SECURITY FENCING PROGRAMME
BRIEFING TO THE
DEPARTMENT OF CORRECTIONAL SERVICES
PORTFOLIO COMMITTEE
17 September 2013
PURPOSE
At the request of the Parliamentary Portfolio Committee
on Correctional Services, the Department of Correctional
Services (DCS), in association with the Independent
Development Trust (IDT), have prepared a presentation
to address the concerns raised by the Committee:
•
The Role of the IDT
•
Management of the Programme
•
Programme Budgets
THE IDT BACKGROUND
The 1997 Cabinet mandate is still in place: “The IDT must be
transformed into a government development agency that will
implement projects which are commissioned by government
departments.”
Integrated into the public service delivery system in 1999 with the
promulgation of the PFMA and listed as a Schedule 2 Major Public
Entity. Achieved 10 successive years unqualified audit reports
Reports to Parliament through the Minister of Public Works, the
Shareholder Representative and Executive Authority. Thus the IDT
seeks to contribute towards the mandate, vision and strategic
objectives of Department of Public Works (DPW)
Is a special purpose vehicle which has since 2000/01 directed over
R14.5bn of government’s development investment.
Supports all spheres of government with the delivery of its mandate
through programme implementation agreements.
Does not have a funded mandate. Charges a management fee in
addition to recovering programme overhead costs.
PROGRAMME EXPENDITURE
PERFORMANCE TREND: 2009-10 TO
2012/13
6,000,000,000
5,647,569,270
2009/10
2010/11
5,000,000,000
4,700,380,000
2011/12
2012/13
4,292,853,000
4,066,322,000
4,000,000,000
4,137,434,000
3,536,538,000
3,131,226,000
3,000,000,000
2,689,023,000
2,251,223,000
2,238,712,000
2,000,000,000
1,802,934,000
1,635,645,000
1,206,753,000
1,000,000,000
588,500,000
449,143,000
0
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
TOTAL
PROGRAMME DISTRIBUTION: 2012-2013
Programme Category
Criminal Justice Systems Facilities
Educational Facilities
Enterprise Development
Environmental Intervention
Food Security
Health Care & Facilities
Other
Poverty Relief & EPWP
Public Facilities
Sports, Arts and Culture
Water & Sanitation
Welfare Support and Facilities
Grand Total
Total
% Contribution
R 676 957 892
12.0%
R 2 835 057 678
50.2%
R 389 929
0.0%
R 128 263 491
2.3%
R 132 165 349
2.3%
R 1 072 169 869
19.0%
R 2 879 554
0.1%
R 405 331 378
7.2%
R 79 685 255
1.4%
R 71 331 560
1.3%
R 91 371 779
1.6%
R 151 965 535
2.7%
R 5 647 569 270
100.0%

Please note that the Criminal Justice Systems Facilities expenditure value above is a combination
between DCS and DoJ&CD

All of the above departments have signed agreements governing their relationship with the IDT
THE IDT AND DEPARTMENTAL FUNDS
TRANSFER

Please note that the above extracts are from a letter from National Treasury tin response to the IDT
dated 12 May 2009 and signed off by the then Chief Director: Governance Monitoring and
Compliance, Jayce Nair highlighting the various departments concerns around “advance payments”
DEPARTMENTAL FUNDS TRANSFER TO IDT

Please note that the above extracts are from a letter from National Treasury tin response to the IDT
dated 12 May 2009 and signed off by the then Chief Director: Governance Monitoring and
Compliance, Jayce Nair highlighting the various departments concerns around “advance payments”
DCSSF02
PROGRAMME DCSSF02
IDT APPROACH TO DCS REQUIREMENTS
•
The DCS and the IDT entered into a Memorandum of Agreement in
October 2011 whereby the IDT would serve as an implementation
agent.
•
The Scope Statement compiled at the joint approach planning session
between DCS and IDT is hereunder:
•
To reposition and transform the Department of Correctional
Services in the Criminal Justice system through the
implementation of quick and long term infrastructure delivery
interventions. Ensure effective and efficient integrated service
delivery informed by the White Paper on Correctional Services.
•
Approach adopted that 90% security is “no security at all”.
•
DCS required a comprehensive security solution.
PORTFOLIO GOVERNANCE STRUCTURE
MOA GOVERNANCE REQUIREMENTS
MEETINGS:
•
•
Site Meetings (SM) (Level 4):
•
Fortnightly
•
IDT Regional, DCS Local and Regional, Engineers, Contractor
•
Monitor site progress, challenges, compliance.
Programme Progress Meeting (PPM) (Level 3):
•
Monthly
•
IDT National and DCS National, Engineers, Contractor
•
National progress, operational issues, Contractor requests and
submissions
MOA GOVERNANCE REQUIREMENTS
MEETINGS:
•
•
Programmes Steering Committee (PSC) (Level 2)
•
Monthly
•
IDT National, DCS National and invited Service Providers
•
Responsible for oversight of all DCS/IDT Projects
Client Meeting (CM) (Level 1)
•
Monthly
•
IDT National, DCS National
•
Responsible for oversight of all DCS/IDT Projects
PSC RESPONSIBILITIES
•
Oversight
•
Time
•
Cost (Scope Management)
•
Quality
•
Budgetary Control
•
Monthly meetings and co-ordination
•
Programme Delivery
•
Liaison with respect to local and regional issues
•
Ensure Compliance with the MOA
SCOPE OF WORKS 1 of 2 (External)
•
High Security Fences
•
Sallyports and Guardhouses
•
Agricultural and Perimeter Fences
•
Earthworks and Civils
•
Fibre and Copper Network
•
Electrical Infrastructure
•
Closed Circuit Television
•
Generators
•
External Lighting along fences
•
Detection Systems
•
Gates
SCOPE OF WORKS 2 of 2 (Internal)
•
Access Control Points:
•
Software systems:
•
X-Ray machines
•
Metal detectors
•
Biometric readers
•
Turnstiles
•
Closed Circuit Television
•
Workstations
•
Cabling and Wi-Fi network
•
Intercoms
•
Cell Phone Detection
•
Uninterrupted Power Supplies
•
Prison Doors
•
•
Integrated Security
Management System
•
Prison management System
•
Graphic User Interfaces
General:
TENDER PROCESS-PSP AND CONTRACTOR
•
Open Tender process undertaken to procure a Professional Service
Provider and Contractor.
•
The Professional Consultant and Contractor were appointed by
February 2012 for the “Installation of high security of 27 Prisons
(Correctional Centres) on 13 Facilities as well as associated
integrated security systems and sallyports that go with the fencing” for
a tender value of R476m.
PROJECT EXECUTION PLAN
•
Contractor was advised to begin procurement immediately to
accelerate delivery.
•
This instruction was imperative due to the fact that the grade of steel
used for the fencing needed to be fabricated by the local steel
foundries.
•
The fence manufacturer also had to switch over their factory to
manufacture the customised fencing for DCSSF02.
•
At the beginning of the programme, an assessment was conducted
to confirm the scope of works meets the operational requirements.
This process is called the Project Execution Plan (PrEP). This led to
a mitigation of scope variance at a very early stage.
•
PrEP reports were produced which considered the operational needs
of each facility. This had resulted in quantity fluctuations as opposed
to rate fluctuations. Only the original tendered rates were used.
PROJECT EXECUTION PLAN
IMPLEMENTATION
PrEP Results
•
15 Correctional Centres on 8 Facilities within the Tender amount.
Region
Management Area Facility/Correctional Centre
Gauteng
Johannesburg
JHB Med A, Med B, Female,
Juvenile
Kgosi Mampuru II
Pretoria Local
Durban
Umzinto
Pietermaritzburg
Pietermaritzburg
Free State
Kroonstad
Harrismith
Eastern Cape
Mthatha
Mthatha
Western Cape
Goodwood
Goodwood
Pollsmoor
Pollsmoor Max, Med A,B,C,
Female
KZN
IMPLEMENTATION
PreP Results cont.
•
Balance of 12 Correctional Centres on 5 Facilities : Access on hold
until further funds allocation from DCS.
Region
Management Area Facility/Correctional Centres
Gauteng
Modderbee
Modderbee
Free State
Kroonstad
Kroonstad Med A,B, Female,
Juvenile
Eastern Cape
St Albans
St Albans
Mpumalunga
Barberton
Barberton
KZN
Durban
Westville Med A,B,C, Female,
Juvenile
PROGRESS AS AT 15 JULY 2013

Preliminary & General (P&G’s) are defined as those expenses which include overhead costs and site
establishment.

A “bond store” system was implemented where material was procured and stored at a central
warehouse for distribution to various sites.
BOND STORE
The bond store principle was initiated at the beginning of the
DCSSF02 contract due to the large amounts of fencing material that
needed to be manufactured and stored on location at the fence
manufacturers on site warehouse.
Due to the need to finalise the PrEP process which led to a variance in
final quantities this storage method was used as an interim point of
transfer.
Cognisance must be taken of the fact that the fencing panels range
between 6-8 metres in length and have a standard width of 3 metres,
hence this led to the panels being transferred across the country by
road from the Cape using abnormal vehicles.
The bond store has ceased to exist in the course of 2012 as the final
quantities had been agreed by the PrEP process and dispatched from
the suppliers “bond store” in the Cape directly to the respective
fencing sites nationally.
PROJECTED COMPLETION DATES
PROGRESS PHOTOS
Pietermaritzburg
Pietermaritzburg
Umzinto
Harrismith
Harrismith
PROGRESS PHOTOS
Pretoria
Goodwood
Mthatha
Pollsmoor
Johannesburg
PROGRAMMES CHALLENGES
•
Excessive Rainfall hampered the implementation process
•
Existing services, no records exist
•
Poor soil conditions hamper progress on most of the sites
•
Inconvenience caused due to the new security measures
e.g. parking for staff affected
•
Construction in a “live” facility, requires that the facility is
fully secure at all times.
Thank You