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Department of Correctional Services

Department of Correctional Services. Vote 19. FINAL STATE OF EXPENDITURE: 2001/2002. FINAL STATE OF EXPENDITURE: 2001/2002 FINANCIAL YEAR. FINAL STATE OF EXPENDITURE: PER PROGRAMME. FINAL STATE OF EXPENDITURE: STANDARD ITEMS. FINAL STATE OF EXPENDITURE: PER PROVINCE.

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Department of Correctional Services

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  1. Department of Correctional Services Vote 19 FINAL STATE OF EXPENDITURE: 2001/2002

  2. FINAL STATE OF EXPENDITURE: 2001/2002 FINANCIAL YEAR

  3. FINAL STATE OF EXPENDITURE: PER PROGRAMME

  4. FINAL STATE OF EXPENDITURE: STANDARD ITEMS

  5. FINAL STATE OF EXPENDITURE: PER PROVINCE

  6. Department of Correctional Services Vote 20 MTEF BASELINE ALLOCATION: 2002/2003 – 2004/2005

  7. AIM OF DCS To contribute to maintaining and protecting a just, peaceful and safe society by enforcing sentences of the courts in the manner prescribed by the Correctional Services Act (Act no 111 of 1998), detaining all prisoners in safe custody whilst ensuring their human dignity and promoting the social responsibility and human development of all prisoners and persons subject to community corrections.

  8. Vision and Mission Vision To be one of the best in the world in delivering correctional services with integrity and commitment Mission To deliver a Correctional Service in partnership with stakeholders by providing: incarceration of prisoners under conditions consistent with human dignity; rehabilitation and reintegration programmes, proper supervision of persons under community corrections procurement and acquisition of adequate resources which enable effective response to challenges through progressive management, trained personnel, sound work ethics, performance management and good governance.

  9. CORE BUSINESS OF DCS • To keep offenders in safe custody. • To supervise and control probationers and parolees. • To maintain control, discipline and a safe environment in prison. • To provide humane conditions for offenders. • To provide rehabilitation programmes which help offenders to address their offending behaviour and allow them to live and lead responsible lives. • To assist offenders with re-integration into the community.

  10. KEY DEPARTMENTAL MEDIUM TERM OBJECTIVES • ·Development of a Green Paper on Correctional Services. • ·Create a culture of Good Governance to combat corruption, • crime, malpractice and mal- administration within the • Department. • ·Improvement of the skills capacity of lower level staff and the • retention of skilled personnel. • ·Improvement of prisoner management. • ·Taking appropriate measures to adequately address the • special needs of targeted prisoner categories including but • not limited to: the youth; females; the aged; pregnant females • and mothers with infants; terminally-ill prisoners; the mentally • challenged; and prisoners with disabilities. • ·Enhancement of rehabilitation programmes. • ·Enhancement of prisoner peer-educator programmes.

  11. KEY DEPARTMENTAL MEDIUM TERM OBJECTIVES ·Deployment of prisoner generated goods and services including labour for poverty and disaster relief and rural development. ·Enhancement of Community Corrections. ·Significantly decrease incarcerated population to reduce overcrowding. ·Development of significant cost reducing prison facility prototype designs. ·Significantly improving the maintenance and repair of facilities. ·Significantly increase prison accommodations to reduce overcrowding.

  12. DEPARTMENTAL PROGRAMMES ·Administration, which comprises the Ministry and other senior policy- makers and managers of the Department. ·Incarcerationsecures prisoners and ensures the sound management of Correctional Services facilities. ·Rehabilitation provides opportunities for education and training, skills development, personal development, spiritual enlightenment and preparation for release. ·Community correctionsensure the direct supervision of probationers and parolees. ·Facility Mangement and Capital Works provide for accommodation needs of the department.

  13. MTEF BASELINE ALLOCATIONS 2002/2003: 2004/2005 2001/2002 Year 0 R’000 2002/2003 Year 0+1 R’000 2003/2004 Year 0+2 R’000 2004/2005 Year 0+3 R’000 Original Baseline allocation 6 172 246 6 996 884 7 642 431 8 100 977 Revised baseline allocation 6 581 454 6 884 911 7 424 241 8 115 922 % Increase on previous year 4.6% 7.8% 9.2%

  14. Budget Allocations per programme MTEF: 2002/2003 – 2004/2005 2001/2002 Year 0+1 R’000 2002/2003 Year 0+1 R’000 2003/2004 Year 0+2 R’000 2004/2005 Year 0+3 R’000 Administration 2 173 955 2 165 528 2 261 174 2 375182 Incarceration 2 830 164 2 828 606 2 934 328 3 268 067 Rehabilitation 297 347 305 806 311 021 320 713 Community corrections 259 033 269 584 287 569 316 455 Facility Management and Capital works 1 020 955 1 315 391 1 630 149 1 835 505 - Capital Works/Facility Man 877 571 879 691 1 134 624 1 297 314 - Apops 143 384 435 700 495 525 538 191 Total 6 581 454 6 884 911 7 424 241 8 115 922

  15. Budget Allocations Standard Item MTEF: 2002/2003 – 2004/2005 2001/2002 Year 0+1 R’000 2002/2003 Year 0+1 R’000 2003/2004 Year 0+2 R’000 2004/2005 Year 0+3 R’000 Personnel 4 493 853 4 562 030 4 734 339 5 168 670 Administrative expenditure 206 893 227 240 234 734 246 562 Inventories 583 902 563 406 570 232 596 843 Equipment 217 022 152 223 172 985 187 150 Land and buildings 743 420 739 998 992 933 1 146 508 Professional and Special Services 319 504 623 626 701 902 752 480 Transfer Payments 16 859 16 388 17 116 17 709 Total 6 581 454 6 884 911 7 424 241 8 115 922

  16. Budget Allocations Per Province 2001/2002 versus 2002/2003

  17. Budget Allocations : Key Features MTEF: 2001/2002 versus 2002/2003 2001/2002 R’000 2002/2003 R’000 Personnel expenditure 4 493 853 4 562 030 Human Resource Development 53 465 52 066 Overtime 596 160 639 927 Medical Aid(Medcor) 584 000 630 720 Vehicles 50 000 20 000 Information Technology 126 317 107 392 Electronic Monitoring 15 613 20 603 Inmate Tracking 13 400 12 700

  18. Budget Allocations : Key Features MTEF: 2001/2002 versus2002/2003 2001/2002 R’000 2002/2003 R’000 Facilities Management 134 187 139 734 Capital Works 743 384 739 957 Apops 143 384 435 700 Rehabilitation of offenders 297 347 305 806 Medical Treatment (Prisoners) 43 456 62 124 Parole Boards 29 442 31 740

  19. D.C.S COST DRIVERS MTEF: 2002/2003 – 2004/2005

  20. COST DRIVER: PRISON ACCOMMODATION Voted Year 0 2001/2002 Year 0+1 2002/2003 Year 0+2 2003/2004 Year 0+3 2004/2005 Existing Accommodation 102 048 111 630 112 183 112 765 Plus: Additional financed 9 852 553 582 6380 - Upgrading/ Extensions 1 558 553 582 380 - New DCS Prisons 2 040 6 000 - APOPS Prisons 5 952 Financed prison accommodation 111 630 112 183 112 765 119 145 Projected DAPP 186 610 203 146 219 682 236 218 % Projected Overcrowding 67.17% 81.08% 94.81% 98.26%

  21. COST DRIVER: FINANCED OFFENDER POPULATION Voted Year 0 2001/2002 Year 0+1 2002/2003 Year 0+2 2003/2004 Year 0+3 2004/2005 Prisoners 177 952 183 952 190 952 195 952 • DCS 172 000 178 000 185 000 190 000 • APOPS 5 952 5 952 5 952 5 952 Probationers and Parolees 67 200 68 000 72 000 75 000 Total Offenders (Financed) 245 152 251 952 262 952 270 952 Projected Offender Population 253 000 271 000 291 000 311 000 Unfunded offender population 8000 22 000 28048 40 048

  22. COST DRIVER: PERSONNEL ESTABLISHMENT NEED Year 0 2001/2002 Year 0+1 2002/2003 Year 0+2 2003/2004 Year 0+3 2004/2005 Head Office 1 078 1 078 1 078 1 078 Provincial Offices 672 672 672 672 Management Areas 33 570 38 911 41 031 44 596 Total Personnel Need 35 320 40 661 42 781 46 346 Financed MTEF 35 320 35 320 35 320 35 320 Plus: Add. Financed 1 800 Total Financed 35 320 35 320 35 320 37 120 Shortfall 0 5 341 7 461 9 226

  23. OPTIONS PRESENTED TO NATIONAL TREASURY

  24. OPTIONS FOR ADDITIONAL FUNDING 2002/2003 Year 0+1 R’000 2003/2004 Year 0+2 R’000 2004/2005 Year 0+3 R’000 Salary Increase: D.C. S Officials 309 263 327 548 345 574 Total projected prison population 76 630 123 991 184 351 Backlog personnel establishment 389 893 574 497 893 106 Needs Based Rehab. Programme 13 349 10 829 11 034 New prison accommodation 270 045 354 231 379 454 Agricultural self-sufficiency 41 000 9 694 11 194 TOTAL 1 100 180 1 400 790 1 824 713

  25. OPTION :1 Salary increase: DCS officials Negotiations for a special salary increase (on a sliding scale from 3 to 10 %- excluding mangement) for DCS officials with implementation date 1 April 2002. Financial Implications : 2002/03- R 309,263 million 2003/04- R 327,548 million 2004/05- R 345,574 million

  26. OPTION 2: Funding of total Projected Prison Population The option is aimed to ensure effective achievement of the Departmental core objectives in providing a safe and humane custody in terms of the Constitution and Correctional Services Act. It involves the funding of the projected cost for the total projected daily average prison population . Financial Implications : 2002/03- R 76,630 million 2003/04- R 123,991 million 2004/05- R 184,351 million

  27. OPTION: 3 Backlog on personnel establishment and personnel needs for new prisons Funding of the backlog on the personnel establishment, personnel needs for new prisons already opened and to be opened within the 2002 - 2005 MTEF period Financial Implications : 2002/03- R 389 million- Backlog-R382.520 million New prisons R 7.373 million 2003/04- R 574.497million 2004/05- R 893.106million- Backlog R 775.980 million New prisons R 117.126 million

  28. OPTION:4 Development and implementation of needs based rehabilitation programmes. Engagement of the community in the rehabilitation programmes and the development and implementation of need based rehabilitation programmes by the year 2003 Financial Implications : 2002/03- R 13,349million 2003/04- R 10,829million 2004/05- R 11,034million

  29. OPTION : 5 Building of three additional prisons and upgrading of existing facilities Financial Implications : 2002/03- R 270,045 million 2003/04- R 354,231 million 2004/05- R 379 454 million

  30. OPTION : 6 Increase Agricultural Self-sufficiency This option will enhance self-sufficiency especially regarding the production of animal products. The additional infrastructure created will increase the rehabilitation capacity, whilst the cost-effective production will decrease the incarceration costs. Financial Implications : 2002/03- R 41 000 million 2003/04- R 9,694 million 2004/05- R 11,194 million Saving for DCS per annum : R 2,788 million

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