Commissioner to endorse recommended and suitable candidates for promotion. • - Regional Commissioner approves recommendations • - Head Office facilitates announcement of promotions.

15. CONCLUSION The DCS as employer is proud to be in a position to address the career interests / needs of a significant portion of its personnel with this initiative and trust that personnel will seize this opportunity as a definite avenue towards further improvement in the conditions of service and advancing the implementation of the vision and mission of DCS.

16. Thank you