POLICY AND PROCEDURE ON INCAPACITY LEAVE AND ILLHEALTH RETIREMENT (PILIR)
DEPARTMENT OF CORRECTIONAL SERVICES (DCS)
PILIR REPORT
CDC Human Resources
TMI Mokoena
11 March 2015
Confidential
OVERVIEW
 Management of incapacity leaves and ill-health retirement cases are dealt with in
terms of the Policy and Procedure on incapacity leave and ill-health retirement
(PILIR).
 PILIR policy makes provision for the appointment of the Health Risk Manager to
assess incapacity leave and ill-health retirement applications and make
recommendations to the Department of Correctional Services, following the receipt
of the latter the decision to approve or decline will be considered and applied by
the delegated manager.
 The latter policy becomes applicable once employees has exhaust their 36 days
sick leave in a three year cycle.
 The presentation will therefore illustrate the progress made in terms of the
management of incapacity leave and ill-health retirement within the Department of
Correctional Services. This presentation will also highlight the significant
submission trends which have been noted in terms of temporary incapacity leave
(TIL) and ill health retirement (IHR) applications that have been received and dealt
with.
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1
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DISCUSSIONS
 The Department of Correctional Services resumed the implementation of PILIR in
July 2003 and to date this process is still enforced.
 However, this process was halted in January 2013 up to 31 October 2013 due to
the court interdict that prevented any appointment of the Health Risk Manager by
any of the National and Provincial Departments.
 The halting of the latter process created the stockpile cases which could not be
handled and as a result the decision to approve or decline these cases could not
be taken. The Stockpile are outlined in detail as follows:
 Stockpile Long Term Incapacity Leave cases
 Stockpile Short Term Incapacity Leave Cases
 ILL - Health Retirement
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2
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DISCUSSIONS Cont.
Stockpile Long Term Incapacity Leave applications
Management
Area
Total nr. of
Applications
Total
Days
Number of
Officials
Total of Applicatins
not finalized
Eastern Cape
115
7431
58
115
Free State &
NC
42
4002
61
42
Gauteng
14
5 833
44
14
Head Office
9
580
6
9
KwazuluNatal
65
6135
62
65
LMN
35
4139
77
35
Western Cape
63
4045
80
63
343
26332
388
343
Total
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3
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DISCUSSIONS Cont.
Stockpile Short Term Incapacity Leave Applications
Management
Area
Total nr. of
Applications
Total days
Number of
Officials
Total of Applications
not finalized
Eastern Cape
244
2451
156
244
Free State &
NC
239
2951
241
239
Gauteng
112
1 690
116
112
Head Office
48
358
33
48
Kwazulu-Natal
276
3251
189
276
LMN
159
2572
142
159
Western Cape
300
2696
125
300
1378
15969
1002
1378
Total
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DISCUSSIONS Cont.
Ill-Health Retirement
Management Area
Total Number of
Applications received
Total Outstanding
Eastern Cape
9
9
Free State & NC
10
10
Gauteng
2
2
Head Office
2
2
Kwazulu-Natal
8
8
LMN
1
1
Western Cape
0
0
Total
32
32
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DISCUSSIONS Cont.
 The total stockpile cases as illustrated on slide 1 – 2 above is 1 721 with the short
term applications (0 - 29 days) being the highest as it amounts to 1378 in
comparison to the long term applications ( from 29 days and higher) which is 343.
 In terms of ill-health retirement applications as outlined on slide 3 the total of 32
applications were received. The break down of applications is per regions and
from the total applications received it can be deduced that regions with highest
applications are Eastern Cape; Free State and Northern Cape and Kwa Zulu
Natal.
 The Department of Public Service Administration (DPSA) has appointed the
Metropolitan Health Risk Manager (PTY) Ltd as the Health Risk Manager for
processing of the Stockpile cases for all National Department and Provincial
Departments. The Department is currently in the processing of signing the Service
Level Agreement with this company.
 Two meetings were already held in this regard with human resource managers.
The processing of the latter cases will be resumed in due course as all the
stockpile applications have been handed over to Metropolitan Health Risk
Manager.
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DISCUSSIONS
Cont.
 It is also presented that the Department appointed the Alexander Forbes Health
Risk Manager from 1 November 2013 up to December 2018 to assess and
provide recommendations on all cases of temporary incapacity leave and ill-health
retirement for the Department of Correctional Services.
 Since the latter appointment the cases of incapacity leave and ill-health retirement
that were dealt with are outlined as follows:
National statistics of Short Term Incapacity Leave and Long Term Incapacity
Leave
Total nr. of
Applications
Total days
Nr. of
Officials
Total of Applications
not finalized
Short term
Applications
6 355
51 099
3 023
1 836
Long term
applications
1 085
72 208
683
309
Total
7440
123307
3706
2145
Type of
Application
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DISCUSSIONS
Cont.
National statistics of ILL Heath Retirement (IHR)
Management
Area
Number of ILLHealth
Applications
Total nr. of
Applications
126
Nr. of
Nr of applications
applications not
approved for Medical
considered for Medical
Retirement
retirement / withdrawal
53
8
 Below is the detailed breakdown per Region (Slide 9 – Slide 11)
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DISCUSSIONS
Cont.
Short term applications (STI)
Management
Area
Total nr. of
Applications
Total days
Nr. of
Officials
Total of
Applications
not finalized
1 427
9 517
733
384
Free State & NC
905
7 994
408
564
Gauteng
813
7 724
451
224
Head Office
80
825
49
19
1 309
10 161
571
385
504
3 447
315
260
1 317
11 431
496
0
6 355
51 099
3 023
1 836
Eastern Cape
Kwazulu-Natal
LMN
Western Cape
Total
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DISCUSSIONS Cont.
Long Term applications (LTI’s)
Management
Area
Total nr. of
Applications
Total days
Nr. of
Officials
Total of
Applications not
finalized
Eastern Cape
220
13 173
119
83
Free State & NC
107
7 773
84
69
Gauteng
204
15 528
144
70
7
559
1
1
277
16 646
158
58
65
4 416
48
28
205
14 113
129
0
1 085
72 208
683
309
Head Office
Kwazulu-Natal
LMN
Western Cape
Total
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DISCUSSIONS
Cont.
Ill-Health Retirement
Total nr. of
Applications
Appoved
Disapproved
Applications
withdrawn/
Services
Terminated
Eastern Cape
15
5
3
2
5
Free State &
NC
17
10
0
2
5
Gauteng
23
8
2
1
12
Head Office
0
0
0
0
0
KwazuluNatal
23
8
2
1
12
LMN
10
3
3
Western Cape
24
21
2
1
0
Total
112
55
12
7
38
Management
Area
Total
Outstandi
ng
4
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DISCUSSIONS
Cont.
In the analysis of the above of slide 9 and 10, the following trends were observed
that:
 The coastal regions are the highest in reporting of incapacity leave in comparison
with the inlands regions.
 In terms of gender it was noted that males are the most officials applying for
incapacity leave in comparison with the females and this could be related to the
fact that the Department of Correctional Services has the highest number of males
than females.
 The most common age that report for incapacity leaves range from 40-49 this
could be due to the fact that at this age the most chronic conditions like high blood
pressure and sugar diabetic start to emerge in most officials.
 The most common conditions that reported upon are the psychiatric conditions
followed by respiratory conditions and musculoskeletal systems and disorders.
The nature of the work environment could be the contributory factor that leads to
the highest number of officials reporting sick due to psychiatric conditions.
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DISCUSSIONS
Cont.
 The trends observed on the ill-health retirement signify a decline in applying for illhealth retirement as many officials are opting to resign than the latter. The stricter
methods used deter them from opting for this option.
 Respiratory conditions are of short term and could be caused by multiple
conditions that relate to change of environment and cross infection within the work
place and on the road to work as many officials use public transport.
 It was also noted that officials tend to use the same doctors especially for
psychiatric illnesses and when applying for ill-health retirement.
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PILIR VALUE ADDED IN THE DEPARTMENT OF CORRECTIONAL
SERVICES
 PILIR introduced a total paradigm shift in the management of incapacity leave in
the department; as a result of PILIR training; it was demonstrable empowerment
of supervisors and other line managers in the effective management of incapacity
leave, ill health retirement and sick leave in general.
 Numerous management areas at DCS observed and reported a positive
mindset/attitude change amongst most of their members with regard to utilization
of their sick leave benefits.
 The department has also made a positive difference in the affected employees’
lives where they truly needed additional incapacity leave in order to recover from
genuine major injuries/illnesses.
 PILIR contributed towards improvement of affected employee’s vocational
potential to the degree that they could remain or return to productive work.
 PILIR implementation has gone some way in contributing towards occupational
bonding making members to view DCS as a caring employer
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PILIR VALUE ADDED IN THE DEPARTMENT OF CORRECTIONAL
SERVICES Cont.
 As a result of PILIR implementation, DCS has become acutely aware of the key
drivers of incapacity leave and ill-health retirements in its own work environment
 Decrease on the extent and costs of unjustified sick related to absence from work.
 Declined IHR applications resulted in a positive contribution towards skills
retention for DCS.
 Ultimately, as a result of PILIR implementation, DCS has more officials with
positive attitude and behavioral change to utilization of sick leave benefits thereby
improving service delivery
 Improved key skills retention of officials that would have been lost if PILIR was not
introduced.
 PILIR led to better understanding of DCS employees’ health risk profile.
 Significant operational costs savings on human capital related costs also
observed.
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OVER ALL PILIR IMPLEMENTATION CHALLENGES
 In cases of declined applications, where the official does not have adequate
capped leave, leave without pay is granted, which in turn creates challenges of
managing staff debts and in some cases it creates pension under contribution in
both the employer and employee contribution.
 The department encountered some labour disputes from disgruntled officials, in
cases of declined PILIR applications
 High turnover rate of personnel to attend PILIR cases thereby creates continuity
challenges in PILIR implementation.
 Staffing and office infrastructural challenges in PILIR designated offices in rural
management areas.
 Inadequate professional capacity within DCS for other integrated employee health
and wellness programme elements (namely EAP, HIV & AIDS, and HEALTH
PROMOTION etc.)
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OVER ALL PILIR IMPLEMENTATION CHALLENGES Cont.
 Inadequate integration of PILIR with the other integrated employee health and
wellness programme elements
 Not enough SMS members were trained on PILIR across all departmental regions
 Delays in the sending of TIL applications by some management areas to HRM,
resulting in processing of old applications.
 Ingenuity by some officials who would bypass PILIR by declaring their injuries as
IOD.
 Difficulty in securing second opinion specialist appointments in the more rural
management areas, this sometimes negatively affects adherence to turn around
times by Human Resource Management
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OVER ALL PILIR IMPLEMENTATION CHALLENGES Cont.
 Delays in the communication of applications decisions by management areas to
applicants, especially for declined applications
 Some employees report negative experiences with managers when applications
are declined
 Officials having difficulties to consult due to exhausted medical aid benefits.
 Delays in the communication of applications decisions by management areas to
applicants, especially for declined applications causes disputes and
disgruntlement among the officials.
 Compliance to turn around time due to numerous challenges is still encountered in
some cases both from the Department’s side and Health Risk Manager’s side.
 Some officials are unable to pay for costly medical reports required to assess their
applications as medical aid does not pay release of such reports.
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PILIR MANAGEMENT STRATEGIES
Cont.
 Facilitate monitoring and evaluation through regular meetings with the HRM and
DPSA.
 The Department has PILIR champion that ensure that there is a smooth running in
the management of PILR nationally and that becomes a coordinating office
between the Department and other stake holders within the National Departments
and the Health Risk Manager.
 Statistical analysis of the impact of PILIR which is done quarterly during the PILIR
Steering Committee meetings to monitor trends and develop mitigating strategies.
 Training was done in all regions and it is continually done as need arises. The
Department will further form partnership with PALAMA to train DCS officials on
PILIR. The briefing session was already done with the latter for their involvement
in conducting of training in this regard.
 PILIR including leave management in general was made a Key Responsibility
Area for Regional Commissioners and on quarterly basis the latter release
delegates to attend PILIR Steering Committee meetings with the aim of ensuring
accountability and sharing of ideas to improve service delivery in this area of
service delivery.
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PILIR MANAGEMENT STRATEGIES Cont.
 Establishment of monitoring forums at regional and national level are in place to
facilitate the monitoring and ensuring of compliance to PILIR policy.
 Monitoring by National and Regional inspectors is in place as part of compliance
enforcement.
 Facilitate monitoring and evaluation through regular meetings with the Health Risk
Manager.
 In terms of clinical management, the significant percentage of psychiatric
conditions as a cause of TIL applications points to the need for integration of the
various wellness service providers such as the EAP; and chronic disease
management programmed from medical aid scheme.
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SERVICE TERMINATION AND PILIR MANAGEMENT STRATEGIES Cont.
 Conduct an audit of all service termination cases and PILIR applications, per
Region, and escalate all those that have been outstanding of 3 months from the
date of submission of all necessary documentation to the office of the Minister for
intervention. A directive in this regard is being compiled;
 In addition, all new cases not finalised within a stipulated, mandatory time frames
shall also be escalated to the office of the Minister;
 Convene monthly meetings with critical stakeholders such as the Public Service
Commission, GEPF and service providers for purposes of, among others,
discussing monthly status quo reports in respect service terminations and PILIR
applications;
 Enter into service level agreements with service providers and GEPF, outlining,
among others, turnaround times;
 Inclusion of service termination and handling of PILIR applications oversight into
the performance agreement of Area Commissioners, Regional Commissioners and
Branch Heads;
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SERVICE TERMINATION AND PILIR MANAGEMENT STRATEGIES Cont.
 Decentralise handling of service termination and handling of PILIR applications to
Management Area. Establishment of dedicated centres, at Management Area
level, to manage these processes;
 Establish contact centres at Management Area, Regional, and Ministry levels to
handle service termination and ill-health application queries from ex-officials and
affected family members;
 Continuation with information sessions to empower officials with information on
exit management and PILIR procedures;
 Conduct random walk-in audits at centres established to handle service
terminations and ill-health applications for purposes of providing oversight; and
 Enforce Consequence Management against officials whose conduct in the
processing of service terminations and PILIR applications amounts to misconduct.
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CONCLUSION
 The Department of Correctional Services can be rated as one of the Department
that is striving at its level best to comply with the applicable legislations in
managing of incapacity leave and ill-health retirement.
 It is acknowledged that challenges do exist but the mitigation strategies that were
put in place minimize the negative impact of challenges to both the Department
and the employees.
 It is also acknowledged that the absence of the Health Risk Manager created
numerous challenges that will take some time to rectify but the Department aim to
work with all stake holders to resolve whatever challenges encountered with the
intention of reaching the amicable solution.
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Thank you
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