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This strategic plan outlines the priorities, measurable objectives, and performance measures of the Department of Correctional Services. It also includes a project portfolio management strategy, service delivery improvement plan, and strategic human resource management.
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DEPARTMENT OF CORRECTIONAL SERVICES STRATEGIC PLAN (2010/11-2014/15) 14 APRIL 2010
CONTENTS • Introduction • Structure of Strategic Plan • Priority Areas • Section D • Programme purpose, measurable objectives • Programme Performance • Project Portfolio Management Strategy • Service Delivery Improvement Plan • Strategic Human Resource Management • Conclusion
INTRODUCTION • Current strategic plan developed against backdrop of financial constraints • During review department outlined criteria or requirements for each strategy • Strategies in plan are ones that were funded, met HR requirements (recruitment and development) and other necessary inputs such as Technology strategy • Strategies that do not fulfil requirements were shifted to outer years when requirements can be fulfilled
Document outlines priorities • MTSF priorities are linked with specific strategies in Programme Performance and cross references • Departmental priorities are also presented in Programme Performance and Portfolio Management Strategy • Departmental Service Delivery Improvement Plan is over three year period • Summary of HR Plan as required in terms of Part IIID of Public Service Regulations is included in Strategic Plan
STRUCTURE OF STRATEGIC PLAN • Structure of Strategic Plan in accordance with Public Service Regulations Part III (B1) • Part A • Forewords by Ministry and introduction by Acting National Commissioner • Part B • Strategic overview • Legislative framework • Policies, priorities and strategic goals • Part C • Expenditure trends • Multi-year projects of income • Information systems • Part D • Programme Performance • Project Portfolio Management Strategy • Service Delivery Improvement Plan • Strategic Human Resource Management
PRIORITIES • Plan reflects 11 priority areas that must be delivered on in Medium Term Expenditure Framework (MTEF) • Priorities embedded in Strategic Plan – aligned with MTSF. They are: • 7-day establishment implementation • Remand Detention management • Offender Population Management • Utilisation of Offender Labour • Enhanced Parole System • Service provision for Youth and Child Offenders • Improvement of Governance • Stakeholder Relations Management • Delivery on targets on performance indicators • Legislative Framework • Offender Rehabilitation Path implementation
STRATEGIES • Plan reflects work to be done by National Office (Regulatory and Monitoring Strategy – R & M) and work to be done in Regions (Operations Strategy) • There are 83 strategies within R & M Strategy and 58 in Operations Strategy • Strategies all directed at achieving measurable objectives and delivery on the White Paper
PROJECT PORTFOLIO MANAGEMENT STRATEGY • Three portfolios • Master Information System Planning • Organizational Development Strategy • Crime Prevention Strategy • Master Information System Planning • Ensure department has technology base for its operations • Organizational Development Strategy • Build institutional capacity for service delivery • Crime Prevention Strategy • Enhance department to deliver on its mandate • All programmes and projects within three portfolios operate on project management principles
SERVICE DELIVERY IMPROVEMENT PLAN (SDIP) • Compliance with Public Service Regulations and White Paper on Transformation of Service Delivery (Batho Pele) • DCS – Four key services that form basis of SDIP for three year period (2009 – 2013) – after three years review and new key services identified • Key Services: • Manage access of service providers and other stakeholders into correctional centres • Manage the payment of bail and fines at correctional centres • Improve scheduling of visitations to offenders • Improve telephone/switchboard etiquette at all service points • Monitored by means of quarterly reports
STRATEGIC HUMAN RESOURCE MANAGEMENT • HR Plan determines demand for and supply of employees that are critical to achieve strategic goals and objectives of Department • Plan ensures that Department meets its human resources needs in line with the imperatives of White Paper on Corrections • Linked to Regional Strategic HR Plans in order to ensure synergy and integrated planning between National Head Office and Regions • Strategic Human Resource Plan informs strategies of departmental strategic plan
CONCLUSION • Strategic Plan focus work of Department over MTEF against backdrop of budget constraints of 2009/10 and MTEF allocations, to ensure it systematically, incrementally and realistically deliver on White Paper on Corrections in South Africa, which has been approached since 2005 as a 15 – 20 year undertaking • Minister of Correctional Services stated: “The successful implementation of this strategic plan remains heavily dependent on effective partnerships, both internal and external, to realize the goals we’ve set for ourselves. We will continue to cooperate with various oversight bodies in their work. We also continue to value the support and monitoring of both the Parliamentary Portfolio Committee and the Office of the Auditor General in ensuring compliance in our work.”
